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Diverse group of gen-z employees around a meeting table

The adoption of new and emerging technologies and the growth of Alberta’s renewable energy sector is shaking up our human resource management planning. The roles of almost one in four workers will be affected.8

These shifts call for more and higher-level skills – the demand for workers with multi-disciplinary and cross-functional skills will only increase. We need to rebuild and renew our workforces.

Employers in Alberta are readying for the transition away from coal by enhancing current workers’ skillsets, supporting employees in the pursuit of dual certification, and cross-training and upskilling workers for redeployment.

In this changing status quo, diverse talent groups present an incredible opportunity for Alberta employers: they make up a pool of diverse perspectives, skills and experiences that can drive the needed innovation to provide for the province’s energy future. As members of these new talent pools are under-represented in the workforce, it is important for employers to make a deliberate effort to help them feel part of the organization from the start, and guarantee them equitable access to development and advancement.

Are you ready to welcome employees from a diverse talent pool into your workforce?

Supporting Resources

Illuminate Opportunity: Removing Barriers

Achieving diversity of thought and perspective in Alberta’s electricity and renewables sector is a tremendous opportunity.



Electricity Human Resources Canada

spoke to Alberta’s electricity employers

to see why diversity, equity and inclusion are critical to them.

Here are some of their perspectives…

I have an open headcount for IT professionals on my team.

Plus, I need to promote some current employees to replace several key people who are retiring soon.

I’d like to consider skilled diverse talent for these roles

as my experience of engaging fresh perspectives has been great so far.

But I feel we are not going about hiring, developing

and retaining diverse talent in the most coordinated way.

How can I step up my game?

Our CEO regularly champions the benefits of increasing diversity of thought throughout our workforce,

but I’m finding that our usual people practices are not helping us achieve this.

For instance, our job postings attract fewer women applicants than we expect.

Indigenous employees apply to internal job opportunities less often than other employees.

And, we’ve heard from some men that they don’t feel it’s ok to use our flexible working options.

What is going on?

Questioning how effective your practices are is a great start to optimizing them.

Like our current electricity grid,

many of our people practices were designed long ago

when our needs were less diverse.

While on the surface they appear fair,

they can contain hidden barriers or be implemented inequitably.

This can hamper our ability to attract and engage diverse talent.

For example…

Non-inclusive language in job postings and not advertising widely

an result in failing to connect with the diverse talent you want to attract.

Sticking to traditional notions of what a “high potential” employee looks like

can affect who receives more informal coaching,

risking that diversity doesn’t move beyond entry-level positions in your organization.

Equally important is your organizational culture.

The impact of flexible work options will be reduced

if people feel they are not supported by their managers or leaders to use them.

Ok, we get it!

Optimizing our infrastructure with smart technologies goes hand in hand with…

…fine-tuning our recruitment, development and engagement practices.

But where do we start?

Simple adjustments to how you word your practices,

and a more flexible, fair approach to implementing them

can help open the door to a wider diversity of talent.

For example:

In hiring, broaden job requirements and consider a candidate’s competencies

or how they can contribute to corporate values, instead of looking for a “good fit”.

When developing new employees, be aware of who you provide most feedback to, and question why.

Make sure all team members have equal opportunities to grow.

To retain those great new hires, rethink possibilities when it comes to benefits,

such as flexible working options.

Encourage leaders to shift from focusing on employees’ presence to their performance

to ensure that using those programs will not obstruct their career progression.

Equity is the second element for illuminating opportunity in Alberta’s Electricity Sector.

Electricity Human Resources Canada has developed a guide

that features quick reference tools and other materials

to help you with the “how”.

To get started, go to:

The transformation of our sector presents a unique opportunity to dig deep on diversity, equity and inclusion

Welcome New Employees: Help new employees feel welcome so they can bring their best ideas to work every day.

Accelerate Employee Success: Help new hires to settle in quickly so they can start contributing, collaborating and building relationships with colleagues.

Expand Diversity at All Levels: Support employees to aspire to leadership, creating a virtuous circle through which diverse-thinking leaders will further embed a culture of innovation.

The Value of a "Buddy"

A pilot onboarding program with 600 employees at Microsoft9 found that pairing a new hire up with a buddy:

  • Boosts productivity: The more the onboarding buddy met with the new hire, the greater the new hire’s perception of their own speed to productivity.
  • Improves the new employee’s satisfaction: After the first week on the job, new hires with buddies were 23% more satisfied with the onboarding experience, compared to those without; at 90 days, there was a 36% increase in satisfaction.

New hires with buddies also report having more active support from their manager and the broader team.

Two Creative Colleagues Using Laptop to Discuss Work Project at Office.