The Telegram: M5 taking over Bristol
Bristol shut down operations Monday morning. On the same day, St. John’s-based M5 said it had brokered a deal with Bristol’s receiver, Ernst and Young, to hire 78 employees, including senior executives, and take on its advertising clients. M5 president and founder Gary Wadden said his company is focused on “integrating new employees into M5’s corporate culture and developing new relationships with current Bristol clients.” It is not a cash deal, according to Jim Megann, senior vice-president client services for M5 in Halifax.
“We have not merged or purchased Bristol. We did work with the former management team and the receiver; they went into a voluntary shutdown with a receiver.” Megann said Bristol Group approached M5 a few months ago about buying or merging with the company. “We’re a fiscally conservative company, and … the opportunity was going to fall outside of our business model, so we declined.” Things changed in recent weeks. Bristol started out 34 years ago as Saga Communications. Once the pre-eminent advertising company in Newfoundland and Labrador during the days of the Tobin government, Bristol held a number of high-profile provincial contracts such as tourism.
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Report on Business: Business concerned over census changes
When consultant Linda Pickard advises small businesses on their five-year strategies, the first place she turns is Statistic Canada’s reservoir of data from the long-form census. Ms. Pickard combs through StatsCan’s databases in search of population trends, local economic indicators, ethnic make-up and education levels – important pieces of market information in planning a company’s expansion. For Ms. Pickard’s clients, and for hundreds of thousands of entrepreneurs across Canada, the census is both a direct and indirect source of reliable information, and helps to form a road map for where they want to go. Now, the small and medium-sized businesses who lack the marketing muscle to conduct their own private surveys stand to be among those most affected by the plan to drop the mandatory long-form census.
Alternatives to the census are more costly, more time-consuming and will result in poorer information, says Ms. Pickard, whose firm, Pickard & Laws, is based in Mississauga, Ont. “The picture of life in Canada will be fragmented,” she said. With a voluntary survey, her company “won’t be able to provide the same level of service and quality of information as we’ve been able to do over many years.” The proposed changes have been widely criticized by economists, educators, city planners and religious groups. In hearings in Ottawa Tuesday, two former chief statisticians for Statistics Canada testified that the quality of data will suffer if the census becomes voluntary. Industry Minister Tony Clement said that the government believes some questions on the mandatory long form invade Canadians’ privacy and should not be conducted with the threat of jail terms. The Conference Board of Canada, the Canadian Restaurant and Foodservices Association and the Canadian Chamber of Commerce are concerned about the change, and so is Roger Martin, dean of the Rotman School of Management and one of the country’s most respected experts on competitiveness and productivity.
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All Voices: Move Over Millennials, Make Room for Gen U: the Unretired (United States)
A growing number of experts are suggesting a new demographic segment has entered the workplace: Generation U, or the Unretired.
The recession has driven many would-be-retirees back to the daily grind. For many though, retirement just wasn’t all they hoped it would be. Either way, research now shows older Americans returning to work are a considerable force to be reckoned with. The American Association of Retired Persons (AARP) says that 8 out of 10 baby boomers will keep working past retirement age.
The Carsey Institute at the University of New Hampshire also released a study confirming that, since the mid-1990s Americans are retiring less and working longer, reversing a decades-long shift to earlier retirement. The study, "Older Americans Working More, Retiring Less", authored by Anne Shattuck reports that 22% of men and 13% of women over age 65 were in the work force in 2009, an increase from 17% of men and 9% of women over the age of 65 in 1995. The research also reveals the proportion of older adults working for pay is still growing thanks in no small part to the recession.
Meanwhile, a Charles Schwab study finds that as many as 9.5 million retired Americans are considering at least a partial return to the workforce and 32% of those currently employed expect to hold their job and delay retirement.
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Report on Business: The launch pad for young, rock-star entrepreneurs
Launching a company as a Gen-Y is by no means the path of least resistance. But we’re seeing more and more Gen-Y’s get behind the wheel of innovative companies, changing how we perceive the stereotypical CEO. Whether I’m grabbing a pint with an aspiring entrepreneur or chatting about startups with family, friends or colleagues, there are some need-to-knows that occupy the minds of Gen-Y CEOs.
