RURAL DEVELOPMENT INSTITUTE KNOWLEDGE BRIEF WINTER 2018

Rural Workforce Development:
Challenges and Strategies in the Technology Sector

INTRODUCTION
The technology sector is a rapidly growing part of the Canadian economy. Today, approximately
600,000 Canadians work in the field of technology.1 Every year the technology sector employs
more and more Canadians and experts are expecting this trend to continue into the foreseeable
future.2 In the past, the technology sector has often been thought of as a one industry sector.
However, the Canadian technology sector is diversifying and includes numerous industries:
aerospace manufacturing, architecture and engineering design, information and community
technology, chemical and pharmaceutical manufacturing, computer science and programming,
machinery and specialized manufacturing, and scientific research and development.
British Columbia (BC) is seeing rapid growth in the technology sector.3 BC is home to two of the
country’s major emerging technology hubs - Victoria and Vancouver are both nationally and
globally recognized as technology hubs.4 As the sector continues to grow in urban areas, spillover
growth is evident in rural areas of the province. While rural communities have traditionally been
driven by natural resource based economies, many rural economies are starting to diversify to
include technology workers – both as part of existing sectors (e.g., research and development
within traditional industry), as well as standalone (e.g., technology startups, remote workers) .5 As
the technology sector begins to establish itself in rural areas, workforce development planning
will become increasingly important to ensure the needs of companies are met and the sector can
grow and be sustained.
The purpose of this knowledge brief is to provide an overview of the various workforce
development challenges associated with the technology sector in Canada, particularly in rural
BC areas like the Columbia Basin-Boundary. This brief will explore strategies and examples of
how these challenges might be addressed.

CHALLENGES FOR WORKFORCE DEVELOPMENT IN THE TECHNOLOGY SECTOR
Workforce development is defined as “the co-ordination of public and private sector policies and
programmes that provide individuals with the opportunity for sustainable livelihood and helps
organizations achieve exemplary goals, consistent with societal context”. 6 Workforce
development planning is an important step in preparing to achieve workforce development
goals. Workforce development planning looks at a number of factors in order to create a plan
that will meet the current demand as well as prepare for the future requirements.7
As a relatively new sector, technology workforce development planning is just beginning to take
shape. Factors involved in workforce planning include: the goals of individual firms, the current
workforces’ skills and talent, and any shortages that exist in the current labour market. From
there, practitioners and planners can create a plan that addresses both the goals and the
shortages. Identifying initial workforce planning and development goals is necessary in order to
ensure the needs of developing technology firms are met now and in the future. Additionally,
technology firms are in need of a quality workforce with the right skill set, in order to take their
companies to the next level.8 Ensuring there are training programs and recruitment ability to
produce and retain high quality talent should be the primary goal of technology workforce.
However, technology workforce development is not without its challenges. Below is an overview
of the current workforce planning challenges in the technology sector.
EMERGING SECTOR
Technology is a relatively new sector that is rapidly developing and growing. Currently, the
technology sector makes up only 4.8% of all employment in BC. 9 According to a recent report
about the state of Canada’s Technology Sector, a consequence of the sector being young is that a
high proportion of small companies exist within the marketplace.10 These small companies
typically employ between 5-10 people.11 In 2016, it was reported that 95% of all technology
companies in BC had fewer than 10 employees.12 One of the consequences of having a large
number of small companies is that BC lacks “role model” companies.13 A role model company is
categorized as a larger company that competes on the global scale. Due to their ability to
compete on a global scale, role model companies tend to bring investor and consumer attention
to the region.14 Additionally, larger firms can drive profitability in the sector and can help foster a
healthy market ecosystem that encourages new investment and innovation.15 Young companies
need to be given the tools to grow and become “role models”, otherwise BC risks losing small
companies to other provinces with better resources and support.16
An additional challenge associated with the emerging nature of the technology sector is tracking
workforce growth outside of large urban areas. While technology industries may start moving to
more rural regions in the province, tracking workforce growth in the sector can be challenging in
more rural areas. This is because standard labour market tracking may not accurately represent
the growth. Labour Force Surveys suppress numbers under 1,500, which means that early growth
in rural technology industries might not be captured. 17
LACK OF CAPITAL INVESTMENT
The technology sector in BC currently has a deficit of capital investment. Capital investment is
extremely important for young companies , particularly where secure funding opportunities are
needed in order to sustain and grow company brands.18 The technology sector is still relatively
new and there are currently a limited number of funding opportunities available for the gro wing
number of young companies in BC.19

