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Manitoba HR Trends Report
Manitoba
MANITOBA HR TRENDS REPORT FALL 2019 INTRODUCTION ...................................................................................................................................... 1 METHODOLOGY ..................................................................................................................................... 1 COMPENSATION ..................................................................................................................................... 2
COMPENSATION PHILOSOPHY 2 SALARIES 4 BENEFITS 5
DEALING WITH ISSUES IN THE WORKPLACE ........................................................................................ 6 WORKPLACE POLICIES 6 TRAINING 11 BULLYING AND HARASSMENT COMPLAINTS 13 TOOLS FOR REDUCING BULLYING AND HARASSMENT 14
LABOUR MARKET FORECAST ............................................................................................................... 15 HIRING CONFIDENCE INDEX 15 THE SIX MONTH OUTLOOK 16
LABOUR MARKET STATISTICS .............................................................................................................. 17 CURRENT TRENDS 17 TERMINATION CAUSES 20 TEMPORARY LAYOFFS 21 FILLING VACANCIES 22 HR TEAM RATIO 23
RESPONDENT PROFILE ......................................................................................................................... 24 ORGANIZATION SIZE 24 DEMOGRAPHICS 25
CONTACT INFORMATION .................................................................................................................... 27 ABOUT THE ORGANIZATION 27
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INTRODUCTION This report serves as a reference tool for HR professionals and departments in Manitoba to make better-informed decisions using up-to-date workplace information. Taken in concert with best practices, the right labour market information can help human resources professionals improve the advice they provide.
CPHR Manitoba, CPHR British Columbia and Yukon, CPHR Alberta, and CPHR Saskatchewan have commissioned this study to supplement other sources of labour information available to their members and to provide benchmarks that can help human resources professionals make better decisions. This report details the results from CPHR Manitoba members. Results for Western Canada as a whole are available under a separate cover.
METHODOLOGY The Fall 2019 wave of this study was conducted by Insights West on behalf of CPHR Manitoba, CPHR British Columbia and Yukon, CPHR Alberta, and CPHR Saskatchewan. The survey was conducted online from June 10 to July 15, 2019.
Members of the four associations were invited to participate via email communication from their respective associations. In total, 1,320 Manitoba human resources professionals were sent a survey invitation. Respondents were screened to include members who:
• Are currently employed; and
• Have employees in Manitoba.
Among CPHR Manitoba members, a total of 122 human resources professionals participated in the survey, for an overall response rate of 9.24%. Survey responses to individual questions were optional. The margin of error of this survey varies depending on the number of completions each question received. The margin of error for a sample size of 122 (all survey respondents participating) is +/- 8.87% nineteen times out of twenty.
Throughout this report, where relevant and allowed by sufficient sample size, comparisons are made between different respondent subgroups, such as region and organization size. Where these differences are deemed statistically significant, they are indicated as follows:
Statistically significantly higher than comparison group(s)
Statistically significantly lower than comparison group(s).
Where available, results have also been compared to data from previous waves of this study. Waves prior to Spring 2019 were conducted by One Persuasion Inc.
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COMPENSATION
COMPENSATION PHILOSOPHY The majority (62%) of Manitoba organizations have formal compensation philosophies.
Among those with a formal compensation policy, nearly all (92%) believe that their organization’s employees understand the basis upon which their pay and incentives are determined at least slightly, including two-thirds (68%) who believe their employees understand to a moderate or great extent.
Have Formal Compensation Philosophy
Base: Employed in HR function, excluding not applicable (n=97)**Small base size, interpret with caution.J1. Does your organization have a formal compensation philosophy?
Yes62%
No32%
Don't know6%
Understanding of Compensation Philosophy
*Small base size, interpret with caution.Base: Have formal compensation philosophy (n=60)*J1b. To what extent do you believe that your organization’s employees understand the basis upon which their pay and incentives are determined (the compensation philosophy)?
To a great extent
To a moderate extent
To a slight extent
Don’t know
Not at all
20%
48%
25%
2%
5%
Understand68%
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Among Manitoba organizations with a formal compensation policy, half (50%) have had adjustments to their salary administration practices in response to the economic environment.
Just over half of organizations (56%) have a compensation framework to maintain competitiveness.
Salary Administration Adjustment
*Small base size, interpret with caution.Base: Have formal compensation philosophy (n=60)*J1a. In the past 12 months, have there been adjustments to the salary administration practices in response to the economic environment?
