AI is no longer just a buzzword — it’s here, and it’s reshaping industries at a rapid pace. As businesses embrace AI, employers that act quickly to support their workforce through this transformation will certainly be ahead of the game.

A recent Trucking HR Canada webinar, Leveraging AI for Trucking and Logistics HR, showcased how AI can streamline HR processes and boost efficiency. Attendees got to hear from three of Canada’s leading experts on AI and the workforce: Stephen Mill, President, Robert Half Talent Solutions; Adam Renkosinski, Director, AI Talent Initiatives & Analytics, Vector Institute; and Dr. Celia Richardson, Senior Principal – Talent & Organization, Human Potential, Accenture.

We heard that while there are many benefits, AI comes with challenges too. AI’s impact on job roles and operations could be significant; some studies suggest automation may eliminate up to 40% of certain jobs.

To retain top talent, organizations need to prepare their teams for change.

Here are four of my key takeaways from the session:

AI isn’t just about automating tasks. From customer service and marketing to financial operations and sales, AI offers opportunities to enhance productivity across business functions.

Yet, as roles evolve, supporting employees through these shifts is crucial.

One study found that 50% of workers would undergo training to stay in their current roles, while others may seek new opportunities elsewhere. Without a clear plan to manage this transition, organizations risk losing talent.

Foster trust: AI adoption starts with leadership. Build trust by being transparent about how AI will be used and how it will impact employees is a good start.

Communicate clearly: Transparency is key. Let employees know what’s coming, why it’s happening, and how it will benefit them can help reduce fear and uncertainty.

Invest in training: As new tools are implemented, staff will need to upskill. Offering accessible training to help staff stay relevant and engaged in the changing landscape will be a sound investment.

When employees are engaged early and supported with training, they are more likely to embrace AI.

Research shows that 80% of companies that use generative AI can adapt well and even reinvent their business models. This can lead to increased productivity, job satisfaction, and retention.

Fear and skepticism around AI are real, but they don’t have to derail progress. By being transparent and proactive, employers can build trust and create an environment where AI adoption is embraced, not feared.

The future is already here — AI is already part of the systems we use every day. Now is the time to prepare our workforce to take full advantage of its transformative potential.

Angela Splinter is CEO of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future. Want more from THRC? Subscribe to our newsletter: www.truckinghr.com

Skill recognition for truck drivers has become a renewed focus in trucking and logistics. There have been many new attempts recently to describe how we recognize the skill level of drivers: are they a skilled trade, red seal designated profession, or something else?

No matter what direction skill recognition takes, we all know it takes time, training, and support to develop a skilled, safe, and competent driver. Many employers have Occupational Level Training (which is also called onboarding or finishing) to help fill the gap for licenced but inexperienced drivers. Trucking HR Canada (THRC) surveyed employers about their finishing programs and found there are many similarities across topics taught and assessed, but what still seems to be missing is a common and consistent set of training standards.

THRC is filling that gap.

THRC worked with a 31-person National Working Group between January 2023 and April 2024 to look at ways of improving and standardizing occupational level driver training in Canada. This group — which included provincial and national trucking associations, insurance companies, safety organizations, training schools, employers, and other transportation partners — identified resources and tools that are a crucial element to support employers and others involved in the development and delivery of occupational level driver training to ensure drivers have the competencies they need to be successful, skilled, and safe.

We released a suite of 16 resources in the spring that assist employers with developing or improving their occupational level training. The suite connects directly to key truck driver competencies identified in the NOS that are needed in most workplaces and typically acquired by operators in the first six to 24 months of employment; the tools provide support for training drivers, as well as trainers, coaches, mentors, and assessors.

In our work to support the trucking and logistic industry, we know how crucial it is to have standardized training material. These resources also support other key industry goals:

• Bridging the gap between entry-level training and employment readiness
• Providing the foundation for a nationally consistent approach to occupational level training that directly supports increased productivity and labour mobility
• Increasing skill recognition and attractiveness of the occupation
• Producing better trained and safer drivers

As a strategic goal, THRC continues to support the industry in developing highly skilled, productive, and safe drivers. We invite the industry to use these resources to raise their bar in recruiting, training, and retaining drivers. Enhancing the pathway to developing skilled drivers is essential to ensure we have a pipeline of new drivers to continue to meet our needs not only today but into the future.

The suite of tools can be downloaded for free in French and English through this link.

Craig Faucette is Chief Program Officer of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future. truckinghr.com

“People buy into the leader, then the vision.” — Leadership Expert John Maxwell

Many people believe that if the cause is good enough, people will automatically follow no matter who is leading. But that’s not always how it works — people who take time to get the relationships right are often the ones who inspire us to follow them and their vision.