I sat down with a group of fellow Gen-Y entrepreneurs at the Ryerson University Digital Media Zone (DMZ) in downtown Toronto to build the “top five need-to-knows.” DMZ is an idea development space that has become the second home and launch pad for some young, rock-star entrepreneurs. It is an innovative initiative that helps keep our top entrepreneurial talent in Canada. Throughout our conversation we shared our successes, challenges and failures, to scope out the need-to-knows that keep us focused while we grow our companies: Find mentors and advisers : After a number of coffees and chats, it was my adviser who said: “Before I see you next, you must have started a company.” It was after this conversation that I took the first step toward starting my own business, Redwood Strategic. Advisers and mentors are critical, building confidence and helping young entrepreneurs navigate through decisions that are best known by the most experienced people. Seasoned entrepreneurs want to help. “To start finding mentors look to professors at school, friends of family, and other experts in the industry,” suggests Mike Lawrie, co-founder of the ultra-innovative Phosphorous Media.
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VOCM: St. John's Company Playing Role in Manufacuring Aircraft for US
A St. John's company is playing a significant role in manufacturing a new aircraft to serve the United States. Northstar Network of St. John's manufactured the wing parts for the new aircraft for Lockheed Martin, which received a $156-million contract to build the aircraft, which will be used for U.S. Customs and Border Protection. The President of Northstar Network, Howard Nash, says the current contract is worth over $7-million to the St. John's company, and they are expecting to add an additional $9-million to that in August. Nash says Northstar employees did an extraordinarily good job in meeting tight deadlines; instilling customer confidence and managing an extensive supply chain. Northstar Network has over 50 employees and are still hiring workers and looking for Newfoundland and Labrador companies to do more work.
New Brunswick Business Journal: Patience, timing, strength needed for masonry work
Terry Cernjak says there's a lot the average person doesn't know about the field of masonry. "I think a lot of people think it's just pouring concrete, but really, it has a lot more to do with the finishing aspect of working with the concrete." Cernjak has been working as a mason for Strescon in Fredericton for the past seven years. While there are a couple options for masonry training programs in the province, Cernjak learned the trade through on-the-job training. "My father had the position I have now before me," he said. "I was an apprentice under him for four years and became a journeyman after that." He said that through his work he's involved in the creation of many different structures, including condominiums, parking garages, office buildings, stores, schools and hospitals.
Bill Young, executive director of the Masonry Industry Association of Atlantic Canada, said there are a few different areas in which a mason might work. "A mason would place brick, concrete block or stone in commercial, residential or industrial buildings," he said. "They might also do restoration of masonry work. If the mortar joints deteriorate or there are cracks in the walls, they would have to fix that." He said people interested in becoming masons can opt to take a half-year program at the New Brunswick Community College's Woodstock campus. Whether or not they take the pre-employment course, he said, masons have to complete an apprenticeship. Education requirements: Masons can choose to take a pre-employment college course, and they have to complete a 5,400-hour apprenticeship. Terry Cernjak, a Fredericton mason, learned the trade through on-the-job training.
Demand: Bill Young, executive director of the Masonry Industry Association of Atlantic Canada, said the demand for masons is growing in New Brunswick as many masons are nearing retirement age.
Salary: Young said certified masons can earn between $26-28 per hour, plus benefits. He said apprentices generally start out making about 50 per cent of that and continue to earn more over time as they gain experience. Hours: Masons will usually work about 40 hours per week, though Young said it's sometimes harder to find work in the winter months.
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VOCM: More Jobs in the Works for Metro
More jobs are in the works for the St. John's-Mount Pearl area. NorthgateArinso is hiring temporary customer service agents. Tracey Donaldson says an Open House will be held at 430 Topsail Road at the Village Mall, next to the North West Taxi office Wednesday and Thursday from 4 p.m. to 7 p.m.
Report on Business: How to motivate Gen X and Gen Y employees
While managing young employees is not a new challenge, it can be argued that overseeing today’s generation is different and often puzzling. Without making sweeping generalizations, younger employees these days are motivated by things other than money. This is a generation armed with confidence, enthusiasm and a healthy belief that there is more to life than just work. So how do you motivate them? What are the tips and tricks to get the most out of people who want more from work than just a pay cheque?
