More than one-third of home improvement companies in British Columbia have been enduring long-term personnel vacancies. The scarcity of talent entering the workforce, both at the retail and supplier levels, has driven the Building Supply Industry Association of British Columbia to develop a project to figure out how to make the sector more attractive to potential workers.

Thomas Foreman, president of the BSIA, is leading an effort to get more data on the needs, ambitions, and direction of the workforce in British Columbia. The end result will be, he hopes, a more informed approach to hiring and retention within the home improvement sector.

The group has plugged into provincial government funds from the Ministry of Advanced Education and Skills Training, and has turned to R.A. Malatest and Associates to execute a study of worker habits and expectations. Malatest has released the latest summary of its Building Supply Sector Labour Market Study to the BSIA’s governance committee. Here are some of the highlights of responses from dealers and suppliers:

• 39 percent of companies have been experiencing long-term vacancies of four months or longer.
• The biggest gaps are among retail salespeople, with 41 percent of respondents reporting long-term vacancies, with heavy equipment operators (32 percent), store shelf stockers, clerks and order fillers (30 percent) all experiencing severe shortages.
• Over one-half of respondents (52 percent) expect that the number of full-time employees they hire will increase by 2027; eight percent expect a decrease, and 41 percent expect it to stay the same.
• Only one-quarter of respondents have a written human resources strategy, although having a formal strategy did not decrease the likelihood of facing long-term vacancies.

The study also did surveys and focus groups with young people preparing to enter the workforce. Based on feedback from new entrants to the industry, major attractive elements include the relaxed work atmosphere and the potential to earn higher wages than can be found in other entry-level work such as food service and other retail. Some participants noted concerns about the sector related to lack of progression in the workplace, and compensation that didn’t fairly reflect their contributions to the business, as deterrents to long-term work in the sector.

The interim report revealed that high school students generally do not have positive impressions of this sector, nor do they find most elements of the work appealing. The attitude by potential workers to the home improvement industry as a long-term career option was divided down the middle, with 50 percent not regarding their work in this sector as a long-term possibility. Some of the reasons cited included a perception of low wages compared with other sectors along with limited options for career advancement.

Long-term vacancies and hiring have been a challenge for many years, even before the onset of Covid. Some respondents have seen their hiring crunches ease in the past few months, while others continue to feel labour shortages.

The team at Malatest reviewed the findings with the BSIA’s governance committee right before Christmas. A final draft report will be circulated to the committee in mid-January.

JL’s Home Hardware is a three-store operation in Guelph, Ont., about an hour west of Toronto. Those stores, a building centre and two hardware stores, are the first Home Hardware stores to get self-checkout technology. But dealer-owner Andre Belisle said that the stores are not going to replace humans with machines.

In fact, new technology like this can free up workers from mundane jobs, giving them an opportunity for career advancement while enabling employers to maximize the talent they already have working for them. Especially when finding help of any kind can be a challenge, not requiring a warm body to perform a task that technology can fulfil will give an employer many more options.

“The self-checkouts are already tested and fully operational as an added service and option for customers who wish to use it,” Belisle said. “Our full-service checkout option will always remain. Our intention is to improve our service for our customers and that includes providing options for any customer’s preference.”

Acceo, a retail technology provider based in Montreal, installed the self-checkout units at JL’s, as well as at RONA Matériaux Magog Orford, a building centre in in Magog, Que., and the first RONA independent dealer to get the technology. However, a number of Lowe’s Canada’s corporate stores have got the technology, as well.

“In Canada in the last 12 months, we in Canada installed between four and six self-checkouts in every single one of our big box stores,” said Tony Cioffi, president of Lowe’s Canada, when he spoke at the 2022 Hardlines Conference.

“It’s been a godsend! We all know the challenges we’ve had [in this industry] in our labour market. In some of our markets, particularly Quebec City, the south shore of Montreal, Vancouver, where it’s difficult to find staff, we’ve been able to take some of the cashiers and upskill them to become sales associates. It gives them a chance to growth their careers. Consumers like self checkout.”

Cioffi summed up the impact on a worker of this kind of addition to a store, noting that “this is empowering the associate with the technology.”

