Marwa ElMorsy, Author at Career Edge

Dec 19

Hiring Trends and Canadian Labour Shortages Employers Can’t Ignore

By Marwa ElMorsy Employer

The Canadian labour market closed 2025 with encouraging momentum. According to Statistics Canada’s November Labour Force Survey, employment rose by 54,000 jobs, marking the third consecutive monthly increase, while unemployment fell to 6.5 per cent. Yet beneath these numbers lies complexity. Canadian employers face an evolving landscape where skills gaps threaten growth, regulatory changes demand immediate attention, and traditional recruitment playbooks are being rewritten.

For organizations planning 2026 strategies, understanding what happened in 2025 isn’t just helpful, it’s essential. Research shows 58 per cent of Canadian companies plan to add new permanent positions, while another 36 per cent plan to fill vacated positions. This creates opportunities but intensifies competition for skilled professionals in a market where talent remains scarce.

The Greater Toronto Area exemplifies these tensions. Toronto’s 2025 Employment Survey recorded 1,623,720 jobs, a new record high with 1.5 per cent growth. Yet the region’s unemployment rate fluctuated significantly, revealing uneven recovery across sectors and demographics.

The Skills Shortage Reality

Recent reports show 69 per cent of employers globally struggle to find workers with the necessary skills, marking a 15-year high. In Canada, specific sectors face acute challenges that directly impact business growth and operational capacity.

The technology sector continues facing persistent talent shortages. Statistics Canada reported a 3.3 per cent unemployment rate for Canada’s tech industry as of May 2025. Organizations struggle with skills gaps in artificial intelligence, machine learning, data science, cybersecurity, and enterprise resource planning development.

Contract Talent: The Strategic Response

Faced with persistent labour shortages, Canadian employers increasingly turn to contract professionals as strategic solutions. More than half, 54 per cent, of technology managers plan to expand their use of contract talent. The benefits extend beyond filling immediate gaps.

Contract workers offer specialized expertise on a per-project basis, allowing organizations to scale their workforces quickly as needed. This approach mitigates the costs of hiring permanent employees in rapidly evolving technological landscapes. For organizations implementing major system upgrades or addressing cybersecurity vulnerabilities, contract professionals bring immediate capability without long-term overhead.

Many skilled professionals, particularly in technology and creative fields, deliberately choose project-based work for variety, autonomy, and often superior compensation. Organizations building strong relationships with contract talent pools gain a competitive advantage, accessing specialized skills without months-long recruitment processes.

Regional Variations Matter

Canada’s labour market isn’t monolithic. Provincial economic drivers, industry concentrations, and demographic patterns create distinct hiring environments demanding localized strategies.

Western Canada showed particular strength in 2025. Alberta recorded 29,000 new positions in November, while Manitoba added 4,500 jobs. These provinces benefit from resource sector activity and diversified economies.

Ontario experienced mixed results. Employment increased by 55,000 positions in October, the first increase since June. However, unemployment fluctuated throughout 2025, partly reflecting trade uncertainty and its disproportionate impact on manufacturing regions.

The Greater Toronto Area specifically experienced notable volatility. Toronto’s unemployment rate reached 8.9 per cent as of September, near the highest level since 2012 outside of the pandemic.

For employers, these regional variations have practical implications. Organizations with multi-location operations need differentiated recruitment strategies. Compensation packages must reflect local cost of living realities. Remote work policies can help employers access talent across regions, but employers must understand the differences in provincial employment law.

Wage Growth and Compensation Pressures

Real wages in Canada increased 1.9 per cent year-over-year in the first quarter of 2025. Toronto workers earn roughly 6 to 7 per cent above the Canadian average, reflecting high concentrations of skilled, high-productivity jobs in finance, technology, and professional services. Employers competing in these markets face significant salary pressure, particularly for specialized roles.

For employers planning 2026 budgets, compensation strategy requires careful calibration. Offering below-market rates in competitive fields extends vacancies and drives up recruitment costs. Yet unsustainable wage inflation creates long-term financial pressure. Leading organizations take sophisticated approaches, including total rewards packages emphasizing benefits, flexibility, and development opportunities alongside base salary.

The Pay Transparency Revolution

Starting January 1, 2026, publicly advertised job postings in Ontario must include compensation information. This represents one of the most significant changes to recruitment practices in decades.

Employers with 25 or more employees must include compensation information in publicly posted advertisements, disclosing either expected compensation or a range. For roles with annual compensation up to $200,000, disclosed ranges must not exceed $50,000. Additional provisions require employers to avoid mandating Canadian work experience requirements, inform interviewees of decisions within 45 days, and disclose if artificial intelligence screens applicants.

These changes extend beyond compliance. Organizations with well-developed compensation philosophies and equitable pay practices can use transparency as a competitive advantage, attracting candidates who value fairness. Employers waiting until the last minute risk rushed implementation and reputational damage.

Foundational work is essential before January 2026. Compensation structures need review to ensure internal equity before external disclosure. Job architecture frameworks should provide systematic methods for assessing the relative value of positions. Managers require training to handle inevitable questions when salary ranges become public.

Artificial Intelligence: Transformation Without Replacement

Three-quarters of large Canadian companies and 61 per cent of mid-sized companies view AI as essential for competitiveness, yet only 13 per cent and 5 per cent respectively prioritize hiring for AI skills. This gap reveals a critical insight: most organizations see AI as a tool to enhance existing capabilities rather than complete workforce transformation.

Eighty per cent of Canadian businesses agreed that keeping a human in the loop is essential when using AI, while 64 per cent agreed that cultivating trust is important. This human-centric perspective distinguishes Canadian implementation from more aggressive approaches in other markets.

Practical applications focus on specific operational improvements. Organizations use AI to streamline workflows, support decision-making, and handle high-volume, low-complexity tasks. In recruitment, AI assists with initial resume screening, scheduling, and candidate communication. Rather than replacing workers, AI reshapes what skills matter most. Analytical thinking, creativity, complex problem-solving, and interpersonal skills become more valuable as AI handles routine tasks.

For 2026 planning, this suggests a dual focus: implementing AI tools strategically while upskilling existing employees. Organizations taking this balanced approach position themselves to benefit from efficiency gains without the workforce disruption that aggressive automation creates.

Internal Mobility and Skills Development

Leading organizations increasingly look inward first rather than defaulting to external recruitment for every vacancy. Internal mobility supports succession planning and reduces the risk of skill shortages derailing critical projects. External recruitment costs money, takes time, and carries a risk of failure. Internal moves leverage existing organizational knowledge and signal to employees that development opportunities exist.

However, internal mobility requires infrastructure. Organizations need clear career pathways showing employees how they can progress. Learning and development programs must provide the training necessary to prepare employees for advancement. Around 60 per cent of job openings in 2025 require a university degree or college diploma, yet education alone isn’t sufficient. Employers increasingly value demonstrated ability to learn quickly and adapt.

Organizations that actively invest in employee development through training, certifications, and stretch assignments become more attractive to job seekers. In competitive markets, robust development programs can offset slightly lower base compensation while improving retention.

Hybrid Work: The New Baseline

Remote work debates have largely settled toward hybrid as the stable equilibrium. Despite higher response rates for remote work questions in 2025, shares of businesses reporting remote work remained consistent, with 14.3 per cent having remote work. For those with remote work, a quarter reported employees working on-site three days weekly on average, suggesting hybrid scheduling has become standardized.

Hybrid work requires intentional design around when teams gather, what work happens in which location, and how to maintain culture and connection. Many organizations moved from loose flexible guidelines to clear expectations on office attendance, specifying how many days, which roles require presence, and how exceptions work.

