With a federal election coming up on April 28, Canadian employers face challenges in balancing employees’ democratic rights with workplace safety.

Charlie Herrera Vacaflor, senior employment law consultant at Peninsula Canada, says, “Political transitions or significant events like a federal snap election create unique workplace dynamics where personal political opinions and professional boundaries intersect. Canadian employers must review their obligations on election day and reinforce workplace harmony while respecting employee’s diverse political viewpoints.

Under the Canada Elections Act, all employees who are eligible to vote must receive three consecutive paid hours during polling hours (9:00 am to 9:30 pm local time) to cast their ballot. Employers who fail to comply face fines up to $2,000, imprisonment for up to three months, or both.

If an employee works from 10:00 am to 7:00 pm, their work schedule overlaps with voting hours but does not inherently provide three consecutive hours within the voting window. Therefore, the employer is legally required to grant paid time off. This could mean letting the employee arrive 1.5 hours late or leave 1.5 hours early to create a continuous three-hour window within polling hours.

Where an employer is obligated to provide voting time off, the Canada Elections Act explicitly prohibits any deduction from an employee’s pay, and employees cannot be penalised in any way for exercising their right to vote. Employees must receive their regular day’s pay. For hourly or piece-work employees, this means they must be paid for the hours they would have normally worked, even if they are at the polls.

The Act further prohibits employers from using intimidation, undue influence, or any other means to interfere with an employee’s ability to exercise their three consecutive hours for voting. Employers must be transparent and communicate voting rights clearly.

While facilitating voting access is a straightforward legal duty, managing political discourse can present different challenges. Political belief is not explicitly a protected ground under most Canadian Human Rights legislation (except for British Columbia and Manitoba), but employers must ensure that political discussions in the workplace do not create a discriminatory or hostile work environment.

Allowing bigotry or hate speech, even under the guise of political commentary, can disrupt the workplace and form the basis for harassment or discrimination complaints, potentially leading to constructive dismissal claims under unsafe workspace environment grounds.

Employers should ensure they have clear and robust policies that outline acceptable behaviours and establish clear boundaries for respectful political discussions. Provide specific examples of prohibited conduct, such as harassment, discriminatory comments, or hate speech, and clearly state the company’s commitment to balancing freedom of expression with its obligation to maintain a safe, respectful, and productive work environment. Establish clear and accessible procedures for addressing workplace conflicts arising from political discussions, ensuring prompt and impartial resolution.

We’ve all seen examples where social media posts have led to issues in the workplace, and seemingly casual political comments can easily turn to a liability or disciplinary issue for employers. So, it’s important to remind employees of your expectations regarding use of social media.

Clearly distinguish expectations between employees’ on-duty and off-duty social media use, especially when it comes to representation of company views. Establish explicit guidelines for sharing political content on company platforms, internal communication channels, and outline specific examples of prohibited online behaviour.

It’s important, however, to ensure a careful balance between reasonable policies and employees’ rights to privacy and freedom of expression.

The overarching goal is not to eliminate political discussion entirely, but to ensure such discussions are conducted respectfully, without interfering with productivity or creating a hostile or discriminatory environment for any employee.

A global leader in HR and health & safety consulting, Peninsula has been supporting small and medium businesses for 40 years. We are trusted by over 140,000 SMBs globally. In Canada, we helped over 6,500 SMBs with tailored HR documentation, 24/7 employer advice, and provide employment management software. We pride ourselves on delivering a service that mitigates risk, adds value, and allows businesses to focus their time on what matters most.

Tom Newton is an executive coach with 30 years of experience and is head of Trillium Executive Coaching.

What are some of the things that make a company a great place to work? In Tom Newton’s experience there are three things to highlight: trust, purpose, and learning and development.

“First and foremost is trust. It really is foundational,” he says. “You can build trust over a long period of time, but it’s easy to lose it quickly. So, a lot of things go into trust. It’s something that leaders should spend a lot of time to really analyse or to look in themselves and go, do people trust me?

A first sign there’s a lack of trust can even be seen during a meeting. Are there crickets, Newton asks? It sends the message that there’s a lack of feeling safe to speak up.

Active listening is important. “Listening to somebody, and maybe you’re not going to follow through on their idea, is empowering when somebody comes up with an idea and they have an opportunity to share it. And it’s in a safe space.”

