In any given week, 500,000 employed Canadians are unable to work due to a mental health issue. Depression, anxiety, PTSD, and other mental health conditions are increasingly responsible for disability claims and account for more than $6 billion in lost productivity due to absenteeism and “presenteeism.” In trucking, a worker who is on the job but not mentally present also poses a safety risk.

We spend more hours at work than anywhere else, so it makes sense to say that our work environment has a significant effect on our overall mental well-being.

At Trucking HR Canada, we have established a mental health initiative to help trucking and logistics employers find the resources, tools, and programs they need to develop a better understanding of how to develop a workplace culture that values mental health.

On October 30, we will be hosting our first symposium on workplace mental health in Toronto. This half-day event will open with David Henry sharing his story as a driver who succeeded in overcoming various mental health challenges, and feature a panel discussion of subject matter experts who can provide employers with practical approaches they can bring back to their workplace.

As we prepare for this event, here are some things we have already learned:

The stigma of mental health is real

For people living with mental health issues, the stigma they experience from friends, family, co-workers, and sometimes even the support system that they turn to for help is more devastating than the illness itself. We can do more to help. We need to identify how mental health can best be incorporated into overall workplace health, safety, and HR approaches.

Prevention matters

A workplace culture that supports work-life balance, fosters effective communication, and has systems in place to support employees can prevent the development of conditions that affect a person’s ability to relate to others and function each day. Making sure that employees are not chronically overworked, having policies that effectively address bullying or harassment, and ensuring that staff are equipped and trained to identify mental health issues early are important considerations.

Do you have strategies and policies that are proactive about the mental health of your employees? Early engagement is crucial to a better outcome.

The approach needs to be comprehensive

Are you dealing with mental health issues on a case-by-case basis or do you have awareness programs, anti-stigma initiatives, and prevention initiatives that are part of an overall workplace initiative? How effectively does your employee assistance program support employees during their illness and re-entry into the workplace?

As we look for ways to reduce the stigma surrounding mental health in our society and workplace, it’s important ensure that employees feel comfortable coming forward with their mental health problems and illnesses at work. And, workplaces that implement comprehensive approaches will be in a better position overall.

You can learn more about our “Gearing Up for Workplace Mental Health” symposium at truckinghr.com. Hope to see you October 30^th as the learning continues.

Within the last year there have been significant initiatives involving federal and provincial employment standards legislation. As a reminder, in July 2016, the Supreme Court of Canada finally resolved the controversy over termination without cause under the Canada Labour Code.

The trucking industry must take note of these changes as they provide protections against discipline or termination in retribution against employees who exercise these rights. Failure to implement these changes will inevitably result in legal and monetary consequences.

Here’s what you should know:

Federal Level

In 2017 the government passed Bill C-44 which amended the Employment Insurance (EI) scheme to allow parents of newborns to elect payment of their EI benefits over the course of an 18-month parental leave of absence. In Budget 2018, the government also announced the impending introduction of a “lose it or leave it” approach to parental leave for the second parent of a child. This is likely to have significant impact on the trucking and logistics industry as more employees may take additional leave.

Also, in Wilson v. Atomic Energy of Canada Ltd., the Supreme Court definitively held that after 12 months of employment an employee can only be terminated for cause. Employees who believe they have been fired without cause can file a complaint under the Canada Labour Code within 90 days to review the dismissal.

Provincial Level

Several new provincial initiatives, in particular, directly affect scheduling and staffing in the trucking industry:

Ontario: Last year the province passed Bill 148 which, in addition to increasing the minimum wage, introduced important changes in three areas: equal pay for equal work, on-call entitlements and leaves of absence.

The new rules state that compensation must reflect the work being done and not the status of the employee. In other words, subject to certain exceptions, part-time workers, seasonal workers or casual workers must be paid at the same level as full-time workers for the same work. On-call workers who are not called to work under certain conditions are entitled to a minimum of three hours of pay.

Bill 148 also introduced enhancements to Maternity/Paternity leave, Family Medical Leave, Personal Emergency Leave and Crime-Related Death of a Child. In addition, an employer can request, but not insist upon, a doctor’s note.

