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WORKING PAPER
WINNING THE HUMAN RACE
WINNING THE HUMAN RACE
DEVELOPING AND RETAINING
WORLD CLASS TALENT
A working paper of the
Business Council on National Issues
following the CEO Summit 2000
Toronto, Canada
April 5, 2000
Perspectives from the
Canada Global Leadership Initiative
WINNING THE HUMAN RACE:
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
TABLE OF CONTENTS
Executive Summary ............................................................................ 1
Sommaire ............................................................................................. 2
Learning To Survive: The Challenge Of Education......................... 4
Keeping Score: Canada’s Fading Human Advantage................... 11
Counting The Cost: CEO Perspectives .......................................... 20
Plugging The Drain: Taxes Do Matter............................................. 23
Down To The Wire: Strategies For Canadian Success ................. 27
Business Council on National Issues
WINNING THE HUMAN RACE:
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
EXECUTIVE SUMMARY
In the past, money followed resources. Today, it follows people.
Canada’s well-educated workforce is a significant competitive
advantage, but despite our intensive spending on education, major
challenges remain. From early childhood development through the
school system, post-secondary institutions and workplace training,
Canada can and must do better. Greater access to lifelong learning is
the key to equality of opportunity within our society, to the survival of
our country and to the prosperity of our communities.
Even as people and skills become more critical to growth, Canada is
suffering a growing drain of top talent to the United States, and this
drain is having a real impact on the ability of companies to build global
businesses from a Canadian base. In particular, the level and
structure of personal and corporate taxes are hurting the efforts of
Canadian companies to compete for the talent they need to grow.
In addition to addressing tax issues, Canada must add to its human
advantage by helping more Canadians gain access to higher quality
education and lifelong learning. This will require more public and
private sector investment as well as more effective outcomes from
existing spending. More broadly, governments must give greater
priority to transfers that enable people to earn higher market incomes
than to traditional subsidies to companies and regions.
Canada also must improve its ability to recruit and retain people with
valuable skills. To make the best use of existing talent, governments
must implement the full mobility provisions of the Agreement on
Internal Trade and improve its capacity for Prior Learning Assessment
and Recognition. Finally, Canada must attract more skilled people
from abroad and facilitate their quick integration into the Canadian
workforce.
Business Council on National Issues 1
GAGNER LA CHASSE AU TALENT
DÉVELOPPER ET RETENIR DES TALENTS
DE NIVEAU MONDIAL
L’INITIATIVE POUR LE LEADERSHIP MONDIAL DU CANADA
DOCUMENT DE TRAVAIL, MAI 2000
SOMMAIRE
Dans l’ancienne économie, l’argent suivait les ressources. Aujourd’hui,
il suit les gens. La main-d’œuvre instruite du Canada constitue un
grand avantage concurrentiel, mais malgré nos dépenses intensives
en éducation, de grandes difficultés restent à résoudre. Du
développement de la petite enfance à la formation en milieu de travail
en passant par le système scolaire et les établissements post-
secondaires, il est clair que le Canada peut faire mieux. Un meilleur
accès au perfectionnement continu est la clef de l’égalité des chances
dans notre société mais aussi de la survie de notre pays et de la
prospérité de nos collectivités.
Les ressources humaines et les compétences sont de plus en plus
vitales à la croissance. Or, notre pays est en proie à un exode de plus
en plus important de talents de premier plan vers les États-Unis, ce qui
a un impact réel sur la capacité des entreprises de bâtir des sociétés
d’envergure mondiale à partir du Canada. Le niveau et la structure
des impôts des particuliers et des entreprises, en particulier, gênent les
efforts des entreprises canadiennes en vue d’attirer les compétences
dont elles ont besoin pour assurer leur croissance.
En plus de s’attaquer aux enjeux fiscaux, le Canada doit renforcer son
avantage humain en aidant plus de Canadiens à profiter d’une
éducation de qualité supérieure et de la formation continue. Il faudra
pour ce faire plus d’investissements des secteurs public et privé ainsi
qu’une efficacité accrue des dépenses actuelles. De façon plus
générale, les gouvernements doivent accorder davantage la priorité à
des transferts procurant des revenus supérieurs de préférence à des
subventions aux entreprises et aux régions.
Conseil canadien des chefs d’entreprise 2
GAGNER LA CHASSE AU TALENT
DÉVELOPPER ET RETENIR DES TALENTS
DE NIVEAU MONDIAL
L’INITIATIVE POUR LE LEADERSHIP MONDIAL DU CANADA
DOCUMENT DE TRAVAIL, MAI 2000
Le Canada doit aussi accroître sa capacité d’attirer et de retenir les
personnes possédant un riche bagage de compétences. Pour faire le
meilleur usage possible des talents en place, les gouvernements
doivent mettre en œuvre les dispositions touchant la pleine mobilité de
l’Accord sur le commerce intérieur et améliorer le processus
d’évaluation et de reconnaissance des acquis. Enfin, le Canada doit
attirer des personnes plus qualifiées et faciliter leur intégration rapide à
sa main-d’œuvre.
Conseil canadien des chefs d’entreprise 3
WINNING THE HUMAN RACE
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
LEARNING TO SURVIVE: THE CHALLENGE OF EDUCATION
The shift toward knowledge work in all advanced economies makes the
development and retention of human capital even more important than
the flow of money. In the old economy, money went to where natural
resources could be exploited most efficiently. Today, money flows to
where it can find the right people.
Canadians have always
CANADIANS ARE WELL EDUCATED
valued education strongly.
As a share of our
Percentage of the population aged 25 to 64
with completed post-secondary education economy, we invest
Canada more in the education of
United States
Norway
our citizens than any
Sweden other industrialized country.
