If you’ve been struggling to fill roles over the past few years, there’s good news: the tides are turning in the labour market — and it’s opening up real opportunities for employers who are ready to act. 

Our latest labour market information tells a clear story. 

The hiring frenzy of 2022 and 2023 is behind us. The pace has slowed. Demand for workers is down, and the supply of job seekers is up. In short: the market is finally giving employers the chance to be more strategic about building high-performing teams. 

A more balanced labour market 

Trucking HR Canada’s latest labour market information shows employment in our sector stabilized in Q2 2025, with a slight 0.2% decline compared to the same period last year. While employment for transport truck drivers is down 1.1% year-over-year, employment levels in general have rebounded from Q1. 

Meanwhile, more people are looking for work. The unemployment rate rose to 5.7% across the sector, and 5.3% for drivers — a sign that job seekers are returning to the market. That means employers now have a larger talent pool to recruit from. 

Fewer openings, stronger candidates 

One of the most notable shifts is a 24% drop in active job postings for transport truck driver positions in Q1 2025. While demand remains above the national average, this decrease signals that employers are hiring more cautiously — and that’s not necessarily a bad thing. 

With less pressure to fill seats quickly, companies can take the time to focus on fit, capability, and long-term value. 

What this means for you 

A softer labour market isn’t a slowdown — it’s an opening. 

With more qualified candidates available and less hiring urgency, now is a good time to reassess your talent strategy: Who’s on your bench? Where do you need to level up? What roles could use a stronger player? 

This is your chance to be intentional and thoughtful about building the kind of team that doesn’t just get the job done but drives your business forward. 

THRC is here to help 

Our evolving and responsive suite of tools and resources are designed to support you in driving your business forward, and our Fall Wednesday Webinar line-up is a good start. 

Upcoming webinars focus on workforce development leadership, productivity, and industry best practices. These sessions provide valuable insights and resources to help organizations enhance operational effectiveness — and leverage the current labour market. 

• September highlights include a THRC overview of current resources that can help save you time, money, and help you remain competitive. 

• October focuses on legal compliance and productivity, including legal essentials for fleets with a legal expert tackling Canada’s productivity crisis through HR and technology, and addressing driver misclassification with best practices to protect workers and the sector. 

• November highlights tips and tricks for employers, including a three-part series showcasing HR best practices from our TFE 2025 Award winners. 

• December addresses leadership and AI impact: learn how to improve your job matching and productivity. 

THRC webinars are always free and always informative (many are offered with simultaneous French translation).  

For those looking for work, building your connections and networking is more important than ever. We have several upcoming in-person opportunities, visit truckignhr.com for more.   

Recently the federal government introduced the One Canadian Economy Act, which highlighted the need for building projects and eliminating trade barriers in the national interest. In an op-ed column originally published on June 24 by iPolitics, a national publication read by policy makers, business leaders and the media, THRC CEO Angela Splinter stated that if the government is calling for swift action the basics of trucking and logistics need to be addressed urgently. The op-ed appears below:

It seems Canada is no longer resting on its laurels. After years of tepid economic progress, lagging GDP and productivity growth, and a cozy relationship with red tape that keeps so much from getting done, the federal government is taking aim at the status quo.

Bill C-5, otherwise known as the One Canadian Economy Act, is the battle plan, laying out the federal government’s approach to buy Canadian by removing internal trade barriers, advancing major projects of national interest, increasing the flow of goods, getting our resources to export markets, and supporting labour mobility.

And while the government can certainly be applauded for this collection of ambitious goals, the success of Bill C-5 will very much rest on the shoulders of a group of hard-working, everyday Canadians who keep our economy running – the 700,000 plus workers in trucking and logistics — almost half of which are truck drivers. But Canada simply doesn’t have enough of them.

In fact, Trucking HR Canada’s most recent labour market information projects that 40,400 jobs in trucking and logistics will be vacant in 2030. And while new 2025 data shows some temporary relief in terms of demand – Canada’s shortage of qualified truck drivers is a perennial issue that cyclically and consistently rears its head. It is a serious business concern for a sector that quite literally drives our economy forward every single day. Indeed, nearly everything we buy, sell and consume in Canada gets moved on a truck, not to mention that much of what we sell to other nations arrives at our ports on a truck.