Yes50%No
42%
Don't know8%
Have a Compensation Framework to Maintain Competitiveness
Base: Employed in HR function (n=98)**Small base size, interpret with caution.J1a1. Does your organization have a compensation framework to maintain competitiveness?
Yes56%
No33%
Don't know11%
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SALARIES The majority (65%) of Manitoba organizations expect the average base salaries at their organization to increase in 2020. Almost none (<1%) expect salaries to decrease.
Stay the Same
Don’t Know
Overall* 30% 5%
Non-unionized employees* 31% 6%
Management employees* 32% 4%
Unionized employees** 39% 5%
Expectation of Base Salary Changes
*Small base size, interpret with caution. **Very small base size, interpret with extreme caution.Base: Employed in HR function, excluding not applicable (n=155-339)J2. Do you expect the average base salaries for each of the following to increase or decrease at your organization in 2020?
IncreaseDecrease
65%
63%
64%
57%
<1%
1%
0%
0%
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BENEFITS On average, Manitoba organizations pay 21% of salary in benefits, including pension contributions. Just under half (47%) pay 20% or more.
Manitoba organizations are most likely to renew their organization’s health and insurance benefit plan in their first quarter. Few (7%) renew in the last quarter, while more than one-third (36%) don’t know when they renew.
Average Percent of Salary Paid in Benefits
Base: Employed in HR function (n=197)J3. What is the average percentage of salary that your organization pays in benefits?
Mean21.0
0%2%
<5%2%
5% to <10%16%
10% to <20%33%
20%+47%
When are Health and Benefit Plans Renewed?
Base: Employed in HR function, excluding not applicable (n=84)**Small base size, interpret with caution.J4. In which quarter of the year does your organization’s health and insurance benefit plan renew?
Q124%
Q217%
Q317%
Q47%
Don't know36%
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DEALING WITH ISSUES IN THE WORKPLACE
WORKPLACE POLICIES The majority of Manitoba organizations have sufficient policies in place to address the consumption of drugs and alcohol. Nine-in-ten (91%) have a policy covering the consumption of alcohol, more than three-quarters have policies covering recreational (81%) and medical (76%) marijuana consumption, and two-thirds (68%) have one for opioids.
Have a Sufficient Drug & Alcohol Policy for Specific Issues
*Small base size, interpret with caution. Base: Employed in HR function (n=80-82)*PP16. Do you currently have a drug & alcohol policy for your organization that in your opinion is sufficient to address...
Don’t know
5% Alcohol
6% Recreational marijuana
6% Medical marijuana
7% Opioids
91%
81%
76%
68%
0%
6%
6%
5%
Yes
No, but planning
Yes
No, but planning
Yes
No, but planning
Yes
No, but planning
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Nearly all Manitoba organizations have a policy in place for workplace harassment (99%), sexual harassment and assault (97%); a respectful workplace (94%) and violence in the workplace (92%). A smaller majority have a conflict resolution policy (63%).
Status of Various Workplace Policies
Base: Employed in HR function (n=85)**Small base size, interpret with caution.PP2. Please indicate the status of the following policies at your organization...
Workplace harassment policy
Sexual harassment and sexual assault
policy
Respectful workplace policy
Violence in the workplace policy
Conflict resolution policy
In place
Upcoming
In place
Upcoming
In place
Upcoming
In place
Upcoming
In place
Upcoming
1
3
7%
99%
0%
97%
0%
94%
2%
92%
5%
63%
17%
Currently developing Plan to develop in 12 months
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Nearly all (98%) Manitoba organizations have a framework for how a complainant can formally report harassment or bullying in the workplace.
While three-quarters (78%) have policies in place for assessing who should investigate a complaint of harassment or bullying in the workforce, just half (49%) have a policy for when to bring in a third-party investigator.
Have Framework to Report Harassment or Bullying
Base: Employed in HR function (n=87)**Small base size, interpret with caution.PP3. Does your organization’s policy framework outline how a complainant can formally report harassment or bullying in the workplace?
Yes98%
No1%
Don't know1%
Have Policies for Investigations
Base: Employed in HR function (n=85)**Small base size, interpret with caution.PP5. Does your organization have a policy for each of the following?
Assessing who should investigate a complaint of harassment or bullying in the workforce
When to bring in a third-party investigator
Yes78%
No16%
Don't know6%
Yes49%
No40%
Don't know12%
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One-third (34%) of Manitoba organizations maintain compliance with the Canadian Psychological Health and Safety Standard. More than one-quarter (28%) don’t know if they comply.
