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Innovation and culture: the strength of the Lee Valley brand

 

Jason Tasse, president of Lee Valley Tools, shared his insights on innovation and culture at the recent Hardlines Conference, held at the Fairmont Le Manoir Richelieu in La Malbaie, Que., last month. His discussion revolved around his philosophies of pride, presence, (being) practical, people (before profit), and play – at work and in the long game.

Tasse illustrated that Lee Valley’s culture is built on practicality, a people-first approach, and long-term planning. Leadership training emphasizes collaboration and emotional connection.

Tasse began his career at Lee Valley 29 years ago in his hometown of Ottawa, starting out in the lumber yard. He assumed the role of president on Jan. 27, 2021.

“I’m reminded of the privilege offered to me to lead, inspire, and guide,” he said during the conference. “I’m reminded of the countless individuals who have placed their trust in me knowing that the decisions I’m going to make, and the actions I’m going to take, are going to have a profound impact on our lives. I love my job. I love the people I work with and the brand I work for. I’m proud of this.”

Tasse also highlighted the cell phone ban policy during meetings to ensure everyone is focused and mindful. Lee Valley has a unique culture, he said. There is no minimum wage, employees do not work on commission, and the rate of layoffs is minimal.

“We’ve only had two layoffs in almost five decades for a retail company. That’s pretty impressive. Our people are encouraged to solve customers’ problems at the lowest cost to the customer, and yes, sometimes that means sending them down the street to a competitor because it’s the right thing to do.”

As part of his presentation, Tasse gave accolades to three employees who exemplify their commitment to the Lee Valley brand.

How IKEA Canada reduced turnover in 2024

 

To fuel the future growth of IKEA, the brand maintained its focus on recruiting quality talent while creating life-long relationships with its existing co-workers. Last fiscal, IKEA Canada saw a significant decrease in co-worker turnover rate, starting the year at 35 percent and ending at 24.5 percent, the lowest turnover rate in a decade and more than 10 percent less than the industry average of 37.4 percent.

IKEA Canada says it plans to continue this downward trend by focusing on the things that matter most to co-workers such as flexibility, financial tools and options, development opportunities, and mental health benefits. It also plans to boost wages and employ new technologies to improve retention and recruitment.

In 2022, across the company’s 600-plus stores and warehouses the quit rate fell to 17.5 percent in April, from 22.4 percent in August. In the U.S, UK, and Ireland, each departure cost IKEA $5,000 or more in rehiring and retaining costs, according to a Bloomberg article. In the U.S., the company’s quit rate is more than 70 percent higher compared to other industries, according to a 2022 McKinsey report.

Ask the HR Department: It’s officially fall now: How can I combat post-summer blues in my employees?

With the fall season underway, many employees face the “post-summer blues,” a period characterized by decreased motivation and productivity as the carefree days of summer give way to back-to-school routines. With shorter daylight hours and increased responsibilities, this transition can negatively impact team performance and engagement. However, employers have a unique opportunity to re-energize their workforce and set a positive tone for the busy months ahead.

To effectively manage this transition, a strategic approach focused on employee wellbeing, workplace culture, and engagement is essential.

Create a supportive environment: Recognizing the challenges of seasonal transitions is crucial. Employers should create a supportive atmosphere where employees feel comfortable sharing their feelings. Open communication enables organizations to provide necessary resources, helping employees combat burnout and restore their focus.

Encourage team building: Rebuilding team spirit after the summer season is important for restoring a positive work environment. Organizing team building activities can help employees to reconnect with one another

Offer flexibility in schedules: Remote work is rarely an option in retail environments. However, flexibility in schedules—if you can offer them—can significantly ease the transition. By supporting a healthy work-life balance, employers can help employees regain focus without the added stress of rigid schedules.

Set clear goals: One effective way to combat the post-summer slump is to introduce new challenges and establish motivating goals. Presenting opportunities for growth and learning encourages employees to re-engage and builds excitement about upcoming projects.