According to Transport Canada estimates, trucks hauled the dominant proportion (77.7 per cent) of the total volume of goods moved within Canada in 2020, while 22.2 per cent of goods moved by rail, and 0.1 per cent moved by air. It’s no wonder then, that the average annual GDP of the core trucking and logistics sector was $45.2 billion between 2013 and 2022. Not only do more than two thirds of Canadian goods move on trucks, but the sector itself is a significant part of our economy and is a key success driver across this government’s stated priorities — infrastructure, housing, manufacturing and food supply are stalled without a solid and steady supply of qualified truck drivers.

With all this in mind, it is concerning that we so rarely hear policymakers talk about trucking and logistics in a time of great ambitions around launching nation-building projects, increasing labour mobility, and removing internal trade barriers. Simply put, the one Canadian economy we do have, let alone the one our government has committed to creating through its aim at the status quo, will get nowhere fast if there are no boots on the pedals.

Which is why the federal government needs to prioritize trucking and logistics within the Prime Minister’s roadmap for economic growth. That means taking a stronger approach to transforming the Temporary Foreign Worker Program so that well-paid and qualified workers from other nations can join reputable employers in this essential industry, and supporting multi-year training, grants and awareness programs so that more Canadians not only consider a career in trucking and logistics — but will be enabled in their pursuit of one.

Industry and business leaders have known for years that the right mix of programs and supports will be essential to our continued economic growth, and that trucks on the road will be just as much a sign of Canadian nation-building and prosperity as new innovations in artificial intelligence, increased critical mineral exports, or new infrastructure. Because if Canada is truly going to face the moment with urgency and build an economy that is stronger and more resilient, our policymakers at the helm will need to remember the importance of the Canadian workers that keep it moving.

While the freight recession and changing political climate are forcing fleets to navigate many challenges, Trucking HR Canada (THRC) research shows rising costs are the top concern across the country, while finding qualified drivers continues to be critical.

In Alberta in particular, trucking and logistics companies are adapting to the shortage of qualified drivers by putting more effort into attracting new drivers — offering better pay, stronger perks, and investing in strategies to keep drivers on the road.

Alberta has a higher vacancy rate for truck drivers than the rest of Canada, so THRC surveyed Alberta employers to better understand the ways new drivers are being hired, and how they are being supported and compensated.

The findings shed light on how employers are adapting:

• High hiring rates for new drivers: Most of the employers surveyed hire recently licensed drivers, although the cost of training and insurance for inexperienced drivers creates challenges.
• Investment in training: Employers who hire new drivers typically invest in substantial training programs, with most providing around 90 hours of training, including mentoring and onboarding.
• Rising incomes and incentives: Annual incomes for drivers are increasing, with 18% of companies reporting over a 10% pay rise in 2023. Most employers offer a variety of incentives, particularly for full-time employees.

As part of THRC’s labour market information work, we regularly gather data on provincial and national labour trends in the trucking and logistics sector.

More insights from the survey:

• Seasonal hiring challenges: While 84% of companies filled all driver positions in the past year, many find hiring seasonal workers challenging. They used strategies like offering incentives and ways to improve work-life balance to attract drivers.
• Getting drivers road-ready: Nearly two thirds of companies feel they are expected to do too much to train new drivers (65%), and just over two thirds (67%) indicate that hiring a new driver (one with fewer than two years of experience) is more expensive than hiring an experienced one.
  • Methods used to help new drivers become road ready: mentoring (73%), onboarding (65%), and/or finishing programs (60%)
  • One in five companies offer more than three weeks in-house training. But training them on the basics adds up: company policies, routes, safety protocols, as well as driving on remote roads or hauling specialized products (if required)
• Insurance: Insurance providers won’t always insure drivers with limited experience, or they charge higher rates (based on the industry’s claim history of new drivers and the wide variety of driver training programs — which insurers often assess).
• Annual pay: Annual pay varies based on experience, the type of driver, and the company. On average, newer drivers are paid less than more experienced drivers; short-haul drivers are paid, on average, less than their long-haul counterparts. When the results were reviewed for the highest paying companies, the average annual income was almost double for long-haul drivers.