Alberta: Bill 17, which came into effect on Jan. 1, reduces the eligibility time for unpaid leaves from one year to three months and extends Compassionate Care Leave from eight weeks to 27. It also introduced new leaves of absence, such as: Personal and Family Responsibility (five days); Long Term Illness (16 weeks); Bereavement (three days); Domestic Violence (10 days); and Child’s Critical Illness (36 weeks).

British Columbia: On April 9, British Columbia tabled legislation that would allow for 18 months of maternity leave, in harmony with federal provisions. It also introduced the following leaves of absence: Compassionate Care Leave for terminally ill family members (27 weeks); Death of a Child (104 weeks); and Child Missing as a Result of Crime (52 weeks).

Finding and retaining good employees is a constant challenge, but HR managers also have the task of making sure their companies adhere to the standards for managing the people you employ. Breaking the rules can have financial and legal consequences but also hurt your reputation as a good, fair employer. Be sure to watch this space for further updates.

Disclaimer: This post is informational and does not constitute legal advice. A lawyer should always be consulted.
By Shelley Brian Brown B.C.L., LL.B., LL.M. Employment Lawyer, Steinberg, Title, Hope and Israel LLP
[email protected]

OTTAWA, ON (June 5, 2018) ? Trucking HR Canada has launched its new report Indigenous Recruitment & Retention: A Roadmap for Canada?s Trucking and Logistics Industry, to support industry employers in their efforts to better attract and retain Indigenous employees.

The number of Indigenous workers in the trucking and logistics industry continues to remain well below the average for the Canadian workforce. Yet, they represent a significant untapped labour pool. Employers in the trucking and logistics industry, as well as other like-minded industries in Canada, have achieved important business benefits by successfully hiring Indigenous peoples. Their experience shows that success will come from being intentionally inclusive in their recruitment and retention practices.

Trucking HR Canada engaged with Indigenous communities and interviewed trucking and logistics employers to better understand their perspective on the industry and the opportunities and barriers that exist for recruitment and retention.

The report highlights the findings from the interviews as well as practical steps to support more diverse recruitment and retention efforts. The report provides a roadmap for community outreach, recruitment and hiring, orientation and onboarding and a section on available training resources.

?Indigenous peoples are the fastest growing demographic in Canada. In light of the current labour shortages industry employers are facing, implementing innovative recruitment and retention initiatives to reach out to these communities is not only the right thing to do, it is a business imperative.?, said Angela Splinter, CEO of Trucking HR Canada.

At a time where the driver shortage is top-of-mind for all trucking and logistics employers, this practical resource can support those interested in attracting, recruiting, and retaining workers from largely untapped labour pools.

To download your free copy of the Indigenous Recruitment & Retention Roadmap, click here.

-30-

Trucking HR Canada is a national partnership-based organization that is dedicated to developing, sharing and promoting the trucking industry?s best practices in human resources and training.

For further information, contact:
Angela Splinter
Chief Executive Officer
[email protected]
613-244-4800 x 304

OTTAWA, ON (May 29, 2018) ? Trucking HR Canada has released a new driver training toolkit and will hold a supplementary, free webinar on June 13th to educate employers on how to best use the resource in their workplace. The driver training toolkit, called the National Occupational Standard (NOS) Toolkit, was developed with input from stakeholders across the country.

Based on the NOS for Commercial Vehicle Operators, the toolkit provides employers with a guide to support the onboarding and ongoing training of drivers. Designed to put the NOS in motion, and support ongoing training beyond entry-level training, the toolkit includes the following resources:

• How to Guide
• Essential Skills Profile for Commercial Vehicle Operator
• Entry-Level Curriculum Framework
• Driver Learning Record
• On-Road Skills Demonstration
  • On-Road Skills Demonstration Driver Preparation Guide
• Off-Road Skills Demonstration o Coupling and Uncoupling Training Guide
• Workplace Performance Evaluation

The webinar, sponsored by the Canadian Trucking Alliance, will focus on the practical application of the toolkit and is aimed at employers or anyone who is looking to better understand how to use the NOS toolkit in their workplace. Trucking HR Canada will host the webinar on June 13th at noon ET.

