After a distinguished career in the building supply industry, most recently as president of Calgary’s The Cedar Shop, Mitch Wile has transitioned from his position to pursue an exciting new chapter. While his retirement marks the end of his corporate role, it also signals the beginning of a bold entrepreneurial journey.

Wile is now channeling his expertise into BRT (Business Round Table Leadership Inc.), a dynamic training initiative aimed at driving growth and excellence in the building materials sector. Having quietly piloted the program over the past three years in the Calgary market, he has plans to expand its reach across Canada in 2025.

With more than 30 years of management experience in the building materials and construction industries in both Western and Eastern Canada, Wile has worked with leading companies such as Kenroc Building Materials, Winroc/SPI, LMT Group, and Emco Waterworks. His tenure as president of The Cedar Shop earned significant recognition, including a 2023 Hardlines Outstanding Retailer Award for Best Contractor Specialist Store, and being named one of Calgary’s Top 20 Business Leaders by Business in Calgary magazine.

BRT’s unique training sessions are designed to go beyond traditional presentations. Delivered in a collaborative group setting, the program fosters open dialogue and idea-sharing among participants, focusing on best practices and fiscal responsibilities critical to managing or owning a business. Included are hands-on training practicums, offering in-depth operational analysis, and the development of tailored strategies for business growth.

In addition to group workshops, BRT also provides ongoing mentorship and practical support to participants in implementing strategies for their business. This includes financial reviews, as well as discussions on expanding vendor partnerships for mutual benefit.

Wile envisions BRT playing a pivotal role in advancing independent businesses within the industry across Canada. The BRT website will feature an interactive Learning Management System (LMS) which will enable companies in remote areas to participate in the program.

In an effort to foster the development of employees and provide them with the tools they need to grow, RONA has recently launched a Leadership Experience program for store managers, created by the company’s Training Team.

RONA’s Leadership Experience program is a 2.5-day learning journey for managers to develop management skills, explore different aspects of leadership, share their experiences, and gain access to practical tools they can use every day.

The program addresses key personal, team and corporate skills that every manager should develop to ensure their successful development as well as that of their team. “We have decided to offer this program to our store managers in priority, as they are the ones with the highest and most direct impact on our store associates and customers. The aim is then for all managers within the organization to benefit from this program to establish a common leadership culture,” says Kim Forgues, chief human resources officer at RONA inc.

Five groups, including two pilots and three cohorts, have already benefited from this training adapted to their reality, and other cohorts will soon have the chance to take this course.

The first manager cohorts to participate were from Ontario, Quebec, and Western Canada.

Seasonal changes, particularly the darker, colder months, can have a significant impact on employees’ mental well-being. The phenomenon often referred to as “seasonal blues” can lead to decreased motivation, lower productivity, and a sense of isolation. For employers, supporting staff through these challenges is vital for maintaining a healthy, engaged workforce.

It’s important to acknowledge the impact of seasonal changes on mental health. Creating an open environment where employees feel comfortable discussing their feelings is key. Encouraging open dialogue about well-being can help de-stigmatize mental health issues and show employees that their concerns are taken seriously.

Employers can also offer flexible working arrangements. The darker days can make commuting more difficult, and the added flexibility of working from home or adjusting work hours can help to relieve stress. Providing employees with flexibility over their schedules promotes a better work-life balance, helping them cope with the seasonal shift.

Another way to support staff is by creating a sense of community in the workplace. Winter can be isolating, and team-building activities can combat loneliness and boost morale. Offering social events, such as winter outings or virtual coffee breaks, can strengthen connections among employees and create a sense of belonging.

Additionally, employers can encourage physical activity. Exercise is proven to improve mental health, so providing gym memberships or organizing wellness challenges can motivate employees to stay active during the colder months. Furthermore, offering resources like counseling or employee assistance programs gives staff access to professional support if they need it.

By recognizing the signs of seasonal blues and offering tangible solutions, employers can create a supportive environment that helps employees stay mentally and physically healthy, regardless of the season.

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.

Donald Cooper is a Canadian based international business speaker and coach specializing in effective management, delivering extraordinary customer value and experiences, and innovative marketing. He assists companies throughout the world to add more real value to their customers’ lives and is a member of the Canadian Speaking Hall of Fame.

