We’re alarmed at the frustration building amongst young people living in Canada. Whether it’s Canadian history, politics, housing, or health care, it seems many people view problems at home as too insurmountable to solve and use phrases like “the country is falling apart” or “our country is broken.” So, what is it about life in Canada right now that has people so upset?
Beyond some of the obvious frustrations, one commentator recently wrote about what he described as the Canadian dream “on life support.” His commentary is not without merit—describing a declining economy, overcrowding, and increased violent crime. We also know that a record number of Canadians are choosing to give up on Canada and move to the U.S.. Data collected by CBC shows a staggering 70 percent increase in leavers from 2012 levels.
And while the idealistic vision of the Canadian dream remains a goal, perhaps one way we can provide the “life support” may in fact come from young Canadians gaining international perspective during a key period of their lives.
According to Statistics Canada, approximately 4 million Canadians are currently living abroad, and the destination countries are increasingly diversifying (meaning not everyone is moving to predominantly English-speaking countries).
As Canadians under 35 with professional and academic experiences at home but also abroad, we’ve gained a unique perspective of the nation we both love. We both felt an enhanced level of pride in being Canadian during and after our time living abroad, gaining perspective that, while we may squabble domestically about certain issues, when compared internationally, Canada’s problems are less severe. After looking at our own issues from a distance, we know Canadians to be much more resilient than most people think, and certainly more resilient than some of our politicians want us to believe.
As part of an effort to combat the malaise and frustration, international experience could be a helpful antidote. Canadian businesses, in partnership with the federal government, could be a vehicle to extend such an experience to their employees.
With one in three members of Canada’s corporate workforce working for multinational enterprises, international experience carries a lot of weight. This is a significant percentage of Canadians employed by companies that have international operations due to Canada’s global economy. Our institutions can be better leveraged to help provide Canadian youth with international exposure. This time abroad and immersion in diverse cultures would provide Canadians with an arm’s-length look at the country, and give them a unique toolset and fresh perspective to focus on solving our most complex issues, rather than feeling helpless. An experience abroad can help someone realize that while Canada certainly has its flaws, it is a country worth fighting for, improving, and dedicating your expertise to.
We acknowledge that young Canadians face barriers when it comes to gaining international experiences including but not limited to financial constraints, visa restrictions, family obligations, or health concerns. However, a coordinated effort from academic institutions, Canadian businesses, and the federal government can help to alleviate many of these hurdles.
The Department of Global Affairs plays a pivotal role in advertising to young Canadians in which jurisdictions they can access youth mobility visas, and where they can gain experience working abroad for a limited period of time. The list of eligible countries where this visa can be obtained has grown from only Commonwealth countries to 36 countries across multiple continents. Further, the government recently changed the upper end of the age bracket from 30 to 35 (maybe the 30s really are the new 20s). That said, it is understandable that some young Canadians would prefer to begin their professional careers and therefore forgo this experience. This is where corporate Canada comes into play.
Canadian businesses have the potential to promote international exchanges and experiences to their employees. Certain companies like Scotiabank, which has a significant footprint in Latin America, already do a decent job encouraging employees to learn Spanish, but there’s scope to do more to facilitate job mobility between their Canadian offices and offices elsewhere, especially for junior employees. As a result, corporations often rely on hiring locals in the countries they operate in and discourage movement of domestic staff, mostly due to cost.
Consider by contrast British businesses like HSBC which offer a reputable international management programme, including rotating employees to global offices depending on their evolving needs. This type of structure gives HSBC an advantage over other corporations that do not offer this type of opportunity, as the company is investing in the continued education of its employees which can contribute to loyalty and service as an advantage in a tight labour market.
What’s in it for businesses that just want to make money? Aside from developing a well-rounded, loyal workforce, this global experience helps to develop international brand awareness and international relationships through employees. This will only benefit the companies that choose to invest in it, especially as Canadian business becomes even more global.
Of course, it’s not lost on us that we must look to mitigate the potential of brain drain, which can have serious consequences on our growth. However, solving our issues at home can make it more attractive for Canadians to stay and invest their expertise. Companies could offer incentives to return (through compensation packages and secondment programs), or by paying for a degree, relocation fees, and housing in exchange for a commitment to return home and work for the company in Canada for a set period of time. Other incentives like bonuses and the prospect of promotion should be enough to encourage homegrown “international talent” to return to Canada in due course. If young Canadians really want to leave, can companies not fight to retain their expertise by helping them get what they want—experience living abroad—but working for Canadian companies and advancing Canadian goals?
While some might want to live abroad forever, by offering attractive international packages, many would likely be happy to return home after a set period of time away. An example of a country doing this well is Italy. In a programme called “Rientro Cervelli” (brain return), Italy is attracting Italian professionals who have worked abroad for a significant period of time to return home by offering a tax reduction on income (up to 70 percent)!
After all, some of our brightest minds like Rudyard Griffiths, Mark Carney, JP Gladu, Lise Birikundavyi, and Michael Katchen have had international exposure through work or education. And they all came home to apply it and to engage in Canadian society.
In the current global climate, where conflict and misinformation are abundant, an understanding of different people, cultures, work environments, and languages will bolster the resilience of young Canadians. By providing a pathway to this experience, Canadian businesses, in sync with the federal government, could not only be investing in their people long term but also in building a generation of internationally-minded Canadians who can then return home ready to roll up their sleeves and get to work solving Canadian concerns. Without this experience, we lose sight of the success story that is Canada.
Ultimately, Canadian companies should harness this strategy to engage young Canadians not only in their mission statements as businesses but as a wider Canadian national project. We all want to see Canada continue to improve and develop into an even stronger, smarter, kinder nation.
