These days, it’s hard to know what to expect beyond the unexpected. Uncertainty is the new normal.

Just as freight conditions appear to be improving, rising trade tensions and political shifts are shaking things up again. Canada-U.S. trade relations remain uncertain, and the trucking and logistics sector faces disruption.

Rough roads — and unexpected detours — lie ahead.

For employees, uncertainty, economic instability, job security worries, and rising costs can take a toll. As a leader, you may not have all the answers, but you can take action to support your team, keep morale up, and drive productivity forward.

Here are 3 actions to help you get started:

1. Communication is key

Challenging times present an opportunity to support staff, build trust, and enhance your corporate reputation. The best way to do all that? Communicate.

Workplace research consistently shows a gap between the level of communication employees need from leadership during tough times and what leaders actually provide.

The more you share, the better you can prevent anxiety, rumours, and misinformation.

These are uncertain times for everyone – including leaders. Acknowledge uncertainty, show genuine concern, and reinforce respect in your workplace. It’s okay to say you are monitoring developments and discussing contingencies. Transparency and authenticity fosters trust.

Think back to how you led your team through COVID – what worked and what didn’t?

We saw leading companies communicate regularly and clearly with employees through channels they actively use. Consider delivering a regular update from leadership, and ensure team members know where to turn with questions.

2. Manage negativity

Negativity in the workplace can hurt productivity, decrease employee engagement, and increase turnover rates — all of which impact business success. Employees may feel anxious or cynical for reasons that go beyond work, but as a leader, you can create an environment that helps manage negativity effectively.

Unaddressed concerns can escalate. Take time during team meetings to build morale and provide clarity. If a specific employee seems particularly concerned, schedule a one-on-one conversation to listen and help find solutions.

3. Wellness builds resilience

Supporting workplace wellness helps employees feel their best — physically, mentally, socially, and financially. When people feel better, they work better too. Work with HR staff to develop and maintain wellness initiatives that promote resilience. Some examples include:

• Conduct regular check-ins with team members
• Encourage informal team conversations to build rapport
• Promote work-life balance to prevent burnout
• Remind employees how to access the Employee Assistance Program (EAP)
• Recognize individual contributions to reinforce a sense of belonging
• Foster a safe, inclusive workplace where employees can be authentic
• Practice empathy and be an open, available listener

Finally, model the behaviours you encourage. Talk about how you manage stress and maintain balance, so your team sees that self-care is valued. When you take care of your own well-being, you’re better equipped to lead your team through uncertainty with confidence and resilience.

Want more?

• THRC tool: Assess Your Company’s Wellness Efforts
• THRC guide: A Holistic Approach to Your Employees’ Wellbeing

On January 22, Trucking HR Canada (THRC) hosted an exclusive noon-hour executive briefing to reveal the findings of a recent opinion survey conducted in partnership with Abacus Data. This national pulse check captured the sentiments of 95 senior executives from for-hire and private trucking fleets, spanning mid-size and large carriers, and was conducted between Dec 2024 and Jan 2025. With issues ranging from Trump’s influence and tariffs to ongoing operational hurdles, the survey paints a vivid picture of an industry navigating uncharted waters. 

Abacus CEO David Coletto provided in-depth analysis of the survey results while framing the broader political and economic climate influencing our sector. His term for the current landscape? “Permacrisis”: an extended period of instability and insecurity. The term aptly describes the environment facing Canada’s trucking and logistics sector in recent years. 

The Broader Context: Scarcity and Upheaval 

Coletto began by exploring how the current economic and political climate affects Canadians and, by extension, the trucking industry. He pointed to a widespread feeling of scarcity—a sense that people lack what they need, from housing to groceries—leading to zero-sum thinking. This mindset, he said, contributes to broader societal discontent, as seen in other Abacus studies:

• 40% of young Canadians believe owning a second home should be illegal. 

• 66% think corporate profits often come at the expense of consumers and workers. 

Globally, political upheaval and armed conflicts compound this instability. Rising costs of living and the looming uncertainty about Trump’s second presidency have only heightened economic concerns for Canada and its trucking sector.

Key Findings: Industry Sentiments and Challenges 

The THRC/Abacus survey of trucking executives revealed these among other insights:

• 79% believe Canada is on the wrong track. 