The survey was conducted online from October 4 to November 5, 2024. Senior executives from 133 trucking companies in Alberta representing 5,149 truck drivers completed surveys. The companies surveyed serve various industries, with food retail, manufacturing, and agriculture being the most represented sectors. This research was partly funded by the Province of Alberta and produced with the support of the Alberta Motor Transport Association.

Trucking HR Canada is the recognized national authority on workforce strategy for the trucking and logistics sector. We’re a non-profit centre of excellence, engaging with employers, governments, think tanks, industry groups, and stakeholders.

Les employeurs qui mettent l’accent sur des approches innovantes et réactives en matière de ressources humaines sont les mieux placés pour résister aux défis.

Et il ne fait aucun doute que les employeurs du secteur du camionnage et de la logistique sont confrontés à de nombreux défis. Les changements technologiques rapides, l’incertitude économique et la volatilité des marchés, combinés à l’évolution des attentes des employés et aux changements constants dans les modes et les lieux de travail, peuvent être difficiles à gérer.

Bien que chaque entreprise ait des problèmes et des priorités qui lui sont propres, le fait de se concentrer sur son personnel est un élément clé de la résilience et de la compétitivité de l’entreprise.

C’est dans ce contexte que nous pouvons tous apprendre des Meilleurs transporteurs employeurs du RHCC.

Le programme des Meilleurs transporteurs employeurs est une initiative nationale qui reconnaît les transporteurs dont les politiques et les pratiques en matière de RH répondent aux normes les plus élevées de notre secteur. Ce n’est pas une compétition, mais un processus d’examen rigoureux dans lequel les candidats sont évalués sur la base de plusieurs critères : développement des compétences, culture de travail, engagement des employés, pratiques de recrutement, rémunération, durabilité, engagement de la communauté et politiques innovantes en matière de RH.

Les Meilleurs transporteurs employeurs sont des leaders de l’industrie qui mettent en avant les aspects positifs de notre industrie.

Jetons un coup d’œil sur trois approches utilisées par les leaders de notre industrie.

Bien-être des employés

Face aux pressions économiques, à l’insécurité de l’emploi et aux limites floues entre vie professionnelle et personnelle, mettre l’accent sur le bien-être des employés renforce la culture en milieu de travail, la productivité et le moral.

Les approches de Meilleurs transporteurs employeurs dont nous pouvons nous inspirer :

• Nos Meilleurs transporteurs employeurs s’intéressent à tous les rôles sur le lieu de travail, et pas seulement aux conducteurs.
• Ils garantissent l’efficacité des programmes en s’assurant qu’ils proviennent de la direction.
• Ils vont bien au-delà d’un programme de PAE — ils trouvent des moyens de soutenir leurs employés au quotidien et n’hésitent pas à parler ouvertement de bien-être lors de réunions d’équipe régulières.

Développement du leadership

À mesure que le lieu de travail devient plus numérique, hybride et dynamique sur le plan émotionnel, les cadres intermédiaires et supérieurs ont l’occasion de se développer en adoptant des compétences de leadership agiles, empathiques et inclusives.

Les approches de Meilleurs transporteurs employeurs dont nous pouvons nous inspirer :

• Les Meilleurs transporteurs employeurs identifient les employés les plus prometteurs et les soutiennent à l’aide d’un encadrement des cadres et d’autres investissements, tels que la formation des gestionnaires en matière de compétences d’encadrement.
• Les transporteurs facilitent le dialogue ouvert et l’harmonisation stratégique grâce à des conférences régulières sur le leadership destinées aux cadres moyens et supérieurs.
• Les grands transporteurs tirent profit de réunions régionales plus régulières qui permettent des discussions localisées où les employés peuvent s’adresser directement à la direction, partager les défis particuliers au marché, souligner les réussites et collaborer pour régler les problèmes.

Engagement des employés

Les employés cherchent de plus en plus à s’identifier à leur travail et veulent avoir le sentiment d’appartenir à une équipe qui a une influence positive.

Nos meilleurs transporteurs ont compris que cela permettait d’améliorer le moral et la productivité.