Every industry and every market is over-served and under-differentiated. Whatever product or service you sell, there are others that sell the same items, and everyone charges approximately the same price. The challenge is to differentiate yourself in a way that matters to your target customers.

One of the biggest complaints from businesses around the world is that there’s no such thing as customer loyalty anymore.

People are loyal to what’s best for them, or what they assume is best for them. This simple truth helps transform business from weak whiners to powerful, proactive value creators and market leaders.

Are you the clear and compelling wise choice for your target customers? Are you best for them? If not, do the work.

What compelling functional, emotional and financial value will you create and commit to consistently deliver that will grab your target customers, clearly differentiate you from your competitors, make you famous and grow your bottom line? That’s what it takes to deserve loyalty.

Then, when you’re doing the ongoing work, you need to effectively and consistently communicate your compelling value story in everything you do.

What do you need to do or improve, or stop doing, starting now, to be the clear wise choice for your target customers? What decisive action will you take? Get specific about what will be done, by whom, by when, at what expense, with what measurable outcomes, measured how and rewarded how to become the clear wise choice?

Economic uncertainty puts immense pressure on the workforce, with legislative and political shifts adding complexities to supporting employee wellbeing and, by extension, overall organizational performance. These are some of the findings of a new study from McLean & Co.

Trends Report 2025 Review indicates that it’s increasingly important to have a well-aligned HR strategy in place to enhance departmental performance and adaptability to future changes, such as sociopolitical, economic, technological, and environmental shifts.

The pace and volume of change in today’s business environment puts immense pressure on HR organizations, according to McLean & Co.’s findings. “In strategic HR organizations, priorities are driven not just by HR’s own agenda, but by the objectives of the entire organization,” says Amani Gharib, PhD and director of HR Research & Advisory Services at McLean & Co. “This alignment ensures that HR initiatives support and enhance the broader organizational strategy, enabling HR to contribute meaningfully and adapt to evolving business needs in an unpredictable and ever-evolving future.”

When HR’s priorities are well-aligned with the broader organizational strategy, says the report, HR is 2.8 times more likely to be highly effective at providing a great employee experience, and 3.3 times more likely to be highly effective at shaping a strong organizational culture.

Additionally, when HR teams are highly effective, their organizations are more than two times as likely to be high performing in workforce productivity and innovation.

(From left) Steve Urchison, Cloverdale Paint Inc.; Joelle Cohn, National Hardware Show (sponsor); Richard White, manager, Cloverdale Store #71, Saskatoon.

How did the team at Cloverdale Paint store 71 earn a 2024 Outstanding Retailer Award (ORA) in the category of Best Hardware or Paint Store? In large part by infusing the company’s core values into their own core purposes at branch level­­­­­­­­­­­­­­—and by focusing attention on employee development opportunities.

The Saskatoon store’s management say they use the simple phrase, “We’re here to make good things happen for other people,” according to their ORA submission. “We use it in how we treat our customers, the sales team, and each other,” says store manager Richard White. He also indicated that “This is our ‘Why.’ This is your job description. Do this and you will be successful.”

Cloverdale Paint believes that investing in employees’ growth and development is not just beneficial individually, but also for the organization’s overall success and sustainability. Training initiatives are designed to empower employees, helping them reach their full potential, and achieve their professional goals with the help of Cloverdale’s Learning and Development team.

Cloverdale offers personalized learning paths and career objectives. This is done through assessments, feedback sessions, and one-on-one consultations, resulting in a customized development plan to support employees’ professional goals.

Besides learning opportunities (including online courses, workshops, seminars, conferences, and peer-to-peer learning sessions), technical skills and leadership development programs are also offered. Additionally, the company has a mentorship program to match employees with experienced leaders who provide guidance, support, and insights to help them navigate their careers and overcome obstacles.

“Our commitment to learning and development has significantly benefited both our employees and our company,” White said. “We have observed improved employee engagement, higher retention rates, increased productivity, and a more competent and adaptable workforce capable of driving innovation and accomplishing our strategic goals. By placing a high value on learning and development, we attract highly skilled individuals and enable our employees to succeed and grow in their careers.”