For employers planning 2026 strategies, the key is intentionality. What is your organization’s philosophy on work location? How does it connect to your culture, talent strategy, and business model? Clear answers, communicated transparently, help with both recruitment and retention.

Youth Unemployment Concerns

Employment growth in November concentrated among youth aged 15 to 24, with gains of 50,000, marking the first increases since the year’s start. This rebound followed a difficult period. Youth bore the brunt of the challenging Canadian labour market through most of 2025.

For employers, persistent youth unemployment presents both challenges and opportunities. The talent pipeline for future workforce needs depends on young people gaining initial career experience. Organizations continuing to hire and develop young talent during difficult periods build loyalty and access to emerging skills.

Strategic Imperatives for 2026

As Canadian employers finalize 2026 plans, several strategic imperatives emerge. Skills development must become central to talent strategy, not an afterthought. The gap between available talent and required capabilities won’t close through recruitment alone.

Compensation and total rewards strategies require sophistication. With pay transparency legislation taking effect in Ontario and likely spreading to other provinces, employers need robust frameworks for making fair, consistent, and defensible pay decisions.

Technology adoption, particularly AI, requires balanced approaches that enhance human capabilities rather than simply pursuing automation. This includes establishing clear ethics policies and governance frameworks building trust.

Flexible work arrangements are now baseline expectations. Organizations must design hybrid approaches intentionally, being clear about expectations while remaining flexible enough to accommodate diverse employee needs.

Workforce planning must extend beyond immediate needs. With significant retirements approaching in many sectors, organizations need succession plans identifying critical knowledge, developing backup capabilities, and creating transitions preserving institutional memory.

Finally, employer brand and employee experience are increasingly central to recruitment success. In competitive talent markets, capable candidates have choices. Organizations known for development opportunities, inclusive cultures, strong leadership, and employee support have significant advantages.

The Path Forward

Canadian employers enter 2026 facing both significant challenges and genuine opportunities. Labour shortages will persist in key sectors. Regulatory changes require attention. Economic uncertainty creates planning complications. Yet organizations responding strategically can build competitive advantages extending well beyond 2026.

The most successful employers will be those seeing talent as their most critical asset and investing accordingly. This means robust development programs growing capabilities internally. It means compensation strategies balancing fairness, competitiveness, and sustainability. It means leveraging technology to enhance work while maintaining human-centric approaches.

For employers committed to building strong teams and sustainable competitive advantages, the work begins now. Review compensation structures before transparency requirements take effect. Audit development programs to ensure they support internal mobility. Examine technology strategy to ensure AI enhances rather than displaces human capability. Strengthen employer brand to attract scarce talent.

The organizations thriving in 2026 won’t be those simply reacting to changes as they arrive. They’ll be those that anticipated shifts, prepared strategically, and built cultures where talented professionals want to build careers.

Nov 26

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What are some of the Strategies to Address the Labour Shortage?

By Marwa ElMorsy Employer

A skilled labor shortage is a significant challenge that can negatively impact industries on a global scale. The consequences can be far-reaching and detrimental to businesses of all sizes, and understanding these repercussions is essential for organizations and industry leaders. With a greater appreciation for the negative impacts, companies can proactively address a skills shortage before it becomes a more significant issue.

Unfilled positions can lead to decreased productivity, higher operational costs, and, ultimately, revenue loss. Employers can adopt various strategies to mitigate the impact of the labour shortage, such as:

1. Attractive Packages and Benefits

While increasing wages and offering bonuses can be a good strategy, however, not every employer can offer higher salaries, offering attractive benefits packages can be attractive to some candidates and also a great strategy to retain current employees.

According to the Peninsula survey, 55% of employers said their employees have asked for a raise in the past year because of the increase in the cost of living.

2. Flexible Work Arrangements

As workloads worsen and workers increasingly become discontent in their roles, hiring is being impacted since the demand for convenient, satisfying work is trending.

COVID showed many candidates that work can be done from home. It allows many people who weren’t able to work before in a traditional way due to disabilities or family commitments to find jobs and contribute to the community.

This means that remote and Flexible work options can attract a broader talent pool, including those who may not be able to work traditional hours or commute long distances.

While roughly 2% of global SMEs reported moving to a four-day workweek, with another 0.6% reporting it didn’t work for them. Half 50% of employers said all their employees are in the workplace full-time, while 15% noted they have flexible working hours, and 10% said they made hybrid working a permanent policy.

Remote work policies have allowed companies like Shopify and Twitter to hire talent from around the globe.

What are some of the obstacles? outdated policies and inflexible/old-fashioned management

3. Upskilling and Reskilling Current Employees

Can you develop your people to be the future workers you need? Investing in employee training can help bridge skill gaps and prepare the workforce for evolving job roles.

Companies like Amazon and AT&T have implemented robust upskilling initiatives, significantly improving employee capabilities and retention rates.

More than half 56 % said they’re offering financial remuneration to help retention, including 65 % of Canadian SMEs. Those unable to give financial incentives reported using reward and recognition to help retention a whopping 131 % year over year.

Nearly half 47 % of SMEs reported investing in upskilling and training existing staff, with apprenticeships seeing a 36 % increase globally. Canadian employers reported a massive 217 % increase in apprenticeships year over year.

By prioritizing their employees’ professional growth, businesses mitigate the effects of labour shortages, cultivate a skilled and motivated workforce, and fill gaps in the workplace.

Automation can handle repetitive tasks, allowing human workers to focus on more complex responsibilities.

While automation can enhance efficiency, it also requires careful implementation and consideration of its impact on the workforce.

4. Diversifying Talent

Leveraging immigration programs can bring skilled workers to Canada to fill critical gaps. Companies like Google and Microsoft have successfully tapped into international talent markets.

Seeking employees from commonly underemployed groups such as new Canadians, Indigenous, retired workers or veterans, people with different abilities, outsourced service providers, etc.

Some specialists also suggest to ease up the interview process and not to – to many unrequired qualifications. Some things can be learned on the job. According to the survey, 18% of employers mentioned that reducing qualification requirements helped them overcome the labour shortage.

What are some of the obstacles?

More diversity requires leaders who are better equipped with the skills, knowledge, training, and time to manage well and build diverse teams.

5. Explore new Partnering with organizations

Establishing partnerships with educational institutions can create pipelines of new graduates ready to enter the workforce.

Leveraging different employment processes, such as internships, Co-op programs, and job placements, has been successful in providing real-world experience to students while meeting employer needs.

Partnering with Career Edge organization to connect employers with a diverse talent pool, including recent graduates, internationally qualified professionals, and people with disabilities.

6. Automate & Adopt Technology

Automation and technology adoption play a critical role in helping employers navigate ongoing labour shortages. By integrating AI, digital tools, and automated systems, organizations can streamline operations and reduce their dependence on manual labour. Automation takes over repetitive administrative tasks—like scheduling, data entry, reporting, and routine customer inquiries—allowing employees to focus on strategic, high-value work that requires human judgment and creativity.

It also helps maintain operational continuity when staffing levels are low, as tools such as automated inventory systems, workflow management platforms, and digital productivity solutions keep processes running efficiently. Beyond reducing workload pressure, automation improves accuracy, minimizes human error, and reduces burnout by eliminating tasks that are physically or mentally exhausting.

Source: ManpowerGroup, LinkedIn

Oct 01

Love1

Why Top Talent is Slipping Away?