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Traditionally, there are two types of capital used within the technology sector. First, there is
angel capital, which refers to individuals or firms that fund or financially support young
companies. Traditionally, angel capital also offers other valuable resources, such as mentorship.20
With a lack of angel investors in BC, young technology companies are not only missing out on
crucial capital, but also the associated valuable mentorship connections. The second type of
investment is venture capital. Venture capital investment typically provides capital investment
for small high-risk firms.21 Venture capital gives young firms support and financial security to
continue to grow and pursue their goals. In the BC technology sector, there is a lack of both angel
and venture capital opportunities. This lack of capital investment makes it harder for young
technology companies to establish themselves in both the national and global market.
LACK OF EDUCATION AND TRAINING OPPORTUNITIES
The technology sector requires skilled employees who have experience working with technology.
In BC, there is a shortage of talented individuals to fill available positions within growing
companies. This lack of talent is one of the main challenges for the sector.22 There are two main
reasons for this problem. First, there are not enough post-secondary programs offered by
universities to provide the sector with the talent that is required.23 The current curriculum in
many post-secondary programs requires modernization in order to keep up with the rapidly
changing and growing technology field.24 Second, there are not enough students entering into
technology related programs. Currently only 17.2% of BC graduates focus on technology and
related fields.25 This problem is exacerbated in the rural setting because talent recruitment can
be challenging. Rural areas typically have smaller populations of skilled workers and
consequently employers have to compete for potential employees. 26 As the technology sector
continues to grow there will be an increasing demand for highly educated and trained candidates
to fill new positions.
INSUFFICIENT INFRASTRUCTURE
In order for the technology sector to thrive and develop in rural regions of BC, there must be
basic technology related infrastructure in place to support the demands of the sector.27 The two
basic pieces of infrastructure that are needed to support the technology sector are adequate
high-speed internet coverage and cellular service. Currently, there are regions in rural BC that do
not have access to high-speed internet, as well as si gnificant cellular ‘dead zones’.28 Although the
government’s goal is for all BC residents to have access to high speed internet by 2021, the
current lack of access is an economic barrier for some rural areas.29 In addition to a lack of access
to high speed internet, many rural customers pay much higher rates than their urban
counterparts.30 These factors limit access to the internet for some individuals and businesses.31 In
terms of cellular service, there are large swaths of BC that are not within cellular range.32 While
some of this area in uninhabited, there are rural communities located in these cellular ‘dead
zones’. Insufficient technological infrastructure limits economic and business opportunities in
rural regions.33

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STRATEGIES FOR WORKFORCE DEVELOPMENT
Workforce development planning is integral to rural economies. Workforce planning aims to
identify and grow workforce requirements in order to meet the needs of businesses within a
region.34 Effective workforce planning requires a comprehensive understanding of the current
and future demands of the labour market and a continued review of progress. In the technology
sector, workforce planning generally strives to ensure there is enough skilled talent to fill the
positions available. Technology is a rapidly growing sector that continually requires more and
more trained talent to fill positions and grow firms. Technology workforce planning requires a
strong human resource perspective tha t aims to predict sector growth.35 Below is an overview of
the workforce development strategies specific to the technology sector.
TALENT ATTRACTION
As the technology sector expands and grows
in both rural and urban BC, new talent is
needed and existing talent needs to be
retained in order to supply firms with the
employees they need.36 In order to address
talent needs, companies can use tools such as
talent attraction programs. These types of
programs are typically day long events. They
offer workshops for both employers and
employees and facilitate networking between
companies and prospective talent. For
example, the BC Tech Association has been
using talent attraction programs to support
companies as they seek talent and train new
staff. Dedicated programs like these give
companies the tools they need to identify
strong talent, deal with human resource
issues, and retain their newly hired staff.

FIRST NATIONS TECHNOLOGY COUNCIL
The First Nations Technology Council has
started a program called Bridging to
Technology. The goal of the program is to
provide professional development training
that allows participants to expand their
existing skill set. The program is 14 weeks
long and was developed in partnership with
the Nicola Valley Institute of Technology.
The program has a specific BC focus and at
the end of the program participants can
complete a work experience placement in a
relevant company. Programs like Bridging to
Technology help deepen BC’s talent pool and
encourage residents to join the technology
sector.