Australia
Ireland
By 1995, fully 48 percent
Denmark of our working-age popu-
Germany
0 5 10 15 20 25 30 35 40 45 50
lation (25 to 64) had a
University Other Post-secondary post-secondary education
Source: OECD
– more than double the
average for all industri-
alized countries. Our country’s well-educated workforce is a major
competitive advantage.
As the Council of Ministers of Education, Canada noted in its 1999
report on Education Indicators in Canada, the country has made
important progress over the past decade. The proportion of Canadian
25-to-29-year-olds with less than high school education dropped by a
third between 1990 and 1998, from 20 percent to just 13 percent. The
percentage of university graduates jumped over the same period, from
17 percent to 26 percent. Canada’s young people understand the
Business Council on National Issues 4
WINNING THE HUMAN RACE
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
potential of the new millennium and are preparing themselves to take
advantage of its opportunities.
It is equally clear, however, that daunting challenges remain. More
young people are graduating from high school, but too many of them
still seem to lack basic functional skills of the knowledge economy.
And too many are neither motivated nor equipped to pursue learning
on a lifelong basis, whether or not they choose to enter post-secondary
education immediately after completing high school.
“The main differentiator
left in competitiveness CANADA IS A LEADER IN
EXPENDITURE ON EDUCATION
among countries is
education,” said Jean All Levels, Percent of GDP, 1995
Denm ark 8.5%
Monty, President and Sw eden 7.9%
Chief Executive Officer Finland 7.3%
of BCE Inc. “It is not Canada 7.3%
capital. It is not tech- U.S. 6.7%
Korea 6.2%
nology. It is the
A ustralia 6.1%
capability of people to Germ any 6.0%
use and to create. …
Canada is one of the Source: OECD Educational Database, 1998
leaders in the amount
of money we spend on education. But do we spend it in the right
places?”
Almost all of the new jobs being created in Canada require some form
of post-secondary qualification, while well-paid jobs for people with little
education are disappearing. Canada may have a greater proportion of
post-secondary graduates in its workforce than any other industrialized
country, but 48 percent is simply not good enough.
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DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
The challenges of education have been thoroughly researched. From
early childhood development through basic schooling, post-secondary
education and labour force training, the avenues for improvement are
clear. It is equally clear that achieving significant improvements in
educational outcomes does not require vast additional spending by
governments.
For instance, the most ambitious proposals for improving equality of
opportunity and social and economic outcomes involve investments in
early childhood development. In their landmark 1999 Early Years
Study for the government of Ontario, Margaret McCain and Fraser
Mustard recommended creation of a comprehensive network of
community-based early childhood development and parenting centres.
But developing this network, they said, could be achieved primarily
through greater collaboration across all sectors of society and through
“a realignment of existing initiatives”. The expansion of maternity
benefits they recommended already has been announced. Among
other measures, they said communities need to make better use of
existing facilities, for instance by keeping schools open for use by
families in evenings and weekends.
Rather than adding new programs, governments should focus on
improvements to the tax system – to improve the tax treatment of
families and to encourage businesses to contribute more resources to
childhood development and parenting centres in their communities and
to family-friendly workplace policies. To the extent that governments
do need to spend more money on early childhood development, Dr.
Mustard has said that there is room for reallocation of resources that
are now being used for “repair shop” functions within existing public
sector budgets – even within the health care sector.
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WINNING THE HUMAN RACE
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
Similarly, within the school system, the major barrier to improvement is
not a lack of funds, but significant resistance to change – a resistance
that can only be considered remarkable considering that its primary
mission is to equip our children for success as citizens of a rapidly
changing world.
High quality public education is critical to the future of Canada’s
children as individuals and to our future as a cohesive society and a
vibrant economy. We do have to ensure that schools and post-
secondary institutions have the funding they need to meet our growing
expectations for student learning and achievement.
At the same time, however, we must be careful not to measure the
quality of the education our children receive solely by the amount of
money we spend. We must give teachers the tools they need to do
their jobs effectively. As with employees of any knowledge business,
we have to pay salaries that recognize the value teachers add to our
economy and society and that reward outstanding performance. At the
same time, we have to set ambitious expectations for all students and
assess their achievement regularly both in core subjects and in vital life
skills. Meaningful assessment is the key to effective accountability and
steady improvement in education outcomes.
In short, we must create a culture of continuous improvement within
our school systems that will prepare all students for success in the new
economy. Knowledge and skills evolve constantly and rapidly; so must
our educational institutions.
The challenge of change extends well beyond the walls of Canada’s
schools. Canada needs dramatically stronger cooperation and
collaboration not only between groups within the education sector, but
across political jurisdictions and between all sectors of society. The
Business Council on National Issues 7
WINNING THE HUMAN RACE
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
interests of children must come first, and excellence in education is a
challenge for the country as a whole.
“We have got to stop pointing the finger at governments and do more
ourselves as business people,” added John Mayberry, President and
Chief Executive Officer of Dofasco Inc. “Business has to do a better
job of investing in the schools and stimulating research and creating an
environment in which good professors want to work. We’ve got to
create exciting places for kids to work, where there is opportunity for
growth. If we don’t, we are going to get more and more entrenched
with those who are left, the people who don’t want to change, who like
the status quo, who like rigidity. Government has a role to play,
especially in tax policy, but business has a role too.”
Among other measures, businesses can build stronger partnerships
with educational institutions and stakeholders. They can take
leadership roles in their communities in supporting public education
and helping to build consensus for constructive change. They can
commit not only funding but also their expertise to helping schools
meet the needs of a changing economy. And in particular, they can
work with boards, schools, teachers and parents to give children more
effective exposure to both the opportunities and expectations of the
world of work through mechanisms such as job shadowing, school
visits, mentorships, internships and co-operative education
placements.
