I hear it all the time: “Immigrating to Canada is almost a scam!”
Friends, clients, strangers-turning-into-friends repeat the same line with a tired smile. It shows up in contracts, job posts, vendor forms, and “quick chats.” It reminds me of one of the reasons we built Yamm Services, rather than run the maze of looking for employment. We wanted a space where we can build on our years of experience, without having to hide or downplay parts of our identity. And I know now that one of the reasons is to be able to play a role in creating different realities for other newcomers and refugees. I now see this as a space where we get to showcase and lead the way I would like reality to be. And in a way, we have succeeded, and we are grateful for what Canada offered on this front! To all those who believed in our skills and trusted our experience.
The Problem of the ‘Leaky Bucket’
In November 2025, an impact report confirmed what the gut already knew. The Leaky Bucket report shows we aren’t dealing with isolated stories: we’re facing a system problem. Canada loses a significant share of immigrants over time, with departure risk highest in the first five years. Retention is weakest among highly educated newcomers (think ICT, engineering, business/finance, manufacturing) and is strongly tied to earnings momentum: when incomes stall, people leave. In other words, we invite talent, then undervalue it, until it walks.
The Persistence of Bias
Some rules have begun to catch up with reality. In 2025, demanding “Canadian experience” in postings became illegal, and in 2026, pay transparency became mandatory in Ontario; a real step toward fair offers. But anyone who’s sat through the process knows how bias slips back in quietly: coded screening questions, unpaid “tests,” vague scopes for contractors, or procurement hoops that shut out smaller, newcomer-led firms.
So what does real inclusion look like in practice?
- It looks like clear, targeted pathways when public need is undeniable. The federal move (December 9, 2025) to streamline entry and work authorization for internationally trained doctors is a good example: identify the gap, remove redundant barriers, create a visible route. The same logic can (and should) apply to other professions.
- It looks like pricing truthfully: posting salary or fee ranges up front and sticking to them. Clarity shrinks guesswork and pay gaps.
- It looks like valuing outcomes over familiarity. Swap “Canadian experience” for evidence: what did you ship, fix, improve, save, grow?
A Suggested Organizational Action Plan
And here’s what organizations (hiring managers, funders, boards, and teams) can do right now (whether you engage staff, contractors, or freelancers):
1) Make the door visible.
Promote your openings and publish ranges and scopes. For roles, include salary bands. For contracts, list budgets or budget brackets and decision dates. If you need a sample of work, pay for it or accept existing portfolios.
2) Remove hidden gates.
Audit applications, interviews, and procurement checklists for coded requirements (“client experience in Canada,” “native-level English,” “worked with the Big Four,” unpaid “trial weeks”). Replace with the skills, outcomes, and safety/quality credentials that truly matter. Accept international references and allow alternatives to credit history for newcomers.
3) Bridge, ideally while on the job
If a license is required, co-design bridging: supervised practice, exam fee stipends, and time-boxed probation that leads to recognition. Pair newcomers with a sponsor who is accountable for opening real opportunities.
4) Measure pass-through, not just “diverse applicants.”
Track who applies, who gets shortlisted, who is awarded the contract/offer, and who renews. If newcomer-led vendors or candidates disappear between shortlist and award, fix that part of the process.
5) Normalize portfolio proof.
Ask for two case studies with outcomes and lessons learned, in any country. Great work travels.
6) Share the mic and the margin.
When you win a large grant or contract, subcontract to newcomer-led partners. Include fair day rates, co-branding, and joint credit. That’s how ecosystems grow.
A Stance for Freelancers and Small Firms
For freelancers and small firms, here’s a simple stance that helps: name your value in outcomes (not origins), publish your rate card with a few tiered packages, and ask for deposits without apology. If a prospect won’t share a budget or insists on unpaid trials, that’s a red flag.
What do we look for in our internal management practices as well as those of our partners and colleagues? Basically intentional spaces to practice inclusion and value diversity! Opportunities where a designer from Beirut, a strategist from Ottawa, and an engineer from Amman can ship together without having to explain their right to be in the room. We still run into old habits, despite our best efforts to be inclusive. Yet, we don’t let suggestions for improvement pass without giving them full considerations. We welcome feedback.
Author Bio
Janine is a nonprofit leader and a certified fundraiser who enjoys helping meaningful nonprofits to grow. She builds on her wide experience to build a context-specific and adapted strategy for every organization she works with. She loves to solve puzzles, take long walks and learn new things.