Donald Cooper is a Toronto-based speaker and business coach. Using his vast experience as a manufacturer (Cooper Canada sports equipment) and an award-winning retailer, Cooper has helped hundreds of companies in over 40 industries around the world to create compelling customer value, clarity of purpose, and long-term profitability.

This year you could have lunch alone or skip lunch altogether. But imagine what you could learn and accomplish if, just once a week, you chose to have lunch with someone new on your team. It’s a great way to connect with employees from various parts of your business.

Before the lunch, make sure you know what they do, and whether there have been any challenges with them or their department recently. Have they been promoted or taken any training recently? Then, at the lunch, thank them for being part of the team and, in a kindly way, ask them a few questions such as these:

1. How can we help you do your job better?
2. What frustrates you or slows you down?
3. Is there anything we can do to operate more safely?
4. What could we do to be more environmentally responsible?
5. From your perspective, what do we do that frustrates or confuses our customers?
6. What are three things that we could do better?
7. Do we as a company ever make promises that we don’t keep?
8. What would you like to know more about regarding the business and how we operate?
9. Where would you like to be in your career and life in three to five years? How can we help you get there?

Assure them that if they have any thoughts about any of these subjects in the future, you’d like to hear them and then tell them how they can reach out. If you’re not their immediate supervisor or manager, make sure that the person who is knows about the lunch ahead of time and why you’re doing it.

Pick a lunch spot that will make conversation easy and comfortable. A spot that will honour but not intimidate your lunch guest. It can be close to your place of business. Or it could just be sharing a great pizza with a small group of employees in a quiet corner in the office, warehouse, or production facility.

When we listen to our staff, two things happen. We learn from them and we honour them. So, if you think this makes sense, announce to your team that you’ll be doing this on a regular basis and that it’s not to go behind anyone’s back. It’s a simple way to stay in touch with the HR realities of your workplace.

By HR and health & safety consultancy Peninsula Canada

Employees may be at risk of developing repetitive strain injuries (RSI) when performing work tasks that are ongoing or involve uncomfortable postures for a prolonged period of time. Employers need to do their part and ensure they create a safe workplace for all staff to avoid any injuries. Here are RSI signs employers need to look out for and tips on how to keep staff protected.

What are repetitive strain injuries and what are some of the symptoms? RSI is an umbrella term used to describe painful disorders that affect muscles, nerves, tendons, and joints anywhere in the body such as the neck, back, and arms. Symptoms can be minor or progress into chronic disorders which sometimes cannot be reversed or fixed.

Educate and train staff. Since RSIs typically develop slowly, it’s important to educate and train staff on the causes, how to recognize early signs and symptoms of RSIs, and how best to prevent them. That way employees can take it upon themselves to be aware and do their part in protecting themselves.

Provide staff with the right ergonomic tools. Depending on the nature of the job, employers can make office adjustments to help limit RSIs. It’s not practical to completely eliminate the repetitive aspect of a job. However, providing staff with the right ergonomic tools that are adjusted to fit for the worker can greatly help.

Allow staff to take breaks. Staff who sit at their desks all day should be encouraged to take short breaks. They can either go on a quick walk or just stand up and stretch: this allows the muscles to get some rest.

Peninsula is an HR and Health and Safety consulting firm serving over 80,000 small businesses worldwide, including dealers in home improvement. Clients are supported with ongoing updates to their workplace documentation and policies as legislation changes. Additionally, clients benefit from 24/7 employer HR advice and are protected by legal insurance.

Joel Seibert started out trying to make his business more competitive. He ended up creating a strategy to make his workplace a more effective selling environment for his staff. And once he’d figured out the secret sauce, he wanted to share it with other dealers. So he presented it in a seminar called “It’s Time to Get Your Sales Team Excited to Sell” at the Western Retail Lumber Association’s Building and Hardware Showcase, held in Winnipeg on Jan. 19 and 20.

As owner of Mountain View Building Materials, Seibert is also the lead on business development for the company’s two stores in Calgary and Kelowna. The challenge, he said, is getting people interested in making money in the home improvement industry, “which meant getting new people to our industry excited about selling things that are unexciting!”

He broke his approach down into three steps. The first involves understanding and identifying the people who make your sales team—and making sure you can properly support and reward them according to their values.

Second, it’s important to provide transparency and clarity on how their contributions add to the business. He said clarity is essential to define the contribution of each player on the team. Clear job descriptions and expectations result in “clear boundaries, which encourage free thinking in the middle” and can foster creative solutions among team members.