According to David Irvine — trusted leadership expert and author — the vision is a good start, but you must care about the people involved at least as much as you care about the cause. If you don’t, people will feel used and will eventually shut down, disengage, resist, or quit.

Irvine says it is increasingly clear that if leaders don’t get the relationships right, nothing else matters.

THRC has partnered with David Irvine to deliver a three-part webinar series this fall that is tailored to our sector. The goal of these cost-effective customized sessions is to deliver practical insights and tools that can be used to create a workplace that has greater resilience, clearer purpose, and foster a sense of belonging.

Here is what he says are three essential components for relationships in leadership:

It’s that simple. You can’t fake it. It’s either there or it isn’t. If people know you care, they’ll support you even if you make mistakes. If they know you don’t care, it won’t end well.

You might get compliance as a boss, but it takes a true leader to get commitment. And you won’t get commitment if people don’t genuinely think you care and support them.

Notice your talk ask/tell ratio with people around you. It’s a good sign when you’re spending at least twice the amount of your time listening than you are talking. People will open up and provide input if you demonstrate your willingness to learn from everyone.

Empathic listening will come easier if you sincerely care about the answers to the questions you ask.

When it comes to leadership, ability matters. But inner qualities matter more. To demonstrate your inner qualities, you need to get comfortable with yourself and get past the gimmicks, fads, and flavours of the month and be real with everyone in your organization.

Join the growing list of employers for our Leadership webinar series this Fall. This is a unique, three-part webinar series led by David Irvine. You can bring your team together for three one-hour sessions, plus 30 minutes of Q and A, all for one group participation fee.

Making our industry better starts with all of us being the best leaders we can be. And, because our event is virtual, there is no participation limit. We’re making it even easier to include more of your team: it’s just $39 per additional location.

When you register before September 30 for all three sessions, you also get access to a bonus session, Psychological Safety: The One Thing That Changes Everything.

Find out more and register here.

Angela Splinter is CEO of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future.

I think it goes without saying that attracting and retaining the right people has measurable impacts on our business. When we get it right, we often know early on and can see the benefits for our whole operation. When we get it wrong, the impacts can be strong and long-lasting, and there’s not always a quick fix. It is in these situations when we know we need to do more.

We need to invest.

According to David Irvine – trusted leadership expert and author – creating a culture of belonging can help us do just that.

He says belonging is a fundamental human need; everyone from the smallest child to the highest-powered CEO needs to feel they are noticed, are valued, and that they make a difference.

As leaders, fostering a sense of belonging can have a bigger impact than we may think.

THRC has partnered with David Irvine to deliver a three-part webinar series this fall that is tailored to our sector. The goal of these cost-effective customized sessions is to deliver practical insights and tools that can be used to create a workplace that has greater resilience, clearer purpose, and foster a sense of belonging.

Here is what Irvine has to say about helping people in your organization feel like they belong.

People really don’t care how much you know until they know how much you care. Do you know what matters to the people in your organization? Do you care about the people you work with? Do you care about their personal lives?

You can’t fake caring — people can tell when you do. Truly showing you care can improve relationships, communication and productivity, as well as recruitment and retention for your organization.

Every relationship has an ask/tell ratio — the balance of the amount each person talks and listens in any interaction. Assess the ask/tell ratio in your relationships. You can demonstrate investment in your relationships by spending at least twice as much time listening as you do talking.

Ask team members meaningful questions such as, “What do you like about your job? What do you not like about your job? How I can I better support you when you come to work? How can I better support you when you are away from your job?”

Servant leadership is different from pleasing leadership. Instead of trying to make everyone happy by giving them everything they want, serving leadership means clarifying your expectations and committing to give them what they need to be successful.

Your direct reports need to feel that you are working for them, not the other way around. Caring and listening are key components of being a serving leader.

Encouragement means believing in people and doing everything you can to make everyone around you smarter and better. Rather than draining energy, intelligence and capacity by pretending to be the smartest person the room, to be encouraging means sincerely valuing the opinions of others and conveying your confidence in their ability to succeed.

Belonging helps us feel that we make a difference, just because we are here. You can foster that sense of belonging by helping people find their unique talents and contribute to the success of the organization; they will know their unique abilities genuinely contribute and make a difference. When you align the needs and values of a team member with the needs and values of the organization, you’ll never have to motivate them again — and you’ll open the door to loyalty and retention.

Our Leadership webinar series is a unique opportunity to bring leaders (and aspiring leaders) in your team together for cost-effective professional development: three one-hour sessions plus 30 minutes of Q&A (optional) with David Irvine for one group participation fee.