Such activities pay direct and immediate returns to employers
competing for talent in the knowledge economy. A recent study by the
Conference Board of Canada found that augmenting student programs
through vehicles such as partnerships and co-operative work
placements was the single most important predictor of a company’s
success in recruiting the graduates it needed. And the second most
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DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
important predictor of recruitment success was the sincerity of its
commitment to a culture of lifelong learning and substantial investment
in training and employee development.
Not surprisingly, corporate community involvement more generally has
become strongly linked to human resource goals, to the ability to
recruit, retain, develop and motivate employees. A 1996 survey of
BCNI member companies found that support for education was the
fastest growing community activity of large Canadian companies.
In addition to their extensive relationships with schools, colleges and
universities, major employers have been developing creative new
approaches to partnership, especially involving the school-to-work
transition. Perhaps the most notable was the creation in 1996 of
Career Edge, a Canada-wide internship program conceived,
established and funded entirely by the private sector. In addition to
creating internal positions, some corporations have used Career Edge
to enhance their external relationships by funding internships in non-
profit organizations and small business customers and suppliers. A
group of major banks also used Career Edge as the base for a project
creating internships for people with disabilities.
The program’s employer-funded and Internet-based structure enabled
the federal government to make more effective use of its resources as
well. Freed of the need to fund a bureaucratic infrastructure, the
government devoted its money to hiring interns. But it also
concentrated its hiring on at-risk youth, those less likely to be hired by
private sector participants. And in seeking to prepare such young
people for effective transitions to the workplace, it created another
partnership, drawing on the proven expertise of YMCA Canada in
preparing at-risk youth for effective integration into the workplace.
Business Council on National Issues 9
WINNING THE HUMAN RACE
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
Larger companies as a group also are heavily committed to investment
in employee training and development. BCNI members reported an
average investment of $1,074 per employee in formal training and an
additional $757 per employee in other human resource development
spending in 1996. This investment, a total of 4.2 percent of payroll,
compares with average Canadian expenditures as measured by the
Conference Board of Canada in the same year of just $842 per
employee or 1.6 percent
LARGE CORPORATIONS INVEST of payroll.
IN THEIR EMPLOYEES
Extensive investments –
CANADA AVERAGE, CONFERENCE BOARD SURVEY, 1996
FORMAL TRAINING, BCNI SURVEY
at least in formal training –
ADDITIONAL HR DEVELOPMENT SPENDING, BCNI
are less evident in the
$757
small business sector. As
1.7 a country, we have to do
more to ensure that
$1074
1.6 2.5 $842
employees of smaller
% OF PAYROLL businesses, and the
$/EMPLOYEE
growing ranks of the self-
Source: Conference Board of Canada, BCNI Member Survey
employed, have the same
degree of access to a broad range of lifelong learning opportunities as
their peers in large companies.
Access to learning opportunities is even more vital for those who fall
out of the formal education system early in life, who want to end their
dependency on welfare, or who find themselves and their existing skills
displaced by economic change. As young high-school graduates or
labourers in their fifties, employed, unemployed or on welfare, self-
employed or employees of large companies, Canadians must have
access to opportunities for learning throughout their lives. As Finance
Minister Paul Martin put it in his 2000 budget, “skills and knowledge
join the ambitions of the individual with the potential of the country.
Business Council on National Issues 10
WINNING THE HUMAN RACE
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
They are the meeting place between social and economic policy – the
best means available to us to narrow the gap between rich and poor.”
Access to learning is the key to equality of opportunity within our
society – but also to the survival of our country and the prosperity of
our communities. In the global knowledge economy, Canada’s
success depends on enabling all of its people to achieve their potential
and contribute to our collective human advantage.
KEEPING SCORE: CANADA’S FADING HUMAN ADVANTAGE
The talent Canada can call on today is not enough. Our country
always has prospered by attracting people from around the world, by
offering them a place where they can put their bodies and minds to
work and where they can achieve their dreams. If Canada is to
continue prospering in the knowledge economy, it has to keep making
the best use of the talent it has and to keep attracting people with
brains and ambition from
abroad. THE KEY IS NOT HOW MANY LEAVE,
BUT WHO THEY ARE
The United States is and Net flow to United States from Canada,
by occupational group
always will be a powerful
Professio nals
magnet for talented
Canadians. The Canada M anagers
– United States Free S killed
Trade Agreement and the Unskilled
North American Free 0 500 1000 1500 2000 2500 3000
Trade Agreement have 1996 1991 1986
reinforced its pull, both by Source: C. D. Howe Institute (DeVoretz and Laryea, 1998)
encouraging economic
integration across the continent and by making it much easier for
Canadians to move south.
Business Council on National Issues 11
WINNING THE HUMAN RACE
DEVELOPING AND RETAINING WORLD CLASS TALENT
CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
On the surface, the overall numbers do not appear discouraging.
Canada continues to attract far more people from other countries than
it loses to its southern neighbour. Canadian emigration to the United
States remains at very low levels compared with the 1950s and 1960s.
The ratio of total Canadian immigration to emigration to the United
States has risen steadily, and now exceeds ten to one. University
graduates entering Canada outnumber those leaving for the United
States by four to one. Only 1.5 percent of all Canadian university
graduates choose to move south. Within these totals, however, lie
disturbing trends with ominous implications for Canada’s future.