Promote wellness initiatives: Finally, launching or reinforcing wellness programs focused on mental and physical health can be especially beneficial. Offering wellness workshops or Employee Assistance Programs (EAPs) can help employees feel motivated, ultimately enhancing overall productivity.

By prioritizing these strategies, employers can combat the post-summer blues and help keep teams excited for the season ahead.

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.

Expert Advice of the Month: The effective coach knows how to hand over responsibilities

 

Tom Newton is an executive coach with 30 years of experience. As head of Trillium Executive Coaching, he emphasizes the universal challenges of leadership and team management. “The people and the challenges are the same,” he says. “The challenges of leading a team and navigating through the complexities of changing environments are always the same.”

Newton distinguishes coaching from mentoring and consulting by focusing on open-ended questions and confidentiality, which foster both performance and responsibility. When a person takes on new or expanded responsibilities, “the challenges of navigating that new team—managing and leading—are always paramount,” he says. The pressure to perform and meet targets can be overwhelming.

Often, Newton observes, people feel they must be the solution provider for others, believing they need to have all the answers. “I like to use a metaphor: imagine walking up a mountain with a full backpack. What’s in their backpack?”

This “backpack” includes the weight of team responsibilities and individual roles within the team. Newton explains that in some company cultures, employees can become accustomed to asking their boss how to handle certain aspects of their role. “A leader might say, ‘Let me show you how to do this,’ or ‘Let me tell you how to handle this.’ That can be enticing for the boss, because they get to share their knowledge.”

However, this dynamic can lead to dependence, where the leader takes on the burden of solving problems instead of encouraging independence. Newton equates this to putting more weight back into the boss’s “backpack.”

Coaching, he explains, provides a confidential environment that, by asking those open-ended questions, can prompt individuals to reflect inwardly and help them unpack and share responsibilities.

De-stigmatizing menopause: employers can support workers and increase productivity

 

A press release from the Menopause Foundation of Canada (MFC) highlights findings from its recent Menopause and Work in Canada report, which includes an economic impact analysis by Deloitte Canada. The report reveals that unmanaged menopause symptoms lead to approximately 540,000 lost workdays annually, costing employers an estimated $237 million in lost productivity.

Women face a total of $3.3 billion in lost income due to a reduction in hours and/or pay—or from leaving the workforce altogether. Two million Canadian women are between 45 and 55, the age range when most reach menopause, and this cohort is projected to grow by nearly one-third by 2040.

“This work is helping to dismantle the institutional bias that still exists within workplaces, preventing many women from reaching their full career potential. [In the] longer term we believe this will be key to Sun Life’s competitive advantage and that it will contribute to healthier societies in which we operate,” said Helena Pagano, EVP and chief people and culture officer at Sun Life, in the release.

MFC is calling on employers across Canada to join its “Menopause Works Here” campaign, which offers organizations free tools and resources, including a comprehensive workbook that provides simple and practical steps employers can take to create their own pathway to better support women at this stage of life.

Walmart Canada to invest $92 million in frontline associates’ wages and benefits

 

Walmart Canada has announced that the company is investing an additional $92 million in pay increases for eligible supply chain hourly and frontline management, and retail hourly associates.

“As a people-led, tech-powered, omnichannel retailer, we’re proud to offer wages that are market competitive or better—and our benefit plans are some of the best in the Canadian market,” said AnnMarie Mercer, chief people officer at Walmart Canada. “Investing in our people is an ongoing and important part of making sure we continue to attract great associates who want to stay and grow with us.”

The total compensation offering will include annual incentive bonuses aligned with company performance and comprehensive benefits coverage. Employees will also receive free and confidential 24/7 virtual care, employee assistance programs, and well-being programs through Telus Health and a 10 percent discount card for groceries and general merchandise. A deferred profit-sharing program and discounted stock purchase program are also being offered.