Comply with Psychological Health and Safety Standard
Base: Employed in HR function (n=85)**Small base size, interpret with caution.PP4. Does your organization maintain compliance with the Canadian Psychological Health and Safety Standard?
Yes34%
No15%
I am not aware22%
Don't know28%
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More than four-in-five (84%) Manitoba organizations have taken one or more actions regarding harassment and bullying policies in the past twelve months, most commonly reviewing their violence, harassment, bullying or respectful workplace policies (72%). Just under half held training for managers on preventing violence, harassment, or bullying in the workplace (46%).
Actions Taken Regarding Harassment and Bullying Policies in Past Twelve Months
Base: Employed in HR function (n=85)**Small base size, interpret with caution.PP14. Which of the following actions has your organization taken in the past 12 months?
We reviewed our violence, harassment, bullying, or respectful workplace policies
We held training for managers on preventing violence, harassment, or bullying in the workplace
We reviewed our complaint investigation policies and practices
We held training for all non-management employees on preventing violence, harassment, or bullying in the workplace
We reviewed our reporting policies
We made changes to our violence, harassment, bullying, or respectful workplace policies
We introduced policies addressing violence, harassment, bullying, or a respectful workplace
We made changes to our complaint investigation policies and practices
We changed our reporting policies
We have taken no specific actions
Other
Don’t know
72%
46%
41%
41%
38%
35%
13%
12%
9%
7%
1%
9%
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TRAINING
Four-in-five (81%) Manitoba organizations offer training related to respectful workplaces.
Two-thirds (69%) require employees to complete training related to respectful workplaces.
Offers Respectful Workplace Training
Base: Employed in HR function (n=85)**Small base size, interpret with caution.PP7. Does your organization offer training related to respectful workplaces?
Yes81%
No18%
Don't know1%
Require Employees to Complete Respectful Workplace Training
Base: Employed in HR function (n=84)**Small base size, interpret with caution.PP8. Does your organization require employees to complete training related to respectful workplaces?
Yes69%
No30%
Don't know1%
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Two-thirds (69%) of Manitoba organizations have trained in-house investigators who could investigate a complaint of harassment or bullying in the workplace.
Just over half (56%) of Manitoba organizations believe their people leaders are adequately trained to appropriately enact progressive discipline actions. Over one-third (36%) believe they are not adequately trained.
Have Trained In-House Investigators
Base: Employed in HR function (n=86)**Small base size, interpret with caution.PP6. Does your organization have trained in-house investigators who could investigate a complaint of harassment or bullying in the workplace?
Yes69%
No24%
Don't know7%
Have Adequately Trained Leaders to Enact Disciplinary Actions
Base: Employed in HR function (n=86)**Small base size, interpret with caution.PP9. In your opinion, are your people leaders’ adequately trained to appropriately enact progressive discipline actions?
Yes58%
No34%
Don't know8%
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BULLYING AND HARASSMENT COMPLAINTS
One-in-five (19%) Manitoba organizations saw an increase in workplace harassment and bullying complaints in the past twelve months.
One-in-ten (9%) were the subject of an Occupational Health & Safety investigation concerning harassment in the workplace.
Saw Increase in Workplace Bullying and Harassment Complaints in Past Twelve Months
Base: All respondents (n=83)**Small base size, interpret with caution.PP10. Has the number of workplace harassment and bullying complaints increased in the past 12 months?
Yes19%
No64%
Don't know17%
Had an OH&S Investigation In Past Twelve Months
*Small base size, interpret with caution. Base: Employed in HR function (n=66)*PP13. In the past 12 months, has your organization been the subject of an Occupational Health & Safety investigation concerning harassment in the workplace?
Yes9%
No89%
Don't know2%
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TOOLS FOR REDUCING BULLYING AND HARASSMENT Manitoba organizations view training as the most effective tool or action to reduce harassment and bullying in the workplace. When asked to rank the usefulness of a series of tools, the majority ranked prevention training (75%), followed by training around identifying harassment (68%) as the most or the second most useful. Over one-quarter ranked support during interventions, investigations and follow-up (28%) as the most or second most useful. Fewer than one-in-five rank any of the other tools or actions tested as the most or the second most useful.
Ranked 1-2 Average
Prevention training 75% 1.9
Training around identifying harassment
63% 2.7
Support during interventions, investigations and follow-up
28% 3.6
Assistance in designing policies, procedures and programs
15% 4.2
Resources for documenting cases of harassment
13% 4.2
Resources to assist in evaluating an existing program’s effectiveness in reducing harassment and bullying
10% 4.3
Ranked Usefulness of Tools for ReducingHarassment and Bullying
Base: Employed in HR function (n=67-71)**Small base size, interpret with caution.PP15. Please rank the usefulness of the following tools/actions to reduce harassment and bullying in your workplace.