Third is the issue of reward. It’s not a cookie-cutter process, Seibert said. It’s based on the values of each salesperson. He identified his workers by demographic, and in turn by the expectations each group represents. For example, those 50 and older have lots of experience, while the 20 to 30 group has limited experience. More broadly, sales staff who fall into the 25-to- 50 range with transferable skills often end up looking for a career change.

Understanding the expectations and values of each group helps make rewards more meaningful. For example, Seibert said, these could involve more vacation days, donations to causes they believe in or non-taxable perks such as gift cards or fuel cards. It can be as simple as welcoming dogs into the workplace.

“You have to be able to ask them, ‘What do you need from us to succeed this week?’ This reinforces their accountability and how we support them.” And, he added, it helps you, as an owner or manager, to guide them to think about selling better.

Focusing on the divergent needs of your staff helps you identify their goals and tie them in with your own. And guess what? It has made Seibert’s business more competitive.

A large 62,000-square-foot Home Hardware Building Centre store under construction in Clarington, Ont., will obviously need a full complement of staff when it opens soon. This at a time when retailers across Canada are finding it difficult to hire.

Savvy multi-store owner-operators Dan and Emily Moulton were up to the challenge. They turned to a local community college, Durham College, to run a job fair for their forthcoming new store east of Toronto on Feb. 9. They advertised that they were looking for up to 60 staff.

The full-day job fair went extremely well, said Lindsay Karch, a job developer for Durham College Community Employment Services. Karch estimates that about 180 job seekers attended the event. “There was such a big interest that we had to have more staff from the stores” to come and interview all the applicants.

While the organization that Karch works for is affiliated with Durham College, she stressed the “Community Employment Services” part of the name. Indeed, Karch said that the majority of the applicants who attended the Moultons’ job fair were not Durham College students, but from the wider community.

Durham College’s three employment centres are funded by Employment Ontario. They are open to anyone seeking work—or anyone with businesses that are looking for workers. Similar assistance is available for businesses looking for workers in each province, from Work BC, Alberta Works, SaskJobs, Nova Scotia Works, and more.

The Moultons’ new Clarington store joins an impressive cluster of southern Ontario Home Hardware Building Centres that the couple have built up since they purchased Hanover Home Hardware Building Centre in 2012—as 24-year-olds. The Moultons also own Home stores in Alliston, Bowmanville, Haliburton, and Minden. Another branch of the Moulton family operates Home stores in Ontario in Allandale (Barrie), Ingersoll, Strathroy, and Woodstock.

Walter Pranke is the lead at WP HR Consulting & Coaching, specializing in manufacturing, technology, and not-for-profit companies. As the former vice president, human resources at Lee Valley Tools, a chain of tool and gift stores based in Ottawa, he is also familiar with the retail side. A certified executive coach, he has returned to private consulting following his contract with Lee Valley.

With inflation, rising interest rates, and a Covid pandemic that hasn’t really gone away, HR people are facing an evolving set of challenges. We talked with HR and coaching consultant Walter Pranke about what companies should watch out for in the coming months.

At the top of Pranke’s list is the issue of returning to in-person work. “I think what’s changed is: what’s the work style? Are we in-person, are we hybrid?”

Through the first years of Covid, lots of companies offered a choice of remote or in-person work, with lots of leeway for working from home. “But it feels like many organizations are talking about coming back to work.”

He says that can be a day per week or a few days a week. But regardless of the mix, many issues are attached to that decision, such as finding daycare for kids as people find themselves returning to a more traditional nine-to-five scenario.

Pranke urges companies to maintain transparency and communicate every step of the changes clearly. He says people returning to work have parking costs, childcare, and commute times to contend with. He calls managing that change the number-one situation. “If you don’t communicate the change effectively, you’re going to have people who are going to be pushing back.”

Finding people remains the next big challenge, whether it’s in the store or on the manufacturing floor. And Pranke admits that it’s difficult to pinpoint why it’s still a challenge. Many older people are at or near retirement age and leaving the workforce. At the other end of the spectrum, many younger people are reluctant to return to the service industries like restaurants. Tech workers are getting laid off in large numbers, but it doesn’t necessarily migrate over to retailing or manufacturing.

“I don’t know if that’s because we’re coming out of Covid and people are still thinking about what they do next, how they reshape their thinking about ‘where am I going to work, how am I going to work, where do I want to work—do I want to work?’”

Meanwhile, inflation remains high. “That is going to have an impact for companies. How do they recession-proof themselves as a business—operations, staffing?” For many firms that may have given big raises last year, can they do that again? “It’ll be very challenging, I think, for businesses to have healthy compensation and increases.”

By HR and health & safety consultancy Peninsula Canada

Business productivity is directly related to how engaged a person is with their work and employer. The more productive your company is, the easier it is to boost profits and improve business relationships.