The most important consideration is to accept that they value quality of life rather than quantity of money. This is not to suggest they don’t like making money, but it’s not the be all and end all. As a result, work needs to be more than a job. It needs to be fun and engaging. It needs to be somewhere that those employees want to be because they enjoy the culture, the camaraderie and their roles. Younger employees also need to believe that you are interested in them and, as important, you need to be interesting to them. It can be little things such as knowing their interests and hobbies. This information can make it easier to manage employees by offering them perks other than pay.
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CBC News: StatsCan head quits over census dispute
Munir Sheikh, the head of Statistics Canada, resigned Wednesday over the federal government's decision to scrap the mandatory long-form census. "I want to take this opportunity to comment on a technical statistical issue which has become the subject of media discussion. This relates to the question of whether a voluntary survey can become a substitute for a mandatory census," Sheikh said in a release. "It cannot," he said. "Under the circumstances, I have tendered my resignation to the prime minister."
The Conservative government announced at the end of June that the long-form part of the 2011 census will no longer be mandatory because of privacy concerns. Now, Canadians who receive the long form can refuse to fill it out. Industry Minister Tony Clement acknowledged the resignation "with regret." He maintained his defence of the government's decision to shift to voluntary disclosure in the census. "The government took this decision because we do not believe Canadians should be forced, under threat of fines, jail, or both, to divulge extensive private and personal information," Clement said. Sheikh said he would not comment on the advice that he and Statistics Canada gave to the government on the subject of the long-form census. Assistant chief statistician Wayne Smith has been named the interim head of Statistics Canada.
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Montreal Gazette: Retirement just isn't an option for many older workers
We've heard a lot in recent years about the rising percentage of Canadians who keep working after the formerly sacrosanct retirement age of 65, and much of it has been positive. That's legitimate, since much of the drive to keep working later in life is driven by happy trends like the improving vigour of seniors, and the greater ease with which many can find a job at a time when the supply of younger workers is growing more slowly. But there's another side to this story, and the economic circumstances of the past few years suggest that it's probably gaining in importance: seniors who keep on working because they don't have much choice.
A new study by Statistics Canada analyst Sharanjit Uppal has found that working seniors are to be found most commonly in two very different groups: those at the bottom of the income scale (earning less than $18,800 for men, who make up the majority of senior workers) and those at the top (earning more than about $49,200). In this case "income" means income outside of their own employment earnings -typically, pensions, savings and investment income as well as the earnings of a spouse. The apparently bizarre nature of this finding sorts itself out once you understand the very different nature of work for people at the two income extremes. What are the implications? One is that not everybody really wants to keep working after 65. For some, especially in stressful or physically hard jobs, this is a real hardship. The evidence of elderly workers being forced to remain on the job by financial hardship is another powerful argument to improve Canada's public pensions.
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CBC News: ExxonMobil Canada moving to St. John's
ExxonMobil Canada's new president has decided to set up shop in Newfoundland and Labrador instead of Nova Scotia. The company confirmed Wednesday that incoming president Meg O'Neill will be switching operations to St. John's from Halifax sometime in August. A company spokesperson told CBC News the move reflects the company's level of activity in Newfoundland's offshore oil industry. ExxonMobil is currently involved in the Hebron, Hibernia and Terra Nova oilfields. The company is one of the region's biggest players in the province's offshore industry and is currently involved in oil exploration, development and production.
Globe and Mail: Succession plans don't always succeed
When her father died, Kyla Baxter suddenly found herself running the family firm on her own. “It was a shock,” the 38-year-old Ms. Baxter says, noting that, with his passing a month ago, she lost both a beloved parent and business partner. But as difficult as it has been dealing with the personal grief, moving forward with the business has been a smooth and even “positive experience,” she says. That is because her father, Bob, had been slowly preparing for her to take over his Toronto-based company, Baxter Structures, which specializes in preparing structured insurance settlements, ever since she joined the company 15 years ago. And over the past two years, she had been taking a more active role in the firm, dealing with the daily operations, as he eased into a more hands-off consultant role.
