Canada’s innovation ambitions hinge on a resource we’re running short on: talent

To stay competitive in science and technology, Canada needs a national plan to develop its scientific workforce and ensure research translates into real‑world innovation.

Every conversation about Canada’s innovation future comes down to one truth: without people, nothing moves. Research stalls, development slows, and innovation pipelines dry up. While Canada ranks first among OECD countries for the proportion of 25‑64‑year‑olds with tertiary education, there’s a mismatch between available skills and those needed to seize evolving opportunities. In 2024, this talent gap affects 77% of Canadian employers — up from 20% in 2010 — constraining growth across all major sectors.

Looking forward, the shortfall is likely to grow. Canada’s working‑age population (15‑64) would need to grow by roughly 2.2 % per year — about 590,000 people — to keep the dependency ratio steady. Instead, growth is projected at just 1.5 % annually, widening the gap further.

The impact is visible across critical sectors. Health workers are already in short supply, with family practitioner shortfalls approaching 50 % over the next decade. Electric mobility alone will need up to 400,000 new workers by 2035. Quebec’s aerospace industry will require nearly 65,000 new jobs by 2035. And in northern Quebec, Cree Grand Chief Paul John Murdoch supports a plan to train 12,000 skilled workers to process critical minerals locally. Multiply these shortfalls across sectors, and growth stalls without deliberate investment in human resources.

To compete globally, Canada must become a magnet for highly qualified personnel and skilled talent, offering a place where a diverse workforce can build lasting careers. This requires a national talent strategy linking education, research, funding, immigration, and industrial development.

Three priorities stand out.

First, set clear, quantitative targets. Canada needs to know how many people it requires — and in which fields. How many engineers for energy sustainability? How many AI, cybersecurity, or data specialists? How many workers to fuel the health economy? Clear targets provide realistic numbers and timelines and enable strategies to direct talent to regions that need it, ensuring growth benefits all of Canada.

Second, train faster and smarter. Canada cannot afford a slow, linear talent pipeline. Training must focus not just on volume, but on relevance. Many roles now require a mix of technical and applied skills, and technological change raises baseline expectations even for “entry” positions. Canada risks over-indexing on credentials without ensuring they translate into meaningful, accessible jobs. Programs connecting students and researchers directly to industry — such as those supported by Mitacs and MEDTEQ+ — show how to close this gap between learning and doing.

Pedagogy must build 21st‑century skills in depth and breadth, and scalable programs are key. Universities are already aligning training with transformation: research merged with hands-on experience in sustainability, AI, and electrification defines Canada’s low-carbon, digital economy. Stackable graduate micro-programs allow Canadians to gain targeted skills through short courses building toward full credentials, making education accessible for working professionals and mid-career learners. Scaling these programs lets universities, colleges, funders, and employers co-create curricula that evolve alongside technology and market needs.

Yet youth under-employment remains high — near 14 % — with many holding part-time roles below their qualifications. Canada risks creating a highly educated generation without footholds in the sectors driving innovation. Clear pathways from training to employment must be part of any serious strategy.

Third, create conditions for people to stay and thrive. Competitive pay matters, but so does access to infrastructure, research facilities, and career advancement. International recruits and their families must integrate easily and see a long-term future in Canada. Incentives to bring Canadians living abroad home can tap experience and networks to strengthen domestic innovation. This includes strategies to engage under-represented groups in science and innovation, including Indigenous peoples. Unlocking domestic potential and attracting international talent must go hand in hand.

We also need a business environment that encourages long-term R&D investment and capacity to scale. Tax credits alone have not reliably driven sustained private R&D intensity; policies must encourage firms to invest, scale, and retain top talent — from procurement and co-investment to regulatory clarity and commercialization support.

Rebuilding Canada’s reputation as a top destination for global talent is part of this work. Immigration and research policies should signal clearly that Canada is open, competitive, and ready to invest in those who choose to build their careers here.

All of this requires national coordination. Without it, even the best initiatives risk operating in silos — effective locally, but insufficient nationally.

When the Prime Minister and the Minister of Finance present the next federal budget, it should include a costed strategy to grow and sustain Canada’s science and innovation workforce. That plan should set clear targets, expand training capacity, scale investments, modernize immigration, and create incentives allowing people — domestic and international — to contribute fully.

It should focus on sectors most critical to Canada’s future — clean energy, AI, aerospace, health care, and sustainability — where skilled workers and highly qualified personnel will determine whether national ambitions translate into measurable progress. Universities, funders, and industry partners are ready to help implement a strategy that delivers results.

Talent alone won’t guarantee success — but without it, success is impossible. Canada has the ideas, institutions, and will. What we need now is the plan — and a shared commitment to make talent our most deliberate investment in innovation.

Because without it, progress stalls before it starts. The time to act is now.