The CEO of the Sexton Family of Companies, which includes the Sexton Group, was honoured recently by the Western Retail Lumber Association. Steve Buckle was awarded the Outstanding Achievement Award at the WRLA’s annual Building and Hardware Showcase, held last week in Winnipeg.

Every year, the award recognizes a business leader who has contributed to their company, the industry, the WRLA, and their community.

Buckle handily checks all those boxes. As head of the Sexton Family of Companies, he brings to the role decades of experience from both the supplier and dealer sides of the industry. From 2006 to 2020, he oversaw the growth of the Sexton Group, the Winnipeg-based LBM buying group. Early in 2020, he was promoted to his current post, guiding the directions of Sexton Group, Kenroc Building Materials, Pan-Brick Inc., and the wholesale distributor Builders Choice.

Buckle showed true leadership even as he was honoured with this award. He started by acknowledging the people in the room. “It’s a big industry,” he said. “It’s a strong industry; it’s an important industry. But most of all, it’s a people industry.”

Instead of talking about himself and his own achievements, Buckle invited his four children onto the stage, thanking them for the important role they play in his life. Next, he called on his wife, Andrea, to join him.

But he did not stop there. He then called up his executive team, then his managers. And he didn’t stop until the entire Sexton team—we counted upwards of 30 people—was onstage with him.

Oh, and one more thing: when we first ran a version of this story in our free Daily News, Buckle took the time to send our Editor a note thanking us for the coverage.

Now that’s the mark of a true leader.

As general secretary of the Global DIY Network, an international umbrella organization that connects home improvement retailers around the world, retail leader John Herbert has met and worked with some of the industry’s top executives throughout his 60-year career. That career includes working at the first big boxes in Europe and at Home Depot in North America.

Hardlines recently sat in on an interview with Herbert. He spoke with Ken Hughes, an international retail consumer-behaviour expert.

Herbert’s CV includes opening the very first big box store in Britain, a hypermarket under the Sainsbury’s banner. He worked directly for Lord Sainsbury himself, and Herbert recalls that his boss embodied the best qualities of a modern leader. “Lord Sainsbury was really, really good at putting his stamp on every aspect of retail.”

Herbert also recalled his time working for Knauber, a family-run chain of home improvement stores based in Bonn, Germany. Even though it was not an international retail chain, he was impressed—and surprised—by the organization and dedication of the management team. That quality of passion remains at the heart of good retail today, Herbert said.

Knauber pioneered many of the features that make up large-format retail today. With wide, bright aisles and innovative assortments, the Knauber stores combined traditional hardware lines with lifestyle products. The sheer size of the stores was made more navigable with maps at the stores’ entrance to help customers find their way around. Retail executives from around the world were soon making a pilgrimage to Bonn to see what Knauber had done.

As a young man (he left school at age 15 to work in a local grocery store in York), Herbert worked briefly in retail before joining the British army. Both in the army and back in civilian life, Herbert recalled how he felt disrespected by his superiors. He says this was a pattern that typified the culture at the time. Herbert was determined that, when he became a leader, he would treat people humanely. As he ascended the ranks, he made a point of learning the names of everyone on his team and treating them with respect.

The values Herbert learned under Lord Sainsbury remain critical today. He put them into practice at Knauber, and again at retail chains including The Home Depot, where he served for a while as president of that retailer’s Expo Design Centers on the West Coast. “The real leader today is the one who runs from the front,” Herbert noted. “The first thing is to lead by example: don’t ask anything you wouldn’t do yourself.”

“And make sure you are passionate yourself.”

Martina Pileggi is senior director of human resources for the Hillman Group Canada, a fastener producer for the hardware, automotive, plumbing, and electrical markets.

After two years battling the challenges of Covid, Martina Pileggi says she can finally focus on her regular duties. “My shoulders are not up around my ears anymore, because it was a tense time, right? You’re trying to protect your business and keep people safe. And now we’re starting up some fun.”

One thing going on in HR at Hillman Group Canada is managing internal moves and shuffling people around. It’s a concept called upskilling or reskilling: finding new fits for existing team members. “That has absolutely been our focus for the last six months, upskilling, reskilling, and a lot of referrals as immigration doors open, which is a real key for Canada.”

Pileggi stresses the importance of welcoming immigrants. “We closed our doors for two years. That was a major, major hit to the labour market.” As laws have eased, foreign students, international students, and refugees from Ukraine have all been part of the move to add people to the Canadian workforce.

But a company can’t always promise a promotion. Sometimes you can offer a move that might broaden an employee’s work experience and round out their skillset. “You’ve got to be transparent about the career path. We have to get really creative about our career paths here. Even for us, even a company our size, not everybody can be a manager. That is not the reality. We have to be really smart about having cross-functional work and cross-functional projects, where we could say to somebody, ‘Hey, okay, you’re in marketing today, but we’ve got this really cool project happening in purchasing or supply chain. Let’s bring you over here.’ We’ve gotten really good at that.”

Pileggi cites an example of a woman working in a junior position on the shop floor for less than a year who was identified for bigger things. “She’s now working in the pricing team with our CFO.”

But the career potential of that person could easily have gone unidentified. “This is why HR needs to be in-house, especially in an environment like ours, where you have a warehouse or you have manufacturing. You need to be here.”

HR needs to be engaging with staff at all levels. Otherwise, good talent might be overlooked, especially in workers from overseas. “And then you’re saying, ‘Oh, wait a minute, you have a master’s degree from back home. Hold on a second. I have this job over here.’ ”

Finding good fits for people internally is an important trend. “It’s big. Honestly, it’s really big,” Pileggi stresses. “The upskilling and reskilling is so important because I really think it’s becoming HR’s responsibility… And I know it’s on trend. I think it will be HR’s responsibility to make sure that companies and corporate cultures understand that this is important. And it’s important to have your L&D [learning and development] tight, your internal programs tight, and make sure you have your internal recruitment processes tight and transparent and clear.”

The proof is in the pudding, Pileggi says. When these moves start to pay off for a company, management will get behind them more. “I really think this is a transitional thing that HR professionals need to be in the space to understand, because the market’s not going to do it for you anymore.”

By HR and health & safety consultancy Peninsula Canada

A well-written and comprehensive employment contract is an essential component to protecting both the interests of the business and staff. Employment contracts help to provide clarity on everyone’s rights and responsibilities.

What should employers include in an employment contract? Aside from the minimum entitlements required by the provincial employment standards legislation, any additional clauses and policies that can be included will depend on the industry and type of employment being offered.

Some basic terms of employment you may want to consider include:

• Hours of work
• Job responsibilities
• Conditions of offer
• Layoff clause
• Termination clauses and policy

Are written employment contracts better than oral contracts? Although the terms of employment can be provided orally, it’s best to outline important information in a written contract. Written contracts are strongly recommended as they help to:

• Outline responsibilities. Having this in writing helps to clarify the role of the employee. It also helps to set expectations, making them aware of all their responsibilities in the workplace.
• Resolve disagreements. A written contract that clearly defines the terms of employment and rules of the workplace can serve as a reference guide in case of any disagreements. Employment contracts often include dispute resolution procedures that help avoid long legal battles.
• Avoid lawsuits. A well-written contract significantly reduces the risk of legal claims for the employer and protects the rights of the employee by ensuring they receive the minimum entitlements stated in the provincial employment standards.

What should employers keep in mind when drafting employment contracts? It’s important for employers, especially those operating a nationwide business, to remember that employment laws vary across provinces. It’s the employer’s responsibility to stay up to date on the terms and provisions of any provinces they operate in.

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.

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.’”