Another approach to talent attraction is creating facilities that invite leading minds to the region.
An example of this is the Midas Lab in Trail, BC. The Midas lab is an applied research lab that is
accessible to West Kootenay companies, entrepreneurs, and students. A facility like this fosters a
networking environment. Beyond attracting talent to the region, Midas also provides training
opportunities to locals. They offer a number of courses, many with a technology focus, that can
help students increase their skills and become highly employable.
ATTRACTING DIVERSE TALENT
Women are often under-represented in the technology sector. The Canada -BC Job Grant,
which aims to help technology companies train new hires and provide professional
development for existing staff, is creating a specific funding program to train new and
existing female employees. The goal of this grant it to attract more women into the sector.
Additionally, organizations like the Kootenay Association for Science and Technology and the
BC Tech Association have created networks for women working in the technology sector.
They have also devel oped courses, such as Ladies Learning Code, which are designed to
encourage women to join the sector and deepen the talent pool.
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EDUCATION DEVELOPMENT
Skilled, effective, and efficient talent is key to
expanding and developing the technology
workforce in rural regions. In order to supply the
market with talent there must be effective,
quality education and training opportunities
available to students, both young and old.37
There are two primary ways to increase the
number of talented graduates from postsecondary programs within the technology
sector. First, education and training programs
need to increase the number of required co-op
terms at the post-secondary level. The co-op
terms allow students to work in the field while
completing their studies. Students graduate
with strong skills and considerable experience as
a result of participating in mandatory co-op
terms. These students would be attractive to
employers because of their strong skill set and
proven ability to perform quality work.38

MANDATORY CO-OP TERMS AT THE
UNIVERSITY OF WATERLOO
The University of Waterloo has
championed cooperative education in
technology related programs and has
earned the reputation of producing highly
skilled and talented graduates. Waterloo
requires all students enrolled in
technology related programs to complete
mandatory co-op terms. These co-op
terms provide students with the
equivalency of two years of hands -on
experience before they graduate from
their university program. The exceptional
amount of hands-on learning completed
by students during their co-op terms has
allowed Waterloo to produce high quality
talent through their technology programs.
In BC co-op programs are offered,
however, few are mandatory for the
completion of a technology degree. Using
the University of Waterloo’s success with
mandatory co-op terms as a guide, BC’s
schools could look towards implementing
a similar system in their technology
programs.

In the Columbia Basin-Boundary region, Selkirk
College and the College of the Rockies both
provide technology related programs. A
challenge of integrating co-op terms into more
rural colleges is the small number of firms
available to take on students. However, as more
technology related companies move into the
Columbia Basin-Boundary region, it may become easier to expand co-op programs.
ASSOCIATION FOR CO-OPERATIVE
EDUCATION BC/YUKON (ACE)
The ACE BC/Yukon aims to match
potential employers up with young talent.
ACE can be especially helpful in rural
regions, where co-op opportunities can be
few and far between. ACE aims to
recognize and adapt to the needs of
students and industry partners alike. The
goal is to create vibrant professional
networks. They highlight the benefits of
co-op terms for both students and
employers, including new innovation,
quality research, and developing ongoing
relationships. ACE firmly believes that coop terms give students a professional edge
going forward in their relevant field.

Second, post-secondary education and training
curricula in the field of technology needs to be
modernized. The field of technology is dynamic
and rapidly changing. Universities , colleges, and
other training institutions need to be able to
keep up with these rapid changes.39 Creating
strong academic programs is one way of
diversifying and increasing the talent pool
available to companies and this in turn, can
allow companies to innovate and grow.40 With a
newer and constantly evolving sector like
technology, it is important to ensure it is
supported by effective modern education
programs that set students up to enter the
workforce.