By Marwa ElMorsy Employer, Recruitment

The world of work is changing rapidly, yet many employers remain rooted in traditional practices that no longer serve today’s workforce. With employees increasingly prioritizing flexibility, career growth, and a healthy work-life balance, companies that resist adapting risk alienating and losing their best talent.

The signs are clear: employee demands are evolving, but are employers keeping pace?

This article explores why today’s talent values flexibility and growth opportunities—and what’s at stake for companies that refuse to keep up.

The Changing Landscape of Workplace Expectations

Historically, work was often a rigid, “one-size-fits-all” experience. Employees adapted to their roles, clocked in and out at set times, and expected little to no deviation in work structure.

However, today’s top talent expects more: they’re looking for workplaces that provide flexibility and foster their growth.

A survey by Statistics Canada highlights the shift: nearly two-thirds of employees cited flexible work options as a key factor in choosing a job. And it’s not just about remote work. Flexibility now includes options such as a four-day workweek, remote and hybrid schedules, and opportunities for personal growth and development. Employers clinging to rigid, outdated structures may be in what could be called their “villain era”—unwittingly turning away talent by insisting on practices that no longer align with employees’ values and needs.

Flexibility: The New Non-Negotiable

For many workers, especially younger generations, flexibility has gone from a perk to an expectation. Research shows that 60% of employees would likely switch jobs for greater flexibility in work hours or location. Flexibility impacts more than just day-to-day schedules; it’s about respecting employees’ lives outside of work, acknowledging that they are more than just their job roles.

Some organizations hesitate to offer flexible options due to fears of reduced productivity or lack of control. However, studies, including one from McKinsey, indicate that flexibility can actually increase productivity and employee satisfaction. When employees feel they have a say in how they work, they’re more engaged, loyal, and willing to go the extra mile.

Employers unwilling to accommodate flexible work arrangements may find themselves inadvertently pushing employees toward competitors who offer these sought-after options. The cost of this turnover isn’t small. The financial impact of recruiting and training replacements, coupled with lost productivity, can reach up to $100,000 per employee for some companies.

Growth and Development: More Than Just a Ladder to Climb

Beyond flexibility, employees increasingly seek growth opportunities. But growth today doesn’t always mean moving up a traditional career ladder. Many employees now view development as a chance to enhance their skills, take on new challenges, and find greater purpose in their roles.

According to a recent survey by Express Employment Professionals, over 25% of employers facing high turnover noted that a lack of development opportunities was a top factor in employees’ decision to leave. Yet, many companies still overlook the importance of training, skill-building, and career development. Providing employees with these opportunities doesn’t just benefit them; it fuels innovation, reduces turnover, and builds a strong pipeline of skilled workers prepared for future challenges.

Examples of Modern Growth Opportunities Include:

Cross-Departmental Assignments: Employees can gain fresh perspectives and expand their skill set by working temporarily in different departments.
Stretch Assignments: Giving employees challenging projects outside their usual scope helps build resilience and adaptability.
Mentorship Programs: Pairing employees with mentors fosters both personal and professional growth, creating a culture of learning and mutual support.

When employers fail to prioritize development, they signal to employees that there’s limited room for growth, inadvertently encouraging them to look elsewhere for advancement. And as top talent walks out the door, companies are left scrambling to fill the void.

The Hidden Costs of Sticking to Tradition

In today’s competitive job market, employers who don’t adapt risk not only losing talent but also tarnishing their reputation as a desirable place to work. As more companies offer competitive perks—like remote work options, flexible hours, and ample development opportunities—those who don’t follow suit may find themselves viewed as rigid and outdated.

A 2023 survey found that turnover costs for a single employee can average nearly $41,000, considering lost productivity, recruitment, and training expenses. For some employers, these costs can soar to over $100,000 per year, especially when turnover is high. Beyond the financial impact, high turnover strains existing staff, lowers morale, and disrupts productivity.

Companies that take an “adapt or die” approach to their policies will be well-positioned to retain their talent. Those who continue to view flexibility and development as “optional” perks are essentially choosing to put themselves at a disadvantage.

How Employers Can Step Out of the “Villain Era”

The good news is that reversing this trend doesn’t require a complete overhaul. Employers can make incremental changes that have a significant impact on employee satisfaction and retention:

Offer Flexible Work Arrangements: Start by allowing remote work options, hybrid schedules, or flexible hours. These changes signal to employees that their time and well-being are valued.
Invest in Development Opportunities: Create avenues for skill-building, training, and career progression. Offer both formal training and informal growth experiences, such as mentorship and cross-functional projects.
Listen to Employee Feedback: Regularly survey employees about their satisfaction with workplace policies. Listening to feedback and acting on it shows employees that their voices matter.
Prioritize Work-Life Balance: Encourage employees to disconnect outside of work hours, and set realistic workload expectations. When employees feel supported in achieving a work-life balance, they’re less likely to experience burnout or look for other jobs.

A Call to Employers: Embrace Adaptability for a Thriving Workplace

In an era where employees are more vocal about their needs, the companies that adapt stand to benefit most. Flexibility and development opportunities are no longer “nice-to-haves” but essentials for attracting and retaining top talent. Employers who fail to recognize this risk alienating their workforce, contributing to a costly cycle of turnover and retraining.

The future of work is evolving, and with it, the expectations of the people who make organizations thrive. By embracing change and valuing employees’ needs, companies can cultivate a resilient, loyal, and engaged workforce.

Is your organization prepared to make the shift?

Aug 20

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Canadian Experience Is Illegal – Here’s How to Fight Back

By Marwa ElMorsy Jobseeker

Let’s get one thing right off the bat: if an employer rejected you because you lack “Canadian experience,” they likely broke the law. And it’s time you knew exactly what to do about it.

I’m not going to sugarcoat this – the Canadian experience discrimination is real, frustrating, and affects thousands of qualified newcomers every year. But here’s what most people don’t realize: you have more power than you think. The law is on your side, and there are concrete steps you can take to not just overcome this discrimination, but to turn it into your competitive advantage.

Your Rights Are Stronger Than You Think

The Ontario Human Rights Commission didn’t mince words when it declared that requiring “Canadian experience” is discriminatory on its face. This isn’t just a guideline – it’s backed by legal precedent and can result in serious consequences for employers who violate it.

Under the Ontario Human Rights Code, employers cannot discriminate based on:

Place of origin
Ethnic origin
Ancestry
Race
Citizenship status

When employers ask for “Canadian experience,” they’re often discriminating on these very grounds, whether they realize it or not.

The Real Truth About “Canadian Experience”

Here’s what employers are really saying when they ask for Canadian experience – and why it’s problematic:

What they claim they need: “Someone who understands how things work here.”

What they’re actually doing: Assuming international experience is less valuable

Why it’s illegal: It discriminates based on where you come from

What they claim they need: “Good communication skills”

What they’re actually doing: Assuming Canadian experience = language skills

Why it’s illegal: Language skills can be tested directly without geographic requirements

The truth is, most skills employers want can be found in professionals worldwide. Canadian experience is often just lazy hiring wrapped in discriminatory assumptions.

Your Power Moves: 5 Ways to Respond

When faced with Canadian experience discriminatory requests, you have options. Here are five strategic responses, from diplomatic to direct:

Power Move #1: The Professional Redirect

“I understand you want to ensure I can excel in this role. While my experience comes from [country/industry], I have [specific relevant skills] that directly address your needs. I’m excited to discuss how my unique perspective can contribute to your team’s success.”

When to use: When you want to keep things positive while showcasing your value

Why it works: Refocuses on your strengths while subtly highlighting the value of diverse experience.