51%
20%
12%
10%
6%
4
24%
44%
16%
4
7%
6%
17%
11%
19%
15%
18%
19%
3
8%
24%
26%
18%
19%
4
8%
13%
16%
31%
25%
1
8%
15%
28%
21%
25%
Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6
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LABOUR MARKET FORECAST
HIRING CONFIDENCE INDEX The Hiring Confidence Index was created to measure how employers feel about hiring over the next six months. The index emphasizes how confident HR professionals are that they can hire the right people to fill open positions and incorporates views on expected growth in the number of positions. The scores have a maximum value of 100 and a minimum value of 0. Scores greater than 50 signify that HR professionals are more confident than they are concerned about hiring.
After remaining generally stable over the past three years, Manitoba’s Hiring Confidence Index has increased five points this year to 65.5.
Hiring Confidence Index
65.559.6 60.6 58.6 60.1 60.9 62.5 64.0
Manitoba
Jan-Jun 2019 Jul-Dec 2018 Jan-Jun 2018 Jul-Dec 2017 Jan-Jun 2017 Jul-Dec 2016 Jan-Jun 2016Jul-Dec 2019
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THE SIX MONTH OUTLOOK
Two-in-five (39%) Manitoba organizations expect their headcount to grow in the latter half of 2019, while the same proportion (39%) expect their total number of employees to stay the same over this period.
The proportion who expect a decrease (15%) has doubled compared to predictions for the first half of the year.
Three-quarters (74%) of Manitoba organizations expect to lose at least some employees in the next six months, while one-in-five (20%) are not able to estimate their expected losses. In terms of the number of employees, Manitoba organizations are more likely to expect to lose less than 10 employees (45%) than 10 or more (30%).
Increase by more than 5%
Increase by less than 5%
Stay the same
Decrease by less than 5%
Decrease by more than 5%
Don’t know
Expected Change in Employment in the Next Six Months
Base: Employed in HR Function, exclude n/a *Small base size; interpret with caution.C13. Over the next six months, how do you expect the total number of employees to change for any reason?
19%
20%
39%
12%
3%
8%
13%
27%
43%
3%
3%
9%
Increase39%41%
Decrease15%6%
Jan - Jun 2019 (n=102)Jul - Dec 2019 (n=75)*
1 to 4
5 to 9
10 to 24
25 to 49
50 to 99
100 to 249
250 to 500
None
Don’t know
Base: Employed in HR function *Small base size; interpret with caution.C14. In the next six months, how many people do you expect to lose in total at your organization?
Predicted Employee Losses in Next Six Months
32%
12%
16%
8%
4%
1%
0%
5%
20%
26%
15%
11%
7%
5%
2%
4%
8%
23%
<1045%41%
10+30%28%
Any74%69%
Jan - Jun 2019 (n=103Jul - Dec 2019 (n=74)*
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LABOUR MARKET STATISTICS
CURRENT TRENDS Half (51%) of Manitoba organizations report a net increase in employment over the past six months, unchanged from the previous wave.
Change in Total Number of Employees in Past Six Months
*Small base size; interpret with caution. Base: Employed in HR function C6. In the last six months, how has the total number of employees (full time and part time) in your organization’s employment changed?
Jan-Jun 2019 (n=82)*
Jul-Dec 2018 (n=106)
Jan-Jun 2018
Jul-Dec 2017
Jan-Jun 2017
Jul-Dec 2016
Jan-Jun 2016
Jul-Dec 2015
Increased
51%
42%
43%
34%
39%
42%
32%
33%
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More than four-in-five (84%) Manitoba organizations reported a loss of permanent employees over the past six months.
One-in-five (22%) report the loss of contractors, although half of respondents (47%) say they either “don’t know” or “not applicable,” indicating that many of these organizations likely do not have contract employees.
Number Who Left Organization in Past Six Months
Base: Employed in HR function *Small base size; interpret with caution.C7. In the last six months, how many people have left your organization’s employment for any reason (retirement, downsizing, resignation, termination, etc.)?
