Adult literacy remains one of the most overlooked drivers of career advancement, says Melanie Valcin, president and chief executive officer of United for Literacy.
“When we talk about literacy, we’re not just talking about basic reading and writing. Foundational skills also include interpreting information, communicating clearly, solving problems, navigating digital platforms and applying knowledge in new contexts. These are the skills that allow employees to move from entry-level roles into supervisory and leadership positions.”
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That invisible ceiling is reflected in national data. According to a report released in December 2024 by the Organisation for Economic Co-operation and Development, 49 per cent of Canadians aged 16 to 65 scored below Level 3 in literacy, a threshold that’s widely viewed as necessary to meet the demands of modern workplaces.
While Canada ranks among the top 10 OECD countries overall, its average literacy score of 271 places the country at Level 2. At that level, many adults can locate information in simple texts but may struggle with more complex materials.
The report also found 19 per cent of Canadians scored at Level 1 or below, indicating difficulty interpreting texts beyond the most basic level. Only 14 per cent reached the highest proficiency levels (Levels 4 and 5).
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Valcin notes the findings aren’t disaggregated by ethnicity, reinforcing that literacy is a workforce issue affecting Canadians across communities.
Adults with lower proficiency levels are more likely to be in precarious employment and less likely to access workplace training, she says. In many organizations, employers assume employees can easily interpret complex policies, training manuals, performance reviews and digital communications. When that assumption doesn’t hold, employees may rely on colleagues to interpret instructions or self-select out of advancement opportunities involving written components.
Clear language and accessible communication aren’t simplifications — they’re inclusion strategies, adds Valcin. When information is easier to understand, productivity improves, errors decrease and psychological safety increases.
“Strengthening internal talent pipelines means investing in the skills that allow employees to participate fully and advance. For organizations committed to equity, that’s a practical lever for change.”
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