Future Workforce
Planning today for the future of Canada’s food and beverage manufacturing industry workforce and the increasing global demand for food.
Workforce Projections
Between 2023 and 2030, the Canadian food and beverage manufacturing industry is estimated to need to hire and retain over 92,500 additional people. The average annual hiring requirement of approximately 11,500 new people per year is driven primarily by the need to replace an estimated 66,800 retirements and age-related exits while considering projected industry growth and labour productivity gains. Additionally, the industry’s current 50,000 vacancies that remain unfilled means the total hiring requirement increases to 142,000 new people or almost 50% of the current workforce.
What are the labour challenges?
Across Canada, 1/5th of the workforce is aged between 55 and 64 and will be eligible for retirement within the next 10 years. This segment of the workforce will account for up to a forecasted a large number of anticipated vacancies by 2025. There are several geographical barriers which affect the food and beverage industry. For many businesses operating in rural locations, it can be difficult to recruit individuals willing to relocate for a job.
There are several geographical barriers which affect the food and beverage industry. For many businesses operating out of rural locations, it can be difficult to recruit individuals willing to re-locate for a job.
Canada’s meat and Atlantic seafood processors in particular are experiencing unique challenges with recruiting and retaining qualified employees for foundational roles and skilled positions from slaughter to finished product.
The Temporary Foreign Worker Program has been an asset to the industry in this regard but does not provide a long-term, sustainable workforce solution.
There are several geographical barriers which affect the food and beverage industry. For many businesses operating out of rural locations, it can be difficult to recruit individuals willing to re-locate for a job. Canada’s meat and Atlantic seafood processors in particular are experiencing unique challenges with recruiting and retaining qualified employees for foundational roles and skilled positions from slaughter to finished product. The Temporary Foreign Worker Program has been an asset to the industry in this regard but does not provide a long-term, sustainable workforce solution.
Challenge
Only 1 in 4 Canadians are familiar with the food and beverage processing industry AND only 1 in 6 say they would apply for a job if it was near them.
Challenge
24% of the workforce is aged between 55 and 64 and will be eligible for retirement within the next 10 years.
Challenge
Only 53% of employers reported offering benefits at their organization
Challenge
7 in 10 employers report facing recruitment and retention challenges, and most describe this as a persistent and ongoing problem.
Challenge
4 in 10 companies have reported that they have neither an HR department or dedicated HR staff.
Challenge
68% of employers stated that the pandemic negatively impacted their company sales.
Understanding the multi-generational workforce
Like other economic sectors in Canada, food and beverage manufacturers can have up to five generations in their workforce at one time. To examine the diverse perspectives of these generations, research was conducted to understand how an employer can better adapt and innovate to meet generational expectations.
GENERATION Z
(16 – 23)
• Job security a priority
• Highly collaborative
• Workplace flexibility
is very desirable
YOUNG MILLENNIALS
(24 – 30)
• Interested in leadership training
• Prefer texts & email over chat in person
OLDER MILLENNIALS
(31 – 39)
• Want to be judged for their results over hours
• Career development opportunities
GEN X
(40 – 55)
• Self-reliant
• Hardworking
• Prefer less supervision and greater autonomy
BOOMER+
(56+)
• Job security is appealing
• Great source of industry knowledge
• Hardworking
