It’s one thing for a retailer to tout its affordability for customers. And offering financing terms can be a useful tool to support that stance. But how about providing financial literacy to help consumers manage the money they’re investing in your products?

That’s exactly what IKEA Canada is doing. Financial services are now available in IKEA Canada stores nationally. In keeping with the company’s desire to make life more affordable for Canadians, IKEA Canada is collaborating with Royal Bank of Canada to launch purchase financing to its customers called “PayPlan by RBC.”

This pay-over-time program gives in-store customers access to financing with no hidden fees, says the retailer. It’s now available at IKEA stores across the country, with additional plans for online customers to be able to access PayPlan by RBC purchase-financing starting this month. It offers customers flexible payment options at rates ranging from no interest to 9.99 percent.

Canadian residents over the age of majority in their province of residence are eligible to apply for a PayPlan by RBC instalment loan and will receive an immediate decision following a soft credit bureau inquiry that doesn’t affect their credit score.

But it’s not stopping there. The company is committed to supporting the financial wellbeing of both its co-workers and customers. In support of the development and launch of IKEA Financial Services, IKEA Canada has integrated financial literacy tools and training available through the McGill Personal Finance Essentials course for co-workers across the organization.

It’s a free online course and features segments that include an introduction to personal finance, tips on budgeting and saving, and how to understand debt and how to borrow money. There are also segments on investing and understanding real estate. There’s even a bonus module on cryptocurrencies.

(To discover more about McGill’s personal finance tools, developed in association with RBC and The Globe and Mail, click here.)

Photo courtesy of Pet Valu

Farheen Visram is director, talent and training, at Pet Valu, Markham, Ont. This specialty pet retailer has grown to over 600 stores, making it the largest pet store chain in Canada.

Pet Valu has to hire very high-quality staff. After all, it faces fierce competition, at often lower prices, from box stores, WalMart, grocery stores, and, yes, hardware stores. Pet Valu needs pet lovers and pet experts on its staff. Visram shared, at a Retail Council of Canada human resources conference earlier this year, how it gets them.

The days of getting hired in a retail role, being handed the corporate folder, then being dropped onto the retail floor to fend for yourself are over, Visram says. “We have to rise to the challenges of long-term growth in our workforce.” That starts with a Pet Valu training program that motivates, educates, and persuades employees that there is a potential lifelong opportunity at Pet Valu.

The company has established a program to develop staff as “ACEs.” They are Animal Care Experts, a designation that is attained by employees after months of study at Pet Valu. Visram explained what the process of training frontline staff involves.

Every employee at Pet Valu who reaches the 180-day mark, with self-paced learning online as well as manager training along the way, has a graduation ceremony. Training involves animal health, animal psychology including problem behaviours, nutrition, accessories, and services.

“We’ve got ACEs that are now owners of franchises,” Visram said.

But one of the things that is most difficult to teach—whether in the pet industry or in hardware and home improvement—is how to sell. “Coaching people on how to sell is not as easy as we thought,” Visram admitted. “We found that managers are saying, “I know how to sell the products but how do I communicate that?”

So Pet Valu has ramped up its personal sales training, to coach the coach. “We start with our managers. We need to make sure they are well equipped to talk about the growth opportunity.”

By HR and health & safety consultancy Peninsula Canada

Home improvement retailers are familiar with the need to rely on seasonal employees. It helps meet customer demand without stressing out staff or affecting service quality. Although seasonal workers are only typically hired for a short period of time, this type of employment still poses many questions. It’s essential for employers to have the right policies in place to avoid any workplace issues.

Do seasonal workers need to have an employment contract? Employment contracts are still needed, even for a brief term of employment. Contracts benefit both the employee and employer as they paint a clear picture and help to avoid confusion of what is expected, especially surrounding the duration of employment for seasonal workers.

What rights do seasonal workers have? Seasonal workers are protected under the same legislation 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.