Don’t Know/Not
Applicable
Permanent employees
15%
8%
Contractors47%
35%
1
8%
3
3
8%
32%
31%
3
4
47%
42%
19%
20%
84%
89%
22%
27%
100+ 50 to <100 10 to <50 <10
AnyJul - Dec 2018 (n=98)*Jan - Jun 2019 (n=74)*
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Manitoba organizations are far more likely to have hired new permanent employees over the past six months than contractors. A strong majority (87%) have hired new permanent employees in the past six months, while one-in-five (19%) have hired contractors.
Number of Recent Hires
Base: Employed in HR function *Small base size; interpret with caution.C10. In the last six months, how many people have joined your organization for any reason (new hires but exempting acquisitions, and mergers)?
Don’t Know
Permanent Employees
13%
15%
Contractors
43%
30%
1
3
1
1
5%
9%
8%
7%
13%
2
2
25%
16%
2
1
21%
17%
4
5%
22%
16%
11%
9%
87%
77%
19%
19%
100 to 249 50 to 99 25 to 49 10 to 24 5 to 9 1 to 4
Jul - Dec 2018 (n=96)*Jan - Jun 2019 (n=68)*
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TERMINATION CAUSES Resignation for a better opportunity (92%) continues to be the most common reason employees left an organization over the past six months, followed by for personal reasons (80%). Smaller majorities have left due to retirement (69%), termination for cause (65%) or without cause (58%).
The proportions who have left for a better opportunity and for personal reasons have significantly increased over the past six months.
Reasons for Leaving
Base: Employees left organization *Small base size; interpret with caution.C8. In the last six months, of the employees who have left your organization, how many have left for each of the following reasons?
Don’t Know
Resignation for a better opportunity5%
14%
Resignation for personal reasons7%
15%
Retirement2%
13%
Termination for cause4%
17%
Termination without cause6%
16%
Other15%
24%
1
1
2
1
4
18%23%
13%14%
45%
6%7%
6%8%
6%
73%47%
67%47%
61%53%
59%45%
52%43%
21%14%
92%71%
80%52%
69%60%
65%46%
58%52%
21%20%
100+ 50 to <100 10 to <50 <10
Jul - Dec 2018 (n=87)*Jan - Jun 2019 (n=71)*
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TEMPORARY LAYOFFS One-quarter (25%) of Manitoba organizations engaged in the practice of temporary layoffs in the first half of 2019. Results from this wave are similar to the latter half of 2018.
Jan-Jun 2019 (n=76)*
Jul-Dec 2018 (n=103)
Jan-Jun 2018
Jul-Dec 2017
Jan-Jun 2017
Jul-Dec 2016
Jan-Jun 2016
Jul-Dec 2015
25%
24%
28%
23%
24%
19%
14%
14%
Engaged in Temporary Layoffs in Past Six Months
Base: Employed in HR function *Small base size; interpret with caution.C12. Has your organization engaged in temporary or seasonal layoffs in the last six months?
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FILLING VACANCIES The majority (67%) of Manitoba human resources professionals are confident that new hires who fill vacant positions will have equivalent experience and qualifications. This is a significant increase from the first half of 2019, and a shift from the proportion who are neither confident nor worried. One-in-five (20%) are worried that new employees will not have equivalent experience and qualifications.
Very confident they will have equivalent experience and
qualifications
Moderately confident they will have equivalent experience and
qualifications
Neither confident nor worried
Moderately worried they will not have equivalent experience and
qualifications
Very worried they will not have equivalent experience and
qualifications
Confidence in Experience and Qualifications of New Hires
*Small base size, interpret with caution.Base: Employed in HR function C4. Over the next 6 months, how confident or worried are you that new hires to fill vacant positions will have equivalent experience and qualifications?
14%
53%
13%
18%
2%
7%
42%
26%
23%
1%
15%
37%
24%
21%
3%
Confident67%49%52%
Worried20%25%24%
Jan - Jun 2019 (n=141)Jul - Dec 2018
Jul - Dec 2019 (n=97)*
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HR TEAM RATIO Manitoba organizations have an average of 121 employees for each Human Resources employee, with a median of 100 employees for each HR employee. At the top of the scale, one-in-twenty organizations (20%) have a two hundred to one employee to HR professional ratio, while the same proportion (20%) have one-fourth the ratio, with less than fifty employees for every HR employee.
Ratio of HR to Other Employees
Base: Employed in HR function *Small base size; interpret with caution.C5. What is the ratio of HR employees to all other employees in your organization?
