Policy vs. strategy: Rethinking talent strategies in Canada’s auto care sector 

Canada’s auto care sector, like many others, is facing an acute labour shortage. With aging demographics, a shifting technological landscape, and evolving customer expectations, businesses struggle to fill critical roles, from technicians to service advisors. For many, the natural reaction is to look beyond borders, hoping international talent can solve the problem. However, before looking beyond Canada’s borders, businesses must look inward. Immigration is just one part of a bigger strategy but not the entire solution to workforce challenges. 

So, what should Canadian auto care businesses consider when balancing immigration policy with strategic planning? 

Challenges in recruiting global talent 

On paper, hiring internationally may seem like a direct solution. But in reality, the path is complex, costly, and fraught with bureaucratic barriers. “It is costly,” says Susan Mowbray, partner at MNP. “You can spend $6,000 to $7,000 just to complete a Labour Market Impact Assessment (LMIA)—and that is before you have even hired someone or brought them to Canada.” 

One of the core challenges lies in the mismatch between policy and practical application. Immigration systems like the LMIA often rely on rigid job classification systems and wage expectations that do not reflect how auto care businesses actually operate. “They are asking for an hourly rate, but that is not how technicians are paid. Most work on a flat rate system, where more efficient workers earn more. But that nuance does not translate well into the forms and requirements,” Mowbray explains. 

Time is another barrier. “It can take 18 to 24 months from starting the LMIA process to having someone on the ground,” Mowbray notes. “And there is no guarantee that they will stay—some workers experience culture shock or decide it is not the right fit after all.” 

Looking at opportunities through a strategic lens 

Despite the hurdles, international recruitment can present significant opportunities—if approached strategically. 

Mowbray emphasizes the importance of stepping back to see the bigger picture: “Before you decide to hire internationally, ask: Do you really need this person? Can you reorganize how you are using your current staff? Can you invest in technology to improve efficiency?” 

In some cases, a slight change in workflow or a new digital tool can provide a 25 per cent boost in productivity without hiring anyone new. 

Businesses can also look beyond the auto industry for transferrable skills. “If your shortage is in customer service, you do not necessarily need someone with auto experience,” said Mowbray. “You can hire from retail. Skills like communication, personability, organization, and empathy are industry-agnostic.” 

When international recruitment does make sense, diversity becomes a business asset. “People from different backgrounds bring different problem-solving approaches. Someone from a country where diagnostics equipment is not widely available might have excellent intuitive troubleshooting skills,” Mowbray explains. “And having a workforce that reflects the diversity of your customer base builds trust and strengthens community ties.” 

Moving forward: What auto care businesses need to consider 

Before embarking on international hiring, auto care businesses should audit their own operations: 

• Assess internal processes and consider if there are inefficiencies that could be resolved with better workflows, scheduling, or tech integration. 

• Invest in existing staff by asking yourself, “Could retention be improved with better compensation, flexible hours, or professional development?” 

• Recruit creatively by partnering with high schools, local training programs, or community groups. It is essential to think laterally about skill sets and industry backgrounds. 

If businesses decide that international recruitment is the right step, they should: 

• Target strategically: Choose source countries with cultural ties or existing immigrant communities in your area. Having a strong and diverse community can support retention by easing integration. 

• Factor in hidden costs: Budget for housing support, onboarding, and time to secure permits and navigate bureaucracy. 

• Design inclusive environments: Diverse hires are more likely to stay if the workplace culture is welcoming, supportive, and flexible. 

Ultimately, international recruitment should be part of a comprehensive workforce plan—not a last-minute reaction to a staffing gap. 

“We are at this amazing point where external pressures push us to think differently. That is not just a challenge—it is an opportunity,” said Mowbray. 

By taking a strategic, thoughtful approach, Canadian auto care businesses can weather the current labour crunch and emerge more resilient, diverse, and future-ready.