Workforce Strategy

Workforce Strategy

The Laval Workforce Strategy is part of the Laval Strategic Vision for Economic Development.

In response to the growing problem of labor shortages and the risks it poses to economic vitality, Ville de Laval has established a committee whose reflection has helped to identify priority issues, guide a series of research work and structure consultation with stakeholders in the Laval labor ecosystem.

This enabled us to acquire concrete knowledge of the new realities of the labour market as well as to identify trends specific to Laval and its potential for intervention, and to guide the definition of the orientations of the Laval Workforce Strategy's actions.

4 orientations, 24 actions

Direction 1: Increasing participation from available labor pools 

Retention of experienced workers

  • Promote employment opportunities in Laval to retired or near-retirement Laval residents and clarify the financial and tax advantages of extending their careers. Share with Laval employers best practices for retaining experienced workers through awareness-raising activities.
  • Share with Laval employers best practices in retaining experienced workers through awareness activities.

Integration and retention of under-represented groups

  • To offer newcomers a service for access to employment, administrative support and the search for housing.
  • Document and advise companies on diversity management.
  • Strengthen the mechanisms in place for the employment of people who are far from work and the access of clients with special needs, such as people with disabilities.

Attraction of young workers

  • Develop a welcoming program for Canadian students, interns, and young workers from other Canadian provinces. 
  • Facilitate access for businesses to cohorts of graduates from different educational institutions.

Direction 2: Developing human capital 

Continuous collaboration between employers and the education sector

  • Encouraging more systematic collaboration between educational institutions, vocational training providers, sectoral workforce committees, and employers (notably through the Grande Rencontre IMPACT main-d’œuvre 2026).
  • Monitoring the evolving needs of employers to address the matching between labour needs and training offerings in the most proactive way possible (therefore, focusing on the jobs of the future).

Culture of lifelong learning

  • Supporting the development of programs in different possible modes (microlearning, distance, hybrid and asynchronous).
  • Deploy the Tuto project, an information campaign on the various cross-curricular skills, in collaboration with Collège Montmorency.

Mobilization of Laval employers for student retention

  • Implement a recognition program for Laval businesses that are mobilized to encourage qualification and graduation, in particular to encourage young workers to complete their studies despite their employment situation and to participate in the fight for student retention.

Direction 3: Strengthening business resilience 

Support for Human Resources Management

  • Provide personalized and structured support to businesses in Laval for the adoption of best practices in talent attraction and employee retention.
  • Advise businesses on international mobility, particularly on the administrative integration of foreign temporary workers.
  • Promote access to subsidy programs and workforce support services offered by ecosystem partners.

Support for Digitization and Automation

  • Maintain and promote the Ville de Laval program dedicated to accelerating investments in productivity and the integration of new technologies (Programme Virage techno - manufacturier de Laval économique).
  • Support the digital transformation of businesses in the commercial sector (through the Virage techno program - businesses, restaurants and lodging in downtown Laval).
  • Associate support for business digitization and automation with training programs to increase the quality of technological integration.

Strengthening Local Value Chains

  • Encourage workforce sharing between companies.
  • Promote local purchasing initiatives and the circular economy.

Orientation 4: Valorize Laval 

Development of the City's brand

  • Develop and strengthen the brand of Ville de Laval with: a digital campaign to promote retail businesses; promoting Laval by highlighting the diversity of living environments; a web showcase for employment and promotion of the city as a preferred place to work.
  • Strengthen Laval's presence at regional, national and international trade shows to attract talent.

Development of industrial zones

  • In collaboration with economic partners, determine priority projects for urban development (green spaces, social life and local services) and the densification of industrial parks (three-year plan for the opening up and development of industrial zones).

Improved access to employment areas

  • Improve access to employment areas and make a difference in sustainable mobility by: partnering with employers to facilitate transportation and access to employment areas and industrial zones, reconciling their needs with those of employees; producing a prospective study for the implementation of satellite employment areas near public transit; developing innovative modes of active transportation and safe bicycle paths on strategic axes in the territory.

Transversal measure : 
Hiring a Workforce Strategy Coordinator.

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