NET: 1:200
NET: 1:100
NET: 1:50
NET: 1:<50
20%
31%
30%
20%
21%
34%
24%
20%
Mean1:1211:142
Median1:1001:100
Dec 2018 (n=94)*Jun 2019 (n=71)*
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RESPONDENT PROFILE
ORGANIZATION SIZE For the purposes of this report, small organizations are defined as those having fewer than 100 employees (of all types), medium organizations as those having between 100 and 999 employees, and large organizations as those employing 1,000 or more employees. The average number of employees for organizations across Manitoba is 1,930, while the median is 250.
Number of Employees
Base: Employed in HR functionC2. How many people (both full time and part time) does your organization have in the province of {S1}.
All EmployeeTypes
Small<100
Medium100 to 999
Large1,000+
Employees
Small<100
Medium100 to 999
Large1,000+
Contractors/Temporary
Small<100
Medium100 to 999
Large1,000+
28%
49%
24%
28%
50%
23%
57%
9%
5%
25%
52%
23%
27%
51%
22%
63%
15%
4%
Mean1,9302,361
Median250250
Mean1,8482,278
Median230225
Mean142147
Median5
10
Dec 2018 (n=142)Jun 2019 (n=101)
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DEMOGRAPHICS Respondents were also distributed across a wide range of roles in the organization as well as sectors and organization type. Two-in-five (42%) have at least some unionization among their employees.
Organization Sector
Base: Employed in HR functionC3. What sector does your organization operate in? If you are a consultant to multiple firms, please select all of the applicable areas.
Manufacturing
Finance and insurance
Public administration and government
Professional, scientific, and technical services
Healthcare and social assistance
Retail and wholesale trade
Transportation and warehousing
Construction
Utilities
Hospitality and food services
Real estate, rental, and leasing
Education services
Agriculture and forestry
Arts and entertainment
Information and cultural industries
Mining
Other services
18%
15%
13%
12%
11%
11%
9%
9%
5%
4%
4%
3%
2%
2%
2%
0%
12%
19%
9%
10%
8%
18%
8%
10%
4%
2%
4%
3%
6%
6%
3%
1%
1%
15%
Dec 2018 (n=143)June 2019 (n=102)
Organization Role
Base: All respondents C1. Which option best describes your role in your organization?
Manager/Supervisor
HR Generalist
Director/AVP
Coordinator/Administrator
Vice President
Consultant
Specialist
HR Business Partner/Senior HR Business Partner
Student
Non-HR function
HR Instructor
SVP/C-level
Other
18%
15%
15%
8%
8%
7%
5%
5%
5%
1%
1%
2%
4%
26%
13%
13%
5%
4%
8%
11%
8%
1%
5%
1%
3%
1%
Dec 2018 (n=158)June 2019 (n=121)
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Type of Organization
Base: Employed in HR function C3a. My organization is a...
Private firm
Not-for-profit
Crown Corporation or Government Agency
Publically traded firm
Federal, provincial, or municipal government department
Academic institution
Canadian subsidiary of an internationally headquartered company
Union
50%
17%
10%
10%
10%
3%
2%
0%
45%
19%
10%
10%
9%
3%
2%
1%
Dec 2019 (n=143)June 2019 (n=101)
Organization Union Status
*Small base size, interpret with caution.Base: Employed in HR function C3b. Which of the following best describes your organization?
NET: Any Unionization
Does not have any unionized employee units/locations/environments
Has at least one unionized employee unit/location/environment
Is fully unionized
42%
58%
29%
13%
50%
50%
32%
18%
Dec 2018 (n=143)June 2019 (n=99)*
page 27
Manitoba HR Trends Report
Manitoba
CONTACT INFORMATION
For media inquiries, contact:
Laura Haines-Morrissette Director of Marketing, Partnerships & Membership CPHR Manitoba Phone: 204-943-0882 Email: [email protected]
For inquiries regarding the survey and analysis, contact:
Laura Haines-Morrissette Director of Marketing, Partnerships & Membership CPHR Manitoba Phone: 204-943-0882 Email: [email protected]
For inquiries regarding the methodology and survey tool, contact:
Daile MacDonald Research Director, Insights West Phone: 403-926-3192 Email: [email protected]
ABOUT THE ORGANIZATION Chartered Professionals in Human Resources of Manitoba CPHR Manitoba is the professional association dedicated to strengthening the human resources profession and upholding the highest standards of practice. We link members, businesses, and the general public to important HR issues and trends that are occurring provincially, nationally, and globally.
CPHR Manitoba is the exclusive certifying body in Manitoba for the nationally recognized Chartered Professional in Human Resources (CPHR) designation - the leading standard for HR professionals in Canada. The CPHR demonstrates HR expertise, experience and ethical management of today's human capital.