?The toolkit and webinar were designed to support the industry with a consistent approach to driver training based on the national occupational standard,? says Angela Splinter CEO of Trucking HR Canada ?And, following many employer requests, our national working group helped in developing resources that can be used to support the onboarding of new drivers as well as skills upgrading of experienced drivers.?

The toolkit is available for free download here. To register for the free webinar email [email protected]

-30-

Trucking HR Canada is a national partnership-based organization that is dedicated to developing, sharing and promoting the trucking industry?s best practices in human resources and training.

For further information, contact:
Angela Splinter
Chief Executive Officer
[email protected]
613-244-4800 x 304

The shortage of qualified employees, particularly truck drivers, is no secret to anyone who has been in the industry for a while. In fact, it’s been a challenge to recruit and retain individuals for several occupations, whether it is drivers, dispatchers, technicians or even senior managers.

While there is no one recipe to solve the issue, a commitment to providing training and professional development can go a long way, whether you are seeking to recruit more young workers and newly licensed individuals or want to retain experienced employees.

Trucking HR Canada’s Millennials Have Drive report indicates that access to training and professional development as well as career advancement are two key factors that those ages 18 to 35 are looking for when making career decisions.

The same can also be said for more mature employees who may want to advance in their career.

Investing in your people is not simply a matter of doing the right thing. It also provides a return that can positively impact your bottom line. Take, for example, Trucking HR Canada’s 2018 Top Fleet Employers. 100% of them have a formal commitment toward training, professional development or on-the-job coaching.

And they are reaping the benefits. 94% of them reported a turnover rate below 30% in 2017. They also reported higher than industry average representation of both young workers and women in their workforce.

Here are some key benefits of training and professional development to consider if you are looking to improve your recruitment and retention strategy.

1. Recruitment in a job-seekers’ market

For the first time in many years, Canada is close to full employment-meaning that it is a job-seekers’ market. People entering the labour force and those seeking new career opportunities can afford to scrutinize potential employers and seek those that offer incentives in line with their career objectives.

Offering training and professional development opportunities to new hires demonstrates that you are open to investing in them, keeping them engaged and that there is room for professional growth within your company-things that job seekers from various backgrounds are looking for.

2. Retention: keeping your employees engaged and productive

While it may be tempting to focus on newly hired individuals, providing experienced employees with opportunities to learn new skills and share their knowledge with younger workers (through coaching and mentoring, for example) can help them remain engaged and productive at work.

Take this into consideration: according to Gallup Research, 48% of employees who believe their employer has not invested in them are more likely to leave.

3. Training and skills development: a key to knowledge transfer and succession planning

Training and professional development programs allow you, as an employer, to leverage them in ways that can support your business goals today and into the future.

For instance, providing additional training opportunities to your drivers may help you identify those who would be a good fit to take on the mantle of driver trainer in a few years.

Or having a senior manager provide coaching and feedback to a newly hired dispatcher might allow them to develop their soft skills that will one day be needed take on a leadership role in your company.

At the end of the day, having your employees learn new skills will help you build a solid talent pipeline to meet your needs moving forward. And, in the meantime, it can support your efforts to recruit and retain the qualified workers you need today.

Recruitment and retention are currently top-of-mind for all trucking and logistics employers. Competition for talent is stiff and the labour supply is shrinking with so many employees getting close to retirement.

How do you set your business apart?

Be yourself. No, I don’t mean it in the cheesy way that self-help books use it. I mean: define your company brand and make sure potential candidates know about it.

Where to start, where to start…

Start with what you do well. What makes your company culture unique? What benefits do you offer that your employees really appreciate? Why do people who work for you value their employment experience? Why would a top employee want to join your company?

Do your research and get the answers.

Now shout it from the rooftops!

Well, not exactly. Shout it where potential candidates are listening.

Job seekers are consumers, and you have to catch their eye in a sea of similar products. Every touchpoint is a chance to highlight your brand. They’re looking at the job posting, they’re going to your website, they’re looking at online reviews, they’re looking at your social media, and, as we know, word travels fast in our industry so they are definitely listening to your current employees-the ones who know your brand best.

