Many Canadian workplaces are experimenting with new forms of work as they try to deal effectively with forces like increased competition, technological advances, globalization, and changing labour market demographics. In some cases, the goal is to better equip a company to deal with the new business climate through increased flexibility or productivity. In other instances, alternative work arrangements are seen as a way to create or protect jobs, or to hold on to skilled, experienced workers. They might be designed to improve the quality of working life for people struggling to meet conflicting responsibilities, such as work and care for aging parents or children.

Unpublished data from the 1995 Statistics Canada Survey of Work Arrangements (analyzed by CLMPC in its report, Changing Times, New Ways of Working, April 1997) paints an interesting picture of new work arrangements emerging across Canada. Flextime work schedules are followed by about 25% of the workforce. Home-based work (telework) is used by about 10% of the workforce. Ten percent work compressed work weeks, but in Canada there are few examples of reduced work weeks, according to the survey. Almost 19% of workers hold part time jobs, while fewer than 2% of Canadian workers are in job-sharing arrangements. Approximately one quarter of the workforce works shift arrangements.

For most of the twentieth century, there was a decline in the number of Canadians who were self-employed. In the past two decades, however, there has been a significant growth in the proportion of the workforce that is self-employed -- 15.4% in 1996, compared to 10.9% in 1976. Self-employment has grown particularly among females, at an annualized rate of 6.3% compared to 2.6% for males.

Temporary, contingency and contract jobs also appear to be on the rise. Comparing from 1991 to 1995, the proportion of paid employees who had temporary jobs rose from 5.0% to 11.6%. A 1996 survey of public and private organizations indicated that 88% had used contract workers; nearly three quarters of these contracts were for a fixed term, and only 12% led to a permanent job.

What are the immediate and longer-term implications of these non-traditional approaches to work? There is no doubt that these trends imply significant challenges for companies, for workers, and for government.

The Canadian Labour Market and Productivity Centre has examined a number of Canadian workplaces to try to understand how work is likely to be structured in the future. These workplaces represent instances where workers and management have jointly tailored their working arrangements to meet their own needs.

In the last two decades the labour market has undergone significant evolution, including the number and types of jobs available as well as the nature of work itself. As a proportion of total employment, part-time work has risen from 12.3% to 17.3% between 1977 and 1997. A third of women and 45% of young workers aged 15-24 work part-time. Self-employment has increased from 12.8% in 1977 to 17.8% in 1997 (and has tripled among own-account unincorporated self-employed, from 2.5% in 1977 to 8.5% in 1997). Temporary work has also risen significantly in the 1990s. The distribution of hours has become more polarized. Between 1977 and 1997, the proportion of people working a traditional 35-40 hours week declined from 65.4% to 56.8%. More people are working longer hours (over 40 per week) and more people are working fewer hours (less than 35 per week).

The demographics of the labour market are also presenting challenges to workplaces. The overall workforce is aging. The first wave of "baby boomers" is approaching retirement or taking early retirement, while a relatively small youth population is coming up to take their place. At the same time, employment opportunities for younger workers are fewer and more restricted in nature. Are organizations facing a potential shortage of skilled labour? In CLMPC's Leadership Survey, conducted earlier this year, the issue of potential shortages appeared for the first time on the radar screen of both business and labour leaders.

At the National Seminar on the Changing Workplace, several examples and perspectives will be presented for discussion.

Toronto Star and CEP Local 87M: "New work arrangements: what forms can they take?"

The management and union at the Toronto Star, through different rounds of bargaining, have established a number of alternative working arrangements. These options include flexible part-time work, compressed work weeks, and job-sharing arrangements. The arrangements are designed to alleviate the pressures of competing family and job responsibilities. Operational flexibility and financial implications were key management considerations. Some employees have used the arrangements to promote career development. A mentoring program for younger workers has also been established, reflecting the need to get more youth into the industry.

Panel: "New work arrangements -- How can we deal with the implications?"

United Steelworkers of America:

The rise in the number of small employers, particularly in the service sector, has led to concerns about the provision of insurance and health benefits to workers in these workplaces. Typically, smaller employers face a higher fixed cost in providing such benefits, and increased expenses in administering these plans. In 1994, the United Steelworkers of America set up the Steelworkers Trusteed Benefit Plan to meet the needs of its members who work in smaller workplaces. Many members and their families are able to enjoy the security of an insurance and health benefit program. In addition, the union has been instrumental in establishing some non-profit dental offices in Ontario. The Steelworkers' programs serve as examples of alternative means of providing quality and cost effective benefits to members and their families.

The Employment Solution (TES):

New work arrangements often result in a different relationship between employer and worker and their relationship to work itself. Workers may not be employees in the traditional sense, but be hired on a contractual basis. Companies seek to retain flexibility in their workforce and as a result are reluctant to hire full-time employees. Certain types of workers, with skills that are often critical to the economic health of the business, are in high demand for specific projects. These same skills are perceived to be in short supply. The Employment Solution is an agency that provides access to individuals with appropriate skills for companies and available jobs for people in the information technology, engineering and office support fields. The activities of TES represent a means by which companies can maintain the flexibility of their workforce while accessing critical skills on a timely basis, as well as a means of workers finding access to available jobs.

The Textile Human Resources Council: "Managing the aging workforce -- a sectoral approach"

New products and markets, the introduction of new technologies, an aging workforce, and lack of English language skills and training are the key human resources challenges faced by the textiles industry in the 1990s. One of the key responses to this challenge was the Textile Management Internship Program, designed to provide the necessary skills for job entrants in management and supervisory functions. An initiative of the Textile Human Resources Council, the program has been jointly developed by textile suppliers, processors, unions and educational institutions from Ontario, Quebec, and a leading US textile college. The Council has applied the same industry-led partnership formula to the development of national occupational profiles and technical training for highly skilled occupations in chronic short supply.

Air Canada and CAW : "Managing the aging workforce -- a workplace approach"

At Air Canada, the move from a Crown Corporation to a private agency, together with a growing number of Customer Sales and Service Agents who were approaching retirement, led the company and union to seek ways to ease workers into retirement. Air Canada and CAW developed a program that allows older workers to officially retire, but to continue to work part time until they reach normal retirement age (currently 65), or until they elect to terminate service from Air Canada, whichever is earlier. This opened up employment opportunities for younger workers with lower seniority. Particular provisions were developed for seniority, vacations, and bumping rights in layoffs. The program also satisfies the eligibility rules under the company pension plan.