“These frontline investments are significant steps Walmart Canada is making on its ongoing journey to be the leading omnichannel retailer in Canada,” said Joe Schrauder, COO at Walmart Canada.

Earlier this year, Walmart Canada announced a $53 million wage investment in higher wages for store associates. ​In addition to pay increases, Walmart Canada also announced it will be investing in skills training and education offerings at no cost to the associate.

Ask the HR Department: I have a lot of working parents on staff: How can support them during back-to-school season?

As Back-to-school season is in full swing, as parents face the challenge of balancing their professional responsibilities with the demands of their children’s needs for the new academic year.

Employers have a crucial role to play in relieving some of that stress to ensure that their employees can manage both work and family obligations effectively. Below are some strategies employers can implement to support working parents during this busy time.

Flexible work arrangements: Offering flexible work hours can be very helpful. Allowing employees to adjust their schedules, such as starting earlier or later in the day, can provide them with the necessary time to handle school drop-offs, attend parent-teacher meetings, or address other school-related tasks.

Paid parental leave: While not specific to the back-to-school season, having a strong and paid parental leave policies can support parents throughout the year. For those who are new to parenting or dealing with significant school-related changes, knowing they have access to paid leave can reduce stress and improve their focus when they are at work.

Open communication channels: Encouraging open dialogue between employees and management can help identify and address specific needs. Regular check-ins and surveys can provide insight into the challenges employees are facing and enable employers to tailor their support strategies effectively.

Mental Health Support: Recognizing the stress that comes with balancing work and family, employers should offer mental health resources and support. Access to counseling services, stress management programs, and mental health days can help employees manage their well-being and maintain productivity.

By implementing these strategies, employers not only support their employees through a demanding season but also work towards creating a more inclusive and supportive workplace. Ultimately, investing in the well-being of working parents contributes to a more engaged and productive workforce, benefiting both employees and the business as a whole.

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.

Read more articles of our back issues of HR Advisor here…

Expert Advice of the Month: How perfectionism and comparison fuel inner emotional conflict

 

By Sarah McVanel

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.

“Perfectionism is a self-destructive and addictive belief system that fuels this primary thought: If I look perfect and do everything perfectly, I can avoid or minimize the painful feelings of blame, judgement, and shame.”—Brené Brown

As you can see clearly from this definition, there are a number of related concepts that we need to understand in order to manage perfectionism. It’s not like we can read a book and say, “Oh, I get it! That’s what perfection is! Now that I know, I can stop being so perfectionistic!” You can literally see how society reinforces and even fuels perfection.

Let’s take comparison, for example. We are meaning-making machines, and we compare ourselves to others. When I go into yoga classes, I have told myself, “You will not compare your practice to anyone else’s.” I know it doesn’t matter. I know it has no use. I know it’s the most “un-Zen” thing you can do, yet my brain goes there! “I’m not as bendy as she is.” “I wish I could touch my toes like he can.” “I wonder if I’d have the discipline the teacher has to do yoga teacher training.”

See what I mean?

Comparison is an enabler of perfectionism. Their co-dependency can be seriously unhealthy stuff. We can set an intention not to compare, yet our brain still does it.

It’s true that social media certainly didn’t help matters, as our smartphone is the Swiss Army knife of comparison. We look at pictures on Instagram, watch others’ lives on Facebook, compare our number of connections on LinkedIn, and even see how many more streaks someone has in Duolingo if we want! We have unending 24/7, 365-day opportunities for real-time data and fiction-fueling comparison.

Are you a perfectionist? Comparisons are not just external forces pushed down on us; they’re human foibles. That means we need to understand whether they’re immovable or if we can do something about them.

The ironic thing is that the more you are aware that comparison is inevitable and that being aware of it is key to keeping control over it, then perfectionism has a harder time digging its passive-aggressive claws into you.