This brings us back to that cheesy point about being yourself. It doesn’t matter who you say you are, if your employees don’t believe it, then it’s not part of your brand. In other words: “you gotta walk the walk.”

Prove that you’re top notch

Setting yourself apart is hard but proving that your HR practices are top notch can show candidates that you are committed to providing a work environment where they can thrive.

Third-party recognition from a reputable source can help, and our Top Fleet Employers program is one such example. This national program recognizes the importance of having sound HR policies and practices in the trucking and logistics industry. Top Fleet Employers is open to fleets of every size and type and it’s validated by a panel of industry experts and a Certified Human Resources Professional (CHRP). The rating criteria reflect Canadian human resources issues, trends and working environments, and Trucking HR Canada’s standards of excellence. Use this recognition to enhance your brand.

Reach a new audience

At 37%, millennials (sometimes called Generation Y) are the largest demographic in Canada’s workforce. The key to recruiting millennials into trucking and logistics, as you’ve probably already guessed, will be your brand. Research shows that millennials want job opportunities and job security, the ability to use technology, and ongoing feedback, coaching, mentoring, and recognition in their workplaces. Draw on the research to match what this cohort is looking for in an employer to your brand identity-what you stand for and what you do well.

It’s not just millennials who are making career decisions based on brand, it’s all age groups. Your brand is the most powerful tool you have for recruitment and retention. Allow people to connect to your brand, your vision, mission, and the values that make your company unique. Make sure it’s clearly defined, make sure it’s true to your company values, and then highlight it where job seekers will see it.

In an industry where the age of the workforce is higher than average and recruiting younger workers is a challenge, HR strategies that promote employee health and wellbeing can have a positive effect on your workplace and bottom line.

Employees who feel supported and enjoy their job will want to go to work and perform well. However, developing a culture that values health and wellbeing takes a proactive approach. Here are some ideas to get you started:

Culture is the base

Ensuring that health and wellness becomes part of your organizational culture involves both formal HR policies and everyday workplace practices.

The policy level involves a review of benefits plans, including disability leaves and accommodations, flexible work opportunities, compassionate care leave, etc. Take, for example, ONE for Freight, our Top Fleet Employer’s Program 2017 Top Small Fleet. They offer their company drivers and office staff paid mental health or wellness days on top of their regular sick days. They have made a conscious investment to recognize that employees need as much time off when they don’t feel well mentally as they would if they had the flu. Do your policies about health and wellness reflect the culture you want to create?

You can ask the same question about workplace practices. Offering healthy snacks in your driver lounges, encouraging employees to take their lunch breaks, promoting your Employee Assistance Program, making sure employees feel comfortable disclosing their life challenges to you, and incorporating fitness and physical activities into team-building and leadership training are ways to proactively address health and wellness.

Knowing your workforce

Your workforce demographics should inform your wellness policies and practices.

For instance, if you have routes that involve extended periods away from home, can you take steps to match those routes to drivers who want that type of work-life balance?

Innovative fleets that implement such steps are reaping the benefits of active and engaged employees. For example, Challenger Motor Freight, our Top Fleet Employer’s Program recipient of the 2017 Achievement of Excellence in Innovation, organizes “lunch and learns” for employees on topics like work-life balance and offers extensive health and wellness support to their employees through the Healthy Trucker program.

Respecting the demographics of your workforce will help you shape an approach that is relevant and valued by your employees.

Shifting health concerns

HR managers are developing health and wellness policies to manage issues they may not have planned for or confronted before.

One is mental health. In any given week, 500,000 employed Canadians are unable to work due to a mental health issue, and the cost of a disability leave is about twice the cost of a leave due to physical illness. And a U.S. study showed that truck drivers are more prone to depression and anxiety than other occupations due to the time alone and away from home.

A comprehensive mental health and wellness policy should also address training managers and other employees to recognize these issues. It sends a clear message to your employees that their mental wellbeing matters to you.

Another health issue for HR managers is the increasing rate of cancer diagnoses among employees.

Recent studies show that Canadians 50 years of age and over account for nearly 90% of all cancer diagnoses. Keeping in mind that the average age of a Canadian truck driver is 49, chances are high that your employees or their loved ones will face a cancer diagnosis. A cancer diagnosis, should they choose to disclose it, will affect their colleagues as well.