Power Move #2: The Confident Challenge

“You might not be aware, but requiring Canadian experience can violate the Ontario Human Rights Code unless it’s a legitimate job requirement. I’m confident my qualifications demonstrate I can excel in this role. Would you like to discuss my relevant experience?”

When to use: When you’re comfortable being direct about your rights

Why it works: Educates the employer while positioning you as knowledgeable about your rights

Power Move #3: The Skills Showcase

“Let me share specific examples of how I’ve handled [relevant job challenge] in my previous roles. My approach has consistently delivered [specific results]. I’d love to discuss how these skills translate to success in your organization.”

When to use: When you want to bypass the discrimination and focus on competency completely

Why it works: Makes the Canadian experience question irrelevant by proving your capabilities.

Power Move #4: The Value Proposition

“Actually, my international experience gives me unique insights that could benefit your team. For instance, [specific example of how your background adds value]. Many companies are actively seeking this kind of diverse perspective to stay competitive.”

When to use: When you’re confident about the value of your background

Why it works: Reframes your “lack” of Canadian experience as a competitive advantage.

Power Move #5: The Direct Confrontation

“That question appears to violate human rights legislation. I’m legally entitled to equal consideration regardless of where I gained my experience. Can we focus on how my qualifications meet your job requirements?”

When to use: When you’re prepared to take a strong stand

Why it works: Makes it clear you know your rights and won’t tolerate discrimination

Building Your Armor: Preparation Strategies

Research Like a Pro

Before any interview:

Study industry-specific terminology used in Canada
Research the company’s competitors and market position
Understand key regulations or standards in your field
Familiarize yourself with Canadian professional associations

Create Your Evidence Portfolio

Document everything that proves your competency:

Specific achievements and metrics from previous roles
Certifications and continuing education
Examples of adapting to new environments successfully
References who can speak to your abilities

Network Strategically

Join professional associations in your field
Attend industry meetups and conferences
Connect with other successful immigrants in your sector
Build relationships with potential mentors

When Discrimination Happens: Your Action Plan

If you believe you’ve faced Canadian experience discrimination, here’s your step-by-step response:

Immediate Actions (Within 24-48 Hours)

Document everything: Write down exactly what was said, when, and by whom
Save communications: Keep emails, job postings, and any written correspondence
Gather evidence: Screenshot job postings that mention Canadian experience requirements

Short-term Actions (Within 2 Weeks)

Seek support: Contact organizations like JVS Toronto or local settlement agencies
Get legal advice: Reach out to the Ontario Human Rights Legal Support Centre
Report the incident: File complaints with the appropriate authorities

Filing Your Complaint: Where and How

For Provincial Employers (Most Common):

Where: Human Rights Tribunal of Ontario
Timeline: 6 months from the incident
Process: Online application with supporting documents
Cost: No fees for filing

For Federal Employers:

Where: Service Canada tip line
Timeline: 6 months from the incident
Process: Online form or phone report
Follow-up: Canadian Human Rights Commission investigation

What You Need:

Detailed incident description
Supporting documentation
Witness information if available
Evidence of the discriminatory practice

Turning Rejection into Opportunity

Here’s something most career coaches won’t tell you: facing Canadian experience discrimination can actually strengthen your position if you handle it right.

The Compensation Angle

Human rights violations can result in financial compensation for:

Lost wages from missed opportunities
Injury to dignity and self-respect
Pain and suffering caused by discrimination

Successful complainants have received thousands of dollars in settlements.

The Advocacy Opportunity

By standing up to discrimination, you’re not just helping yourself – you’re making it easier for the next newcomer. Every complaint filed makes employers more aware of their legal obligations.

The Competitive Advantage

Companies that discriminate miss out on top talent. Forward-thinking employers who value diverse experience are often better places to work, with more inclusive cultures and growth opportunities.

Your Success Stories Arsenal

Here are real examples of how to position common situations:

International Project Management Experience: “Managing cross-cultural teams across different time zones has prepared me exceptionally well for Canada’s diverse workplace. I’ve successfully delivered projects 20% faster than the industry standard by leveraging diverse perspectives.”

Different Regulatory Environment Experience: “Working under different regulatory frameworks has made me highly adaptable and thorough in compliance matters. I always research and master new requirements quickly – a skill that will serve your organization well.”

Language and Communication: “Being multilingual has enhanced my communication skills significantly. I can explain complex concepts to diverse audiences – a crucial skill in Canada’s multicultural business environment.”

Resources That Actually Help

Immediate Support:

JVS Toronto: Career counseling and advocacy support
Ontario Human Rights Legal Support Centre: Free legal advice and representation
Local settlement agencies: Community-specific networking and support

Long-term Development:

Professional associations: Industry-specific networking and credentialing
Bridging programs: Sector-specific training for internationally trained professionals, like our organization
Mentorship programs: One-on-one guidance from established professionals

Legal Action:

Human Rights Tribunal of Ontario: File discrimination complaints
Employment lawyers: For complex cases or significant damages
Community legal clinics: Free or low-cost legal assistance

The Mindset Shift That Changes Everything

Here’s the perspective shift that successful newcomers make: Your international experience isn’t a deficit – it’s a premium skill set.

In today’s global economy, companies need employees who:

Understand diverse markets and cultures
Can adapt quickly to new environments
Bring fresh perspectives to stale problems
Navigate complexity with resilience

You have all of these skills. Canadian experience discrimination isn’t about your qualifications – it’s about outdated hiring practices that you can help change.

Your 30-Day Action Plan

Week 1: Knowledge and Preparation

Research your rights under human rights legislation
Prepare your response strategies for Canadian experience questions
Update your resume to highlight transferable skills and achievements

Week 2: Network Building

Join relevant professional associations
Attend at least one industry networking event
Connect with 10 professionals in your field on LinkedIn

Week 3: Skill Demonstration

Volunteer for projects that showcase your abilities
Complete any Canadian-specific certifications if relevant
Build a portfolio of work samples

Week 4: Strategic Application

Apply to companies known for inclusive hiring practices
Use your network for informational interviews
Practice your response strategies with a trusted friend or mentor

The Bottom Line

Canadian experience discrimination is illegal, unfair, and increasingly recognized as bad business practice. But you don’t have to be a victim of it.

Armed with knowledge of your rights, strategic response techniques, and a strong support network, you can turn this challenge into an opportunity to showcase your unique value. Every time you stand up to this discrimination, you make the path easier for others following behind you.

Remember: Canada needs your skills, your perspective, and your contributions. Don’t let discriminatory hiring practices convince you otherwise. The law protects your right to equal treatment, and there are people and organizations ready to support you in claiming that right.

Your career in Canada doesn’t start when you get “Canadian experience” – it starts when you decide to advocate for yourself and demand the equal treatment you deserve. The power is in your hands.

Aug 12

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How Canadian Experience Is Illegal Yet Most of Canadian Employers Still Ask For It

By Marwa ElMorsy Recruitment

If you’re requiring “Canadian experience” in your hiring process, you’re shooting yourself in the foot!

Let me ask you something: would you knowingly expose your company to potential lawsuits, thousands of dollars in damages, WHILE missing out on top talent, all while damaging your reputation?

Of course not.

I know what you’re thinking: “But we need to make sure candidates can do the job!”…I get it, as business leaders, we want to hire people who can hit the ground running.

But here’s a reality check: requiring Canadian experience is not just ineffective – it’s illegal discrimination that’s costing businesses across Canada dearly.

Canadian Experience is Not Just “Preferred” – It’s Illegal

The Ontario Human Rights Commission hasn’t left any room for interpretation on this issue. Their official position states that requiring “Canadian experience” is prima facie discrimination – meaning it’s discriminatory on its face.