When you register before September 30 for all three sessions, you also get access to a bonus session, Psychological Safety: The One Thing That Changes Everything.

Join us this fall as David Irvine helps us all become better leaders — for our organizations and for our industry. Find out more/register: here

Trucking HR Canada is seeking employers looking to build and enhance welcoming workplaces. Interested employers have an opportunity to work one-on-one with HR professionals and try new THRC-developed, templates, tools and resources.

The sector’s labour challenges will continue to be more acute in the years’ ahead. Employers can help address the shortfall by expanding their talent pipeline to include a wider variety of employees. Our aging workforce means that our workers are at an increased risk of needing accommodations and presenting with additional accessibility challenges.

You will ….

• Be the first to preview new THRC materials and provide your feedback.
• Have access to national HR professionals recognized for expertise in this area, who can help your organization develop/fine-tune and move forward policies, and support implementation.
• Watch as your feedback contributes to the development of cutting-edge tools and resources tailored specifically for the trucking and logistics sector.

This opportunity is open to any employer including small, medium and large fleets, federally regulated employers, provincially regulated employers, and more.

• Open to French and English-speaking participants.
• Commitment over 6 months (July-Dec 2024).
• Up to 8-hours of individualized support from HR professionals.

Spots are limited. Contact us to find out more and apply: [email protected]

If people don’t feel safe to be who they are at work – to make mistakes or ask for help – they are less likely to invest, participate fully, or be their best on the job. To quote Maya Angelou “People won’t remember what you said or did, they will remember how you made them feel.”

As leaders, we can help create the kind of workplace where people feel safe and do their best. And – this is where we can invest.

THRC has partnered with leadership expert and author, David Irvine, to deliver a three-part webinar series this fall that is tailored to our sector. The goal of these cost-effective sessions is to deliver practical insights and tools that can be used right away to create a workplace that has greater resilience, clearer purpose, and renewed courage.

Here is what David Irvine has to say about psychological safety.

Great leaders today know that the key to creating a high-performing company is to inspire trust, engagement, and accountability through psychological safety.

So how do you know if people feel safe? How do you know whether people fully trust you as a leader? How do you know if people are secretly looking for another job because of their relationship with you? David Irvine shares an example he heard from a friend who worked in the oil patch 30 years ago:

“Anyone who has worked on the rigs knows that the typical boss in that world is a brutal, kick a** individual. It isn’t uncommon that the first mistake you make is the last.

But my friend’s boss was, in his words, a “generation ahead of himself.” If you made a mistake, he would carefully go through what happened, discuss your rationale for your actions, and talk about what you learned. Then he would respectfully go through a list of the expectations and how you could make improvements going forward. At the end — and this is what stood out for my friend — he would shake your hand. It was clear that you were trusted, respected, and expected to be accountable.

Every morning, he had the team gather for a 15-20 minute informal coffee. This was a chance to learn something about what was going on in people’s lives away from work, and for him to get to know his team. If guys came in hungover or half-drunk he would respectfully send them on their way.

This leader had an authentic way of creating a safe and respectful place to work — even though he wouldn’t use those words. His approach wasn’t about techniques or gimmicks or management fads. It came from his human goodness. It was his presence not his position.

This man set the benchmark for my friend’s leadership philosophy for his entire career. The impact on his life and his leadership lasted a lifetime. Leaders truly create ripples that extend for generations.”

What can we learn from this story? Basically, it’s that there are many techniques to connect with your team, but creating psychological safety in the workplace begins with being a good person. And that we can all become better leaders by being better people.

Learning to be a better person takes a little bit of work, but it can be done. Once you learn to connect in more meaningful ways, listen, and lead with authenticity, you’ll start demonstrating and inspiring psychological safety for everyone around you.

Our Leadership webinar series is an exceptional opportunity to bring leaders (and aspiring leaders) in your team together for cost-effective professional development: three one-hour sessions for one group participation fee.

When you register before September 30 for all three sessions, you also get access to a bonus session — Psychological Safety – The One Thing That Changes Everything.

Join us this fall as David Irvine helps us all become better leaders — for our organizations and for our industry. Find out more here

The last three years have proven the need for a skilled, engaged, and productive trucking and logistics workforce, and 2024 will be no different. From drivers to warehouse workers, office workers, and more, the close to 800,000 people our sector employs are essential to Canada’s supply chains.

However, hiring new workers and retaining current employees is more challenging than ever. Job interviews are a two-way street. The people you want to hire are looking at you for the right culture and opportunities.