The number of managers and professionals moving south has been
accelerating dramatically. A 1998 study by Don DeVoretz and Samuel
Laryea for the C.D. Howe Institute said their numbers more than
doubled between 1986 and 1996. Of greater concern, the flow is
increasingly one way. Northbound flows declined over the same
period, and Canada’s net loss of managers and professionals almost
quadrupled, reaching 4,703 in 1996 alone.
Statistics Canada’s latest
TAX RETURNS CONFIRM A SIGNIFICANT review of this issue, Brain
AND GROWING OUTWARD FLOW
Drain and Brain Gain: The
35,000
Number of tax-filers who ceased to reside in Canada
Migration of Knowledge
30,000 Workers from and to
25,000
Canada, confirms that our
20,000
15,000
country is suffering a net
10,000 loss of workers in a variety
5,000
0
of key knowledge-based
1990 1991 1992 1993 1994 1995 1996 1997 occupations. “The magnitude
Source: Statistics Canada
of these losses is relatively
small.… The composition of
emigrants, however, is
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WINNING THE HUMAN RACE
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CANADA GLOBAL LEADERSHIP INITIATIVE
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weighted towards the better-educated, high-income earners and
people of prime working age. Further, they are drawn from sectors that
are thought to be important to Canada’s economy and society.”
The Canadian Reverse Record Check, part of the census process,
shows that the total number of permanent emigrants to the United
States between 1991 and 1996 reached 126,000, a 15 percent
increase over the previous five-year period. The number of temporary
emigrants, however, almost doubled 52,000 from 28,000 over the
same time span. More recent Canadian data on tax filers who left
Canada suggest an even steeper rise. In 1997, 28,870 tax filers
ceased to reside in Canada, an increase of 88 percent from the 15,360
who left in 1991.
One reason for the explosion in temporary emigration is the ease with
which Canadians can obtain NAFTA work permits covering a wide
range of professional occupations. For instance, a Statistics Canada
survey of 1995 Canadian university graduates who moved to the
United States found that over half of them did so initially through
NAFTA permits.
These temporary permits increasingly are leading to permanent
emigration. By 1999, 36 percent of the 1995 graduates who moved to
the United States already had permanent resident status. And 44
percent of those still living on temporary permits in the United States
said they planned to become permanent residents within two years.
The same trend can be seen across all forms of temporary permits.
According to Professors DeVoretz and Laryea, less than 8 percent of
all Canadians who moved to the United States as a result of an intra-
company transfer changed their status to permanent resident in 1991.
Five years later, that proportion had more than quadrupled. Fully 37
Business Council on National Issues 13
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CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
percent of all temporary
corporate transfers to the MANY CORPORATE TRANSFERS
United States opted not ALSO TURNING PERMANENT
to come home in 1996. Changes of temporary status to permanent resident
Canadian non-immigrants in the United States
Over the same period, (% Change)
the proportion of Intracompany Transfers
Visitors for Pleasure
Canadian visitors for
Temporary Workers
pleasure to the United Students
States who opted for Exchange Visitors
permanent residency 0 10 20 30 40
almost tripled, from 11 1996 1991
percent to 32 percent. Source: C. D. Howe Institute (DeVoretz & Laryea)
And the proportion of
Canadians with temporary work permits who converted to permanent
residence doubled from 6 percent to 12 percent.
Even if Canada more than replaces its losses to the United States with
immigration from other countries, turnover is costly. Professors
DeVoretz and Laryea estimated the “churning costs” of replacing the
managers, scientists and health science professionals who left
between 1989 and 1996 at $11.5 billion. At the company level, Towers
Perrin has estimated that the cost of recruiting and training a
replacement for a departing employee can be as high as two years’
worth of pay and benefits.
More worrying for Canada is the extent to which emigration to the
United States seems to be concentrated in high-value occupational
groups and within high achievers at all levels of experience. The
Statistics Canada surveys of 1995 graduates found that more than half
(54 percent) of those who moved to the United States were
concentrated in health, engineering, mathematics and physical and
biological sciences. These disciplines accounted for just 27 percent of
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CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
graduates remaining in
DEPARTING GRADUATES HEAVY ON Canada, half the
HEALTH, ENGINEERING & SCIENCE
Distribution of graduates by field of study
proportion among emi-
grants. At the other
Health Professions
Engineering &
Applied Sciences
extreme, only 33
Social Sciences percent of emigrants
Mathematics &
Physical Sciences
Agricultural &
took degrees in social
Biological Sciences
Humanities sciences, humanities
Education
or education, but these
Commerce
0% 5% 10% 15 % 20% 25% 30%
fields accounted for 54
U niversity grad uates w ho m oved to the U .S. percent of graduates
U niversity grad uates w ho remained in C anada
Sources: Survey of 1995 Graduates Who Moved to the United States; 1997 National Survey of 1995 Graduates
who remained in
Canada.
Statistics Canada has just begun to use tax data to analyze the
distribution of emigrants by industry. Its initial examination shows that
hospitals, universities, schools, high-technology industries and financial
services have been
suffering the greatest
losses. 12% OF ALL PhD GRADUATES LEFT
Within the fields heavily 12%
% of graduates moving to U.S., by degree
in demand in the United 10%
States, most Canadian 8%
students are ready and 6%
willing to move. A 1999 4%
survey by Personnel 2%
Systems and National 0%
College Bachelor's Master's PhD Total
Public Relations found
that 88 percent of Sources: Survey of 1995 Graduates Who Moved to the United States; 1997 National Survey of 1995 Graduates
computer science and
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engineering graduates in Canada were willing to relocate within
Canada – but 78 percent also were ready to move to the United States.
