
‘Mission Impossible:' Maritime students struggle to find summer jobs
Its the end of the school year and thousands of students have hit the pavement looking for work.
But finding and securing a summer job is proving harder and harder for students across the country.
'In the summertime it can be quite competitive. Due to my age, its hard to find opportunities out there to get a paying job,' says Grade 9 student, Olivia Hernandez-Jennex. 'I've probably sent out around 10 resumes around my area.'
The federal government announced an expansion of the Canada Summer Jobs program, which offers wage subsidies to businesses hiring young people for seasonal work.
That comes with a $25-million price tag, which Devin Drover, the Atlantic director for the Canadian Taxpayers Association, says is a concern for them.
'This [comes] at a time where the Government of Canada is spending tens of billions of dollars just on servicing government debt. So, we're always cautious to see more expenditure at a time when the government, every year is adding on a lot of borrowing,' says Drover.
There's no denying the demand is being felt here at home.
Stephanie Schnare, the marketing manager for the Halifax Shopping Centre, says a recent job fair held at the mall drew a large crowd.
'We definitely saw between 100 [and] 150 people come out for the job fair which is significant,' says Schnare. 'We saw anywhere from high school students to certainly university and younger grads.'
But even with help, some students say it continues to be a struggle.
Whether it's having a lack of experience or finding a job that allows them to juggle other responsibilities.
'As a nursing student where we have a super busy schedule during the summer, and we have clinical hours. So that can make it difficult to work because we're already doing full time clinical hours as well,' says Dalhousie University nursing student, Samantha Layden.
As the national unemployment rate skyrockets, job seekers of all ages are at a standstill.
'My little brother [is] trying to find just summer employment… I have family members trying to find full-time employment that have recently been laid off and it just seems like mission impossible for anyone to find a job right now,' says another Dalhousie University student, Karah Fleet.
But Drover believes the federal government is better suited helping businesses, as way to combat the issue.
'Its clear that businesses are struggling…whether it's through prices going up due to inflation or things like the threat of tariffs, it means there's less opportunity to hire and to grow their business. So I think, one of the things the federal government could do right now is look at lowering some of the corporate tax rates,' says Drover.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


CBC
15 minutes ago
- CBC
Fanshawe College cuts 40 administrative positions as staff reductions continue
As Fanshawe works toward reducing its staff by more than a third, the college announced Thursday that 40 jobs have been eliminated through downsizing, early retirements and unfilled vacant positions. "This week, we have taken the next step in this difficult process, and we are saddened to share that a number of our administrative colleagues have exited the organization," president Peter Devlin wrote in an email to staff on Thursday. "These are not just positions; they are valued members of our community, and their departure is deeply felt across the college." The news follows a May 8 town hall meeting in which Devlin informed staff of the college's need to cut its workforce by about 35 per cent — about 400 positions in total — with the college facing a $72-million deficit in the coming two years. The reductions, Devlin said, are necessary as the college struggles through what he called under-funding by the province and a federal cap on entry visa for international students, who pay higher tuition than domestic students. Devlin expressed gratitude Thursday to all the employees who were leaving. "Each individual was met with personally and provided resources to assist them through this transition," he said. Devlin said the next phase of staff downsizing will focus on working with the union to offer voluntary exit packages. "Our intention with this approach is to provide individuals whose roles may be affected by a layoff with the opportunity to make a personal choice, one that would provide them with a financial incentive and could potentially preserve a job for a colleague," he said. He said all employees will be offered career transition support. "We recognize how deeply upsetting and frustrating this is to be losing colleagues, teammates and friends who have shaped Fanshawe in meaningful ways," he said. In April, Fanshawe College said it would be ending 40 programs effective in the fall of 2025, including advanced police studies, applied aerospace manufacturing, construction project management, fine art and retirement residence management.


CTV News
30 minutes ago
- CTV News
City of London staff are looking for public input to help form a new downtown plan
The city is forming a new plan for the downtown core and asking for input from residents and businesses. CTV's Gerry Dewan has the details.