How important is it to be clear on job expectations and responsibilities? There are significant risks associated with not clearly outlining the duration of employment. The employer may be liable for more notice of termination (or pay in lieu thereof) than expected if they don’t have a clear contract in place. They may be at risk of constructive dismissal if they lay off the employee between seasons without their employment duration.

In other words, without clear and unambiguous direction, the employee may think it’s a permanent position rather than seasonal and take the seasonal layoff as an indication that they are being terminated or constructively dismissed. Critically, if employers don’t take necessary steps, courts and tribunals may agree with the employee.

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 SMB 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.

Laura Freeman is executive vice-president of human resources and chief human resources officer for Orgill Inc., the Memphis-based hardware distributor that serves independent hardware and building supply dealers worldwide, including hundreds in Canada.

The value of taking care of employees can’t simply be addressed with attitudes or platitudes. Your managers need the skills to push awareness and sensitivity down to the shop level. For Laura Freeman, who heads up HR for Orgill Inc., that means a dedicated program of training the trainers.

“How do we help train and educate our managers? It’s interesting at Orgill, because historically someone who’s a really great employee gets to be the manager,” she says. But the sales skills or engineering skills that get those individuals to the next level don’t necessarily prepare them with the people skills to round out that new role.

“We’re doing a pretty large effort around helping train our managers and our supervisors who have day-to-day contact with our employees.”

Freeman says a new initiative to train supervisors and managers being rolled out at Orgill’s distribution centres. Curriculum in the new program spans a range of different competencies that are important for leading their teams effectively and “helping them be successful with the workforce.” That includes an extra full day for new hires during the onboarding process that puts the manager in a shadow role on the shop floor. The result, says Freeman, is a better connection with new hires—and increased retention.

And the program is not a one-time thing. “You have to go back and reinforce it,” she stresses. Yes, it takes some additional time, but it doesn’t really add costs and the return on that investment of spending a bit more time with those hires over the first 90 days has increased retention.

The Whirlpool appliance brand is working with a specialized service provider to implement disability inclusion training for Whirlpool retail salespeople.

Through this new offering, retail sales associates will be taught about how leveraging technology can help autistic and neurodivergent people gain independence in their daily lives through an app called MagnusCards. This app was developed by Magnusmode, a company dedicated to creating practical tools that enable neurodiverse people to participate in the world in more meaningful ways. Founder Nadia Hamilton was inspired by her autistic brother to create Magnusmode.

MagnusCards provides digital, step-by-step visual guides to support home and community living for autistic and neurodiverse people worldwide. A special “Disability Empathy Training Module” is a course that puts an empathy-first focus on customer service training. It equips trainees with the necessary tools to create an inclusive environment and to understand the needs of neurodivergent customers.

The tools include active listening techniques and effective communication strategies, while also providing examples of harmful and inclusive language and unconscious bias. The course also features interviews with individuals with various disabilities that provide real-life examples to illustrate course concepts.

“As the exclusive homecare sponsor of Magnusmode in Canada, we’re thrilled to announce the third year of our ongoing collaboration with the introduction of the Disability Empathy Training Module,” said Mareike Greve, senior manager of brand experience at Whirlpool Canada. Greve’s company is committed to providing an inclusive environment for all its customers and employees, “and by introducing the Empathy Training Module for retail sales associates, we can help better ensure a culture of empathy and understanding that benefits all.”

The training module will be tailored to retail locations, identifying unique barriers to inclusion in various retail environments. Magnusmode will be responsible for oversight and management of the project. Upon completion, a custom-designed course completion badge will be provided to all trainees to build pride and employee engagement around accessibility.

Environmental initiatives can play well with customers. But do they matter for your staff? When RONA inc. got named as one of Canada’s Greenest Employers last month, we called the retailer to find out how the various initiatives RONA undertakes matter to their employees.

Especially since the company won for the fourth year in a row.

Canada’s Greenest Employers is organized by Mediacorp. Home Depot Canada and IKEA Canada were also on the list. The national competition celebrates employers who stand out for their sustainable development initiatives and environmental awareness efforts.

One of the measures in the competition is the participation and degree of involvement of employees in the company’s programs.