This isn’t some minor policy guideline you can choose to ignore.

Under the Ontario Human Rights Code, you cannot discriminate based on:

Place of origin
Ethnic origin
Ancestry
Race
Citizenship status

When you require Canadian experience, you’re essentially discriminating against people based on where they come from – a direct violation of human rights legislation.

The Real Cost of Non-Compliance

Let’s talk numbers, because I know that’s what gets attention in the boardroom:

Direct Financial Costs

Legal fees: $10,000-$50,000+ for defending human rights complaints
Settlement costs: Successful complainants receive thousands in compensation
Lost productivity: Time spent on legal proceedings instead of business operations
Compliance training: Emergency training costs when violations are discovered

Hidden Business Costs

Talent shortage: Excluding 40%+ of qualified candidates in major markets
Innovation loss: Missing diverse perspectives that drive competitive advantage
Reputation damage: Public human rights complaints harm employer branding
Recruitment costs: Higher spending to find candidates from a smaller pool

The Bitonti Case: A $45,000 Wake-Up Call

In the landmark British Columbia case Bitonti v. British Columbia (Ministry of Health), discriminatory licensing practices that favored Canadian experience resulted in significant legal consequences. The tribunal found that policies requiring Canadian experience were discriminatory and caused substantial harm to qualified international professionals.

This case set a precedent that continues to influence human rights decisions across Canada. Companies found guilty of similar discrimination face not just financial penalties, but court orders requiring them to change their hiring practices entirely.

Why “Canadian Experience” Is Important to You?

What do you think you need when you expect a Canadian experience? Let’s break down the real reasons behind Canadian experience requirements and show you better, legal alternatives:

“We Need Someone Who Speaks Good English”

What you’re doing wrong: Assuming Canadian experience equals language skills

Why it’s problematic: Discriminates against multilingual professionals with excellent English

Legal alternative: Test language skills directly through structured interviews, written assessments, presentation requirements, and phone/video screenings.

“They Need to Understand Our Industry”

What you’re doing wrong: Assuming industry knowledge only comes from Canadian experience

Why it’s problematic: Ignores transferable knowledge and research capabilities.

Legal alternative: Test industry knowledge through scenario-based interview questions, technical assessments, case study discussions, and portfolio reviews.

“We Want Someone Who Fits Our Culture”

What you’re doing wrong: Using “cultural fit” as code for Canadian experience

Why it’s problematic: Often masks unconscious bias about different backgrounds.

Legal alternative: Define specific cultural competencies like collaboration skills, communication style preferences, problem-solving approaches, and professional values alignment.

“They Need Soft Skills”

What you’re doing wrong: Believing soft skills are geographically specific

Why it’s problematic: Many soft skills are universal and transferable

Legal alternative: Test actual soft skills through behavioral interview questions, team-based assessments, reference checks, trial periods, or projects.

ALSO READ: 10 Questions Interviewers Should Ask A Candidate In Interviews

The Business Case for Inclusive Hiring

Beyond legal compliance, there are compelling business reasons to eliminate Canadian experience requirements:

Access to Superior Talent

Larger candidate pool: Access to internationally trained professionals who often exceed local qualifications
Competitive advantage: Many international candidates have advanced degrees and specialized training
Language skills: Multilingual employees can serve diverse customer bases and international markets
Global perspective: Experience in different markets provides valuable business insights

Innovation and Growth

Diverse thinking: Different cultural backgrounds bring fresh approaches to old problems
Market insights: International experience helps companies expand globally
Creative solutions: Diverse teams consistently outperform homogeneous ones in problem-solving
Adaptability: Professionals who’ve succeeded in multiple countries are highly adaptable

Financial Performance

Companies with diverse workforces consistently outperform less diverse competitors:

35% more likely to outperform industry averages (McKinsey & Company)
Higher employee satisfaction and retention rates
Better customer service for diverse client bases
Reduced recruitment costs through word-of-mouth referrals

How to Hire Legally and Effectively

Here’s your step-by-step guide to compliant, effective hiring:

Step 1: Audit Your Current Practices

Review job postings for:

Direct mentions of “Canadian experience required”
Subtle preferences like “Canadian experience preferred”
Coded language that implies Canadian experience necessity
Requirements that could be interpreted as discriminatory

Examine your interview process:

Are interviewers asking about Canadian work history?
Do evaluation forms place a heavy emphasis on Canadian experience?
Are international qualifications being fairly assessed?
Is unconscious bias affecting decisions?

Step 2: Rewrite Job Requirements

Instead of: “Must have 5 years Canadian experience” Write: “Must have 5 years relevant experience in [specific industry/role]”

Instead of: “Canadian designation required,” Write: “Professional designation required (or equivalent international certification)”

Instead of: “Must understand Canadian market” Write: “Must demonstrate knowledge of [specific market factors, regulations, or industry standards]”

Step 3: Restructure Your Interview Process

Skills-Based Questions:

“Tell me about a time you had to adapt to new regulations in your field.”
“How would you handle [specific scenario relevant to the role]?”
“What experience do you have with [specific tools/processes/standards]?”

Cultural Competency Assessment:

“Describe how you’ve worked effectively in diverse team environments.”
“How do you handle conflicting priorities or feedback from multiple stakeholders?”
“Tell me about a time you had to learn new workplace processes quickly.”

Knowledge Testing:

Create practical assessments that test actual job-relevant skills
Use case studies that reflect real workplace challenges
Implement trial projects or presentations
Conduct technical evaluations where appropriate

Step 4: Train Your Hiring Team

Legal Requirements Training:

Human rights obligations under provincial and federal law
What questions are prohibited during interviews
How to assess qualifications fairly regardless of origin
Documentation requirements for hiring decisions

Unconscious Bias Training:

Recognition of common biases in hiring
Techniques for objective candidate evaluation
Cultural competency in professional settings
Value of diverse perspectives in business

Step 5: Implement Accountability Measures

Documentation Requirements:

Record specific reasons for hiring decisions
Document how international qualifications were evaluated
Maintain consistent scoring systems across candidates
Keep records of accommodation efforts when needed

Regular Audits:

Review hiring statistics for patterns of discrimination
Analyze rejection reasons for international candidates
Monitor complaint patterns or feedback
Assess diversity outcomes in hiring

Special Considerations for Regulated Professions

If you work in healthcare, engineering, law, or other regulated fields, you face additional complexity. However, even regulated professions cannot blanket-require Canadian experience without justification.

