To get an idea of what the hiring market will look like in the year ahead, we spoke with three executive search professionals who all specialize in the hardware and home improvement sector.

Wolf Gugler of Wolf Gugler Executive Search says the year has started off well for him, with new searches being generated in the roles of sales, operations, and sales leadership. He notes that the first two months of the year are typically active as many employees wait until they are paid their annual bonus before quitting for another position.

While the market is indeed active, says Stephen Borer, partner at DMC Recruitment Group, it’s “challenging,” and “the most difficult recruitment market for an employer that I’ve ever seen in 25 years.”

For this industry, issues like succession are being felt, especially at the dealer level, with a lack of candidates from a new generation to fill the gap in stores. For salespeople, supply chain disruptions mean they often don’t have anything to sell, so they’ll seek a company that does have the inventory and vitality to meet their needs.

Add to that the fact that other sectors are actively hiring now. “For the most part the market’s good and people are sucking up candidates,” Borer notes.

Matt Frost, recruitment consultant at Lock Search Group, expects 2022 will largely be about recalibrating client expectations. “Gone are the days where you could expect three to four candidates to be a part of the final interviews.” This approach may not work so well in such a fast-moving market as exists today, he warns. “If you have a candidate that meets all of your requirements, the recommended approach is to not waste time getting to the offer stage.

“We have seen a number of clients wanting to look at similar candidates to compare. This has led to companies losing out on great candidates, because the process was simply too drawn out.”

Gugler agrees. “There truly is a war for good talent, which requires employers to get creative.” In fact, in 2021, for the first time in years he saw a client offer a substantial hiring bonus to land a coveted candidate.

As we continue through the pandemic, Frost says employers are looking more than ever for hires who display resiliency and digital fluency. “Candidates are often looking for a hybrid work model. Some companies have adapted, while others have not. This will no doubt have a direct impact on retaining top talent throughout 2022 and beyond.”

Sonya Ruff Jarvis is an entrepreneur and founder of Jarvis Consultants LLC, a marketing, events, and branding firm. Sonya has been a part of the B2B retail industry, working across all types of retail formats and categories, for more than 30 years and is the founder of the Home Improvement eRetailer Summit. You can contact her at sonya@jarvisconsultants.com. 

The acceleration of mental health issues has forced society to take notice. Now, more than ever, well-being is tied to mental fitness. Prior to the pandemic, very few admitted their mental health issues. Since, many struggling with this disease have spoken out to elevate the conversation. Finally, mental health is starting to be addressed in the workplace.

It’s obvious that the pandemic pushed this topic into the spotlight. Most employees are comfortable discussing physical ailments like allergies, diabetes, cancer diagnoses, and COVID-19 positive results. Yet, many feel judged when sharing a mental illness diagnosis.

A recent article in the Harvard Business Review states that at least 68 percent of millennials (up from 50 percent in 2019) and 81 percent of Gen Zers (up from 75 percent) have left roles for mental health reasons. Mental health challenges permeate organizations affecting C-level roles too.

Regardless of size, many companies can show flexibility and empathy towards employees struggling with mental illness symptoms—without sacrificing profits. Company profits can be maintained by acting on this shift in the workplace. Those profits diminish with low productivity, poor quality of work, job dissatisfaction, and low loyalty, which can all result in critical negative profit measurements such as high absenteeism and turnover.

What can companies do to help employees succeed in managing mental wellness without giving up profits? Ultimately, employees need to feel recognized, supported, and accepted. A mental health diagnosis should not be a stigma. It should be treated like any other illness.

Incorporating a mental health care program into your company’s value system with benefits spelled out would be a start. Yet, it is more than just providing mental health funding. It is an emotional investment too. Employees need to be encouraged, at every level, to talk about the subject to help remove the shame.

Here are some suggestions to help normalize mental health issues and show employees flexibility and empathy:

• Create a mental health care program that supports the needs of the individual and helps them feel financially secure.
• Encourage employees to talk about mental health and create a safe space. Consider developing peer groups.
• Make regular check-ins on mental health status just like with job performance reviews.
• Train from the top down.
• Establish supervisor support at every level.
• For burnout, stress, or long hours, try introducing mindfulness groups or yoga sessions on-site that can help to offer relief.
• Paid time off should include mental health days.