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COLLABORATION

KAST AND BC TECH ASSOCIATION

Collaboration is an important
Technology associations are an excellent way to foster
workforce development
collaboration between firms within the sector. The
strategy. It is valuable not just
Kootenay Association for Science and Technology (KAST)
between companies within and
is a great example of technology sector collaboration that
across sectors, but also between
is currently underway in the Columbia Basin-Boundary
companies and other institutions
region. KAST works to foster connections between
like local government, academic
science and technology firms in order for the sector to
institutions, and other civil and
remain competitive on a provincial and national level.
non-profit organizations. For
On a provincial level, the BC Tech Association is an
example, rural business
example of how organizations like KAST can make a
networks and collaboration are
noted as key to the success of
difference. Throughout the province the BC Tech
Association works to provide collaboration, learning, and
companies.41 As a result, key
growth opportunities for firms within the technology
components of workforce
sector of BC. The BC Tech Association regularly runs
development strategies include
‘Connection Days’ for industry leaders, customers, and
collaboration between firms,
talent to boost connections between the various pl ayers
training institutions, and
in the technology field.
community based organizations ,
particularly in the early stages of
the sector.42 Connections
between companies in the technology sector will facilitate the flow of information and ad vice.43
This can result in benefits such as cost reductions for individual firms in terms of training and
infrastructure setup.44
In the rural setting, there can be barriers to collaboration. These can include the geographical
distance between firms and scarcity of potential partners.45 In order for collaboration to work
effectively in these situations it is increasingly important that the pre-existing networks are
identified and included in collaboration plans .46 It is important to build on the foundation that
already exists in the community in order to develop the most effective workforce development
system.
PLANNING AND PREPARING FOR GROWTH OF THE SECTOR
The BC technology sector is projected to keep growing. The forecasted annual employment
growth is +2.3% between 2016 and 2020.47 This continued growth is exciting and could create
economic possibilities for the Columbia Basin-Boundary region. However, while there is
predicted growth in the sector, there is very little information available about how that gr owth
will look in rural regions. This is a challenge for rural communities that want to welcome
technology companies into their region.
While there is information indicating that the technology sector will experience growth in BC,
there is little information about what that growth will l ook like in more rural regions. Rural
communities can prepare for the expected growth by creating an attractive area for technology
companies. This can be done by increasing infrastructure to support companies and by
expanding local talent. As technology growth begins in rural communities, it is important for
community planners and industry leaders to monitor the needs of the sector to address growth
issues and opportunities that may arise. 48

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RECOMMENDATIONS AND CONCLUSION
The technology sector has historically been situated in urban hubs like Silicon Valley. However,
the technology sector grows, there is spill over into more rural regions and this provides an
exciting opportunity for rural economies to diversify. The Columbia Basin-Boundary region is an
attractive location for technology companies due to affordability, natural environment, and
amenities.49 In order for the Columbia Basin-Boundary region to participate in the growth of this
new sector, the region needs to expand and deepen its talent pool and establish stronger
infrastructure. This can be accomplished through actions like:





Incorporating collaborative talent attraction and development strategies to aid in
financial or settlement support for potential employees .
Deploying employees to better suited roles to improve their career development.
Using the Learning Outcomes tool for employee retention.
Promoting a diverse workforce to increase diversity and equal opportunity.

REFERENCES AND RESOURCES

1 BC Government, “#BCTECH Strategy: One-Year Renewal and Update,” 2017.
2 C. Lamb and M. Seddone, “The State of Canada’s Tech Sector, 2016,” 2016.
3 Ibid.
4 Kathrine Richardson, “Attracting and Retaining Foreign Highly Skilled Staff in Times of Global