Emigrating students are far more likely to have achieved higher
qualifications and better marks. Fully 44 percent of the 1995 graduates
who moved south ranked themselves in the top 10 percent of their
class. While the accuracy of such self-ranking may be suspect,
graduates with advanced degrees were significantly over-represented
among the leavers. Master’s and doctoral graduates accounted for
only 8 percent of all graduates remaining in Canada but 23 percent of
leavers, almost one in four. Those leaving made up only 1.5 percent of
the Canadian total, but
12 percent of doctoral AN EXODUS OF ELITE GRADUATES
graduates.
Harvard Business School
% of Canadian graduates living in Canada
Anecdotal evidence
shows a pattern of 59% 1986-99 avg
40%
emigration by a large 44%
proportion of the best 35%
29%
students at Canada’s
top academic programs. '86-'88 '89-'91 '92-'95 '96-'99
The same pattern has Year of Graduation
been documented over Source: David R. Graham
time at an elite
American institution, the Harvard Business School. A review of
Canadian HBS graduates from the classes of 1986 through 1999 found
that only 40 percent are still living and working in Canada.
The proportion of graduates coming back to Canada is dropping
steadily. Fully 59 percent of those who graduated from 1986 through
1989 came back and are still here. By the early 1990s, that proportion
had dropped below 40 percent, and of the past four graduating classes
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(1996 – 99), only 29 percent of Canadian graduates are still living in
Canada.
The American Current Population Survey confirms that as a group,
recent migrants from Canada to the United States are highly educated.
Between 1994 and 1999, almost half (49 percent) of immigrants from
Canada aged 16 and over had a university degree. According to the
Canadian 1996 census, that is four times the proportion of native-born
Canadians with a degree and more than double the proportion of
immigrants to Canada with such qualifications.
Industry Canada calculations show that people whose skills are in
demand certainly make a lot more money in the United States, both
before and after tax. For an entry-level engineer in the information
technology sector, moving from Ottawa to Raleigh, North Carolina, in
1998 would have resulted in an effective pre-tax salary increase of
more than 50 percent, even when converting currencies at purchasing
power parity of 85 American cents to the Canadian dollar. Taxes at
this level made very little difference.
The impact of taxation becomes much more important for senior
executives and other high income earners. Industry Canada calculated
that a vice president in the same industry would have earned the
equivalent of US$170,000 in Ottawa and 32 percent more, $225,000,
in Raleigh. But after tax, the compensation gap widened to 64 percent,
leaving the American executive $61,300 better off. The higher
American salary and currency still had a big impact, but taxes
accounted for 36 percent of the differential.
Revenue Canada statistics show a pattern of migration clearly linked to
the tax burden shouldered by high income earners in Canada. People
with more skills and earning better pay are generally more mobile, but
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CANADA GLOBAL LEADERSHIP INITIATIVE
WORKING PAPER, MAY 2000
the highest proportion of interprovincial migrants falls into an income
range of $100,000 to $150,000. Those leaving the country, while fewer
in number, are much more likely to be top earners.
Those making $150,000
TOP INCOME EARNERS or more in 1995 were
FLEE THE COUNTRY
seven times more likely
Percentage of Tax Filers who Ceased to Reside in
Canada in 1996, by 1995 Income Class than average to have
left Canada in 1996.
$150,000+
$100,000-$149,999
For those making
$75,000-$99,999 between $100,000 and
$50,000-$74,999 $150,000, the likelihood
$20,000-$49,999 was five times the
All taxfilers,
0.12%
Less th an $20,000
average, and for those
0.0% 0.2% 0.4% 0.6% 0.8% 1.0%
All Ag es
in the $75,000 to
Sources: Statistics Canada; Industry Canada $100,000 range, more
than three times.
Canadians between the
ages of 25 and 34 were by far the most likely to leave, suggesting that
Canada’s next generation of potential leaders is particularly prone to
see greater opportunities elsewhere.
Recent work by Daniel Schwanen of the C.D. Howe Institute not only
adds confirmation of this high-income exodus but points to a final
dangerous implication for Canada. He has noted that, taken as a
whole, Canada is adding jobs in high-technology industries at a very
rapid pace, even faster than in the United States. But when he broke
down the figures within high technology manufacturing companies, he
found that Canada’s job growth is disproportionately in production jobs
rather than the higher-value non-production functions such as
research, sales and management.
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WORKING PAPER, MAY 2000
“The predominance of the production side of high-tech industries in
Canada (relative to the U.S. situation) suggests that global decision-
making functions in knowledge-intensive industries are not locating
here to the extent warranted by the size of the Canadian economy and
Canada’s access to the North American market,” he said. “The
economic impact of these differences is real. In 1997, non-production
workers in Canada’s high-tech manufacturing operations were paid an
average of $58,000 while production workers in the same industries
received an average of
$41,300. Thus, Canada’s EVEN AS HIGH-TECH JOBS GROW,
specialization in pro- SHARE OF TOP JOBS IS FALLING
duction activities repre- Non-production workers, CDA & USA
Share in Manufacturing High-Tech Employment
sented a payroll 50%
shortfall in 1997 of 45%
$1.37 billion in these 40%
industries.” 35%
30%
As a country, therefore, 25%
'83 '85 '87 '89 '91 '93 '95 '97
Canada has plenty of United States Canada
well-educated people, Source: C. D. Howe Institute (Daniel Schwanen)
but is losing too many of
its best educated.
Incomes may finally be on the rise overall, but the best paid people
shouldering the heaviest tax burden are most likely to leave. And as
an economy, we are gaining plenty of good jobs, but not enough of the
best jobs.
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WORKING PAPER, MAY 2000
COUNTING THE COST: CEO PERSPECTIVES
These trends have not affected all Canadian companies to the same
degree or in the same way, but their experience suggests that the brain
drain is having a serious impact in every industry. What follows is a
sample of comments from chief executives across the country.