It remains to be seen whether the pandemic has helped to normalize mental health struggles in the workplace. Companies showing flexibility and empathy towards their employees’ mental health will be the brands that will maintain—and gain—profits by creating a culture of support and acceptance.

By HR and health & safety consultancy Peninsula Canada

Given the rapid spread of the Omicron variant and cold winter weather, more and more employees are calling in sick. To ensure your business continues to operate in the event of staff shortages, you are wise to put in place a contingency plan. This is an action plan prepared in anticipation of an event that may disrupt normal business operations.

A contingency plan varies according to your business and industry, but here are some general guidelines to keep in mind when preparing a backup operational plan for your business.

Train substitutes for key roles. Identify your core services and critical employees and their roles. Ask yourself which services would you be able to continue with limited staff? Cross-train employees so that, if your staff handling key services get sick, you have employees ready and trained to step in.

Have a communication plan in place. Designate a point person for addressing all internal queries from staff. Update your sick-leave policies and share them with your team. Assign a staff member the responsibility to communicate any modification in your services or hours of operation to your customers and vendors.

Make use of government financial assistance programs. The federal and provincial governments have rolled out grants to assist with costs such as rent, utilities and maintenance, and staff wages. If your business operations have been impacted by local lockdowns or operating capacity restrictions implemented due to Omicron spread, you can apply for the new support programs.

Review your COVID health and safety measures often. While the purpose of a contingency plan is to function with a limited staff, you should make all possible efforts to avoid such a scenario in the first place. Review your COVID health and safety measures frequently and identify areas for improvement.

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.

An aging workforce, coupled with low pay, long hours, and vaccination and training mandates, has severely drained the driver pool, especially for long-haul transport. That’s putting a strain on many dealers and suppliers, who rely on timely deliveries to keep their customers happy.

Companies must offer higher wages and improved work conditions to attract—and keep—trained drivers. That can include ensuring they get enough rest.

“If one of our drivers needs a day off, he gets it,” says Dayton Point, general manager for Gibsons Building Supplies in Gibsons, B.C. This dealer has nine drivers and 12 trucks. Point credits third-generation managing director and CEO Julie Reeves for Gibsons’ “open arms policy” that “treats people like human beings” by “expanding your being to all of the staff.”

Finding experienced operators is becoming increasingly difficult, as a seasoned workforce heads into retirement. On top of that, bringing new people on board is getting more complicated, with some provinces imposing stiffer training mandates. Anyone now applying for a Class 1 license in British Columbia is required to complete mandatory entry-level training courses before a road test. The cost of this new program: $15,400 per applicant.

Any investment dealers and distributors make in their drivers runs the risk that once trained, the driver will bounce to another company that pays slightly better. Point probably speaks for many dealers when he expresses the hope that loyalty is a two-way street.

“We had an employee recently who wanted to be a driver and said he needed to take courses. Our owner asked, ‘who do I make the cheque out to?’ While we don’t ask them to sign contracts, we do expect some commitment.”

That attitude does appear to pay off, at least at Gibsons. “Our drivers seem to stay with

us for years,” Point says.

Afifa Siddiqui has worked in the remote space for more than a decade. So, she has some perspective on the challenge facing so much of the working world today.

As CEO of Cronos Consulting Group—whose team of recruitment consultants works in the fields of IT, development, engineering, and analytics—Siddiqui manages remote teams across Canada that handle recruitment and payroll for companies overseas.

She admits that she finds her performance more effective working at home, and her team of 15 people is managing similarly under COVID. But she still has to maintain effective contact with them.

Staying in touch and keeping people accountable are big aspects of her role these days.

She has one call a day per team function, whether it be HR, data, etc. Pre-COVID, she could go from office to office and speak with the team members, to check on them and track their performance. She could see first-hand what they had up on their whiteboards and measure progress on projects and goals.