How you handle medical issues of your employees-from explaining their care and benefits to managing the impact their absence might have on productivity and morale-should be an important part of your plan.

Communication

As with everything in HR, a plan only works when everyone knows what it is. Anchor your health and wellness approach by including specific policies and procedures in your HR strategy. Communicate them to all employees (prospective and current). They need to know what they are, what is available to them, and that they will be supported.

At a time when the industry is struggling to attract and retain a skilled workforce, it simply makes sense that you also ensure a healthy workforce.

OTTAWA, ON (April 10, 2018) Fifty-two of the best workplaces in Canada’s trucking and logistics industry have earned honours through the 5th annual Top Fleet Employers program, Trucking HR Canada has announced.

All applicants were rated on topics including recruitment and retention practices, workplace culture, compensation, training and skills development, and innovative HR practices. Additionally, those who have been recognized in the program for 5 years in a row are honoured with a Top Fleet Employer of Distinction status.

The 2018 honours are awarded to the following (listed by number of years in the program):

5 years – Top Fleet Employers of Distinction:

• Bison Transport (MB)
• Erb Transport (ON)
• Home Hardware Stores Limited (ON)
• Kindersley Transport Ltd. (SK
• Kriska Holdings Ltd. (ON)
• Logikor (ON)
• SLH Transport (ON)
• Transpro Freight Systems (ON)

4 years:

• Challenger Motor Freight (ON)
• Edge Transportation Services (SK)
• J.G. Drapeau (ON)
• Liberty Linehaul (ON)
• Linamar Transportation (ON)
• Ryder Canada Supply Chain Solutions (ON)
• Triton Transport (BC)

3 years:

• Arnold Bros. Transport (MB)
• Brian Kurtz Trucking (ON)
• Canaan Shipping (BC)
• Canada Cartage (ON)
• Joseph Haulage Canada (ON)
• Midland Transport (NB)
• Olymel Transport Transbo (QC)
• Q-Line Trucking (SK)
• Rosedale Transport (ON)
• Rosenau Transport (AB)
• Steed Standard Transport (ON)
• Sutco Transportation Specialists (BC)
• Tandet (ON)
• Trailer Wizards (ON)
• Westcan Bulk Transport (AB)

2 years:

• Carmen Transportation (ON)
• Groupe Guilbault (QC)
• Harv Wilkening Transport (SK)
• JD Smith Supply Chain Solutions (ON)
• Munden Ventures (BC)
• National Shunt Services (ON)
• ONE for Freight (ON)
• Onfreight Logistics (ON)
• Payne Transportation (MB)
• STG Fleet Services (SK)
• Woodcock Brothers Transportation Group (ON)
• XTL Transport (QC)

This year we welcome:

• Arrow Transportation Systems (BC)
• Bandstra Transportation Systems (BC)
• Beyond Transportation (ON)
• Caron Transportation Systems (AB)
• Clarke Road Transport (NS)
• Coastal Pacific Xpress (BC)
• Fast Lane Freight Services (MB)
• Fortigo Freight Services Inc. (ON)
• Polaris Transport Carriers (ON)
• RST and Sunbury Transport (NB)

These 52 fleets demonstrate a commitment to strong human resources approaches. We commend them for their leadership in showcasing the trucking and logistics industry as a great place to work says Angela Splinter, chief executive officer. Now in our fifth year, we are especially proud to honour those achieving the Top Fleet Employer of Distinction status.

Top Fleet Employers selection criteria, which has been validated by trucking industry experts, is reviewed annually to ensure an accurate reflection of human resources issues, trends, and today’s working environments. A team of human resources professionals oversee the assessment process.

Trucking HR Canada will proudly honour, celebrate and recognize the 2018 Top Fleet Employers at its annual Gala Awards Dinner on October 11, 2018 in Toronto. Applications for 2019 will open October 15, 2018.

-30-

Trucking HR Canada is a national partnership-based organization that is dedicated to developing, sharing and promoting the trucking industry’s best practices in human resources and training.