• 67% are somewhat or very pessimistic about the future. 

While political and global issues dominate concerns, the sector is also grappling with rapid technological advancements:

• 54% of executives either use or plan to use AI for fleet optimization within the next five years. 

• 41% believe self-driving vehicles are more than a decade away, while 43% expect them within 5-10 years. 

• Only 14% plan to add zero-emission vehicles to their fleets, primarily battery-electric models. 

Top Concerns for Trucking Leaders 

The survey identified the key issues keeping trucking executives up at night:

1. Unethical business practices (i.e. Driver Inc.) – 30% 
2. Rising costs and economic viability – 21% 
3. Labour shortages and poor working conditions – 15% 
4. Training, safety, and regulatory challenges – 13% 
5. Rapid technology adoption – 5%

The sector’s perennial driver shortage remains a dominant concern:

• 84% believe driver shortages will persist as a critical issue. 

• 95% see a growing need for workers with technology and AI expertise. 

Employee Concerns Mirror Sector Instability 

The briefing also highlighted rising fears among employees, driven by unstable business conditions, wage pressures, and job security concerns. Employers are increasingly aware of this anxiety and its potential impact on workforce morale and retention. 

Coletto’s Closing Thoughts 

In his conclusion, Coletto emphasized three key takeaways:

1. The scarcity mindset is shaping economic and political decisions. 
2. These forces are directly impacting Canada’s trucking sector. 
3. While political change appears imminent, deeply transformative technological shifts in the industry are not yet on the horizon. 

THRC: Driving Solutions Amid Uncertainty 

As the trucking and logistics sector faces these complex challenges, Trucking HR Canada remains committed to providing actionable insights and resources. By tracking industry trends and engaging with leaders, THRC continues to support employers in navigating the evolving landscape.  

6 janvier 2025 — Alors que nous entamons l’année 2025, tout démontre qu’il s’agira d’une autre année remplie de défis pour l’industrie du camionnage et de la logistique.

Les employeurs doivent déjà composer avec de nombreux facteurs, notamment des perturbations géopolitiques, des caractéristiques démographiques de la main-d’œuvre changeantes, des avancées technologiques, des objectifs de durabilité et des défis liés à la conformité de la main-d’œuvre. Pour rester concurrentiels et conformes, les employeurs doivent gérer efficacement les besoins changeants de leur main-d’œuvre.

Regardons certaines tendances en matière de RH qui auront un impact dans notre secteur ainsi que certaines stratégies pour assurer la réussite.

Accueillir les avancées technologiques

L’adoption de l’automatisation et de l’intelligence artificielle (IA) transforme les activités et démontre la nécessité d’avoir des travailleurs avec des compétences en matière de technologie. Les employeurs recherchent de plus en plus des travailleurs formés dans les technologies et offrent de la formation aux employés actuels. Cette approche permettra non seulement de combler les lacunes en matière de compétences, mais aussi d’accroître la satisfaction et le maintien en poste des employés.

L’IA et les outils d’automatisation transforment également les processus de recrutement. En 2025, l’IA sera de plus en plus utilisée pour rationaliser le recrutement, améliorer le jumelage des candidats et accélérer l’embauche. Les systèmes qui utilisent l’IA peuvent analyser les CV, effectuer de premières sélections et même évaluer l’adéquation culturelle.

Si votre équipe des RH est plus efficace, votre entreprise le sera également.

Recrutement et maintien en poste

L’industrie du camionnage et de la logistique continue de faire face à une pénurie de conducteurs qualifiés. Alors que la demande nationale pour le transport de marchandises augmente, l’attraction et le maintien en poste de conducteurs qualifiés sont plus importants que jamais.

Il est toujours important d’attirer des jeunes et des femmes dans notre secteur et de continuer nos efforts pour améliorer la formation des conducteurs. Les employeurs qui soutiennent l’équilibre entre la vie professionnelle et la vie personnelle, qui offrent des occasions d’avancement professionnel, qui offrent une rémunération concurrentielle, et qui s’attaquent aux inégalités entre les genres, peuvent élaborer des campagnes de recrutement qui soulignent ces efforts et améliorent souvent le recrutement.

RHCC a une gamme de ressources et d’outils gratuits pour soutenir vos activités de recrutement et de maintien en poste ; restez à l’affût d’autres initiatives excitantes prévues pour 2025 pour vous aider à rester sur la bonne voie.