What’s Legal:

Requiring specific certifications or licensing
Testing knowledge of Canadian regulations and standards
Requiring supervised practice periods where genuinely necessary for public safety
Bridging programs that help international professionals meet Canadian standards

What’s Not Legal:

Automatically assuming international training is inferior
Requiring Canadian experience when competency can be demonstrated in other ways
Creating unnecessarily long or expensive qualification processes
Refusing to recognize equivalent international credentials

Creating Inclusive Alternatives

Bridging and Mentorship Programs

Best Practices:

Paid positions that provide Canadian workplace exposure
Structured learning about local industry practices
Mentorship with experienced Canadian professionals
Clear pathways to full employment

Legal Pitfalls to Avoid:

Automatically streaming international candidates into bridging programs
Using unpaid internships as barriers to employment
Requiring longer bridging periods than necessary
Treating bridging as inferior to direct hiring

Skills Assessment Centers

Create evaluation processes that test actual job competencies:

Simulation exercises that mirror real work tasks
Portfolio reviews of previous work
Collaborative projects that assess teamwork abilities
Presentation opportunities that test communication skills

Partnerships with Professional Organizations

Work with industry associations and immigrant-serving organizations to:

Understand international qualification standards
Access pre-screened candidate pools
Develop industry-specific assessment tools
Create networking opportunities for international professionals

Implementation Timeline: Your 90-Day Compliance Plan

Days 1-30: Assessment and Planning

Audit current job postings and hiring practices
Identify discriminatory language and requirements
Train HR team on legal obligations
Develop new job posting templates

Days 31-60: Process Development

Create skills-based interview guides
Develop practical assessment tools
Establish documentation procedures
Design bias-reduction protocols

Days 61-90: Launch and Monitor

Implement new hiring practices
Monitor early results and feedback
Adjust processes based on outcomes
Begin tracking diversity metrics

Red Flags: When You’re Still Discriminating

Watch for these subtle forms of Canadian experience discrimination:

In Job Postings:

“Canadian experience preferred”
“Local experience is an asset”
“Must be familiar with Canadian workplace culture”
Requirements for Canadian professional references only

In Interviews:

“How will you adapt to working in Canada?”
“Do you understand how things work here?”
“Are you familiar with Canadian business practices?”
Giving disproportionate weight to Canadian work history

In Evaluation:

Automatically scoring Canadian experience higher
Dismissing international qualifications without proper assessment
Requiring Canadian references when others are available
Making assumptions about cultural fit based on origin

The Competitive Advantage of Compliance

Companies that get ahead of this issue don’t just avoid legal problems – they gain significant competitive advantages:

Talent Magnet Effect

Become known as an inclusive employer that values diverse experience
Attract top international talent that competitors miss
Build a reputation that helps with recruitment and retention
Access hidden talent pools that others ignore

Innovation Catalyst

Diverse teams solve problems more creatively
International experience brings valuable market insights
Different perspectives challenge status quo thinking
Global networks expand business opportunities

Future-Proofing

Build a workforce that reflects Canada’s diverse population
Develop cultural competencies for global business
Stay ahead of evolving legal requirements
Position the company as a progressive industry leader

Resources for Implementation

Legal Guidance

Ontario Human Rights Commission: Policy guides and compliance resources
Employment lawyers: Specialized legal advice for complex situations
HR consultants: Professional help with policy development
Industry associations: Sector-specific guidance and best practices

Training Resources

Human rights training providers: Unconscious bias and legal compliance training
Diversity and inclusion consultants: Comprehensive workplace culture assessment
Professional development organizations: Skills-based interviewing training
Online resources: OHRC website, government guidance documents

Assessment Tools

Psychometric testing companies: Validated skills and personality assessments
Interview guide templates: Structured, bias-free interview formats
Portfolio assessment frameworks: Standardized evaluation criteria
Reference check protocols: Consistent candidate evaluation methods

The Bottom Line: Change Now or Pay Later

The writing is on the wall: Canadian experience requirements are illegal discrimination, and enforcement is increasing. Every day you delay compliance, you’re exposing your business to legal risk and missing out on exceptional talent.

But this isn’t just about avoiding problems – it’s about gaining a competitive advantage. Companies that embrace inclusive hiring practices consistently outperform those that don’t. They attract better talent, innovate more effectively, and build stronger relationships with Canada’s increasingly diverse population.

The choice is yours: you can continue with discriminatory practices and hope you don’t get caught, or you can get ahead of the curve and build a hiring process that’s both legally compliant and strategically superior.

The most successful companies won’t be those that find ways around anti-discrimination laws – they’ll be the ones that recognize diverse experience as the competitive advantage it truly is. The question isn’t whether you can afford to change your hiring practices. The question is whether you can afford not to.

Make the wise business decision. Your legal team, your shareholders, and your future success depend on it.

Jun 18

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Building Truly Accessible Workplaces in Ontario

By Marwa ElMorsy Diversity and Inclusion

In today’s competitive business landscape, organizations that prioritize truly accessible workplaces in Ontario gain a significant advantage. Yet for the nearly 2.6 million Ontarians living with disabilities, navigating a world not designed with their needs in mind remains a daily challenge. As employers, the responsibility falls to us to transform our workplaces into environments where everyone can contribute their full potential.

This isn’t just about legal compliance—it’s about recognizing untapped talent, fostering innovation through diverse perspectives, and building a more equitable society. As Ontario works toward its goal of full accessibility by 2025 under the Accessibility for Ontarians with Disabilities Act (AODA), forward-thinking employers are discovering that accessibility is not a burden but a business advantage.

Understanding the Landscape: Why Accessibility Matters

The statistics tell a compelling story: people with disabilities face significantly higher unemployment rates than the general population, despite many being ready, willing, and qualified to work. This represents not only a social inequity but a massive missed opportunity for employers.

According to the Ontario Disability Employment Network (ODEN), businesses that embrace accessible practices and hire people with disabilities experience:

Lower turnover rates and reduced absenteeism
Increased productivity and innovation
Access to an untapped talent pool in a competitive market
Enhanced corporate reputation and brand loyalty
Improved organizational culture and employee morale

Beyond these benefits, there’s a massive market incentive: Canadians with disabilities represent a consumer base with $55.4 billion in annual disposable income. Companies that understand accessibility often develop products and services that better serve this significant market segment.

Legal Framework: Ontario’s Accessibility Requirements

The regulatory landscape in Ontario provides clear guidelines for employers:

The Accessibility for Ontarians with Disabilities Act (AODA)

Enacted in 2005, the AODA aims to make Ontario fully accessible by 2025 through implementing and enforcing accessibility standards in key areas:

Customer Service Standard: Ensuring services are provided in an accessible manner
Information and Communications Standard: Making information accessible in various formats
Employment Standard: Creating accessible hiring and employment practices
Transportation Standard: Ensuring accessible transportation services
Design of Public Spaces Standard: Making public spaces more accessible

For employers, key AODA requirements include:

Developing accessibility policies and multi-year accessibility plans
Providing accessibility training to staff
Ensuring websites meet Web Content Accessibility Guidelines (WCAG 2.0)
Establishing accessible hiring and employment practices
Creating individualized accommodation plans for employees with disabilities
Developing return-to-work processes that consider accessibility needs

The Ontario Human Rights Code

Complementing the AODA, the Ontario Human Rights Code establishes that employers have a duty to accommodate employees with disabilities to the point of undue hardship. This means taking all reasonable steps to ensure equal access to employment opportunities and workplace success.

From Barriers to Solutions: Creating Truly Accessible Workplaces

Understanding the common barriers faced by people with disabilities is the first step toward eliminating them. Let’s explore practical solutions across three key dimensions:

Physical Accessibility

Traditional workplaces often contain numerous physical barriers that limit access and productivity for employees with disabilities.

Common Solutions:

Adjustable height desks and ergonomic furniture
Wide doorways and accessible walkways
Ramps and elevator access to all areas
Accessible washrooms with proper fixtures and space
Reserved parking spaces close to entrances
Automatic door openers
Proper lighting with reduced glare
Quiet spaces for sensory breaks

Case Study: Shopify
The Canadian e-commerce giant redesigned its office spaces with accessibility as a priority and implemented flexible work arrangements. The result? A 40% reduction in accommodation request processing time and increased retention of employees with disabilities.

Digital Accessibility

In our increasingly digital workplaces, ensuring technology is accessible to all is crucial.

