Education & Skills Strategy
A Core Enabler of Economic Prosperity
In Rebuilding Canada’s Economic Prosperity, I introduced seven critical enablers that must work together to strengthen productivity, competitiveness, and national capacity. This post focuses on the fourth enabler: Education & Skills Strategy.
If Canada wants to grow high‑value industries, expand exports, and strengthen national security, then we need to ensure our education and training systems are directly aligned to support these outcomes. This requires focus, discipline, and a commitment by government, education and the private sector to educate Canadians for the opportunities ahead.
Why an Education and Skills Strategy Matters
Canada must prepare workers for the industries that will drive future growth — engineering, advanced manufacturing, science & technology, natural resources, clean energy, defence‑related fields and so forth. Without a steady supply of highly skilled people, Canadian industries cannot expand and our country will not grow its economic prosperity.
This is not theoretical. Statistics Canada reports that nearly two‑fifths of Canadian businesses expect significant difficulty recruiting skilled workers. Employment and Social Development Canada also projects long‑term shortages across many occupations, including construction, manufacturing, and applied sciences.
A strong Education and Skills Strategy ensures that Canadians can access good jobs, employers can find the skilled workers they need, and the country can compete globally. It also reduces the risk of long‑term stagnation by making sure our workforce keeps pace with and advances technological change.
The Skills Canada Needs for the Future
Canada already faces shortages in many high‑value fields. These shortages are projected to persist across more than 100 occupations over the next decade.
For example, skilled trades shortages are especially severe. More than 60% of manufacturers report turning down contracts and delaying investments because they cannot find enough skilled workers. Roughly 700,000 of Canada’s estimated 4 million skilled tradespeople will retire by 2028, creating major gaps.
These shortages are not abstract. They have directly affected Canada’s economic performance. Manufacturing shortages alone cost the Canadian economy an estimated $13 billion in lost contracts and delayed investment.
Please note the aforementioned data points were taken from The Hub: The skilled trades shortage is now a threat to Canada’s economy—and we’re not doing enough to fill the gap
If Canada wants to expand its industrial base and increase exports, then we need to train more people in the fields that support these outcomes. This includes both highly specialized roles and the mid‑skill technical jobs that keep major industries running.
Aligning Education with National Priorities
Canada’s education systems need to be better aligned with the needs of the economy. This means offering programs that match the skills employers are looking for and reducing programs that consistently lead to limited job opportunities.
To do this, governments, educators, and employers need to work together more closely. Canada needs better forecasting of future job needs, stronger industry advisory groups, and more consistent communication between government ministries, education and training institutions, and employers. Long‑term planning is essential. We cannot rely on simplistic short‑term adjustments or hope that the labour market will sort itself out.
When education is aligned with national priorities, students benefit from clearer career pathways, employers benefit from a reliable talent pipeline, and the country benefits from stronger economic performance.
Strengthening Technical and Hands‑On Training
Canada needs to expand practical, hands‑on training programs. Colleges, polytechnics, and apprenticeship programs play a critical role in preparing workers for trades and technical jobs. These roles are essential for building and operating factories among other functions, maintaining energy systems, supporting advanced manufacturing, and enabling large‑scale industrial projects.
To meet future demand, these programs need modern equipment, updated curricula, and stronger partnerships with employers. Apprenticeships need to be easier to access, and more employers need to participate in training.
Just as importantly, these institutions need to stay focused. They need to concentrate on programs that directly support Canada’s industrial sectors rather than spreading themselves thin across areas with limited economic impact. Their primary responsibility needs to be educating Canadians for the jobs our economy needs.
Expanding programs that support the government’s foreign talent recruitment strategy can be incorporated — but never at the expense of educating and training Canadian students. Canada’s training capacity must serve Canadians, especially in high‑demand fields where shortages are already impeding economic performance.
Updating University Programs
to Support the Economy
Universities also need to adapt. Canada needs more graduates in engineering, computer science, health sciences, and applied research fields. These programs support innovation, technology development, and the growth of high‑value industries.
Students need more opportunities to gain real‑world experience through co‑ops, internships, and industry‑linked research. Universities need to work more closely with employers to ensure that programs reflect current and future needs. Expanding capacity in high‑demand fields is absolutely essential if Canada wants to remain competitive.
Universities also need to remain focused. Their role is to educate Canadians first and foremost. Expanding programs that attract international students can be helpful — especially when those programs support Canada’s future talent recruitment strategy — but this cannot come at the expense of educating Canadian students who are trying to enter high‑demand fields.
Canada’s long‑term economic resilience depends on ensuring that domestic students have priority access to the programs that support our industrial and technological future.
Planning for Regional and Industry‑Specific Needs
Canada’s labour needs vary across the country. Workforce planning needs to reflect these differences:
- Western Canada needs more workers in forestry, energy, mining, agriculture, industrial construction and so forth
- Ontario needs more workers in automotive manufacturing, advanced manufacturing, clean technology and so forth
- Quebec needs more workers in aerospace and transportation equipment manufacturing, and so forth
- Atlantic Canada needs more workers in oceans‑related industries, shipbuilding, and natural resources.
Each region has unique strengths which require education and training programs that reflect those strengths. At the same time, regional plans need to fit together so they support Canada’s overall economic goals.
A national strategy does not mean a one‑size‑fits‑all approach — it means coordinated planning that respects regional realities.
Tracking Results and Ensuring the System Works
Canada needs to measure whether education and training programs are producing the workers our economy requires. This includes transparently tracking and reporting on such things as:
- how many graduates find work in Canada´s priority industrial sectors
- whether training programs are producing enough skilled workers
- whether programs match real labour‑market needs
- whether employers can fill critical roles without long delays
Regular reporting keeps the system accountable and helps governments, education and training institutions adjust as needed. Without transparent reporting, strategies risk becoming symbolic rather than effective.
Talent Recruitment Strategy
A strong Education and Skills Strategy is essential for Canada’s long‑term prosperity. It ensures that Canadians can participate fully in the opportunities created by industrial expansion, trade growth, and technological change. But even with major improvements, Canada will not be able to train enough people quickly enough to meet all the country´s future needs.
This is why the next enabler — Talent Recruitment Strategy — is so important. It complements domestic training by bringing in skilled workers from around the world to fill gaps that Canada cannot close on its own. Together, these two strategies form the foundation of a workforce capable of supporting the growth of Canada’s economic prosperity.
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