Fair renumeration is also considered. Annual cost-of-living increases ensure staff can support themselves financially, and a deferred profit-sharing plan can provide eligible employees with an opportunity to share earnings. A company-paid benefit package and merit-based wage increases are also offered.

“Investing in our staff is one of the many reasons why Cloverdale Paint is able to retain staff for numerous years,” said White. “Employees can pursue their passions with the support of the organization, without limitation.”

The holiday season has arrived, bringing with it the much-anticipated office holiday party. These events are a great opportunity to unwind, celebrate the year’s, and embrace the festive spirit with colleagues. However, while they can be fun, it’s crucial to maintain professionalism, even in a celebratory and informal setting.

Holiday parties come with an increased potential for mishaps, and both employees and employers should take steps to avoid them. Here are some strategies to ensure the party remains enjoyable, while maintaining respect and professionalism.

Control alcohol consumption. An open bar is often a highlight, but it can lead to problems. While it’s tempting to indulge, excessive drinking can lead to regrettable actions or comments. Alcohol-related incidents, such as inappropriate behaviour, can quickly damage your professional reputation. For employers, it’s important to note that alcohol often contributes to workplace harassment. To mitigate this risk, employers can set limits on drinks or provide a drink ticket system, helping maintain a controlled environment.

Follow company guidelines. Even though the holiday party may feel like a break from work, it is still a company event. Maintaining professional behaviour is essential, which means respecting company policies even in a social setting. Employees should treat colleagues with respect, keeping boundaries in mind. Employers should be clear about expectations beforehand, creating a positive and respectful atmosphere for all.

Social media. It’s important to respect privacy and avoid posting anything that could harm someone’s reputation or the company’s image. Employers should have a social media policy to outline what is appropriate to share, especially regarding alcohol or embarrassing moments.

By balancing fun with professionalism, employees and employers can ensure a successful and memorable holiday party that everyone enjoys.

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.

Structuring stories builds credibility, engages audiences, and addresses fears. “Humans learn through storytelling,” says Paul Huffman, executive director of TalentHunt, and Lumber and Building Materials Association of Ontario (LBMAO) board member. “In the recruitment world you want them to want the role or come join your company to show expertise.”

In his example, Huffman describes his work with Home Hardware Stores Ltd. to recruit positions within the company, establishing clear storytelling to show off Home Hardware as a place to work, to attract employees from a wider geographic area to its head office in St. Jacobs, Ont. “[I used] my network within building materials and the category to tell the story of Home Hardware, the journey they were on, and show the candidate where it could take them in their career.”

Where employee retention is concerned, Huffman says to “[set] trust right from the beginning. That starts with the job description.” Job descriptions have become templates people use that are boring and ineffective, he says. “Often 75 percent of what is in there is not actually what the job is. People get into a job, and they think, ‘Geez, this is different than what was on the job description.’ And inherently, you have already lost trust, and that is when you start to see retention issues.”

Social media can help build credibility and attract candidates, especially from younger generations. Stories can be told on a website, through a video on a career page. There can be testimonials from current employees. The video can walk people through case studies of someone’s career track.

“There are a lot of things you can do beyond having a verbal story. But when you combine all those things, and then, once you have the people in there, treat them well, treat them with respect, give them opportunity for growth. That becomes your story that everybody knows.”

When a position opens up, internal referrals will come in, “because everybody who is working there enjoys it. They are referring friends and colleagues. Your recruitment funnel starts to fill up.”

The impact of storytelling leaves a positive impression even if the candidate is not hired. “It leaves a positive impression about your organization.”

When your store is more than 300,000 square feet in size, a lot of people are needed to work there. And that can mean a lot of employee turnover.

That’s the case for IKEA Canada, which has 14 giant locations in Canada. With 380 staff, the Etobicoke store in Toronto’s west end is no exception. That’s why the company has been working in recent years to develop ways, not just to cater to its customers, but to its workers, as well.

Hardlines was invited to take a tour of the Etobicoke store recently and see firsthand what IKEA has been doing to get and, more importantly, to retain workers.