La priorité au bien-être des employés

En 2025, accorder la priorité au bien-être mental et physique des conducteurs et du personnel demeurera crucial pour notre industrie.

Des programmes complets en matière de santé et de sécurité, notamment du soutien pour la santé mentale, la gestion du stress et des réseaux de pairs, sont de plus en plus importants. L’évolution des modèles de travail hybrides pour le personnel autre que les conducteurs exige que les approches des RH évoluent également.

Consultez nos rapports du programme des Meilleurs transporteurs employeurs pour voir comment les meilleurs employeurs de notre secteur composent avec ces défis.

Dans tous les secteurs, des communications et des attentes claires, ainsi qu’une adaptation constante seront essentielles pour créer une équipe bien soutenue et heureuse, et accroître la productivité.

Durabilité

Alors que les objectifs de durabilité font de plus en plus partie intégrante des stratégies d’affaires globales, ils jouent aussi un rôle de plus en plus important dans les décisions des demandeurs d’emploi.

Les employés potentiels veulent savoir que les employeurs travaillent à créer un changement social positif ; nous pouvons nous attendre à voir plus d’entreprises investir dans la durabilité environnementale et des causes sociales et démontrer leur engagement envers ces causes en 2025.

Les entreprises qui trouvent des moyens de créer des stratégies de recrutement axées sur des valeurs environnementales et sociales peuvent attirer des employés qui veulent faire une différence.

Conformité au Code du travail

La conformité au Code canadien du travail demeure une grande préoccupation des employeurs de l’industrie du camionnage et de la logistique. En plus des exigences de production de rapports annuels, de nombreuses modifications importantes devraient entrer en vigueur en 2025, notamment le droit à la déconnexion, des changements pour les environnements de travail syndiqués, de nouvelles dispositions pour les congés, et plus encore.

Nous savons que cela est préoccupant pour de nombreux employeurs, et nous œuvrons à améliorer notre programmation pour cette question. Notre bulletin hebdomadaire populaire contiendra un calendrier sur la conformité en janvier, et nous prévoyons offrir d’autres webinaires éducatifs pour vous soutenir afin que vous ayez les bonnes politiques, les bonnes formations et les bons systèmes pour les rapports afin de répondre aux exigences réglementaires changeantes.

Compiler le tout

La voie à suivre pour notre secteur en 2025 sera sans aucun doute un défi, mais elle est aussi remplie de possibilités d’innovation et de croissance.

Restez à l’affût des occasions de réseautage, comme le sommet sur le leadership Femmes en mouvement en mars et Western Women with Drive en avril pour échanger avec d’autres acteurs du changement et des leaders de notre secteur.

Ensemble, nous pouvons faire face aux complexités de l’année 2025 et des années à venir et créer une main-d’œuvre florissante et prête pour l’avenir.

Apprenez-en davantage sur les outils et les ressources de RHCC qui peuvent aider votre entreprise.

Angela Splinter est cheffe de la direction de RH Camionnage Canada (RHCC), une organisation nationale à but non lucratif qui a pour mission de relever les défis et de saisir les occasions en matière de ressources humaines dans le secteur du camionnage et de la logistique. Elle veille à la mise en œuvre au plus haut niveau des meilleures pratiques de gestion des talents dans ce secteur. Sous sa direction, RHCC est devenu un centre d’excellence national où collaborent les parties prenantes du transport commercial, des politiques publiques, de la formation et de l’analyse économique pour aider les employeurs du secteur à répondre aux demandes croissantes de l’économie du transport de marchandises et du réseau de la chaîne d’approvisionnement du Canada.

L’expertise d’Angela est convoitée par les médias et des organisations de partout au pays. Elle est appelée à s’exprimer sur un éventail de questions liées au perfectionnement de la main-d’œuvre de l’industrie. Elle siège également au Human Capital Policy Council (conseil de politiques sur le capital humain) de l’Institut C.D. Howe, est membre du conseil d’administration de Lymphome Canada et détient la désignation du CITT Logistics.