Sarah McVanel is the founder of Greatness Magnified, an organization that specializes in providing training programs and certifications for employees at large. She is a recognition expert, professional speaker, coach, author, and creator of F.R.O.G.—Forever Recognize Others’ Greatness. She invigorates companies to earn great people and to see their people as exceptional so that, together, they can create a thriving culture where everyone belongs.

Despite its name, quiet quitting has nothing to do with leaving your job. It refers to employees doing what their job requires and nothing more—quitting doing anything extra. You still clock in on time, complete your assigned tasks, and leave when your day is over, not taking on any extra work outside your regular hours. It’s about doing your job but never going above and beyond.

A Gallup poll estimates that over 50 percent of the U.S. workforce is engaged in quiet quitting, and that number is only on the rise. Is it just a U.S. thing, or even a “new” thing? Nope. Not even close. Maybe you used to call it “on-the-job retired.”

People are tapped out. What used to be a subtle struggle with the “work is life” mentality is now a direct, outright demand for work-life balance.

Some might suggest that it’s a matter of laziness and entitlement; others notice low energy and being noncommittal about the future. We also see a widespread trend of people thinking, “I probably won’t be here long.” In other words, the seeds of quiet quitting have been planted, and all it takes is just enough impetus to move on.

It’s a much-needed wake-up call for employers.

This has once again turned into a generational debate. For many, quiet quitting, like so many other workplace issues, is the fault of “lazy millennials.” Yes, this trend was made popular by Millennials and Gen Z on TikTok, but let’s not forget this is nothing new. Nor can one group or one social channel have that much influence. This trend has societal, economic, emotional, physical and philosophical influences.

What can you do now?

• Spark an internal conversation at work by sharing this article
• Notice and call out surface reasons given for turnover and look at deeper issues
• Give more depth to leadership development to support leaders struggling with the fallout of disengagement every day
• Call out subtle ageism when you hear generational groups being stereotyped

At its core, quiet quitting is this: disengagement. Let’s consider the value of the concept of “quiet quitting” as spurring us to action. However, let’s not get caught up in labels or jargon to distract us from the real issue. This new, buzzworthy term is a call to action.

By HR and health & safety consultancy Peninsula Canada

The busy holiday season is here, and many businesses are hiring seasonal workers. For many dealers, another spike occurs in the spring, when the renovation season hits. Although seasonal workers are hired typically for six months or less, it’s important for employers to have a plan in place to ensure they have the right policies in place to avoid any workplace disruptions.

Here are some tips every employer needs to know when hiring seasonal workers:

Do seasonal workers have rights? Yes, they do. Generally speaking, seasonal workers are protected under employment standards and have many of the same rights as full-time staff. This includes minimum wage, overtime, vacation pay, and hours of work. Seasonal workers are also covered under health and safety, human rights, and worker’s compensation legislation.

Do seasonal workers need to have an employment contract? Employers tend to overlook the fact that seasonal workers need an employment contract, even though the employee will only be working for a short period of time. It’s important to note that such a contract benefits both the employee and employer. It paints a clear picture of what is expected and helps avoid any confusion.

Additionally, seasonal employment contracts containing a valid termination clause can be useful for employers in limiting the employees’ entitlements upon termination.

What should employers keep in mind when recruiting seasonal worker? Begin your recruitment process in advance, not only to fill spots but to find the right candidates. Job descriptions need to clearly outline the job requirements and work schedule. This includes being upfront about physical requirements and working later hours.

What can employers do to retain seasonal employees during the busy season? Whether it’s the busy holiday season or the rush come springtime, the pace can take a toll on staff and become overwhelming. Employers can offer end-of-season bonuses, provide benefits as well as perks, all to keep staff feeling satisfied and motivated.

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.

Two speakers at the recent Hardlines Conference in Niagara-on-the-Lake, Ont., talked about talented employees—how to attract them and how to keep them.

Eric Palmer (shown here), vice-president and GM of the Sexton Group Ltd., titled his talk, “The Evolution of a Team.” He explained how he was “team member 22” when he joined the Winnipeg-based organization in 2016. He said that frequent “one-on-one” talks between managers and employees is one of the strengths of his organization.

But these aren’t always easy talks. “It’s hard to hear what you’re not doing well,” Palmer said. But he reiterated that the support and training at Sexton Group is extensive. And each employee there is encouraged to have a career plan, so they aren’t just filling roles for paycheques.