“Beyond a shadow of a doubt, there is a drain of significant and
growing proportions. It’s not as if everyone is picking up and
moving, but unfortunately, it’s the best that are leaving. You don’t
judge it by the numbers. A lot of people could leave this country
and it wouldn’t matter. But when you lose your best scientists or
your best surgeons or your best entrepreneurs, then it can have a
huge impact.”
Tony Fell, Chairman of the Board, RBC Dominion Securities Inc.
“Leadership is the key. Leadership in every area, in politics, in
business, in every profession and every technical field. It’s our
leaders that we need to develop and nurture and grab hold of and
hang on to. Our success or failure, our ability to compete
domestically or internationally, is tied to relatively few high-
quality people who can pull things off and really make it happen.”
Gwyn Morgan, President and Chief Executive Officer
Alberta Energy Company Ltd.
“Just being good enough is going backwards. We’ve got to get
back in line and then be better at, not everything, but enough
things to give us an edge. Maybe I’m not being a realist, but I do
think that we can turn the tide and attract people back. Sure, not
everybody is going to stay, but this is not an issue of everybody
leaving or everybody staying. This is an issue of competitiveness,
of keeping more than we lose."
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WORKING PAPER, MAY 2000
Hartley Richardson, President and Chief Executive Officer
James Richardson & Sons, Limited
“We really have to find a way to retain our talent. The brain drain
is real. I see it happening in this company. We consolidated our
U.S. head office and our Canadian head office into one entity here
in Vancouver, and we brought up some of our American talent.
They have all gone back.”
John Willson, Former Chief Executive Officer, Placer Dome Inc.
“Canada does on balance have a high quality of life for our
employees. There’s no question about that. But when people get a
chance to move from here to Nashville, they leap at it. When they
get a chance to move from Nashville to Toronto, it’s harder, a lot
harder.”
David Kerr, President and Chief Executive Officer, Noranda Inc.
“It’s very hard for us if we want to get non-Canadians to relocate
to Canada. Every time we move an American here, we have to give
him tax equalization, which means you have to give him twice the
difference in the taxes, because he has to pay tax on that too. We
have very few non-Canadians in our Canadian operations.”
Jacques Lamarre, President and Chief Executive Officer
SNC-LAVALIN Group Inc.
"The need to gross up salaries for recruits from the United States
to offset both the low Canadian dollar and the higher tax rates in
Canada is extremely costly. On a $100,000 (U.S.) salary, you have
to give him $222,000 or more Canadian for tax equalization. The
Canadian who is doing that same job is probably getting $140,000
and he would be a top performer.”
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WORKING PAPER, MAY 2000
Kerry Hawkins, President and Chief Executive Officer, Cargill
Limited
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“There’s no question that the tax burden is much too heavy in
Canada relative to our ability to support it and certainly relative to
the Americans. The longer you live and travel around, the more
you value a country like Canada, and there’s a lot to be said for
Canada. Taxes are not one of those things, and I think we’ve
gotten way out of line.”
Raymond McFeetors, President and Chief Executive Officer
The Great-West Life Assurance Company
“Tax rates are very worrisome. We can’t hire people. We can’t get
them here, and some of our best people are being lured away to
the States. Or if we move people down for stints in Houston, we
don’t get them back. And the younger they are, the more they
won’t have anything to do with the costs and the taxes here. There
isn’t a company based in Vancouver that hasn’t done the head
office move study.”
Michael Phelps, Chairman and Chief Executive Officer
Westcoast Energy Inc.
“We don’t have too much trouble moving Canadians down to the
United States. But even though we tell them they’re down there
only for two or three years, usually we have trouble getting them
back. Sometimes they will just quit because there is such a big
difference in their quality of life. So we don’t do it as much as we
would like, and that inhibits a company like ours with a head
office here that is trying to develop its people for the future.”
John Van Brunt, President and Chief Executive Officer
Agrium Inc.
“Some studies say we should not worry about the brain drain
because our immigration offsets our losses. I find it unbelievable
that our country would say that it is okay to lose my sons, after we
have been in this country for 250 years, just because a couple of
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WORKING PAPER, MAY 2000
other people are coming in to replace my two boys. That to me is
taking the heart out of Canada.”
Jean Monty, President and Chief Executive Officer
BCE Inc.
“I believe in the Queen Bee theory that one really talented leader,
particularly an entrepreneurial one, can create all kinds of
enterprise and wealth. If you lose that one person or that small
group of people, to places where they would rather be, they’re not
going to come back, and you’re going to lose a tremendous amount
of wealth creation.”
Jeffrey Lipton, President and Chief Executive Officer, NOVA
Chemicals
“What hasn’t been put on the table is that when these people go,
they take their jobs with them. When I say I have to follow talent,
I don’t mean that I can’t get people. I can get people. But they
don’t want to work from here. They want to work from there, so
they take their jobs there. This is about an exodus of high-paying
jobs.”
John Roth, President and Chief Executive Officer
Nortel Networks Corporation
“Think of it in terms of hockey teams. It just takes a few of the
best hockey players going to the United States to make the
difference, so that our franchises are losing all the time. Well,
that’s what is going on in business. There are franchise players,
and if you start losing all your franchise players, it has a huge
impact.”
David O’Brien, Chairman, President and Chief Executive Officer
Canadian Pacific Limited
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WORKING PAPER, MAY 2000
PLUGGING THE DRAIN: TAXES DO MATTER
Attracting and retaining employees with valuable skills has become
critical to any company’s success in the knowledge economy.