“Now, it’s really about providing the team with the structure and metrics to do their jobs better remotely.”

While she works at a team level to benchmark performance, she also digs down to the individual level to create metrics for each person. “Everybody I have working for me is smarter than I am,” she says. “But they don’t all have the organizational skills you think they should have, so keeping everyone focused on their metrics is a big part of my job. It’s important even for my senior people.”

She says even the most dedicated people “can get lost in this environment, so even they need help to stay on task sometimes.”

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. With 25-plus years of experience, she invigorates companies to see their people as exceptional so that, together, they can create a thriving culture where everyone belongs.

A recent Globe and Mail article claims that for those of us in Canada, the “Great Resignation” is not a real thing.

“Official” trend or not, I have clients in an unprecedented staffing crisis. For them, attracting, onboarding, and retaining top talent has never been more challenging. We need to talk about turnover and what to do about it.

Your biggest “competition” for talent isn’t necessarily other employers. You are at risk of losing your best people to the employee themself. Now, employees and leaders alike are making intentional choices about sticking with a company based on:

• Commute they can avoid

• Lifestyle they want

• Hobby they can turn into a business

• Side hustle they can scale up

• Team with people nicer to them

• Lifestyle changes they’ll make to compensate for less pay

In other words, people are redefining what career and life success looks like for them.

Employees, middle managers, and even executives are realizing they don’t have to sacrifice sleep, civility, lifestyle, focus, work-life balance, and happiness (among other things) in a role they climbed to because they thought they had to be there. The world of work is being redefined as you read this.

The Great Resignation—real or not—isn’t the issue. It’s a symptom.

Now, more than ever, we must pay close attention to employees to determine whether they find their work meaningful. Do they feel valued and appreciated, do their values align with the organization, and most of all, are they healthy and well?

These last 19-plus months have shown us that we have to cherish our health and decide what’s important to us. We are forever changed, and one of the first things to go was our assumptions about work.

By HR and health and safety consultancy Peninsula Canada

It’s the time of year dedicated to being with family and friends. However, for employers, it can be a very stressful time—especially when it comes to dealing with the overwhelming flood of vacation requests at once.

While it will be challenging to accommodate everyone, it is best to ask your employees to request their time off well in advance so you can have enough time to plan and accommodate accordingly. You can also create a vacation calendar. This will not only keep track of all dates but ensure you don’t have multiple employees off at the same time. If you are faced with more than one employee requesting the same time off, try to incentivize them to change their requested vacation dates.

It is also very important to be aware of public holidays. The remaining statutory holidays in 2021 occur during the holiday season—Christmas Day, Boxing Day (public holiday in Ontario only), and New Year’s Day. In 2021, all these holidays fall on a Saturday or Sunday.

As these holidays are on the weekends, employees in Ontario, British Columbia, and Alberta (where those days are working days) will receive a paid day off on Dec. 27, 2021, and Jan. 3, 2022. Additionally, Ontario employees will also get a substitute holiday on Dec. 28, 2021, to account for Boxing Day.

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.

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Marc Macdonald is the senior vice president of Human Resources at Lowe’s Canada. He spoke at the Hardlines Conference last month in Niagara-on-the-Lake, Ont. Dealers and managers from stores and suppliers attended from across the country in person and virtually. He talked about the importance of supporting workers with everything from food and days off to mental health supports. Here, in his own words, is a recap of Macdonald’s message at that event.

When the COVID-19 pandemic hit Canada, our priority was to protect the health and safety of our 26,000 associates and of our customers, all while continuing to serve Canadians who were counting on us to make their homes safe and comfortable. Nothing could have prepared us for that.

We worked tirelessly to make sure we were implementing new safety measures in stores, in line with the recommendations of public health authorities, which constantly evolved as they learned more about the virus.

Most importantly, it was about being there for our associates and listening to them, all while respecting the safety measures in place. We made it a point to have our teams visit our stores regularly to assess the situation and make sure we were providing them with the support they needed. Having our leaders lead by example and be there, on the floor, was paramount in reassuring our store associates, who represent 90 percent of our workforce, and keeping them motivated and engaged.