How well does the company communicate? “Communication is huge. When you think how often you might hear somebody on the front line say, ‘Well, we don’t know what’s going on.’ That creates an ‘us versus them’ kind of atmosphere.”

Trust and communication create a pathway to have healthy debate, to express ideas, he says. “When that happens, then innovation can come alive. But it goes through a process of trust that leads to allowing for healthy conflict, which can lead to commitments and people buying in. If everybody’s had the opportunity to speak their mind on something, you’re going to get better buy-in—because people have made that contribution, which leads to accountability and ultimately results.”

Purpose helps people to align the work they do with the purpose of the business. Newton shares a bricklayer analogy and how it relates to someone working on the front lines. When asked what each is doing, bricklayer number one says he’s laying bricks. Bricklayer two says he’s building a wall. Bricklayer three says he’s building a cathedral. “When people understand why they’re doing something, they can connect the work they do to the key results of the business.”

It helps define purpose: knowing that what they’re doing matters, Newton says. “That contributes to people saying, ‘I like working here.’”

Learning and development is empowering. When companies provide support, Newton says, it’s encouraging. “Even having a good mentor on the job. That, too, is learning.”

Initiatives like these should always start at the top. “If the culture isn’t created from the top, it comes up from the bottom,” where Newton says it can create a negative experience. “It’s rooted in gossip. But when it’s coming from the top and it’s intentional, it works its way down.”

Canada is known for being a beacon for immigrant talent. According to the Government of Canada, the country planned to admit more than 110,000 skilled immigrants under the Federal High Skilled category in 2024, as part of its overall immigration levels plan, which aims for 485,000 permanent residents. Though Canada continues to welcome skilled workers in record numbers, many in the building industry are concerned that the country is not letting in workers to help fill their employment needs.

For example, immigrants made up more than half of the core-age workforce in the Toronto region with a bachelor’s degree or above in 2021. Nearly a quarter of these highly skilled immigrants were newcomers, according to a report titled Embracing Immigrant Talent: Perspectives and Practices of Toronto Region Employers, conducted by the Toronto Region Immigrant Employment Council.

The report noted that in Ontario, newcomers with a bachelor’s degree or above from outside of Canada are especially at risk of overqualification. In 2021, the report stated, 17.8 percent of newcomer men and 20.3 percent of newcomer women with degrees from abroad worked in jobs requiring a high school education or less. Meanwhile, the comparative figures for all Canadian-born workers were 9.7 percent for men and 8.6 percent for women.

Bill Ferreira, executive director of Build Force Canada, told Hardlines that over the next decade, the industry will need to recruit approximately 380,500 workers to keep pace with demand and replace retiring workers.

According to the latest BuildForce Canada 2025 to 2034 forecast, the construction industry could face a shortfall of up to 108,300 workers by 2034.

“While we anticipate that 272,200 of those positions can be filled through domestic recruitment, this still leaves a significant gap of 108,300 workers. Addressing this shortfall will require a multifaceted approach: attracting displaced workers from other industries who possess transferable skills, increasing participation from historically under-represented groups in the skilled trades, and expanding efforts to integrate newcomers already in Canada seeking employment,” he said. “Immigration will play a supporting role, but it cannot replace the need for robust domestic recruitment and training strategies.”

Ferreira believes the greatest pressure appears to be within the voluntary trades, particularly in the residential and civil sectors. He said occupations such as trade helpers and general labourers are experiencing especially acute shortages.

“Unfortunately, immigration is often not a viable solution for these roles. Many individuals with experience in these high-demand trades are ineligible for permanent residency under Canada’s Express Entry system. Although provincial nominee programs offer some flexibility, the application and processing timelines remain too long to effectively respond to the industry’s near-term needs,” he said.

As for the potential impact of tariffs on the construction industry and overall demand for construction services, he said, it remains too early to predict with any certainty.

The Clement family has been involved in the lumber and building supply industry for five generations dating back to the late 1800s. Mission Building Supplies, in Edmonton, seems to have what does it takes to stay successful, particularly in retaining long-term employees.

