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EHRC Labour Market Intelligence 2007-2012 Report

Electricity Human Resources Canada’s (EHRC’s) 2008 Powering Up the Future Labour Market Information (LMI) study indicated that approximately 30 percent of the total workforce would be lost due to retirement by 2012.

Consequently, the industry experienced a high intake of new employees over the following three to five years, employees who required training to fill the workforce gaps.

EHRC’s Training and Learning Development Project investigated the capacity of the electricity and renewable energy industry’s internal training function. The diagnostic ensured that the industry was prepared to meet the surge in workforce development needs. The main outcome of this project was a training capacity strategic framework: Recharging our Workforcea report on industry action that contains:

  • recommended next steps for addressing training capacity needs;
  • the identity of required tools for addressing training capacity needs;
  • the identity of barriers to enhancing training capacity; and
  • practical strategies and initiatives for organizations and the overall sector to develop and manage training capacity.

Access the Report

Recharging-our-workforce LMI Cover



One outcome of the Training and Learning Development (TLD) Project was the development of 10 recommendations for initiatives that EHRC could undertake to increase training capacity in the electricity sector. A points system was applied to create a score for the highest-rated, which captured the consensus opinion of a broad spectrum of electricity sector professionals. As an outcome of this exercise, the three highest-scoring recommendations are presented here as those that should be viewed as the highest priority for implementation:

  • To develop occupational standards for industry trainers
  • To develop a self-assessment tool to assess requirements for training staff
  • To promote collaboration among utilities

Training and Learning Development Project Methodology

The TLD Project was conducted through a variety of primary and secondary research techniques.


This project could only be accomplished with the help and participation of numerous individuals and organizations who generously gave their time, expertise, and knowledge. For that reason, we would like to express our sincere gratitude and appreciation to the following individuals:

Training and Learning Development Project Steering Committee

  • John Sowagi-Chair, Manager, Leadership Training—Ontario Power Generation
  • Michelle Laurie, President—Local 258 IBEW
  • Simon Assouline, Chef, Efficience et qualité des travaux—Hydro-Québec
  • Bob Menard, Executive Managing Director—Power Workers’ Union Training
  • Paul Blanchard, Member, Canadian Engineering Qualification Board—Engineers Canada
  • Lori Pierson, Supervisor, Human Resources and Training—FortisBC, Inc.
  • Nathalie Couture, Analyst— Human Resources and Skills Development Canada
  • Henry Reiser, Dean, School of Technology, Energy and Apprenticeship—Lambton College
  • Jodi Engel, Manager, Organizational Development—Toronto Hydro-Electric Systems Limited
  • Michelle Branigan, Chief Executive Officer—Electricity Human Resources Canada
  • Wendy Farrington, Analyst—Human Resources and Skills Development Canada
  • Leigh-Anne Donovan, Project Coordinator—Electricity Human Resources Canada
  • Norm Fraser, Chief Operating Officer—Hydro Ottawa

Research consultants:

  • Bernadette Allen, CEO—The Competency Group
  • Wesley Johnston, Director, Policy and Research—Canadian Solar Industries Association (CanSIA)
  • Tim Curley, Client Services Manager—The Competency Group

In addition, we would like to acknowledge the generous time and support of the employers, associations, educational institutions, unions and other key stakeholders who participated in this study.


Completion of this study was made possible through funding from the Government of Canada’s Sector Council Program.