Future-Proof: Bridging Education, Equity and Employment in a Shifting Economy

Canada’s job market is increasingly uncertain, with youth employment levels at their lowest since the 1990s (external link)  (excluding pandemic years) and growing concerns about the value of education in securing meaningful work. In this context, diversity, inclusion and practical skills training are more critical than ever to ensure equitable access to opportunity and to support Canada’s economic resilience.

The Diversity Institute’s (DI) work on creating pathways to employment takes a systems-level approach, recognizing that access to jobs and career advancement is shaped by a complex mix of societal, organizational and individual factors—including stigma around trades, gender norms, immigration policy and emerging technologies like artificial intelligence (AI). Through research, national surveys like the Environics Skills and Employment Survey, and sector-specific partnerships, DI develops inclusive, evidence-based strategies to address these barriers. Initiatives like Study Buddy and the Peel Career Portal demonstrate the impact of this approach, offering wraparound supports, mentorship and tailored resources that empower equity-deserving youth, improve academic outcomes and guide students through post-secondary and career pathways.

At two recent events, Mohamed Elmi, Executive Director of DI, delivered presentations that tackled the role of equity, diversity and inclusion (EDI) during the transition from higher education to the workplace. At the Ted Rogers School of Management, he joined a capstone session to explore how EDI intersects with a business’ strategy, which is a critical theme for today’s MBA students. At the Canadian Society for the Study of Higher Education (CSSHE) Annual Conference, Elmi presented research on work-integrated learning (WIL) programs and their positive impacts on digital skill development. Both talks underscored a common message: inclusive innovation and practical experience are foundational to building a competitive, future-ready workforce.

Elmi opened by outlining the business case for EDI. He noted that markets are changing, with racialized people making up nearly one-third of Canada’s workforce. Organizations, therefore, must embed EDI practices to ensure they’re not limiting their talent pool. Research shows that  (PDF file) Gen Z and Millennials (external link)  consider personal ethics and purpose in their jobs, with many surveyed sharing they would leave their roles if they or their colleagues experienced discrimination. Elmi pointed to recent DI, Environics Institute and Future Skills Centre (FSC) research that found discrimination still prevalent in the workplace, emphasizing that embedding EDI into an organization can help attract and retrain talent. 

Elmi discussed that while EDI initiatives are increasingly facing backlash, backlash is not new. As some organizations may be abandoning their EDI policies and practices, he also pointed to Costco and Apple, which have recently defended their commitments in the face of shareholder backlash. Elmi noted a growing trend among institutions to soften or rebrand their EDI initiatives. The University of Alberta, for example, recently replaced “EDI” with “Access, Community, and Belonging (ACT),” a move criticized as giving in to political pressure and potentially diluting accountability. He emphasized segmented data and measurable outcomes, as practices to demonstrate the value of EDI commitments and help organizations stay the course. Quoting DI’s founder and academic director, Wendy Cukier, Elmi emphasized: “What gets measured, gets done.”

The rise in widespread use of artificial intelligence (AI) creates the risk of widespread bias. Elmi highlighted that while Canada shows promise in narrowing gender gaps in AI familiarity, significant risks persist, including bias, data privacy concerns, job displacement, lack of transparency, security threats and evolving regulatory challenges. He highlighted the importance of having different levels of AI skills and literacy across an organization, from basic knowledge to mid-level AI skills and Deep AI skills. 

To effectively navigate EDI backlash, organizations must align their initiatives with core strategic goals and communicate them in accessible, results-oriented language. Elmi emphasized that leaders should ground their approach in evidence and measurable outcomes, while using storytelling to build understanding and connection. Listening to feedback, being mindful of language, and creating safe, nonjudgmental spaces for dialogue are essential. Maintaining detailed records and embedding EDI into organizational culture ensures long-term resilience. Ultimately, reinforcing culture, not just strategy, is key to sustaining progress. 

Future-proofing organizations in today’s rapidly evolving economy requires not only embedding EDI policies and practices into core business strategies, but also ensuring that everyone has access to opportunities. At the 2025 CSSHE Annual Conference, Elmi presented “Bridging Gaps and Boosting School-to-Work Transitions,” highlighting the critical role of work-integrated learning (WIL) in preparing students for the workforce. While WIL, through co-ops, internships and apprenticeships, offers clear benefits in skills development, employability and professional networks, access to WIL remains uneven. Structural barriers persist, especially for equity-deserving groups and students outside formal co-op programs.

Elmi spotlighted the Advanced Digital and Professional Training Program (ADaPT), an employer-centred WIL initiative designed to bridge education and employment gaps. Running since 2014, ADaPT offers no-cost training in digital and professional skills, alongside wraparound supports tailored for equity-deserving groups, including newcomers and immigrants. Backed by FSC, program evaluation shows over 1,200 participants trained, 90% job placement and 79% representation from one or more equity-deserving groups. Variants of the program, like ADaPT for Black Youth or ADaPT for Newcomers, continue to demonstrate scalable, inclusive impact.

The ADaPT program has evolved into a suite of targeted initiatives tailored to meet the unique needs of diverse participant groups. These program variants recognize that barriers to training and employment differ across populations and require customized approaches. ADaPT for Newcomers offers trauma-informed, culturally sensitive training to bridge newcomer talent to workforce needs, while ADaPT4Success provided nationwide, hands-on skills training and work experience while engaging 180 small and medium-sized enterprises (SMEs) in EDI practices. ADaPT for Black Youth, supported by Ontario’s Black Youth Action Plan, has trained more than 350 young participants, with 311 successfully placed in employment and a new cohort underway.

Employer-specific bootcamps in areas like data analytics and Salesforce further demonstrate ADaPT’s agility in addressing immediate labour needs. Across all variants, ADaPT maintains a dual focus on learner and employer needs, blending in-demand skills training, career coaching and EDI-focused employer engagement. This integrated model reinforces DI’s employment-focused logic: bridging the skills gap requires investing in both talent development and inclusive organizational capacity.

To conclude, Elmi highlighted that WIL programs like ADaPT play a critical role in equipping diverse post-secondary graduates with both technical and non-technical skills, while offering empirical evidence of the value of tailored, digital skills-focused training for equity-deserving groups. As employment remains a top priority for newcomers, the need for responsive, inclusive and outcomes-driven programs is clear. Moving forward, success will depend on evidence-based competency frameworks, wraparound supports, innovative use of technology and enhanced coordination with SMEs to ensure impact, transparency and long-term accountability.