Other than getting a smart idea to market, there's likely no issue that preoccupies Canadian tech leaders more than talent: how to attract it, and how to keep it. Talent is the single biggest expense for most tech companies, and their most important resource.
No wonder talent was one of the hottest topics at Go North, a brainstorming conference for entrepreneurs put on last month by Google and RBC in Toronto. There was a lot of talk about what Canada’s doing right—producing STEM (Science, Technology, Engineering and Mathematics) grads that are the envy of the world, for one—and what companies here need to do better. Here are some of the takeaways.
What we’re doing right
Our universities are producing top tech talent
- Canada has a highly educated talent pool, drawn from universities and institutions that produce some of the best technology graduates in the world.
- Our schools go beyond offering some of the strongest math programs around: they’re also teaching students how to apply it—in computer science, in real-world scenarios, and for the benefit of new technology companies.
What we need to (continue to) do to succeed
Empower to retain
- Engineers, by nature, thrive on learning. In order to retain top talent, it’s critical to empower them. Instead of saying “You need to build this,” an employer should be saying “Here’s the problem. Now solve it.”
- Employers also need to be mindful of overprescribing. Trust your employees with the challenges you’re giving them.
Leverage Canadians’ sense of loyalty
- Canadians have a sense of loyalty.Employees will stick with a company for years, rather than jumping from business to business, as is more common in Silicon Valley.
- What this means for entrepreneurs: employees who joined your firm when it was a startup will often ride the wave with you instead of running for the hills (or Valley).
Hire for potential over experience
- Talent is irreplaceable.You’ve got to find people who really have it. You can teach skills, and let them build experience with you.
- Other things to look for? Fit, personality, aptitude, interest, energy and passion.
- Look for people who love to solve problems—it doesn’t matter what kind. What matters: their enthusiasm for digging into a problem and their talent for finding a new solution.
Then, hire for experience
- When you’re ready to scale up your business, identify people who have experience in larger organizations.
- Find people who know how to take a company from a few dozen employees to a few hundred. Look for leaders who can manage product, finance, marketing and operations teams.
Diversify your employee base
- Don’t hire only people who are like you. Actively look for diversity of background, gender, experience and age.
- A diverse set of employees can foster a range of thought and perspective, lead to unique ideas, innovative solutions, and breakthrough experiences.
Where we need some work
Our talent pipeline needs to stay stocked
- While our post-secondary institutions are doing a bang-up job of producing exceptional talent, Canada could do more to develop early-stage tech skills.
- Other countries have integrated a coding curriculum into elementary programs—if Canada wants to compete, we need to introduce technology into the school system earlier, and more effectively.
Face the talent shortage head-on
- To build a globally competitive company, it’s critical to bring talent in from around the world. Canada makes up 2% of the global population.That means we can’t build companies with just Canadians.
- While a firm has to compete on salary, it’s also important to highlight the other benefits of living in Canada: affordable living, work-life balance, employer-employee loyalty, and an incredibly collaborative community that drives a culture of innovation.
As Senior Vice-President, Office of the CEO, John advises the executive leadership on emerging trends in Canada’s economy, providing insights grounded in his travels across the country and around the world. His work focuses on technological change and innovation, examining how to successfully navigate the new economy so more people can thrive in the age of disruption. Prior to joining RBC, John spent nearly 25 years at the Globe and Mail, where he served as editor-in-chief, editor of Report on Business, and a foreign correspondent in New Delhi, India. Having interviewed a range of prominent world leaders and figures, including Vladimir Putin, Kofi Annan, and Benazir Bhutto, he possesses a deep understanding of national and international affairs. In the community, John serves as a Senior Fellow at the Munk School of Global Affairs, C.D. Howe Institute and is a member of the advisory council for both the Wilson Center’s Canada Institute and the Canadian International Council. John is the author of four books: Out of Poverty, Timbit Nation, and Mass Disruption: Thirty Years on the Front Lines of a Media Revolution and Planet Canada: How Our Expats Are Shaping the Future.
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