Consultez truckinghr.com, abonnez-vous à notre bulletin et suivez-nous sur les médias sociaux @TruckingHR pour en savoir plus et obtenir les dernières astuces, des ressources pratiques et plus encore. Envoyez-nous un courriel à [email protected]. Vous pouvez suivre Angela directement à @AngSplinter. 

January 6, 2025 — As we begin 2025, all signs are pointing to another challenging year for trucking and logistics. 

Employers are already contending with many factors: geopolitical disruptions, shifting workforce demographics, technological advancements, sustainability goals, and labour compliance challenges, among many others. To stay competitive and in compliance, employers need to effectively manage the evolving needs of their workforce.  

Let’s explore some HR trends that will impact our sector, as well as some strategies for success. 

Embrace technological advancements  

The adoption of automation and artificial intelligence (AI) is transforming operations and highlighting the need for workers with technology-related skills. Employers are increasingly seeking tech-trained candidates, and offering training to current employees. This approach will not only fill skill gaps, but can also improve employee satisfaction and retention.  

AI and automation tools are also transforming recruitment processes. In 2025, AI will be increasingly used to streamline recruitment, improve candidate matching, and speed up hiring. AI-driven systems can analyze resumes, conduct initial screenings, and even assess cultural fit.  

When your HR team is more effective and efficient, your business will be too.  

Recruitment and retention  

Trucking and logistics continues to grapple with a shortage of qualified drivers. As national demand for freight transportation increases, attracting and retaining skilled drivers is more critical than ever.  

Attracting youth and women to our sector remains important, as are continued efforts to improve driver training. Employers that support work-life balance, offer career advancement opportunities, provide competitive compensation, and address gender disparities can develop targeted recruitment campaigns that highlight these efforts and often improve recruitment.  

THRC’s has a range of free tools and resources to support your recruitment and retention efforts, and watch for more exciting initiatives planned in 2025 to help you stay on track.  

Prioritize employee well-being  

In 2025, prioritizing the mental and physical well-being of drivers and staff will remain crucial for our industry.  

Comprehensive health and safety programs, including mental health support, stress management, and peer networks are becoming increasingly important. Evolving hybrid work models for non-driving staff require HR approaches to evolve too.  

Check our  Top Fleet Employer report to see how the best employers in our sector are meeting these challenges.  

In all areas, clear communication and expectations, as well as constant adaptation will be key to ensuring a well-supported, happy team — and increased productivity.  

Sustainability  

As sustainability goals become even more integral to overall business strategies, they are also playing a growing role in shaping job seekers’ decisions.  

Prospective employees want to know that employers are working towards positive social change; we can expect to see more companies investing in and demonstrating their commitment to environmental sustainability and social causes in 2025.  

Companies that find ways to build recruitment strategies around environmental and social values can attract employees who want to make a difference.  

Labour code compliance  

Canada Labour Code compliance remains a top concern among trucking and logistics employers. In addition to yearly reporting requirements, several significant amendments are scheduled to come into effect in 2025, including the right to disconnect, changes to unionized work environments, new leave provisions, and more. 

We know this is an area of concern for many employers, and we are working to enhance our programming in this area. Our popular weekly newsletter will have a compliance calendar starting in January, and we are scheduling more educational webinars to support you in having the right policies, training, and reporting systems in place to meet evolving regulatory requirements. 

Putting it all together  

The road ahead for our sector in 2025 is undoubtedly challenging, but it is also filled with opportunities for innovation and growth.  

Watch for networking and learning opportunities like Women with Drive Leadership Summit in March and Western Women with Drive in April to engage with other change-makers and leaders in our sector.  

Together, we can navigate the complexities of 2025 and beyond and create a thriving, future-ready workforce. 

Find out more about the THRC tools and resources that can help your business. 

Angela Splinter is CEO at Trucking HR Canada (THRC), a national not-for-profit organization dedicated to addressing the human resources challenges and opportunities in the trucking and logistics sector. Angela provides top-level stewardship of talent management best practices for the sector. Under her leadership, THRC has become a national centre of excellence where stakeholders in commercial transportation, public policy, training, and economic analysis work together to help industry employers meet the growing demands of Canada’s freight economy and supply chain network. 

Learn more at truckinghr.com, subscribe to our newsletter and follow us on social media @TruckingHR for the latest tips, practical resources, and more. Email us at [email protected]. You can follow Angela directly at @AngSplinter.