Here are some key strategies to improve productivity in the workplace:

Encourage open communication. If employers are wondering how to improve workplace productivity, why not ask employees? They can shed light on areas for improvement and share ideas on how it can be resolved. Additionally, asking employees for recommendations and their opinion will make them feel heard and valued, which also plays a major role in productivity.

Provide the necessary tools. Staff cannot do their jobs successfully without the proper tools and equipment. Outdated technology can often cause staff to feel frustrated, slowing down their work and leaving them feeling unmotivated. The right tools keep workers productive by showing you’re invested in their success.

Consider offering flexible working options. Consider giving employees flexible options to best fit their lifestyle. This can entail working from home, four-day work weeks, or allowing them to work their required working hours anytime during the day. This can help employees work during the hours or space where they feel the most productive.

Acknowledge hard work. Awards are a great way to recognize great achievement within the workplace. Providing incentives for all employees to meet certain targets or expectations is a great way to encourage great performance.

Encourage work breaks. If employees work nonstop, it can lead to burnout. To prevent this from happening, encourage employees to go on a quick 15-min walk or create a break room where they can relax and recharge. This will leave staff feeling more energized and motivated to get the job done.

Peninsula is an HR and Health and Safety consulting firm serving over 80,000 small businesses worldwide, including dealers in home improvement. Clients are supported with ongoing updates to their workplace documentation and policies as legislation changes. Additionally, clients benefit from 24/7 employer HR advice and are protected by legal insurance.

The CEO of the Sexton Family of Companies, which includes the Sexton Group, was honoured recently by the Western Retail Lumber Association. Steve Buckle was awarded the Outstanding Achievement Award at the WRLA’s annual Building and Hardware Showcase, held last week in Winnipeg.

Every year, the award recognizes a business leader who has contributed to their company, the industry, the WRLA, and their community.

Buckle handily checks all those boxes. As head of the Sexton Family of Companies, he brings to the role decades of experience from both the supplier and dealer sides of the industry. From 2006 to 2020, he oversaw the growth of the Sexton Group, the Winnipeg-based LBM buying group. Early in 2020, he was promoted to his current post, guiding the directions of Sexton Group, Kenroc Building Materials, Pan-Brick Inc., and the wholesale distributor Builders Choice.

Buckle showed true leadership even as he was honoured with this award. He started by acknowledging the people in the room. “It’s a big industry,” he said. “It’s a strong industry; it’s an important industry. But most of all, it’s a people industry.”

Instead of talking about himself and his own achievements, Buckle invited his four children onto the stage, thanking them for the important role they play in his life. Next, he called on his wife, Andrea, to join him.

But he did not stop there. He then called up his executive team, then his managers. And he didn’t stop until the entire Sexton team—we counted upwards of 30 people—was onstage with him.

Oh, and one more thing: when we first ran a version of this story in our free Daily News, Buckle took the time to send our Editor a note thanking us for the coverage.

Now that’s the mark of a true leader.

As general secretary of the Global DIY Network, an international umbrella organization that connects home improvement retailers around the world, retail leader John Herbert has met and worked with some of the industry’s top executives throughout his 60-year career. That career includes working at the first big boxes in Europe and at Home Depot in North America.

Hardlines recently sat in on an interview with Herbert. He spoke with Ken Hughes, an international retail consumer-behaviour expert.

Herbert’s CV includes opening the very first big box store in Britain, a hypermarket under the Sainsbury’s banner. He worked directly for Lord Sainsbury himself, and Herbert recalls that his boss embodied the best qualities of a modern leader. “Lord Sainsbury was really, really good at putting his stamp on every aspect of retail.”

Herbert also recalled his time working for Knauber, a family-run chain of home improvement stores based in Bonn, Germany. Even though it was not an international retail chain, he was impressed—and surprised—by the organization and dedication of the management team. That quality of passion remains at the heart of good retail today, Herbert said.

Knauber pioneered many of the features that make up large-format retail today. With wide, bright aisles and innovative assortments, the Knauber stores combined traditional hardware lines with lifestyle products. The sheer size of the stores was made more navigable with maps at the stores’ entrance to help customers find their way around. Retail executives from around the world were soon making a pilgrimage to Bonn to see what Knauber had done.

As a young man (he left school at age 15 to work in a local grocery store in York), Herbert worked briefly in retail before joining the British army. Both in the army and back in civilian life, Herbert recalled how he felt disrespected by his superiors. He says this was a pattern that typified the culture at the time. Herbert was determined that, when he became a leader, he would treat people humanely. As he ascended the ranks, he made a point of learning the names of everyone on his team and treating them with respect.