Even though about 85 per cent of founders believe that their children will take over when they die or retire, only one in three family businesses survive the transition into the hands of the next generation, according to U.S.-based The Family Business Institute. Given such statistics, it's no wonder that observers are anxious to see how the sons of New York Yankees owner George Steinbrenner will carry on the family-owned franchise. The Family Business Institute's president, Wayne Rivers, says one of the biggest reasons family businesses fail to survive into the second generation is that founders tend to be unrealistically optimistic about how well their successors will carry on.
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Canadian HR Reporter: New program helps immigrants integrate into Manitoba's labour market
The federal government is investing $1.2 billion in new pilot projects in Manitoba that will give internationally educated newcomers access to the education, training and work experience they need to prepare for licensing exams and find jobs appropriate to their previous training and education. As part of the Partnerships for Labour Market-Driven Bridge Programs, the Alliance of Manitoba Sector Councils and several government departments will work with post-secondary institutions to create bridge-to-work programs for new immigrants.
"This initiative responds to the educational and credential needs of newcomers, as well as their need for orientation to the Canadian workplace," said Manitoba's Minister of Advanced Education and Literacy Diane McGifford. "It not only encourages the efficient and effective movement of highly skilled immigrants into employment in high demand sectors of the economy, but also enhances our institutions' capacity to deliver additional bridge programming in the future." The following programs are supported by the initiative:
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Digital Journal: Workforce mobility key to meeting Atlantic construction needs
A new forecast of labour supply and demand in construction has industry leaders in Canada's Atlantic provinces preparing for labour market shifts complicated by limited workforce growth. But the report says that despite volatility in specific sectors, employment levels in 2018 will be similar to what they are today. The Construction Sector Council's (CSC) new nine-year forecast for New Brunswick, Nova Scotia, Prince Edward Island, and Newfoundland and Labrador breaks down labour requirements by trade and province, and includes a summary of major projects. "Our challenge is to have a steady supply of skilled workers available when and where they are needed," says George Gritziotis, Executive Director of the Construction Sector Council. "To do that, our industry needs to keep promotion and recruitment on the front burner at all times, and encourage mobility within the region."
The forecast says the industry will see a slight decline in total construction employment estimated at almost 1,500 by the end of the outlook scenario in 2018. Demographics, however, will have a significant impact in Atlantic Canada as the more than 17,000 workers are expected to be lost to retirements and mortality between 2010 and 2018. These will be partially offset by first-time new entrants to the labour force estimated at 11,500, but these will not be sufficient to meet the replacement needs. Industry will need to turn its attention to recruiting workers from other provinces, industries or countries to meet labour requirements. The complete report for Atlantic Canada is available online at www.csc-ca.org
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Report on Business: Employee-owned company marks 100-year milestone
Since its inception in 1910, a mere 39 years after the founding of British Columbia, Vancouver-based McElhanney Group has contributed to engineering and construction projects that have opened up B.C. and Alberta, entrepreneurially and literally. When William Gordon McElhanney opened his surveying and engineering practice on West Pender Street, he carried out his practice with packhorses and tents, disappearing into the wilderness for weeks at a time. He retired 46 years later in a different landscape, one he’d helped design. The firm is now made up of two key companies, McElhanney Consulting Services Ltd., which offers engineering, planning, mapping, environmental and surveying advice, and McElhanney Land Surveys Ltd., which offers mobile surveying and mapping services.
Chris Newcomb, president and CEO of McElhanney Group, has been with the company for 31 of its 100 years. He says its success, with about 800 staff and $100-million annual revenue, comes from thinking like a smaller business and being grounded locally. “The company is very western Canada focused. We’re exclusively in Alberta and British Columbia, apart from one international office … with locations dotted around the two provinces this hasn’t created a big-business mentality. I can’t drive anywhere in those provinces without seeing a project we’ve worked on, and they were managed by local offices,” he says. “We’re not 800 people in one location. We’re 800 in 20 different locations; each office has its unique culture and its own roots in the communities in which they are located. This has helped us to retain a small business, family kind of culture.”
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