Corporations are becoming ever more determined and creative in their
efforts to be seen as employers of choice. This means more than just
paying people what they are worth. Competitive salaries and benefits
must mesh with a healthy work environment, an attractive corporate
culture and commitment to ongoing training and professional
development. Above all, companies must offer opportunities for their
employees to work at the leading edge of their fields of interest and to
take on greater responsibilities over time.
Don Tapscott, Chairman of e-business consulting firm Digital 4Sight,
suggests that the shift in compensation for knowledge workers from
salaries to stock options is a symbol of their changing role. Instead of
treating such employees as a variable cost, companies must think of
them as investors of digital capital.
“Humans, their brainpower and know-how constitute a form of capital
that, in many ways, surpasses the value of cash and other traditional
capital assets. Arguing that people should be given the high status of
capital doesn’t dehumanize them – it implies that knowledge workers,
more than money or physical plant, drive wealth creation and
prosperity.”
Some Canadian companies have been slow to adapt their
compensation practices and workplace policies to this new reality. In
addition, rapid economic integration has effectively created a
continental and sometimes global market for senior executives and
other people with high-value skill sets. The result in competitive
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WORKING PAPER, MAY 2000
sectors such as high technology is that Canadian compensation levels
for highly skilled people are rising rapidly.
Canada’s higher levels of both personal and corporate taxation,
however, hamper the ability of Canadian companies to offer
competitive compensation. Despite the improvements made in the
latest federal budget, the gap between the effective rate of taxation in
Canada and the United States remains even wider for stock options
than it is for regular salaries and benefits. The United States therefore
not only has lower rates overall, but a tax structure that gives it a
particular advantage in the sectors that are driving innovation,
productivity and economic growth.
Canada’s high personal tax rates affect the ability to recruit and retain
employees in two critical ways. First, Canadian companies that want
to be continental or global players have to expand the scale of their
operations abroad. This means posting more Canadians outside
Canada for extended periods. The people posted abroad are likely
among the most talented in the company, managing the front-line
challenges of global expansion and in the process being groomed for
future leadership positions.
The experience of Canadian companies in recent years has been
discouragingly consistent. Talented Canadians, once they have taken
the plunge and experienced the combination of after-tax income and
quality of life available in the United States and elsewhere, find Canada
wanting. In growing numbers, as confirmed by the U.S. immigration
statistics on the conversion of temporary permits for corporate transfers
to permanent residence, they are refusing to come home.
Second, the process of expansion into the United States, usually the
first step toward a global presence, often requires a Canadian
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WORKING PAPER, MAY 2000
company to recruit a particular set of skills that may not exist in
Canada at all. Even if it does, Canadian companies cannot expect to
remain competitive in the long term if they restrict their hiring to the
pool of talent and experience available in Canada. Especially for
continental expansion, the best choices often live in the United States.
The consistent experience of Canadian companies is that persuading
Americans to take jobs in Canada is extremely difficult and usually very
expensive. At the very least, they must offer competitive compensation
before tax and then additional compensation to make up for the tax
difference. The result can more than double the cost of a hire and lead
to major distortions in a company’s compensation policy. Canadian
companies end up either paying more for an employee than their
American competitors or finding themselves unable to afford the best
available talent. Either outcome hurts the profitability and prospects of
Canadian enterprises. Either outcome reduces Canada’s prospects for
future economic growth.
Beyond compensation, higher taxes damage the ability of Canadian-
based companies to offer more opportunities for Canadians to work at
the leading edge of their chosen fields. Taxes on corporate and
personal income, especially through capital gains, have a critical
impact on the probability and scale of investment in new ideas and
innovative production equipment and processes.
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WORKING PAPER, MAY 2000
Finally, the pattern of departures hurts the tax base of Canadian
governments. Based on Revenue Canada’s count of their number and
income levels, taxpayers who ceased to reside in Canada in 1996
represented an annual loss of more than $350 million in federal and
provincial income tax revenue alone. While taxpayers who earned
more than $150,000 in 1995 represent only 4 percent of those who left
in 1996, they account for more than 40 per cent of the income tax
revenue lost in subsequent years. Put another way, the loss of 1,020
such individuals in 1996 cost federal and provincial governments more
than $140 million in annual income tax revenue. The total foregone
income tax revenue is likely much higher, since the low-income
departures include young graduates moving into the workforce abroad
from full-time education in Canada. And this estimate, of course, does
not begin to count all the other taxes such individuals would have paid.
Uncompetitive tax rates thus hurt Canada at every level of the
competition for talent. The individuals in whom taxpayers have
invested the most for
DRAIN OF HIGH INCOME EARNERS education are among the
CUTS CANADIAN TAX BASE
most likely to leave. So
Estimate of 1996 Lost Income Tax Revenue
are those who should be
From Departing Tax Filers
% of Total Lost, by 1995 Income Class
26%
providing the next
generation of leadership in
41%
the public and private
sectors alike. So are
$150,000+
13%
those with the best jobs 100-150
75-100
50-75
10% 11%
and most valuable talents. <50,000
So are those earning the
Sources: BCNI, based on Statistics Canada and Revenue Canada
highest salaries and
providing the largest
portion of the tax base that supports Canada’s social infrastructure.
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WORKING PAPER, MAY 2000
Uncompetitive personal tax rates also hurt the ability of Canadian
companies to recruit and retain the people they need most to succeed
in the global market. Uncompetitive taxation of capital gains chases
away entrepreneurs and the creators of future global success stories.
And uncompetitive corporate taxation discourages the investment that
is needed to fuel innovation and productivity growth and the creation of
the leading-edge job opportunities needed to persuade Canada’s best
and brightest to succeed from their home base.