Common Solutions:

Screen reader compatible websites and internal systems
Captioned videos and transcripts for audio content
Keyboard-navigable interfaces
Alternative text for images
Accessible document formats
Assistive technology software and hardware
Color contrast considerations in digital materials

Case Study: Microsoft Canada
Microsoft Canada created an inclusive hiring program specifically designed to recruit neurodiverse candidates. By making their digital application process and workplace systems accessible, they tapped into a previously overlooked talent pool and improved product development through diverse perspectives.

Procedural Accessibility

Sometimes the greatest barriers lie in workplace policies and practices that unintentionally exclude people with disabilities.

Common Solutions:

Flexible work hours and remote work options
Modified job duties when required
Clear emergency evacuation procedures for all employees
Access to assistive devices and services
Regular check-ins and accommodation reviews
Accessible meeting practices (providing materials in advance, visual aids)
Mentorship programs for employees with disabilities

Case Study: TD Bank
TD implemented comprehensive accessibility training programs and established employee resource groups for staff with disabilities. This approach increased disability representation in their workforce to 7.1% and improved overall employee satisfaction scores.

Beyond Compliance: Building a Culture of Inclusion

While meeting legal requirements is essential, truly accessible workplaces go beyond compliance to foster cultures where accessibility is embedded in every aspect of operations.

Leadership Commitment

Accessibility initiatives succeed when leadership teams demonstrate genuine commitment through:

Including accessibility in strategic planning and budgeting
Setting clear goals and measuring progress
Modeling inclusive behaviors
Recognizing and rewarding accessibility champions

Employee Engagement

Engaging all employees in accessibility efforts helps create sustainable change:

Forming accessibility committees with diverse representation
Providing comprehensive training on disability awareness
Creating channels for feedback on accessibility issues
Celebrating accessibility achievements and milestones

Continuous Improvement

Accessibility is not a one-time project but an ongoing journey:

Regularly reviewing and updating accommodation practices
Staying current with evolving accessibility standards
Soliciting input from employees with disabilities
Benchmarking against industry best practices

Getting Started: A Strategic Approach to Workplace Accessibility

For executives and HR professionals looking to enhance workplace accessibility, consider this step-by-step approach:

Assessment: Conduct an accessibility audit of your physical spaces, digital systems, and workplace policies.
Planning: Develop a multi-year accessibility plan with clear goals, responsibilities, and timelines.
Education: Provide comprehensive accessibility training for all staff, with specialized training for hiring managers.
Implementation: Begin with high-impact, low-effort improvements while planning for more substantial changes.
Feedback: Create mechanisms for employees to report accessibility barriers and suggest improvements.
Measurement: Track progress using clear metrics and adjust strategies as needed.
Partnership: Connect with organizations like ODEN that can provide resources and support for your accessibility journey.

Conclusion: The Business Case for Accessibility

As Ontario moves toward its 2025 goal of full accessibility, forward-thinking employers are recognizing that accessible workplaces are not just socially responsible—they’re competitively advantageous.

By removing barriers for employees with disabilities, organizations gain access to underutilized talent, foster innovation through diverse perspectives, and build stronger company cultures. The investment in accessibility yields returns in productivity, employee retention, and brand reputation.

Most importantly, creating truly accessible workplaces means building a future where every person can contribute their unique talents and abilities. As business leaders, we have both the opportunity and responsibility to make this vision a reality.

Resources for Ontario Employers

FAQ

Q: Do I have to disclose my disability when requesting interview accommodations?

A: You don’t need to provide detailed medical information about your disability. You only need to communicate what specific accommodations you require for the interview. For example, you can say “I need extra time to complete written assessments” without explaining the underlying medical condition. Employers are legally prohibited from asking about the nature of your disability during the pre-offer stage.

Q: When is the best time to request interview accommodations?

A: It’s best to request accommodations as early as possible in the process, ideally when you’re invited to interview or when scheduling is being arranged. This gives the employer adequate time to make necessary arrangements. However, you can request accommodations at any point during the hiring process, even if it’s last minute.

Q: Can an employer ask for medical documentation to support my accommodation request?

A: For interview accommodations, employers can request medical documentation, but they cannot ask for detailed medical records or require you to disclose your specific diagnosis. The documentation should simply confirm that you have a disability-related need for the requested accommodation.

Q: What if the employer says my requested accommodation is too expensive or difficult to provide?

A: Employers must provide reasonable accommodations unless it causes “undue hardship.” In Canada, this means the accommodation would cause significant expense or difficulty relative to the employer’s size and resources. If your first choice isn’t feasible, the employer should work with you to find an alternative accommodation that meets your needs.

Q: Can I request accommodations for online/virtual interviews?

A: Absolutely. Virtual interviews may require accommodations such as closed captioning, screen reader compatibility, extra time for responses, written chat options, or alternative video platforms that are more accessible with assistive technology. The same accommodation rights apply to virtual interviews as in-person ones.

Q: Will requesting accommodations hurt my chances of getting the job?

A: No, it’s illegal for employers to discriminate against candidates because they request reasonable accommodations. In fact, many employers view accommodation requests positively as it shows self-awareness and proactive communication. Your request cannot be used as a factor in hiring decisions.

Q: What if I realize I need accommodations during the interview itself?

A: If you realize you need an accommodation during the interview, don’t hesitate to speak up. You can politely ask for what you need, such as “Could you please repeat that question more slowly?” or “Would it be possible to take a brief break?” Most interviewers will be understanding and accommodating.

Q: Do I need to request the same accommodations for each interview stage?

A: You should request accommodations for each stage where you need them. Different interview stages (phone screening, in-person interview, skills assessment, etc.) may require different accommodations. Be sure to communicate your needs for each specific stage of the process.

Q: Can I bring a support person to my interview?

A: In some cases, yes. If you have a disability that requires support (such as a sign language interpreter, or a support person for anxiety), this can be considered a reasonable accommodation. However, the support person typically cannot participate in answering interview questions – they’re there solely to provide the accommodation you need.

Q: What happens if the employer doesn’t respond to my accommodation request?

A: Follow up politely but firmly. If there’s still no response, document your attempts to communicate and consider reaching out to the company’s HR department or diversity and inclusion team. If the employer continues to ignore your request, this may constitute discrimination, and you may want to seek legal advice or file a complaint with the appropriate human rights commission.

Q: Are there accommodations available for mental health conditions like anxiety or ADHD?

A: Yes, mental health conditions are covered under disability accommodation laws. Common accommodations include: extra time for interviews or assessments, breaks during long interview processes, quiet interview spaces, written instructions or questions, virtual interview options, or modified interview formats that work better for your specific needs.

Q: Can I request to see interview questions in advance?

A: While not all employers can provide exact questions in advance, you can request information about the interview format, types of questions that will be asked, or the general topics that will be covered. This can be particularly helpful for candidates with autism, ADHD, or anxiety who benefit from being able to prepare in advance.

Q: What if my accommodation needs change between the interview and starting the job?

A: Accommodation needs can evolve, and you have the right to request different or additional accommodations once you’re hired. The interview accommodation process is separate from workplace accommodations, so you’ll need to discuss your ongoing needs with your new employer’s HR team or supervisor after you’re hired.

Q: Is there a limit to how many accommodations I can request?

A: There’s no specific limit on the number of accommodations you can request, as long as each one is reasonable and related to your disability. However, the total combination of accommodations must not create an undue hardship for the employer. Focus on requesting the accommodations that are most essential for you to participate effectively in the interview process.

Q: How do I handle accommodation requests with recruitment agencies or third-party recruiters?

A: You can request accommodations through recruitment agencies, but it’s often helpful to also communicate directly with the hiring company’s HR department. Make sure both the recruiter and the employer are aware of your accommodation needs. If there’s any confusion about who’s responsible for providing the accommodation, ask for clarification from both parties.