The values Herbert learned under Lord Sainsbury remain critical today. He put them into practice at Knauber, and again at retail chains including The Home Depot, where he served for a while as president of that retailer’s Expo Design Centers on the West Coast. “The real leader today is the one who runs from the front,” Herbert noted. “The first thing is to lead by example: don’t ask anything you wouldn’t do yourself.”

“And make sure you are passionate yourself.”

Martina Pileggi is senior director of human resources for the Hillman Group Canada, a fastener producer for the hardware, automotive, plumbing, and electrical markets.

After two years battling the challenges of Covid, Martina Pileggi says she can finally focus on her regular duties. “My shoulders are not up around my ears anymore, because it was a tense time, right? You’re trying to protect your business and keep people safe. And now we’re starting up some fun.”

One thing going on in HR at Hillman Group Canada is managing internal moves and shuffling people around. It’s a concept called upskilling or reskilling: finding new fits for existing team members. “That has absolutely been our focus for the last six months, upskilling, reskilling, and a lot of referrals as immigration doors open, which is a real key for Canada.”

Pileggi stresses the importance of welcoming immigrants. “We closed our doors for two years. That was a major, major hit to the labour market.” As laws have eased, foreign students, international students, and refugees from Ukraine have all been part of the move to add people to the Canadian workforce.

But a company can’t always promise a promotion. Sometimes you can offer a move that might broaden an employee’s work experience and round out their skillset. “You’ve got to be transparent about the career path. We have to get really creative about our career paths here. Even for us, even a company our size, not everybody can be a manager. That is not the reality. We have to be really smart about having cross-functional work and cross-functional projects, where we could say to somebody, ‘Hey, okay, you’re in marketing today, but we’ve got this really cool project happening in purchasing or supply chain. Let’s bring you over here.’ We’ve gotten really good at that.”

Pileggi cites an example of a woman working in a junior position on the shop floor for less than a year who was identified for bigger things. “She’s now working in the pricing team with our CFO.”

But the career potential of that person could easily have gone unidentified. “This is why HR needs to be in-house, especially in an environment like ours, where you have a warehouse or you have manufacturing. You need to be here.”

HR needs to be engaging with staff at all levels. Otherwise, good talent might be overlooked, especially in workers from overseas. “And then you’re saying, ‘Oh, wait a minute, you have a master’s degree from back home. Hold on a second. I have this job over here.’ ”

Finding good fits for people internally is an important trend. “It’s big. Honestly, it’s really big,” Pileggi stresses. “The upskilling and reskilling is so important because I really think it’s becoming HR’s responsibility… And I know it’s on trend. I think it will be HR’s responsibility to make sure that companies and corporate cultures understand that this is important. And it’s important to have your L&D [learning and development] tight, your internal programs tight, and make sure you have your internal recruitment processes tight and transparent and clear.”

The proof is in the pudding, Pileggi says. When these moves start to pay off for a company, management will get behind them more. “I really think this is a transitional thing that HR professionals need to be in the space to understand, because the market’s not going to do it for you anymore.”

By HR and health & safety consultancy Peninsula Canada

A well-written and comprehensive employment contract is an essential component to protecting both the interests of the business and staff. Employment contracts help to provide clarity on everyone’s rights and responsibilities.

What should employers include in an employment contract? Aside from the minimum entitlements required by the provincial employment standards legislation, any additional clauses and policies that can be included will depend on the industry and type of employment being offered.

Some basic terms of employment you may want to consider include:

• Hours of work
• Job responsibilities
• Conditions of offer
• Layoff clause
• Termination clauses and policy

Are written employment contracts better than oral contracts? Although the terms of employment can be provided orally, it’s best to outline important information in a written contract. Written contracts are strongly recommended as they help to:

• Outline responsibilities. Having this in writing helps to clarify the role of the employee. It also helps to set expectations, making them aware of all their responsibilities in the workplace.
• Resolve disagreements. A written contract that clearly defines the terms of employment and rules of the workplace can serve as a reference guide in case of any disagreements. Employment contracts often include dispute resolution procedures that help avoid long legal battles.
• Avoid lawsuits. A well-written contract significantly reduces the risk of legal claims for the employer and protects the rights of the employee by ensuring they receive the minimum entitlements stated in the provincial employment standards.

What should employers keep in mind when drafting employment contracts? It’s important for employers, especially those operating a nationwide business, to remember that employment laws vary across provinces. It’s the employer’s responsibility to stay up to date on the terms and provisions of any provinces they operate in.

Peninsula is an HR and Health and Safety consulting firm serving over 80,000 small businesses worldwide, including dealers in home improvement. Clients are supported with ongoing updates to their workplace documentation and policies as legislation changes. Additionally, clients benefit from 24/7 employer HR advice and are protected by legal insurance.