DOWN TO THE WIRE: STRATEGIES FOR CANADIAN SUCCESS
What Canadians know and can do is critical to Canada’s economic and
social progress. As Professor Thomas Courchene of Queen’s
University has put it, “Canada’s policy strategies with respect to
generating both economic success and social cohesion must be
filtered through the overarching vision and mission of developing,
enhancing and, to the extent possible, employing in Canada the human
capital of Canadians.”
Canada must act on two fronts. First, it must take measures to
increase its human advantage by improving the quality of the learning
opportunities available to Canadians and by helping more people of all
ages gain access to those opportunities. Second, it must improve its
ability to recruit scarce talent from abroad and to persuade more
talented Canadians to put their skills and knowledge to work within
Canada.
Opportunities for improving the quality of and access to lifelong
learning are legion. Some of these require judicious investments in
both infrastructure and people. Many, however, require not a massive
injection of new funding so much as focused attention to achieving
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WORKING PAPER, MAY 2000
more effective outcomes for the large amounts of public money already
being spent.
In particular, as Professor Courchene has recommended, government
programs must focus on “people prosperity” rather than “place
prosperity”, transfers to individuals rather than to regions. And those
transfers to people must be geared more toward the education and
training that will help them get ahead than towards maintaining
dependency on the public purse. Governments, he said, must “begin to
channel much of the billions of dollars we now spend on income
support towards improving citizens’ prospects for earning acceptable
market incomes.”
In early childhood development, in school systems, in colleges and
universities, and in the development of effective opportunities for
lifelong learning, what is needed first is a commitment to shared goals
and to accepting the
disruption, uncertainty COMPANIES LOSE EMPLOYEES TO EMIGRATION
FASTER THAN THEY RECRUIT IMMIGRANTS
and accountability that
effective change will
require. Ne v er
R are ly
With respect to the O cc a sio n ally
recruitment and F re q u en tly
retention of talent, the C o n stan tly Immigr ant Recruitment Loss to emigration
directions are equally 0% 10% 20 % 3 0% 4 0% 50 % 60 % 70 %
clear. First, Canada
must make the best Source: BCNI Member Survey
possible use of the
talent it does have. As the Expert Panel on Skills of the Prime
Minister’s Advisory Council on Science and Technology recommended
earlier this year, this means putting in place without further delay the
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WORKING PAPER, MAY 2000
mobility provisions of the Agreement on Internal Trade. At the same
time, Canada must improve its capacity for Prior Learning Assessment
and Recognition, both to avoid unnecessary spending on education
and training for Canadians and to speed the full integration of
immigrants into the Canadian economy.
Second, Canada can and should remain open to immigration, and
should give particular emphasis to facilitating the entry of people with
skills in short supply. Considerable progress on this front already is
visible. According to Citizenship and Immi-gration Canada’s Landed
Immigrant Data System, permanent immigration between 1986 and
1997 increased 15-fold for computer scientists, ten-fold for engineers,
eight-fold for natural scientists and four-fold for managers.
Canadian companies are trying to take advantage of the strong pool of
immigrants coming to Canada from other countries. However,
responses to a 1999 survey of BCNI member chief executives suggest
that they have not been able to recruit such immigrants as rapidly as
they are losing employees to competing offers from the United States.
The Expert Panel in particular recommended that Canada give
employers a more active role in the immigration process; make it easier
for Canadian colleges and universities to recruit faculty from abroad;
make it easier for foreign residents studying in Canada to become
permanent residents; and require professional regulatory bodies to
“fast track” the accreditation of immigrants in regulated occupations.
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WORKING PAPER, MAY 2000
The next element to address is the extent to which key people within
companies in Canada are moving south and taking their jobs with them
when they go. This shift is being compounded by a tendency for
Canadian companies – unable to persuade Americans to come to
Canada – to hire them instead to work from an American location. Over
time, this can result in the growth of new centres of corporate activity
south of the border. Together with the emigration of Canadians, it can
lead to a significant shift south not only of individuals but of major
corporate functions and even entire head offices.
In its 1999 member survey, the BCNI found that the vast majority of
chief executives, 82 per cent, said foreign competition for skilled
employees was having some impact on their ability to maintain and
expand critical operations in Canada. More than one in four, 27
percent, rated that impact as significant. The responses to this
question were strongly correlated with the 40 percent of chief
executives who estimated the probability of their own job function
leaving Canada within ten years at 50/50 or higher.
BRAIN DRAIN IS PUTTING THE FUTURE OF
Tax cuts alone,
CANADIAN HEAD OFFICES IN DOUBT corporate or personal,
Impact of foreign competition for skilled workers on ability to will not eliminate the
maintain and expand critical operations in Canada
60%
pressures that are
50%
drawing Canadian
40%
individuals and
30%
companies south.
20%
Even if Canada were
10%
to cut all of its taxes to
0%
American levels, the
S ignificant impact Some im pact No impact
continental centre of
Source: BCNI Member Survey, 1999
gravity would remain
in the United States.
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WORKING PAPER, MAY 2000
Any Canadian strategy for making this country the preferred location
for head offices and high-value functions must do more than narrow
the tax gap.
But lower taxes – and better value for whatever level of taxes
Canadians choose to pay – are a precondition for attracting and
retaining the talent Canadian companies need to be global players.
And the ability to attract those people and those jobs to Canada holds
the key to building the robust tax base we need to support our shared
aspirations as a society.
Canadians as individuals are highly respected and can be found
around the world in positions of responsibility. Canadian companies
also are moving confidently into the global arena. Together,
Canadians and their enterprises have the right stuff to succeed in the
competitive world of the 21st century. The question for the country is
whether they will continue to succeed within Canada or without it.
Business Council on National Issues 33
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