Chamber Member, Member Submission

Employers across Alberta tell us the same thing: finding people is hard.

At the same time, we work with thousands of Albertans who are looking for work, trying to enter the workforce, or struggling to get past the first stage of hiring.

On the surface, those two realities don't seem to fit together.

Alberta's unemployment rate remains elevated, while employers continue to report challenges filling roles in sectors such as construction, hospitality, retail, logistics, health care, and human services. Young people are experiencing higher rates of unemployment than the general population. Many newcomers continue to face barriers to having their skills recognized. People with disabilities remain underrepresented in the workforce despite having valuable skills, experience, and a strong desire to work.

The question isn't whether Alberta has talent.

The question is whether we're doing enough to recognize it.

At Prospect Human Services, we sit at the intersection of job seekers and employers every day. We hear from employers who receive dozens of applications but still struggle to identify the right candidate. We also meet job seekers who are capable, motivated, and ready to work but never make it past the screening process.

That's why I believe some of Alberta's hiring challenges are not simply labour shortages. In many cases, they are hiring strategy challenges.

Most employers want to reduce risk. That's understandable.

Job postings often include education requirements, industry experience, certifications, technical skills, software knowledge, and other qualifications that help define the role. When used effectively, these requirements create clarity and help employers make informed decisions.

But sometimes those same requirements can unintentionally narrow the talent pool.

Before posting the next vacancy, it may be worth asking a simple question:

What does someone truly need on day one, and what can they learn once they're hired?

The answer matters.

When employers are competing for talent, holding out for someone who checks every box can leave positions vacant longer than necessary. The reality is that many successful employees do not begin their careers as the perfect candidate. They grow into the role over time.

We've seen this firsthand.

A young job seeker came to Prospect with an interest in the HVAC trade but limited experience and no direct pathway into the industry. Through training, coaching, resume support, and interview preparation, he secured a full-time apprenticeship and began building a career. His success wasn't based on having every qualification an employer might ideally want. It came from having potential, receiving support, and finding an employer willing to invest in that potential.

Stories like this are not uncommon.

We regularly see people succeed when employers focus on capability, attitude, reliability, and willingness to learn alongside technical qualifications.

That includes young people entering the workforce for the first time. It includes newcomers working to build Canadian experience. It includes people with disabilities who have previously been overlooked. It includes workers changing careers or returning to employment after time away.

Many bring transferable skills, resilience, and motivation that don't always show up neatly on a resume.

This isn't about lowering standards.

It's about being intentional about which standards truly matter.

Strong employers know the difference between a qualification that is essential for safety, regulation, or performance and one that can be developed through onboarding, coaching, or training. They understand that hiring potential can sometimes be just as important as hiring experience.

For many organizations, small adjustments can make a significant difference.

Review job postings and separate requirements from preferences. Use plain language. Consider whether experience requirements are screening out people who could quickly learn the role. Explore hiring practices that focus on demonstrated ability instead of relying solely on resumes. Build relationships with employment service providers that can help identify, prepare, and support candidates who may not follow a traditional career path.

Most importantly, invest in onboarding.

The first few months of employment often determine whether a new hire succeeds. Employers who provide clear expectations, training, and support are more likely to retain employees and build a stronger workforce over the long term.

Alberta's economy needs people.

People need opportunity.

The employers that will be most successful in the years ahead may not be the ones searching hardest for the perfect candidate. They may be the ones that become better at recognizing potential, opening doors, and helping people grow into great employees.

The talent Alberta needs is often already here.

Sometimes it just needs a first chance.

 

 

Author: Kevin McNichol is the CEO of Prospect Human Services, one of Alberta’s most innovative non-profits dedicated to helping people overcome barriers to employment.