While proclamations and achievements such as this one play well with the media and even the shareholders, do they matter to customers? According to Mélanie Lussier, senior director, communications, public affairs, and sustainable development at RONA inc., the answer is a hard “yes.”

“Our employees are committed to making a difference, and we rely on their active and enthusiastic participation to carry out our projects,” she says. “For example, in 2022, RONA launched its brand-new ECO Squad in corporate stores, made up of employees who are motivated to play an active role in helping the organization achieve its environmental goals.”

Lussier says the green awareness and energy come from right down on the store floor. Staff gets behind these initiatives and make them happen.

“This recognition is mostly due to the excellent work and commitment of all our associates. They contribute to the achievement of our ambitious environmental goals and to the continuous improvement of our practices. Our presence in this ranking shows that our efforts are paying off. Many thanks to all of our associates for their invaluable contribution!”

The effects of such green efforts are positive for both existing and new hires. “Creating a culture of sustainability that reaches all areas of the company is very important to us at RONA,” Lussier adds. “It is something that resonates strongly with our employees and with potential candidates since they care about partnering and encouraging responsible businesses.”

By Michelle Ann-Zoleta, Health & Safety Manager at Peninsula Canada

April is National Stress Awareness Month, and it brings attention to the negative effects of stress and how to best manage it. In today’s fast-paced world, it comes as no surprise that workplace stress is a common challenge. If left unmanaged, it can take a huge toll on one’s mental and physical wellbeing. However, there are effective strategies that employers can take to help reduce stress in the workplace.

What causes stress in the workplace? There isn’t only one cause of stress in the workplace. It depends on the nature of the job and the way the individual handles their stress. However, there are common factors across within workplaces that can contribute to feelings of stress.

Some of the examples include:

• Workload
• Lack of training and/or preparation
• Role conflict (conflicting job demands, too many roles, multiple supervisors/managers)
• Lack of clarity about job expectation and responsibilities
• No work/life balance

What can employers do to address stress in their workplace? It’s important to note that a stress-free workplace benefits your business by reducing employee turnover and boosting workplace morale and productivity.

Below are five ways employers can address stress in the workplace.

1. Normalizing the conversation surrounding stress will help staff feel comfortable talking to their managers about how they’re feeling.
2. Employers should assess the workplace for the risk of stress.
3. Check in with staff on how their job is going in terms of deadlines, tasks, responsibilities, and see if you can provide additional resources or help.
4. Recognize and celebrate good work.
5. Offer an Employee Assistance Program (EAP) to support the mental health and wellbeing of your staff.

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 SMB 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.

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.

Asking why folks are resistant to returning to the office, even after “all this time,” can help you to understand why someone might quit even when things are going well. Conduct “stay interviews” and learn what is threatening your retention.

Traditionally, people put up with a lot as part of working for a living, but in Covid, we saw other impacts. An example is the commute and all its downsides—taking time away from family, fatigue, not spending enough time exercising, maybe even some anxiety—and suddenly, it is not “why are they resisting our HR policies?” It’s a request for support of a healthy work and life.

Expectations of Flexibility at Work. We have all come out of Covid and have forever changed. You cannot go through the biggest health crisis of your lifetime without having had, as psychoanalyst Dr. James Hollis calls it, “a meeting with ourselves.” Not everyone has an intention to stay so firmly rooted that it’s impossible to shake. And we HR folks know that intention to stay is one of the best predictors as to whether there is looming turnover.

Think about it: What about professionals struggling to make a living wage? What if the rising cost of groceries paired with the gas bill makes the decision for them to work closer to home? What if they don’t get their mojo back post-Covid, and they’ve lost their sense of purpose and passion for the work? What if they’re looking for a role that gives them more satisfaction personally?

Whether you’re reading this as an employer, a middle manager, an HR professional, or an individual contributor, we all know folks are asking themselves questions like:

• What is this job worth to me? What is it costing me?
• What is this job giving me? How is it fueling me?
• What gives me meaning and spirit? Am I getting it here?
• Who is important to me? Does work make me feel more connected?
• Am I safe here, getting to work and getting home?