  • The next time you look in the mirror, notice one thing you like about yourself.
  • The next time you talk to a friend, listen and take in a compliment they give you.
  • The next time you sit across from your boss, rave about a win you’ve had.

Let’s look at where comparison is normally a weight or a burden. Acknowledge it. Name it. Notice it. As a result, it may become the very place where you find greater levity, lightness, and enablement.

This is our shared human experience, and therefore, the fact it’s so fickle makes it so fascinating. Comparison connects us all; therefore, we don’t need to make unhealthy comparisons—but rather understand that they are reactionary fiction.

How ‘Respect, Recognition, and Reward’ are powering this store’s HR strategy

 

Wilson’s Home Hardware Building Centre is celebrating its 100th birthday this year. Dealer-owner Mike Wilson recently told Hardlines how the business has passed the baton through the four generations that have owned the business.

Patriarch Fred Wilson purchased the original store in 1924 and ran it until his sudden death 20 years later. Fred’s 19-year-old son, Walter “Buzz” Wilson, then took over the reins. Buzz brought the business under the Home Hardware umbrella shortly after that group’s founding in 1964. He also oversaw its expansion, buying up neighbouring stores.

In 1988, Buzz passed the torch to his eldest son, David, who transitioned the business from general retail to an LBM specialist. It was under his watch that Wilson’s adopted the Home Hardware Building Centre banner. David’s son Mike joined in 2008 and has been at the helm since 2013.

“That history is not something I take lightly,” Mike Wilson reflects. “I know that I stand on the shoulders of giants.

“When you watch your grandfather and your father lead a business and contribute to building a community, you learn that there’s something very special about small-town family hospitality that’s delivered in a very professional way,” he told CTV News.

In the fall of 2023, Home Hardware Stores Ltd. honoured Wilson’s Home Hardware Building Centre with its Walter J. Hachborn Store of the Year award for the second time (it previously won in 2005).

As in any retail setting, a top-notch staff is indispensable. Wilson’s pushes hard on training and retention from the moment team members come on board. Job shadowing and one-on-one coaching are standard features of the formation of new employees.

In return, full-time team members get group health insurance, RRSP matching, and five personal paid days each year, as well as a day off for their birthdays. The order of the day when it comes to retention is the “three Rs:” Respect, Recognition, and Reward.

With an eye on succession, Gibson CEO gets outside help in mentoring family

 

Michelle Chouinard-Kenney has a unique perspective on mentoring in a family business. She is the CEO of Gibson Building Supplies, a chain of eight outlets based in Aurora, Ont., and she has three sons who work in the business.

One of them is working to become CEO one day. But she admits that she’s not the right person to mentor her son. As the second-generation leader of her family’s business, she reflects on her own transition to the top job with characteristic honesty: “It was poor. It was not planned well.”

She aims to do better when it comes time to hand the company to the third generation.

“I don’t think I would be the best mentor for my son. We are currently in the process of selecting a mentor for him. I am his mom first. I know he has learned our core beliefs and core values. So, we have selected someone to mentor him in a professional capacity, someone from whom he can learn the things that, necessarily, I might not be able to teach him.”

With a staff of 160 employees between both Gibson Building Supplies and Chouinard Brothers, the roofing firm that the family also owns, Chouinard-Kenney is always thinking about the next generation of leaders.

She has been leading the firm since 2009. She says her leadership style is “more reserved” than the generation that came before her. “My father was very hands-on and tactile in his approach to mentorship. I am very okay with people making mistakes, then helping them work through their mistakes. But there are some leaders that like to stop the mistake before it happens. For me, if it doesn’t create a financial crisis, I think it’s better to let my staff find their own solutions.”

Succession planning is one of the biggest hurdles facing many of this industry’s independent business owners. Chouinard-Kenney recommends starting that planning now. “There are conversations that we have now because 10 years creeps up quickly. At 60, if I am looking to retire, who’s succeeding behind me?”