Well, here’s what not to do, Palmer cautioned. He quoted HR expert Perry Belcher, who said: “Nothing will kill a great employee faster than watching you tolerate a bad one.”

Alison Fletcher, owner of five Cookery stores in Toronto and Montreal, also spoke about talent and her own career path. She presented her “Ego Meter” career path, a screen on which bad experiences at firms were coloured in red. And she’s worked for a lot of corporations, including Maple Leaf Foods, Tim Hortons, the George Weston Co., and Burger King.

Fired from Burger King, she decided to go her own way. “I was 43 years old, I’m a woman, I’m in management. I realized I’m going to have to chase work.” But that was something she didn’t want to do anymore. Instead, she decided it was time to “do what I loved in a way that I loved to do it.”

“It was impossible for me to believe that the right decisions were being made by the people who ran the company. The people that are getting in at 8 a.m. to serve the bad coffee they’ve been given to sell—they’re going home exhausted.”

Both speakers touched on the same message. If you want better employees, if you want a better effort, you’re going to have to lead from the front. Bad employees are created by bad management. Tough lesson, but a necessary one.

About a hundred dealers and suppliers gathered three weeks ago at the Halifax Convention Centre to hear from HR experts on the challenges of finding and retaining workers. The conference was put on by the Atlantic Building Supply Dealers Association (ABSDA).

One session outlined the opportunities to hire new Canadians, including immigrants and refugees. The need to do more of this type of hiring is clear because Atlantic Canada has the highest ratio in Canada of workers in the retail home improvement industry who are age 55 and over.

Denis Melanson, ABSDA president, told attendees that salary is typically not the main reason why workers quit. “Money is typically number four or five on the list of why people leave,” he said, adding that employees are more likely to leave because of bad management. “Hey, they don’t like you. It’s rarely that fifty cents an hour.”

Another speaker, recruiter, author and former CBC broadcaster Pierre Battah (shown here), talked about what a leader needs to do to improve employee retention. “What have you learned over the past two years about retention?” he asked. Stressing the importance of an inclusive workplace, he remarked, “people need to feel ‘I belong here.’”

This month we hear from Zaida Fazlic, vice president of people, culture, and change management at Taiga Building Products, the national building materials wholesaler.

Zaida Fazlic is the HR lead at Taiga Building Products. She spoke in October at the 26th annual Hardlines Conference, held in Niagara-on-the-Lake, Ont., where she talked about how her company develops good people.

“At Taiga all of our leadership team takes part in team building exercises. It’s a talent assessment tool. Some people are people-oriented, some are process-oriented, and some are results-oriented.”

Process-oriented people are interested in the rules. They are methodical, they are analytical, and they are safety oriented. Results-oriented people are interested in the “win,” achieving a successful outcome. They have a tendency only to look at the process when the results are negative. People-oriented people favour maintaining good relationships at all costs.

The different orientations are expressed in different communication styles. “Conflict can arrive,” Fazlic says, “when we communicate to people who have other styles in communication than we prefer.”

Regardless of the communication style you bring to the workplace, it’s important to moderate it—or at least self-monitor it, lest it derail your career, Fazlic said. “Margaret Thatcher [UK prime minister in the 1980s who earned the nickname, ‘The Iron Lady’] is a great example of a strength taken too far,” Fazlic said. She was ruthless and blunt, which worked at times. But she also humiliated her team members in public. Ultimately, she was brought down by her own political party.

So it’s important not to overdose on one particular communication style, whatever yours happens to be. In fact, Fazlic said, “It’s possible to borrow elements from different leadership styles and still be true to yourself.”

By HR and health & safety consultancy Peninsula Canada

The dark winter season is here, and it can affect many people’s moods. Shorter days and colder weather are even harder for those who experience Seasonal Affective Disorder (SAD), or seasonal depression. Here are some important tips on how employers can help manage staff who experience Seasonal Affective Disorder.

What is Seasonal Affective Disorder (SAD)? It’s a type of depression that follows a seasonal pattern. It usually appears in late fall and lasts throughout the winter months. Symptoms can include changes in appetite, feelings of depression, problems with sleep, and low energy.

