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A diverse group of young professionals having a casual meeting

Alberta’s electricity demands, particularly for renewable energy sources, have been growing steadily and are anticipated to continue increasing.

In the next few years, we’ll have to hire at least one new employee for every six we have now–even more if we lose anyone to the other industries that are competing for the same talent pool.2

And as more utilities shift from being sole providers of electricity to “energy service companies”, we increasingly need to develop agile teams with a broader range of skills, such as communication, leadership, problem-solving, learning and teamwork to better understand our customers’ needs.

To achieve the optimum mix of skills, employers must adopt more inclusive recruitment practices – such as broadening qualifications, and attracting and training candidates with non-traditional career and education backgrounds.

A key means of achieving and maintaining the scalable, adaptable workforce we need in an ever more complex environment is the cultivation of diversity of thought and perspective in our organizations.

Is your workforce ready for the challenges ahead?

Supporting Resources

Illuminate Opportunity: The Business Case

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 started in the electricity generation sector over forty years ago.

Those were simpler days, for sure.

But times have changed, and so has our sector.

It takes a lot of time, money and energy to hire, train and retain employees.

And the skill sets needed keep evolving – just like our industry.

Alberta’s demand for electricity

especially from renewable resources – is growing.

This means we’ll have to improve on our organization’s hiring and retention practices.

We’ve realized that we need more agile and responsive teams

with technical and professional skills to understand and respond to our customers’ needs.

There’s so much competition for talent with transferable skills

so we need creative approaches in attracting, hiring and keeping the best people.

We are also aware that more and more people prefer to work at a place

where diversity and inclusion are core organization values.

We recently hired two new employees who were educated outside Canada.

I tell you, they changed the team dynamic, and for the better.

It took a bit of time to learn how to work together, and to work differently as a team,

but I find the whole team a little sharper and more focussed.

And performance has improved.

It is important for my team to discuss and address this talent challenge.

We want our company to be leading edge – and a disruptive force in our sector.

he key to standing out from the competition is to have more diversity of opinions,

ideas and points of view in our company.

I also realize that not only has our business changed,

but our customers have too!

Their needs are more diverse than ever before.

We need to reflect that reality and to better understand our clients and communities.

The question is: How do we go about all that?

The fact that you’re considering the value of diverse experiences and perspectives for your company

is the first step in the right direction.

Alberta is already recognized as a leader in innovative energy production.

It now must lead the way in bringing a range of fresh ideas and approaches

to spark that continued innovation and to drive performance in our sector.

Diversity of thought is what our companies need.

And to get those great disruptive ideas

and understand our changing customer base,

three critical elements are required:

Diversity, Equity and Inclusion.

Diversity in our workforce increases the range of experiences and perspectives.

That diversity includes women and gender,

Indigenous peoples,


visible minorities,

and persons with disabilities.

It also involves people from a range of generations,

diverse sexual orientations,

varied educational backgrounds and beyond.

Diversity is the first 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:

Our industry needs new skills and scalable teams

Meet the need for changing skills: The skills our sector needs are changing, we need to maintain a talent pool that will help address upcoming retirements, and the growth of renewable energy and emerging technology roles are sparking new interest in our sector.

Understand the many identities of our customers: For example, newcomers to Canada are increasingly making Alberta their home. Currently 1 in 3 people living in Calgary and Edmonton were born outside of Canada.

Bring in a mix of skills to spark innovation: A shift to energy services, an increasingly complex sector landscape and competition for talent requires diverse thinkers to challenge the status quo, drive creativity and give us ‘an edge’.

A diverse group of professionals having a meeting

Demographic Drivers

African american businesswoman on wheelchair and diverse people in office talking and laughing

Where are the diverse talent pools in your workforce?

  • Alberta has a large, growing and young working-age population of off-reserve Indigenous peoples.
  • Newcomers to Calgary are more likely to have a bachelor degree or higher, compared to all Calgarians.
  • Calgary is ranked third in Canada in proportion of visible minority residents.
  • The province has the highest proportion of working-age persons with disabilities in Canada, which is set to grow as the Alberta population ages.