How can you be a better, more attractive employer in 2024? As we roll into the New Year, here are seven things to consider as you navigate the road ahead.

Onboarding and training are expensive, especially in trucking, and can take resources away from efforts to tap into new, less traditional pools of talent.

THRC’s Career ExpressWay program can fill the funding gaps. It provides training grants and wage incentives for recruiting young Canadians, students, and new workers for in-demand occupations in trucking and logistics.

Over 600 employers have participated in Career ExpressWay. The program has successfully brought 5,000 new workers to our sector, including 1,000 post-secondary students. Without Career Expressway, many of these workers would not have considered our industry. Don’t overlook this potential source of funding.

Make this the year you measure your fleet’s human resources policies and practices against established HR standards of excellence.

Our Top Fleet Employers program celebrates trucking and logistics companies for their innovative approaches to recruiting, hiring, training, and managing HR. In 2023, we recognized 93 companies as Top Fleet Employers at our Gala and shared a collection of their best practices in our TFE annual report.

There are many great workplaces out there, and I encourage you to join your colleagues in getting the recognition you deserve. Applications for 2024 are now open. We look forward to meeting new fleets that continue to raise the HR bar and show why this industry is a great place to work.

At a time when operating costs are a top concern, there is no relief in sight for federally regulated employers.

This year brings new requirements for pay equity compliance, workplace harassment and training requirements, and more. Stay tuned, as THRC will again have all the tools and resources you need to keep on track.

The industry still has a long way to go when it comes to encouraging and supporting women, especially female truck drivers, for whom safety and security are big concerns.

If you want a place to start, join us at our Women With Drive event on March 7 at the Westin Toronto Airport Hotel.

What began 10 years ago as a national committee has become a unique annual event. This year’s theme, “Driving a Decade of Change,” celebrates the progress of trucking and logistics employers in supporting women’s professional goals. All are welcome to join the conversation, regardless of gender.

This year, THRC will release our latest LMI (Labour Market Information) research, our most comprehensive labour market analysis in four years.

The LMI is a data-driven, evidence-based report on the industry’s workforce and its needs up to 2030. It uses data from publicly available sources, including Statistics Canada’s census and labour force surveys, and fills in the gaps with qualitative and quantitative research taken directly from employers.

The report facilitates better decisions by employers, workers, job seekers, policymakers, educators, career practitioners, and others. It also provides a foundation for decisions about program funding. At a time when funders are carefully assessing program impacts, our LMI will be even more critical.

Thanks to input from over 55 industry stakeholders (including leading associations), THRC will launch an updated National Occupational Standard (NOS) for commercial vehicle operators in 2024.

The NOS defines the knowledge, skills, and abilities required to become a competent commercial vehicle operator. It informs a consistent, professional approach to driver training, and includes resources employers can use to improve training nationwide.

This is all thanks to funding from the Sectoral Workforce Solutions Program. At a time when the industry is calling on the government to provide more dollars for driver training, the NOS will help shape these investments.

We’d love to see you in person. Visit our booth in Hall 2 at Truck World, April 18-20, at the International Centre in Toronto. Check out the resources we have to offer and meet our staff, who stand ready to help your trucking and logistics business succeed.

We look forward to working with you, supporting you, and meeting you in 2024.

Employers are reminded that several of the requirements introduced by the Workplace Harassment and Violence Prevention (WHVP) Regulations are coming up for review and renewal starting in 2024.

The review process is mandatory for all employers who are subject to the regulations, and it’s a great opportunity to assess how well your current system is working and to make improvements as needed.

To help employers meet their federal obligations, THRC has provided additional resources and information below.

The Workplace Harassment and Violence Prevention Regulations introduced several measures that need to be reviewed and updated on a regular basis. This work must be done jointly with a WHVP policy committee, workplace health and safety committee, or health and safety representative, depending on the size and structure of your workforce (see Regulations for details). If you implemented your WHPV strategy and policy when the regulations came into force in 2021, your renewal dates are fast approaching.

• Policy: The Regulations compel federally regulated employers to develop and implement a work place harassment and violence prevention policy. The policy must be reviewed and, if necessary, updated at least once every three years. Employers who implemented their policy in 2021 will be due to review the policy in 2024.

• Work Place Assessment: Under the Regulations, employers are required to carry out a work place assessment to identify risk factors that could lead to increased occurrences of work place harassment and violence. The assessment must be reviewed every three years and updated if necessary. Employers who last conducted a work place risk assessment in 2021 will be due to repeat this process in 2024.
  • Did you know? There are several circumstances that could trigger a review of your work place assessment outside of the regular 3-year review cycle, such a change to risk factors or to the preventative measures you developed as a response. Consult the Regulations to make sure you understand what does and doesn’t trigger a review.