How can I help employees manage SAD? Start by creating awareness. It’s important to maintain an environment where employees feel comfortable reaching out if they are struggling with their mental health. Employers can start by sending out informational emails (for remote staff) or putting up informational posters around the office. Training managers on how to recognize symptoms of SAD and offer support is another effective way to help employees during this time.

Educate employees on coping strategies. Some of the ways to help those experiencing SAD include the following:

• Stick to a sleep routine
• Eat a balanced and nutritious diet. Avoid too much takeout or junk food
• Create and follow a regular exercise routine as exercise helps with depression and anxiety
• Stay connected with family, friends, and co-workers

Connect employees to mental health resources. No matter what employees are struggling with, whether it’s seasonal depression or stress, it’s important to inform them about existing mental health resources. If your company offers an Employee Assistance Program (EAP), remind employees about its benefits and how they can access it.

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.

A proactive mentoring program is the latest initiative by the Building Supply Industry Association of British Columbia (BSIABC).

Thomas Foreman, BSIABC president, sees improving mentoring opportunities as something of a mission. “I see the development of people in our industry lacking,” he says. “I wanted my board and members to see the incredible benefit of mentoring.”

Foreman turned to Dr. Carson Pue, an executive mentor, author, and speaker based in B.C. They spent the past year developing and working out the course details. Prue focuses on several aspects of mentoring that will enhance the workspace, including:

• identifying potential leaders within your team
• establishing the groundwork for a succession-planning process for owners
• communicating to the mentors themselves the satisfaction that comes from contributing to the development of capable individuals

Not only is an established mentoring program good for existing employees, but it makes a company more attractive to new hires. “It’s something that makes your business stand out from others,” Pue says in his introduction to the training program.

Prue’s course for BSIABC will focus on formal training, with a set series of course modules and testing to guide potential mentors. The course materials outline core mentoring skills and provide the fundamentals for effective mentorship.

Topics covered include the expectations a mentee might have, such as adhering to regular times to meet, which validates the mentee’s role and the mentoring process in general. Pue notes, for example, that mentoring meetings can be postponed, but never cancelled. This formal approach ensures that mentees feel valued and stay invested in the program.

Ideally, a mentee will bring their goals and hopes and share them in a supportive environment. Besides aspirational goals, the process can help a mentee deal with real-life scenarios—such as team members they don’t get along with. Ultimately, says Pue, the process will be valuable to both mentor and mentee.

“I think the role of being a mirror to one another is something that is very important in our development and our growth.”

We asked Bernie Owens, president and CEO of TIMBER MART, to share his recollections of some people who have been formative in his career. Here is his reply.

When I think of the most influential mentors that I’ve had throughout my life and career thus far, several people come to mind. They’ve influenced me both personally and professionally and are, in part, responsible for who I am today.

My father, Mike Owens, was a wonderful man with a strong work ethic and great attention to detail. Not only do I believe that he’s passed on those qualities to me, but he also taught me to play bridge at a young age, which helped me develop my strategic thinking and memory skills early on. He also taught me to be patient and measured in my approach to work so that I would always have a good work-life balance.

As I got older and went into the workforce, I met Claude Morin, who was a partner at Morin Brothers Building Supplies in Nepean, Ontario. The business was a start-up at the time, and I learned just how much grit and hard work it takes to start and run a business. I saw the business grow from a jobsite trailer where a few staff would refurbish trucks and create price lists for products to a larger distribution location with indoor storage and a massive supply yard. I also learned from Claude the importance of balancing available working capital and accounts receivables.

Claude was an extroverted individual and his demeanour inspired me to overcome my introverted nature and be more outgoing.

Lastly, and most importantly in my role as president and CEO of TIMBER MART, I value the high-calibre leadership team I work alongside. I learn from them every day as they are top tier in  their own areas of expertise. They likely don’t recognize the positive influence they have on me, but they inspire me daily to do better for our members and provide them with the programs, tools, and support they need to be successful independent entrepreneurs.

(This personal account of inspiring people who served as mentors for people in the industry is part of a larger story in the latest edition of our print publication, Hardlines Home Improvement Quarterly (HHIQ). It has recently been mailed to 11,000 dealers and managers across the country. Click here to learn more and subscribe! HHIQ is free to dealers!)