The store won the 2024 Outstanding Retailer Award (ORA) in the category of Best Contractor Specialist at last year’s Hardlines conference. Company president Don Clement (shown above, holding the award with his wife, Nicole, and sponsors Jacques Desrosiers of Johns Manville, far left, and Yanick Miron of Taiga, far right) is familiar with the deep-rooted passion his parents Tom and Karen Clement, who are the owners, as well as his grandfather and generations before them had for this industry. “This passion is not limited to the family but extends to our dedicated staff, many of whom have made Mission their home for numerous years,” he said in the ORA entry form.

The team consists of individuals with extensive tenures, including shipper-receivers and engineering technologists who have worked at Mission for over 20 years, multiple truck drivers with over 15 years of service, a sales team with members exceeding 10 years, and retired sales staff who dedicated over three decades to Mission. “This experienced and committed team has solidified Mission’s reputation in the industry as knowledgeable and customer service-oriented,” said the application.

In addition to training, particularly for back-end staff, new hires receive a minimum of one week of training alongside a certified trainer, then first aid, forklift certification, and any other job-related training a staff member would like to take. Front-end staff receive multiple months of mentoring from general manager Lonnie Janes.

Sales staff receive a healthy base salary based on a combination of experience, knowledge, and performance. There is also a generous profit-sharing program, as well as several incentive programs for both front- and back-end staff.

Back-end workers are eligible to receive “Johnny Days.” Johnny Days was re-named from “Steady Eddie” Days after a long-term truck driver who showed exemplary attendance over a 15-year period. When a staff member shows up on time to every scheduled shift for three months running, they receive eight hours of vacation time added to their standard vacation eligibility.

All staff receive fully paid health and dental plans after three months of employment, and short- and long-term disability. All employees receive flextime benefits. These flex hours are provided as an additional benefit to provide an enhanced work-life balance. To increase their recruiting efforts, Mission offers a Candidate Referral Bonus program, which pays up to $200 for the referral of a qualified candidate.

Mission also has a Service Recognition Award program designed to recognize and appreciate significant long-term contributions. Employees are awarded a cheque at designated levels of long service, from five to 20 years of service. All awards are presented publicly at the company Christmas party or other appropriate company gathering.

On March 4, 2025, the U.S. levied 25 percent tariffs on certain Canadian goods. In retaliation, Canada announced their own tariffs on U.S. imported goods that add up to approximately $30 billion annually. Now the U.S. has scheduled 25 percent tariffs on all steel and aluminum imports from Canada; a decision that will heavily disrupt Canadian supply chain. A full-scale trade war between Canada and the US would have a major impact on small and mid-size businesses. Canadian businesses must understand the risks they face and prepare proactively.

Impact on economy and employment. U.S. tariffs will have damaging effects on Canada’s economy and workforce. A CIBC report suggests Canada’s GDP could decline by as much as 3.25 percent, with industries such as automotive, energy, and manufacturing facing the brunt of the impact. In the realm of employment, this means having up to 1.5 million jobs at risk across different sectors, with Ontario’s automotive industry alone potentially losing 500,000 jobs.

Impact on Canadian employers. This economic disruption may force small and mid-size Canadian businesses to start laying off employees. The economic fallout from U.S. tariffs may increase litigation related to terminations and constructive dismissals in Canada’s courts.

Economic uncertainty created by tariffs can cause low employee morale and increased turnover as workers look for more stable opportunities. Canadian employers may have a hard time retaining skilled staff, thus further disrupting operations.

Terminating employees demands workforce planning and compliance with Employment Standards legislation. Not providing proper advance notice or recall an employee back to work could lead to a constructive dismissal claim.

Protect your business from risk of litigation by reviewing documentation and implement written contracts. Ensure your employees are under written contracts of employment. Review their job contracts to ensure they allow you to layoff an employee and that its termination clauses effectively limit an employee’s common law termination entitlements. If their termination clause is unenforceable, employers may incur higher termination costs (up to seven times more).

Well-drafted job contracts reduce such risks. An employment contract with language that authorizes temporarily laying off employees and termination clauses that comply with employment standards legislation will reduce the risks of wrongfully terminating an employee or constructive dismissal claims.

Workforce planning. Canadian employers should have emergency plans for workforce reductions, including criteria for selecting employees for layoffs or reduced hours. To avoid risks, it is best practice to document the reason for decisions to show fairness and avoid claims of discrimination or bad faith.

Good communication is important. Employers should provide advance notice of any alterations to hours, wages, or duties. Where possible, offering support services such as counselling or job placement assistance will help with a smooth transition.

