Chamber Member, Member Submission

When I talk with leaders across Edmonton, I keep hearing the same concern. Roles are staying open too long, while capable job seekers struggle to get hired, even after applying widely, networking, and upgrading their skills. This is not a mystery, and it is not about effort or attitude. It is a design problem. 

Our labour market relies on ‘signals’ to match people to jobs. Job titles, credentials, keyword filters, narrow experience requirements, and fast hiring timelines all play a role. These tools help leaders manage risk and move quickly. They can also screen out people who would succeed with the right onboarding, context, and support. At the same time, job training and employment programs can miss how work actually happens when employers are not involved early enough. 

The result is friction on both sides. Vacancies stay open. Overtime increases. Managers stretch. Growth slows. Good talent goes unused. 

Bring employers into design early 

Alberta is changing how it approaches workforce development. There is now a stronger expectation that employers help shape solutions, not just receive candidates at the end. Employment Services providers, including Prospect and others, can align training much more closely to in demand roles when employers clearly define what success looks like on the job. 

This only works if businesses participate as co designers, not just as résumé reviewers. 

The limits of hiring signals 

Many people already have the qualities employers value. Reliability. Judgement. The ability to learn. Customer skills. A strong safety mindset. Teamwork. The challenge is that these qualities do not always show up in standard screening processes, and we often mistake filters for fit. 

This is also why employer input into training matters. When curriculum is not connected to real job tasks and performance expectations, graduates may leave with knowledge but still need significant ramp up. Employers then fall back on experience requirements, and the cycle continues. 

Six moves to make this quarter 

If you want a stronger talent pipeline, the biggest opportunity is not another job board. It is rethinking how people are prepared, assessed, and supported once hired. Here are six actions leaders can take now that tend to pay off quickly. 

1. Define success like an operator.
   Identify the five to seven capabilities that actually predict performance in your roles. Share them with training and employment partners so preparation is based on outcomes, not assumptions. 
2. Build a demonstrate first on ramp.
   Use short, structured job tryouts, paid job shadows, or work simulations. This gives candidates a chance to show what they can do and helps reduce hiring risk. 
3. Add evidence pathways alongside credentials.
   Keep formal standards where they are required, but consider competency checks, supervised practice hours, or portfolio proof where credentials are acting as rough stand ins for ability. 
4. Treat retention as part of hiring.
   If the same roles keep turning over, look closely at the first few months. Scheduling clarity, coaching, transportation planning, and accommodation supports often make the difference. 
5. Join the program design loop.
   Involve an operational leader, not just HR, in shaping training content, placements, and what ‘ready’ means before programs launch. 
6. Use your voice upstream.
   Employers have real influence with government, but only when they offer solutions, not just complaints. Move past “nobody wants to work” and be specific about what helps. This can include procurement models that reward employment outcomes, incentives for work integrated learning, clearer and faster credential recognition, and funding that supports real workplace attachment. Policymakers need input from employers who understand how work gets done day to day. 

Why this matters to Edmonton’s growth 

Workforce participation is shaped by more than one policy area. Education and trades pathways matter, but so do housing, transportation, and childcare. These factors show up directly in absenteeism, turnover, and limited capacity for employers. 

That is why we need employment strategies, both local and national, that connect these pieces. Employers need to be able to hire and retain people. People need to be able to get to work, stay at work, and move forward. 

Edmonton has always been a city that builds. The next build is a labour market that works better. One that matches people to jobs faster, keeps them longer, and allows more people to contribute productively. 

Here is my call to action. If you want better talent outcomes, do not wait for the system to fix itself. Help design the system that produces them. 

Join the Edmonton Job Fair, March 24, 2026, 3:00-6:00 Polish Hall hosted by Prospect Human Services in partnership with the Edmonton Chamber of Commerce  

The Edmonton Job Fair brings together job seekers and employers from across the region and is offered at no cost.  For more information or to register, go to https://www.prospectnow.ca/event-instance/spring-2026-edmonton-job-fair/ 

About Prospect 

Prospect is a charitable, not for profit organization incorporated in 1987 that helps people connect to work and helps employers build strong, inclusive workforces. Each year, Prospect supports more than 13,000 job seekers and partners with over 950 employers across Alberta. Prospect provides employment services such as career exploration, job search support, workplace training, and retention support, while also working directly with employers to improve hiring practices, onboarding, and long-term workforce stability.