Globe and Mail
43 minutes ago
- Globe and Mail
Telus fails to deliver on Entwistle's IPO-based growth strategy
Would anyone buy another initial public offering promoted by long-serving Telus Corp. T-T chief executive officer Darren Entwistle? If the answer to that question is no, Mr. Entwistle's growth strategy at Telus is dead in the water. And it's hard to imagine investors stepping up for future Telus spinoffs after Tuesday's announcement that the parent company wants to put troubled offspring Telus International (Cda) Inc. TIXT-T out of its public market misery. Telus is offering to buy out shareholders in its subsidiary at a steep 86-per-cent discount to the price of its IPO, done with considerable fanfare just four years ago. Mr. Entwistle, a dominating personality who has been at the helm for 25 years, built Telus beyond its legacy phone networks by investing billions in subsidiaries focused on digital customer services, health care and agriculture. The idea was to incubate these businesses inside the Vancouver-based telecom, then launch them as public companies, with Telus shareholders reaping rewards from the value created on Mr. Entwistle's watch. Telus International – rebranded in 2024 as Telus Digital Experience – was meant to be the first in a series of spinoffs. Telus Health is up next, with an IPO anticipated as early as 2026. The incubator concept initially looked like a winner, as Telus Digital went public in 2021 at US$25 per share in what the parent company proudly heralded as the largest tech IPO in Toronto Stock Exchange history. At the time, Telus Digital's US$8.5-billion market capitalization rivalled that of the parent telecom. Execution failed to match ambition. Telus Digital proved a case study in value destruction. The company's challenges include a core business that runs call centres for clients such as retailers, hotels and banks. Artificial intelligence-based systems now dominate this space. Telus Digital proved slow to pivot, and customers moved on. On Wednesday, Telus reversed field by making a 'non-binding indication of interest,' or IOI, to acquire the 42.6 per cent of Telus Digital shares it doesn't own for US$3.40 each. Telus Digital shares promptly jumped 24 per cent Thursday to close at US$3.67 on expectations the parent company will be forced to goose its bid to get a deal done. Mr. Entwistle put a brave face on Telus Digital's face plant. In announcing the IOI, he said reintegrating the unit's tech expertise will benefit all of Telus's businesses, including telecom. While that may be true, buying back the subsidiary is an admission of failure. Telus set lofty goals for its diversification strategy, then failed to hit them. Telus proposes buying back Telus Digital for more than US$400-million Telus Health prepares to stand alone after years of acquisitions 'Today's rather dismal proposal has no 'congratulatory' terms that were to be found at the time of the IPO,' said analyst Tyler Tebbs at Tebbs Capital in a report. He said Telus is only offering to repurchase its subsidiary after failing to find a buyer for the business. Memories are long in financial circles. Mr. Tebbs compared the Telus offer to the ill-fated M&A at Time Warner Inc. in the recent past. He said the buyback 'is yet another example of a telecom/media company reversing a transaction done in much better times at the expense of shareholders.' In public markets, you're only as good as your last deal. Fund mangers got caught up in a craze for all things digital during the early days of the pandemic. That dynamic set the stage for a successful IPO at Telus Digital. The second time around, institutional and retail investors will be far more skeptical about buying when Mr. Entwistle is selling. To get an IPO done at Telus Health or Telus Agriculture, the parent company will likely be forced to accept a steep discount to the underlying value of the business, which defeats the purpose of the incubator concept. Yet without the ability to exit investments, Mr. Entwistle is running a debt-heavy conglomerate, anchored by a well-run but slow-growth telecom network that qualifies as critical infrastructure for the Canadian economy. Outside of founder-run businesses, it's hard to name a domestic public company more identified with its CEO than Telus. At Telus Digital, Mr. Entwistle's IPO-based growth strategy failed to deliver. The Telus board, chaired by former deputy prime minister John Manley, needs to ask hard questions about what comes next and who is best positioned to lead a business that has become the vision of a single executive.