Before terminating an employee or laying off staff, ensure your managers are trained on how to lay off an employee without violating employment standards laws.

Bilateral tariffs escalation present exceptional challenges for Canadian businesses, particularly in managing workforce impacts effectively and lawfully. By following proactive measures such as written work contracts, workforce planning, and clear communication, employers can reduce risks while maintaining compliance with employment laws.

A global leader in HR and health & safety consulting, Peninsula has been supporting small and medium businesses for 40 years. We are trusted by over 140,000 SMBs globally. In Canada, we helped over 6,500 SMBs with tailored HR documentation, 24/7 employer advice, and provide employment management software. We pride ourselves on delivering a service that mitigates risk, adds value, and allows businesses to focus their time on what matters most.

Nicole Gallucci is an author and business and life coach who helps leaders and entrepreneurs align business and life goals with coaching, proven frameworks, and strategies for lasting success.

In times of economic uncertainty and what it means for business owners and employees, Nicole Gallucci advises that managers and leaders must help their teams recognize that they’re valuable.

Given the opportunity to reflect on individual strengths and accomplishments, sometimes by looking within your own organization you can build on an employee’s strengths, which will in turn strengthen the organization’s viability, as well. “We’re finding that an employee can help with their own retention by actually acknowledging their accomplishments and their strengths for themselves,” she says.

If management recognizes employees’ strengths, there will be less need to utilize external resources such as freelancers or consultants, she adds.

Gallucci mentions a client, whose biggest supplier is Home Depot, that had its head carpenter express interest in another department of the business: gaming. “Interestingly enough, they’re now adapting some products. It’s interesting to see how you dial back, say six months ago. Would you have had this conversation in your office? Would you have had to say to the carpenter, ‘We’re going to lay you off because we’re not as busy.’ Whereas now, it’s no.”

Giving your team the opportunity to rise to the occasion and work together, as opposed to shuttering the business’s doors is “unbelievably inspiring, unbelievably motivating. We’re solving bigger problems.”

We often look to leadership to have all the answers, yet opening the door for conversation amongst your staff can result in new opportunities and other avenues for revenue. “The last time I checked, leadership is not superhuman, and the best leaders actually admit their vulnerabilities and humanity—and have the most loyal followings when they bring everybody together,” Gallucci says.

Plant the seed with your employees, present the challenge, and let everyone ruminate. “You can regroup individually or collectively.” Sometimes, by having gone through the process of helping people realize their own purpose and value beyond their function, she says, “that’s what inspires them to realize and have the confidence to now say, ‘What if we do this and go out of outside of their… prescribed box?’”

Hardlines recently interviewed Olivia Cicchini, an employment relations expert at HR consultancy Peninsula Canada. We asked Cicchini for her top 10 tips for hiring and firing. All 10 of them will be printed in the next issue of our magazine, Hardlines Home Improvement Quarterly. (If you’re not getting HHIQ, it’s free to dealers. Sign up here!)

Here’s a sneak peek at the top tip that Cicchini gave us.

Pay attention to human rights wording in your want ads. The term that is often used is “legally compliant job ads.” Ontario, for example, passed legislation in 2024 stating that employers cannot ask for “Canadian experience” in want ads. In general, ads should say that the employer welcomes applicants from all backgrounds, ethnicities, sexual orientations, gender identities, etc.

“A lot of employers don’t even know that their human rights obligations to their future employees, to applicants, starts right when you post a job ad. Some employers think that their human rights obligations don’t kick in until they hire someone,” Cicchini said. “But applicants want to know that their potential employer is committed to diversity, equity, and inclusion.”

The tariffs on Canadian products to the U.S. and counter-tariffs for goods landing here is bad news enough. But the full impact of these measures remains to be seen. The Canadian retail industry has long been in a post-Covid funk—well before the impact of tariffs. For example, Hudson’s Bay Co. has entered bankruptcy protection. And the demise of Peavey Mart—with all 90 stores slated to be shuttered by the end of April—was already in the works before the tariffs were imposed.

The stalling of the retail industry and the impact of tariffs is causing people to be concerned about their jobs in the near future.

Hardlines has services to help, whether you’re hiring or looking for work. Our free Resumé Posting Service is available to anyone. If you are looking for work or expect your situation to change, we invite you to use this free service. Simply post your resumé by clicking here.