Asking questions like the ones above helps get a picture of why people stay and how likely they are to stay.

Stay Planning. Guess what? When you ask questions like “What makes people stay?” you find answers that were there all along and that you can now act on.

We’ve been building Stay Plans with our clients in 2024. With a bit of prep and a powerful mix of folks, we facilitate a one-day process where a one-page Stay Plan maps out one clear “reason to stay every day” elevator script, clarity of the burning platform, the max three priorities to fix turnover, the outcome and process measures to track progress, and a list of quick wins across all 10 phases of the employee experience journey.

(If you’re unsure why folks would stay or how to build a plan to solidify stay in your organization, we should talk. Book a chat with me. Let’s see how we can make 2024 the year of stay.)

Can bosses get too particular about their team’s duties? And can that behaviour be a deterrent to that team’s capabilities—and their well-being? You know it can! A recent article posted by CNBC reported on a presentation made by one of the biggest bosses in the U.S.: the former president and CEO of IBM, Ginni Rometty.

Rometty spent almost 40 years at IBM, including the last eight in the top job. By her own admission, she was a perfectionist, and it took years for her to see the drawbacks to that behaviour. Speaking at the World Business Forum, she shared how she spent years sending work back to her staff filled with corrections and suggestions for what she thought would be better. As she tells it, she thought this kind of clarity, finding and correcting mistakes, would make her people better.

But a colleague finally pointed out that such actions were demoralizing. Rometty was told that her team didn’t want to try hard if the boss was only going to change and “fix” everything they submitted. “That’s pretty disabling for people … I was disempowering them. Of course, it was never my intent, but I learned to stop it,” she told the audience, according to CNBC.

“Perfectionism is the enemy of progress,” she said.

Like Millennials, Gen Z values work-life balance and meaningful work, and has a reputation for changing jobs fairly easily. Employers can use this to their advantage by leveraging their strengths to attract young workers from the competition. Members of Gen Z also share some common anxieties with Millennials, especially in this time of high inflation and rising prices, according to leadership coach Nicole Gallucci.

“Am I ever going to be able to afford a home? What kind of family am I going to be able to afford to raise in a dual-income environment? How are my partner and I going to figure that out?”

Gallucci, the author of Life Blueprint: a step-by-step guide for creating an extraordinary life, knows these generations well through her work teaching marketing at two Ontario colleges. She says Zoomers are “literally grappling with all of these challenges, and at the same time, they’re also trying to figure out, ‘what do I want to be when I grow up?’—as we all are!”

On the other hand, Gen Z exhibits a stronger preference for the community feeling of an office space, as opposed to the Millennial penchant for remote or hybrid setups. They also use professional networking websites like LinkedIn less than Millennials do, and their technology use overall is more mobile-centric.

Gallucci says that Gen Z is on the vanguard of confronting trends that will impact the workplace as a whole such as Artificial Intelligence, which she calls “a remarkable tool” but not “a replacement.”

The rapid development of AI, she says, is “amazing, but it’s also something to be a bit apprehensive about for so many in this generation—I would say so many in every generation,

but I think this generation is going to be the one who literally leads the charge on it, decides how it’s going to get used.”

While it may be daunting, Gallucci says we have been here before, pointing to the massive industrialization and technological advancements following the world wars, among other examples. “We’ve gone through these rises and falls of new technologies. Look at the dot-com explosion: everybody panicked when dot-com came in because, are we going to lose our jobs?

And we didn’t. We just found other ways to work.”

Gallucci doesn’t shy away from the angst this process can induce, including for Zoomers.

“They’re young, they’re still figuring out life, they’re still figuring out work and how work works. And on top of this, they’re trying to adopt and adapt this technology.” But she believes employers can support their younger workers through the transition if they play their cards right.

(This story is an excerpt of a larger article dealing with HR issues in the latest issue of our sister publication, the print magazine Hardlines Home Improvement Quarterly. HHIQ is mailing out later this week, so watch for it at your store!)