For further information, contact:
Angela Splinter
Chief Executive Officer
[email protected]
613-244-4800 x 304

New project focused on empowering trucking and logistics employers in addressing mental health in the workplace

OTTAWA, ON (March 19, 2018) Trucking HR Canada, with support from the Ontario provincial government, today announced a new project focused on mental health in the trucking and logistics industry.

Spanning two years, the new initiative will work to increase understanding among trucking and logistics employers on the importance of psychological health in the workplace; and, develop practical and relevant resources and tools to support employers in addressing employee mental health.

Mental health in the workplace is an important, emerging priority among trucking and logistics employers. Says Angela Splinter, CEO of Trucking HR Canada. This project enables us to focus on the development of tools tailored to the needs of trucking and logistics employers in supporting workers dealing with mental health issues.

In any given week, 500,000 employed Canadians are unable to work due to a mental health issue, and the cost of a disability leave is about twice the cost of a leave due to physical illness. And a U.S. study showed that truck drivers are more prone to depression and anxiety than other occupations due to the time alone and away from home. At a time when driver recruitment and retention is top of mind for many employers, these practical supports can assist employers with better managing their driver workforce.

-30-

Trucking HR Canada is a national partnership-based organization that is dedicated to developing, sharing and promoting the trucking industry’s best practices in human resources and training.

For further information, contact:
Angela Splinter
CEO
[email protected]
613-244-4800 x 304

Attracting, developing, and retaining talent is a competitive advantage in the trucking industry. Successful fleets know that a capable and content workforce improves productivity, client relations, and more.

As the talent pool in Canada becomes increasingly diverse, HR strategies need to adapt. Consider this:

• Indigenous Peoples are Canada’s fastest-growing demographic
• 2.1 million people aged 25-64 have a mental or physical disability that limits daily activities
• 6.3 million people identify themselves as visible minorities
• People aged 18-35 are the largest cohort in Canada’s workforce
• Women account for 48% of Canada’s workforce

Compare this to the trucking workforce:

• 12% of our truck drivers are under the age of 30
• 3% of truck drivers, technicians and mechanics are women
• 19% of the trucking industry’s population identifies as visible minorities

Trucking ranks the lowest among all federally regulated employers in representation of Indigenous Peoples and people with disabilities

If these numbers are not enough to make you think twice about the industry’s ability to attract the workers it needs, consider the many business benefits of an HR strategy that promotes diversity.

A diversity of perspectives, growing out of a diversity of life experiences, can promote innovation and problem-solving that helps a business succeed. A diverse workforce can open up new opportunities within our diverse marketplace.

If you can’t find the extra money for training, there are numerous funding programs available for untapped labour pools. The Canada Job Grant, the Opportunities Fund for People with Disabilities, the Apprenticeship Job Creation Tax Credit, and other programs can reimburse companies thousands of dollars for programs that bring in new workers or retrain existing employees.

And if finding drivers is as challenging for you as it is for hundreds of others, diversifying your workforce can increase your access to new talent pools, build your reputation as a company with open and fair employment practices, and help you compete for potential workers.

Not sure where to start? Here are some tips to help you:

Leadership

As with any new approach or initiative, unless it is championed by the CEO, president, or owner, don’t bother. Leadership in diversity needs to be more than lip service-it needs to be well intentioned and genuine. Ideas don’t have to come from the top, but they do need to be effectively communicated from the top so everyone in the company knows that diversity is important.

Make it a team effort

In addition to support from the top, all managers need to be on board and be held accountable. Workplace diversity needs to permeate the organizational culture at all levels. And do consider sending your managers on diversity training many of the industry’s top employers do, and this helps set up your team for success.

Commit

As with everything else in HR, good intentions need to be supported with sound organizational policies and procedures. This ensures everything mentioned above gets addressed. Clear policies communicate the values of the organization, provide guidance and a consistent approach for all employees, and send a strong message to prospective talent.

That competitive advantage I was talking about. Make workplace diversity part of your HR approach and reap the benefits. Current employees will speak positively about your company, thus promoting your employer brand; prospective employees will see a company that allows for professional growth and development for all; and clients will see a modern and forward-thinking company.

Who wouldn’t want to be associated with that?