And please note, if you are currently out of work, we will give you a free subscription to our sister publication, Hardlines Weekly Report. This e-newsletter has the inside track on latest news within the retail home improvement industry. It will keep you abreast of changes that could give you the lead for your next job. Contact Jillian MacLeod at Hardlines for more info about a complementary subscription.

If you are looking to hire, Hardlines has tools to help. Whether you are a dealer, retail head office, or a vendor, Hardlines Classifieds provide an affordable and targeted way to reach an audience of professionals and experts in the retail home improvement sector.

If you are a Hardlines Premium Member, you are entitled to one free Hardlines Classified ad each year, plus an additional discount on all your ads. Click here for more info about our Premium Membership, or contact Jillian MacLeod at Hardlines for more info.

Please tell your friends and colleagues about these services. We will get through these trying times, but we have to support each other!

Over the last couple of weeks, we’ve seen extreme winter conditions across the country. As these storms continue to affect roadways, transportation, and daily life, employers are being urged to prioritize the wellbeing and safety of their staff during these unprecedented weather events.

As these conditions make it challenging for many Canadians to commute safely or even work remotely, employers are being urged to take proactive steps to support their workforce.

It’s important that businesses offer accommodation and flexibility to ensure staff safety while maintaining operations. Employers should ensure that employees’ needs are met—whether through remote work options, adjusted schedules, or paid leave for those unable to safely commute.

Given that winter weather is far from over, employers should consider these key strategies:

Offer flexible work options. When possible, allow employees to work remotely to avoid the dangers of traveling in hazardous conditions. For roles requiring physical presence, consider offering flexible start and end times to bypass peak storm hours.

Communicate regularly. Frequent updates are essential. Keep employees informed about real-time weather conditions, any potential disruptions to business, and tips for safe commuting. This helps reduce stress and ensures employees feel supported.

Prioritize employee safety. Safety should always come first. Employers should encourage staff to stay home if the weather makes commuting unsafe, offering paid time off or additional leave when necessary.

Incorporating leave programs, such as Ontario’s Personal and Family Responsibility Leave, is also an effective way to support staff during storm disruptions. Offering short-notice vacation or paid leave for those unable to attend work is another valuable option for employers to consider.

By adopting these strategies, employers can demonstrate a commitment to their employees’ safety and wellbeing.

A global leader in HR and health & safety consulting, Peninsula has been supporting small and medium businesses for 40 years. We are trusted by over 140,000 SMBs globally. In Canada, we helped over 6,500 SMBs with tailored HR documentation, 24/7 employer advice, and provide employment management software. We pride ourselves on delivering a service that mitigates risk, adds value, and allows businesses to focus their time on what matters most.

Pierre Battah is an Atlantic-based management consultant, HR guru, radio personality and award-winning author of the book, “Humanity at Work: Leading for Better Relationships and Results.” He is a regular guest on CBC Radio and Radio Canada, as well as a past presenter at the annual Hardlines Conference.

“My question is always the same one: why would somebody leave a good job?” says Pierre Battah, a workplace expert based in Moncton. “And it is striking to me how many people struggle with that question.”

In fact, new research from business consulting firm Robert Half reveals that 38 percent of professionals have either started or are planning to start searching for a new job in the first half of this year. While that’s down from half in July 2024, the survey reveals that an additional 39 percent say they are open to a new role if the right opportunity arises.

Salary was the main factor influencing job search plans. The other top reasons workers cited for wanting a new position are: higher salary (41 percent), better perks and benefits (31 percent), more remote flexibility than what their company offers (27 percent), and greater professional development opportunities (20 percent).

Engagement is critical, says Battah. He talks about high-engagement workplaces versus work environments that tolerate low engagement.

The new survey also stated that, when asked what influences their decision to stay with an employer, professionals pointed to a competitive salary with regular merit increases (74 percent), fair and reasonable workloads and expectations (70 percent), opportunities for career advancement and supportive managers (tied at 69 percent), and positive work and team cultures (68 percent). Two-thirds cited flexibility in when and where they work as the driving factors.

The benefits of a high-engagement workplace include “well-being, better citizenship and participation, plus better sales, better profitability, better productivity, and better customer loyalty,” Battah says.

And it’s up to management to foster that sense of engagement.