One key element during the first few months of the pandemic was communication. All our teams received daily communication with all the relevant information on issues such as new safety measures, guidelines, and company decisions. Another element was keeping our associates engaged and connected. We launched a series of initiatives designed to foster and preserve that sense of family across our network.

It was also important for us to provide concrete support to our front-line associates and show our appreciation for their hard work. We introduced monetary compensation and other initiatives, such as in-store food pantries to give store associates easy access to key food items.

One of the major side effects of this pandemic has been its impact on the mental health of Canadians. We reviewed our mental health coverage to broaden its reach, including expanding coverage to psychotherapists, making it easier for eligible associates to find help in a time where psychologists had long waitlists.

Another key part of helping our associates deal with the stresses of the pandemic was making sure they were taking time off. From the top down, we made sure our message was clear: we wanted our associates to take two weeks off during the summer to recharge their batteries and enjoy a much-deserved rest.

The pandemic challenged us as humans. It tested our resilience and highlighted the importance of mental health and our need to connect. It also highlighted the importance of ensuring the company’s HR function remained flexible, nimble, and empathetic.

If the pandemic reminded us of one thing, it’s how important our people are and how important it is to take care of them.

One aspect of working from home is the flex-time that comprises a typical workday. For many roles, a nine-to-five presence is essential, but for others, getting the job done can happen any time of the day—or night.

That flexibility can lead to a desire to fill extra time with another job, either a side gig that someone develops themselves or, more and more, people applying for, and getting hired at another job. For an employer, this might be considered the ultimate betrayal. But if the job is getting done, how does it matter?

A recent article in The Guardian describes how working at home grew during COVID, and how more and more people, whether dissatisfied with their current job or merely seeking to make the most of their time at home, have taken on one, two, and even three extra jobs.

If you feel you are paying your workers adequately and that pay should reflect their full working commitment, you will definitely not find a good fit for a moonlighting staffer. Especially in roles that require creativity or a commitment to growing the company, any spare time or energy for work should be directed to the job at hand.

The upside here affects both the worker and the job: the company could potentially benefit from that “extra mile” the worker takes, while those strategic ideas and that creative thinking can help boost an individual’s career within the company.

However, as the article points out, working for someone else could violate non-compete agreements. Likewise, the very fact that a worker is concealing something from their boss can lay a lot of stress on that individual. In an age where establishing a life-work balance has become more important than ever, taking on that extra job may feel like one is getting control of one’s life. But it could also jeopardize that individual’s ability to make the most out of their life in other ways.

This month we talk again with Zaida Fazlic, director, people and culture at Taiga Building Products, the national building materials wholesaler. This is the latest instalment in our occasional series with her on the topic of leadership.

Leadership used to be tactical, about delegating and measuring performance. But today it’s much more far-reaching than that, says Zaida Fazlic.

“One principle of leadership is servant leadership, where you realize it’s not really about you, it’s about them. When your people are empowered and when they do a good job, they make you look good. Then you’re successful.”

She stresses that the root of strong leadership is competence. “You have to know the job, how to get the job done.” But, she adds, a good leader must embody “integrity, trust that your word is reliable, that you have a good moral and ethical compass. It’s those two things—it’s competency and it’s character. And that’s where emotional intelligence fits in, with your character.”

Fazlic says that not having empathy can result in drama and tension, and it drains energy from a company and its team. “One of the components of emotional intelligence is self-awareness and self-regulation, being able to manage your hot buttons.” A good leader knows what makes you tick, what triggers you. “Are you about to have an emotional blow-up? Is that really productive?”

It’s important to “push that pause button” and determine if there’s a better way to deal with that situation. “That’s the self-regulation.”

But empathy does not mean weakness or tolerating poor performance. That only enables bad habits. Instead, look for ways to empower your people. “What can you do to help people and then hold them accountable? It’s really important to hold them accountable.”