• Preventative Measures: Whenever a new risk factor is identified through a work place assessment, the employer has 6 months to develop and implement preventative measures to mitigate it.

• Training: Under the Regulations, employers must develop or identify training on work place harassment and violence prevention. The training must be reviewed and, if necessary, updated at least once every three years. Most employers will be due to review their work place harassment and violence prevention training program in 2024.
  • The designated recipient at your organization must receive training before assuming their duties. They need to renew their training at least once every three years after that.
  • The employer and any employees whose employment started before the Regulations came into force in January 2021 were required to complete training within one year of that date. They must renew their training at least once every three years after that, or any time the training program changes.
  • Employees you have hired since the Regulations came into force are required to the complete the training within three months of starting their employment. They’ll have to renew the training at least once every three years after that. They may also need to renew training if the training program changes or if they move into a new role with an increased risk of work place harassment and violence.
  • Make sure you keep track of your employees’ start dates and training dates so you know when it’s time for them to renew their training.

Links to resources:

THRC helpful guide on this regulation

Read the Regulation

If you have questions about any of the resources or the requirements, please contact us: [email protected].

You’re running a successful operation, but is it a Top Fleet? Find out by applying to become a Top Fleet Employer!

The Top Fleet Employer application process helps you examine your organization’s HR practices and policies; only high achievers in Canadian trucking and logistics with sound HR policies and practices become Top Fleet Employers. It’s not a competition, but a recognition program to highlight excellent work in our industry, especially in how we treat our people.

Top Fleet Employers get recognition for their great work, and six more great benefits:

1. Expert evaluation of your HR practices
   All Top Fleet Employers receive an annual feedback report completed by industry specialists. Your scorecard shows where you’re being successful, and where you can still improve. It is an excellent tool to guide management discussions and long-term planning.
2. Join a dynamic network of peers and experts
   As a Top Fleet Employer, you’re included in a network of like-minded professionals who discuss common issues, learn about innovative techniques, and share insights and helpful resources. THRC also hosts bi-monthly virtual Community Chats with guest speakers who are leaders in their field of expertise.
3. Advanced access to resources, programs, and initiatives
   Top Fleet Employers get easy access to the Career ExpressWay program which supports employers with recruitment efforts and helps them take advantage of industry-specific financial incentives for connecting with career seekers.
4. Employee engagement analysis
   You’ll get an employee scorecard summarizing honest feedback from your staff after an anonymous survey is completed as part of the application process. Find out what’s working in your organization — directly from your employees. (It can also help get you selected for the Employee Engagement Award of Excellence.)
5. Higher company profile
   Top Fleet Employer recognition can help your company stand out from the crowd — resulting in greater company pride and higher attraction and retention rates. Top Fleets all receive recognition in THRC’s media engagement, website and social media.
6. Recognition at the annual Top Fleet Employers Gala Awards Dinner
   All Top Fleets are recognized annually at our Top Fleet Employers Awards Gala — a showcase event that includes the best in our industry. Top Fleets are also eligible to win Achievements of Excellence awards and the coveted HR Leader of the Year award.

THRC has been recognizing the top fleets in Canada for 10 years and now recognizes 93 Top Fleet Employers. If you are proud of your company’s HR standards, apply to be a Top Fleet Employer.

LIMITED TIME TO APPLY: Applications are being accepted for the 2024 program. Deadline February 2, 2024.

SUPPORT: You aren’t alone, our helpful staff are here to guide employers through every step of the application process.

FIND OUT MORE: Read more and apply now: truckinghr.com/top-fleet-employers

The Top Fleet Employers Best Practices Report has great examples of employee experience tools that are working. Top Fleets are leading the way in many areas, including employee engagement and new approaches in skills and training. Here are three tips:

1. Build a Skill-Based Organization – A skill-based organization is one where current employees are encouraged to develop their abilities instead of hiring new people. It’s an environment where everyone is encouraged and supported to meet their potential with access and support (even financial!) to learning opportunities.
2. Enhance The Employee Experience – Employees stay with organizations where they feel valued, engaged, and empowered. Top Fleet Employers use innovative approaches to gather employee input and actually use that input to develop programs that enhance the work environment for everyone.
3. Retooling Work Through “True Hybrid” and AI – If your organization is struggling to implement hybrid work opportunities or to understand how AI can help operations, this is a great chance to learn from Top Fleet Employers that have tested some of the options available.

Looking for more great tips? Check out the report here

Together – we can ensure the industry has the skilled workforce needed for today and the future.