Cross cutting
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Migration settings
Promote migration settings that enable Canterbury to recruit the skilled and experienced international workforce that they need (that cannot be found nationally) to thrive.
Expected outcomes
Better and more reliable access to skilled overseas workers in Tech, Healthcare and Manufacturing. Sectors have more surety on labour supply and are able to plan and invest accordingly. International students play a part in strategic future labour market opportunities.
Key stakeholders and partners
- EDAs / Councils
- WDCs
- Employers
- Iwi
- Education providers
- Government agencies
Aspirations
A1: Capability uplift
Timeframe
Short-long
Promote Canterbury
Support industry-led campaigns to attract more workers across key priority sectors to Canterbury as an ideal destination to live and work – both from within New Zealand and overseas.
Expected outcomes
The Canterbury ‘brand’ is well-recognised and marketed to a wide range of workers (particularly our focus areas) including both off-shore (migrants and returning New Zealanders) and national workers
Key stakeholders and partners
- EDAs / Councils
- WDCs
- Employers
- Iwi
- Government agencies
Aspirations
A1: Capability uplift
A3: Workplace change
Timeframe
Short-medium
Workplace diversity
Support programmes that aim to improve diversity in under-represented workforce sectors. In particular this includes groups such as women, Māori, Pacific peoples and the neuro diverse.
Expected outcomes
Focus sectors have improved visibility and appeal to groups that are either underrepresented or feel unwelcome in their industries. In particular these include women, Māori, Pacific peoples and the neuro diverse.
Workplaces embrace diversity and have a culture of inclusion, and the wellbeing of the workforce is valued and supported. Positive case studies showcase the success of Māori rangatahi, workers, employers and business owners in various employment and training programmes across all sectors of the labour market.
Key stakeholders and partners
- EDAs / Councils
- WDCs
- Employers
- Iwi
- Government agencies
- Unions/workers
Aspirations
A1: Capability uplift
A2: Workforce access
A3: Workplace change
Timeframe
Short-long
Training pathways
Facilitate the development and uptake of new training pathways that provide ways of recognising prior learning, upskill new or returning staff and support meeting immediate training needs in a cost-effective way.
These include:
- Apprenticeship schemes
- Module learning
- Micro Credentials
- Marae-based training
Expected outcomes
The different focus sectors are viewed as accessible, viable and sustainable career options. Apprenticeships and ‘learn while you earn’ options encourage a more diverse workforce.
There is a variety of pathways into the industry e.g. bonds, scholarships, community-based training, micro credentials.
Development of ways to recognise skills and prior learnings from other roles.
Key stakeholders and partners
- EDAs / Councils
- WDCs
- Employers
- Iwi
- Education providers
- Government agencies
- Unions/workers
Aspirations
A1: Capability uplift
A2: Workforce access
A3: Workplace change
Timeframe
Short-long
Up-to-date training
Facilitate closer connections between training providers and industry to ensure training courses are up-to-date, use relevant tools and methods, build current worker capability, and develop work-ready graduates.
Expected outcomes
Focus sector employers work with training providers to develop micro credential options.
WDCs, Education providers and government agencies are exploring new ways of designing and delivering programs. Training providers incorporate more on-the-job experience options into their programmes.
Best practice training examples are promoted and shared nationally and internationally.
Key stakeholders and partners
- EDAs / Councils
- WDCs
- Employers
- Education providers
- Government agencies
Aspirations
A1: Capability uplift
A2: Workforce access
A3: Workplace change
Timeframe
Short-long
Best practice workplaces
Research and map best practices that foster supportive workplace environments and a positive culture among staff, where diversity and safety in the workforce is valued.
Expected outcomes
The wellbeing of the workforce is valued and supported.
Positive case studies showcase the success of Māori rangatahi, workers, employers and business owners in various employment and training programmes, across all sectors of the labour market.
Good business practices are promoted and shared, and mentorship programmes are supported.
Māori, Pacific peoples, ethnic minorities, rainbow communities, the disabled and rangatahi feel safe and supported to thrive in the workplace.
Key stakeholders and partners
- Unions
- EDAs / Councils
- WDCs
- Employers
- Iwi
- Government agencies
Aspirations
A3: Workplace change
Timeframe
Medium-long
Sector perceptions
Work with sectors and industries to educate and change outdated perceptions of the focus sectors, promote why they could be a good choice, and the diversity and range of opportunities available in them.
Expected outcomes
Heightened awareness of the range of roles available.
Workforces better reflect the diversity of the people they serve.
Focus sectors are open to all and have greater appeal to more groups as an attractive career option they can relate to.
More career advice programmes in schools to promote advanced digital and manufacturing as viable career pathway for women.
Improved diversity on the health workforce helps create culturally safe environments for groups that have experienced adverse health care outcomes.
Key stakeholders and partners
- Unions
- EDAs / Councils
- WDCs
- Employers
- Education providers
- Government agencies
Aspirations
A1: Capability uplift
A3: Workplace change
Timeframe
Short-medium