Taking care of employees begins with their first day on the job. According to Wanda Arnott, human resources manager at IKEA, new hires get shadowed from the start. “The first day, co-workers are assigned a buddy, and the buddy is with them for at least the first five shifts, which gives them a very detailed learning journey for the first three months about what they need to understand, to learn.” With that support, new staffers “don’t feel alone.”

She added that the camaraderie is further encouraged at lunch. IKEA is renowned for its restaurants, which are good locations for workers to gather. The purpose, said Arnott, is “that we all mingle together. And it really does feel like: ‘What a big family!’”

And that attention continues year-round. Said our next tour guide, Grace Museitef, IKEA’s people and culture manager: “At the beginning of each fiscal year, we create something called a co-worker experience calendar, where we map out different events throughout the year for co-workers, along with cultural events that are relevant to our co-worker base.” Museitef used November (when our tour took place) as an example of how to celebrate and acknowledge the diversity of the workforce. “We celebrated Diwali at the beginning of the month. We brought in special treats for all the co-workers. We also participated in take-our-kids-to-work day,” she adds.

Given the number of new Canadians who get hired at the Etobicoke store, IKEA makes sure to offer a program that better helps them understand the opportunities available in their new country. Called Canada Life, the program includes “an information session to talk about the different things that are available through Canadian life to our co-workers.”

Keeping to IKEA’s commitment to health and well-being, the company has been using a program called Next Gen.

“It’s a program that we have for co-workers who want to grow with IKEA and take on more responsibility and develop into a leadership or specialist position,” said Museitef. Over the past four years, 30 employees at the store have participated, and half of them have moved up from previous roles.

“I’m happy to say that 50 percent of them have stepped into leadership positions, taken on more responsibility, and this program also gives them an opportunity to have mentors—peers that they work with and really take care of them.”

A lot of changes have taken place in recent weeks at the head offices of TIMBER MART. The national buying group has filled out its ranks in anticipation of the departure next year of the group’s vice-president of distribution and trading, John Morrissey. But the noteworthy aspect of all the appointments is that they represent hires from within or of people who have already worked with TIMBER MART.

And that suits CEO Bernie Owens (shown above) just fine.

“At TIMBER MART, we believe in hiring from within, when possible, and pursuing progress through people, because it nurtures our positive company culture and values,” Owens says.

TIMBER MART represents hundreds of independent member-dealers across Canada, each of which has built a culture based on the values of its owners. Those home-grown values are what Owens wants to reflect at TIMBER MART’s own head offices.

“We believe that by providing our employees with opportunities to grow within our organization, and by investing in them, it not only eliminates the risk of external hires not being the right fit but also offers several advantages,” Owens says. “Recruiting, hiring, and training employees is not easy and by doing so from within we reduce the knowledge transfer time from one employee to another, motivate and engage our employees by investing in them, unlock their creativity and true potential, and foster teamwork.”

Kurt Norlen was recently promoted to TIMBER MART’s top lumber procurement job as director of forest products trading. He was formerly national procurement manager. With over 30 years of experience in management and building material sales, he joined TIMBER MART in 2013. At the same time, the group’s national hardware procurement manager, Shawn Ettinger, was promoted to the role of senior national procurement manager. He’s been with TIMBER MART since 2019.

Other changes at TIMBER MART included the promotion of Phil Temple to the national role of director of member services. In addition, Carolanne Olivier has joined the group as national advertising manager. She came over from TIMBER MART’s ad agency, Sims Advertising, where she’s worked for the past seven years on the TIMBER MART account.

“In recent years, we’ve witnessed companies lose the essence of their corporate cultures that once formed their foundations, due to outsourcing their talent and ultimately not being successful in transferring the knowledge and experience from within to external hires,” says Owens.

He stresses the importance of keeping new and existing staff closely aligned with an organization’s values and culture, which will position them for success throughout a career within the company.

“Communicating early on with our staff about retirement timing, identifying likely successors, providing developmental opportunities, and using transition periods that allow for knowledge transfer from the previous generation to be imparted to the next one are all key to ensuring positive employment life cycles,” Owens said, “and that our organization continues to operate seamlessly despite transitions.”