Crisis: A Case Study of Vancouver, British Columbia’s Biotechnology Sector,” Population, Space
and Place 22, no. 5 (July 2016): 428–40, https://doi.org/10.1002/psp.1912.
5 Gary P. Green, Workforce Development Networks in Rural Areas : Building the High Road
(Edward Elgar, 2007).
6 R Jacobs and J Hawley, International Handbook of Education for the Changing World , ed.
Rupert. Maclean and David. Wilson (Springer Netherlands, 2009), https://doi.org/10.1007/978 -14020-5281-1_167.
7 Allan. Schweyer, Talent Management Systems : Best Practices in Technology Solutions for
Recruitment, Retention, and Workforce Planning (Wiley, 2004).
8 BC Tech Association, “A 4‐Point Plan for Growth: Scaling up BC’s Technology Ecosystem,” 2016.
9 Lamb and Seddone, “The State of Canada’s Tech Sector, 2016.”
10 BC Tech Association, “A 4‐Point Plan for Growth: Scaling up BC’s Technology Ecosystem.”
11 Lamb and Seddone, “The State of Canada’s Tech Sector, 2016.”
12 Ibid.
13 BC Tech Association, “A 4‐Point Plan for Growth: Scaling up BC’s Technology Ecosystem.”
14 Ibid.
15 Ibid.
16 Ibid.
17 BC Government, “About the Labour Force Survey - Province of British Columbia,” 2016,
https://www2.gov.bc.ca/gov/content/data/statistics/employment-labour/about-labour-forcesurvey.
18 BC Government, “#BCTECH Strategy: One-Year Renewal and Update.”
19 KMPG, “British Columbia Technology Report Card,” 2016.
20 Lamb and Seddone, “The State of Canada’s Tech Sector, 2016.”
21 Ibid.
22 Richardson, “Attracting and Retaining Foreign Highly Skilled Staff in Times of Global Crisis: A
Case Study of Vancouver, British Columbia’s Biotechnology Sector.”
23 BC Tech Association, “A 4‐Point Plan for Growth: Scaling up BC’s Technology Ecosystem.”
24 Ibid.
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25 Ibid.
26 BC Government, “Building on Our Rural Advantages,” 2017.
27 Government of British Columbia, “Internet in BC,” 2016,

https://www2.gov.bc.ca/gov/content/governments/about-the-bc-government/communications technology/internet-in-bc.
28 Ibid.
29 Laxmi Prasad Pant and Helen Hambly Odame, “Broadband for a Sustainable Digital Future of
Rural Communities: A Reflexive Interactive Assessment,” Journal of Rural Studies 54 (2017): 435–
50, https://doi.org/10.1016/j.jrurstud.2016.09.003.
30 Government of British Columbia, “Internet in BC.”
31 Network BC, “Network BC Connectivity Map,” 2017,
https://governmentofbc.maps.arcgis.com/apps/MapSeries/index.html?appid=3c113c8d5a414a5
3ad4fef8709a153a0.
32 Government of British Columbia, “Internet in BC.”
33 Green, Workforce Development Networks in Rural Areas : Building the High Road.
34 Henry O’Lawrence, “The Workforce for the 21st Century,” Issues in Informing Science and
Information Technology 14 (2017): 067–085.
35 Lamb and Seddone, “The State of Canada’s Tech Sector, 2016.”
36 Rodger W. Bybee and Bruce Fuchs, “Preparing the 21st Century Workforce: A New Reform in
Science and Technology Education,” Journal of Research in Science Teaching 43, no. 4 (April
2006): 349–52, https://doi.org/10.1002/tea.20147.
37 Colleen Nevison et al., “Using Learning Environments to Create Meaningful Work for Co-Op
Students,” Higher Education Research & Development 36, no. 4 (June 7, 2017): 807–22,
https://doi.org/10.1080/07294360.2016.1229268.
38 Bybee and Fuchs, “Preparing the 21st Century Workforce: A New Reform in Science and
Technology Education.”
39 O’Lawrence, “The Workforce for the 21st Century.”
40 Nathan Young, “Business Networks, Collaboration and Embeddedness in Local and Extra -Local
Spaces: The Case of Port Hardy, Canada,” Sociologia Ruralis 50, no. 4 (August 16, 2010): 392–408,
https://doi.org/10.1111/j.1467-9523.2010.00521.x.
41 Ibid.
42 Ibid.
43 Green, Workforce Development Networks in Rural Areas : Building the High Road.
44 Young, “Business Networks, Collaboration and Embeddedness in Local and Extra -Local Spaces:
The Case of Port Hardy, Canada.”
45 Green, Workforce Development Networks in Rural Areas : Building the High Road.
46 Innovation Science and Economic Development Canada, “Canadian ICT Sector Profile 2016,”
2016, https://www.ic.gc.ca/eic/site/ict-tic.nsf/eng/h_it07229.html.
47 KMPG, “British Columbia Technology Report Card.”
48 Gregory M. Spencer et al., “Do Clusters Make a Difference? Defining and Assessing Their
Economic Performance,” Regional Studies 44, no. 6 (July 30, 2010): 697–715,
https://doi.org/10.1080/00343400903107736.
49 Edward J. Malecki, “High Technology and Local Economic Development,” Journal of the
American Planning Association 50, no. 3 (September 30, 1984): 262–69,
https://doi.org/10.1080/01944368408976593.

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