Jun 18

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Ace Your Job Interview with the Right Interview Accommodations

By Marwa ElMorsy Diversity and Inclusion

Picture this: you have a reading disability, and you’re scheduled for an interview that requires reading. While many candidates think they can’t proceed and decide to decline the opportunity, they might not realize that they have the right to request interview accommodations.

In a truly inclusive workplace, all candidates should have the chance to participate in the hiring process and excel in their roles. For candidates with disabilities, mental health conditions, or other special needs, job and interview accommodations are key to ensuring they can demonstrate their skills and qualifications without being hindered by barriers.

In Canada, employers are required by law to provide reasonable accommodations, which candidates may request throughout the hiring process to enable them to perform well.

This article outlines the types of accommodations candidates can request during both the job application and interview process, how to ask for them effectively, and what employers need to know to create an inclusive environment.

Understanding Job Accommodations

What are Job Accommodations?

Job accommodations are modifications or adjustments that allow individuals with disabilities or other specific needs to apply for a job, participate in interviews, or perform job duties effectively. These accommodations ensure that candidates are assessed based on their abilities and qualifications rather than being limited by physical, cognitive, or emotional challenges.

In Canada, the Canadian Human Rights Act (CHRA) and Ontario’s Accessibility for Ontarians with Disabilities Act (AODA) mandate that employers provide reasonable accommodations for individuals with disabilities, as long as these accommodations do not cause undue hardship to the employer. These laws protect candidates and employees with disabilities, including those with mental health conditions, ensuring they have an equal opportunity to succeed in the workforce.

When Should You Request Accommodations?

It’s important to know when and how to request accommodations, as this is your right and can help ensure that you’re evaluated fairly. You can request accommodations during the following stages of the hiring process:

During the Job Application Process: If the application requires assessments, tests, or specific steps that might be difficult due to a disability or other condition, you can request accommodations. For example, if an online application is inaccessible or a written test is difficult to complete due to a visual or cognitive impairment, you can ask for alternative formats or methods.
During the Interview: If you have a disability, mental health condition, or other challenges that could affect your participation in an interview, you can request accommodations. These may include having extra time to complete an interview task, requesting a sign language interpreter, or asking for an accessible interview space.
Post-Hire (After the Interview Process): Once you’ve been hired, you can also request accommodations to help you perform your job duties more effectively. This could include adjustments such as flexible work hours, physical modifications to the workspace, or assistive technology to help you complete tasks.

Employers Need to Do Better for People with Disabilities

Types of Accommodations Candidates Can Request

Candidates with different needs may require various accommodations depending on their specific challenges. Below are examples of common requests candidates might make during the job application and interview process:

1. Physical Accessibility Adjustments:

Wheelchair Accessible Space: If the interview or job location isn’t wheelchair accessible, candidates can request adjustments to ensure they can access the space without barriers.
Accessible Parking: Requesting a designated accessible parking spot close to the entrance of the building.
Modifications to Equipment or Furniture: If interview spaces contain furniture that is not accessible (e.g., hard-to-reach desks, chairs that cannot accommodate certain body types), candidates may request modifications.

2. Time Extensions or Modifications:

Extra Time for Assessments: For candidates with learning disabilities such as ADHD, dyslexia, or other cognitive conditions, extra time to complete assessments or tasks might be necessary.
Breaks for Medical or Mental Health Needs: Candidates with physical or mental health conditions might need breaks during the interview process to manage symptoms such as fatigue, anxiety, or stress.

3. Assistive Technologies:

Screen Readers or Magnification Software: If a candidate has a visual impairment, they can request assistive technologies such as screen readers or magnification software to help them access information.
Sign Language Interpreters: Candidates who are deaf or hard of hearing may request a sign language interpreter for communication during the interview.

4. Modified Interview Formats:

Remote Interviews: For candidates with disabilities that make in-person interviews challenging, such as mobility impairments or anxiety, remote interviews (via video or phone) can be requested.
Alternative Assessment Methods: Candidates who find written assessments challenging might ask for oral tests or practical demonstrations of their skills, which may be more suitable for them.

5. Mental Health Accommodations:

Quiet Spaces for Interviews or Testing: Candidates with anxiety or sensory sensitivities might request a quieter room or environment to ensure that they can perform to the best of their ability.
Flexible Deadlines or Timeframes: Some candidates with mental health conditions may need extended time to complete tasks or interviews to manage stress or anxiety.

6. Alternative Communication Options:

Written Instructions or Visual Aids: For candidates with hearing impairments or learning disabilities, it may be helpful to receive written instructions or visual aids to aid in understanding interview questions or tasks.
Clarification or Repetition of Questions: Candidates with cognitive or learning disabilities might request that interview questions be repeated or clarified.

How to Request interview Accommodations

If you require accommodations, it’s important to communicate your needs effectively and respectfully. Here’s how to go about it:

1. Know Your Rights

Familiarize yourself with your rights under the Canadian Human Rights Act and the Accessible Canada Act (for federal employees), which protect individuals with disabilities from discrimination. Understanding your legal rights can help you navigate the process with confidence.

2. Make Your Request Early

If possible, request accommodations in advance to give employers time to make the necessary adjustments. This could mean requesting accessible formats for job applications, asking for a modified interview process, or inquiring about assistive technology for tests.

3. Be Specific About Your Needs

Be clear and direct about the accommodations you need. For example, if you need extra time for a test, specify how much additional time you require. If you need an interpreter, specify what type (e.g., sign language or oral) and what kind of setting will work best for you.

4. Communicate Professionally

Request accommodations professionally and respectfully. Employers are obligated to support your needs, and framing the request in a way that shows you are eager to participate in the process can create a positive atmosphere.

5. Follow Up If Needed

If you don’t hear back about your accommodation request, follow up politely. Let the employer know that you’re still interested in the position and would appreciate their support in ensuring you have equal access to the hiring process.

How Employers Can Support Accommodation Requests

Employers play a crucial role in fostering an inclusive hiring process. Here are several ways employers can ensure they meet accommodation needs:

Ensure Accessibility: Employers should ensure that both online and in-person interview spaces, as well as job application systems, are accessible to all candidates. This includes making websites accessible and ensuring that job postings and application forms are available in multiple formats.
Train Hiring Managers: All hiring managers and HR personnel should be trained on how to handle accommodation requests and be familiar with the legal requirements regarding disability inclusion. This can help prevent unconscious bias and create a more inclusive environment.
Create an Inclusive Hiring Process: Make accommodations a natural part of the hiring process by including a statement in job postings that invites candidates to request accommodations if needed. This proactive approach can make candidates feel more comfortable reaching out.
Document Accommodation Requests: Employers should maintain records of accommodation requests and the steps they take to address them. This ensures transparency and helps protect against potential legal claims.

Job accommodations are essential to ensuring that all candidates—regardless of their challenges—have the opportunity to participate fully in the hiring process and succeed in the workplace. By understanding your rights, communicating your needs clearly, and being aware of the various accommodations available, you can help create a more inclusive and supportive work environment.

Employers, in turn, have the responsibility to ensure they are providing these accommodations and supporting candidates in their hiring journey. By doing so, they not only comply with Canadian laws but also promote diversity and inclusivity in their workplaces, which is crucial for building a productive, successful workforce.

Are you currently in the job search process and wondering how to make an accommodation request? Don’t hesitate to ask for the support you need to succeed. It’s your right, and the accommodations can be the key to unlocking your potential.