Voici quelques approches de Meilleurs transporteurs employeurs dont nous pouvons nous inspirer :

• Les Meilleurs transporteurs employeurs redoublent d’efforts en matière de programmes de fidélisation des employés. Cela comprend la reconnaissance régulière de l’ancienneté et la reconnaissance du rendement à l’échelle de l’organisation.
• Ils soutiennent une approche multigénérationnelle des besoins en main-d’œuvre. Il y a toujours eu et il y aura toujours un éventail de générations ayant des attentes, des valeurs et des préférences différentes en matière de communication sur le lieu de travail. Il est important de s’assurer que vous comprenez et soutenez les données démographiques de votre propre lieu de travail.
• La semaine nationale du camionnage a joué un rôle dans l’instauration d’une culture forte, axée sur la communauté, au sein des transporteurs. Les employés l’ont régulièrement signalé dans les sondages menés auprès d’eux, les conducteurs en particulier étant motivés par cette reconnaissance nationale.

Les meilleurs transporteurs continuent de démontrer que les approches axées sur les personnes ne sont pas seulement bénéfiques pour les employés, mais aussi pour la réussite de l’organisation et du secteur dans son ensemble.

Si vous souhaitez en savoir plus sur les Meilleurs transporteurs employeurs ainsi que d’autres programmes du RHCC, vous pouvez vous abonner à notre lettre d’information et participer à nos webinaires gratuits du mercredi.

Pour en savoir plus, consultez le site Web truckinghr.com

Pour rester en tête dans le monde en constante évolution, il est plus important que jamais de s’adapter et de diriger le changement.

Chez RHCC, nous travaillons sans relâche pour fournir aux chefs de file de l’industrie les connaissances et les outils nécessaires pour naviguer dans ce paysage évolutif. Nous étudions et analysons les tendances du marché du travail, les principales préoccupations des cadres supérieurs, les pratiques primées des transporteurs, et bien plus encore. Nous essayons également de mettre en lumière les raisons pour lesquelles les demandeurs d’emploi choisissent ou non une carrière dans notre secteur.

Lors de notre événement Western Women with Drive 2025 qui s’est tenu récemment à Calgary, nous avons partagé de nouvelles perspectives et tendances avec un accent particulier sur les femmes. Cette journée, organisée en partenariat avec les associations provinciales de l’Ouest, a été placée sous le signe de la camaraderie, de l’apprentissage et du réseautage. L’événement mise sur le succès de notre initiative nationale Women with Drive, mais cette fois-ci, l’accent est mis sur l’Ouest.

Voici quelques points saillants de notre séance RHCC à Western Women with Drive, que j’ai animée avec ma collègue Melissa McGregor.

Le camionnage représente une force économique majeure au Canada.

En 2023, 70 % du commerce transfrontalier et 80 % du commerce interprovincial étaient transportés par camion. Notre secteur est un indicateur économique de premier plan des tendances qui se dessinent dans l’ensemble de l’économie canadienne.

Le PIB estimé de l’industrie principale avoisinait les 50 milliards de dollars en 2023. Près de 800 000 personnes travaillent dans le secteur du camionnage et de la logistique, soutenant ainsi toute une série d’industries, du commerce de gros et de détail à la fabrication et à la construction, en passant par les ressources primaires et bien d’autres encore.

Les femmes sont le lien manquant

La sécurité de l’emploi, un bon salaire, l’équilibre entre vie professionnelle et vie privée, le développement professionnel et un travail intéressant sont les caractéristiques que les femmes (tout comme les hommes) recherchent dans un emploi. Le secteur du camionnage offre une gamme d’emplois, au-delà des postes de conduite, qui répondent aux besoins professionnels des femmes. Toutefois, les recherches du RHCC montrent que cette information n’est pas largement connue. Nos recherches montrent également que l’industrie continue d’être stigmatisée et perçue comme dangereuse et peu accueillante pour les femmes.

Avec seulement 16 % des femmes qui trouvent une carrière dans l’industrie (4 % comme camionneuse de transport), nous devons continuer à cibler nos offres d’emploi sur un groupe démographique qui représente 48 % de la main-d’œuvre canadienne. Les efforts de recrutement ciblés doivent s’efforcer de répondre aux préoccupations des femmes et de mettre en évidence les avantages et les opportunités. Cela contribuera à faire de cette industrie une option de carrière plus attrayante dans l’ensemble.

Des progrès sont en cours

Les recherches du RHCC montrent également que des améliorations sont en cours. Entre 2016 et 2021, le secteur accueillera 26 235 femmes supplémentaires dans diverses professions, du personnel de première ligne aux camionneuses en passant par les cadres.

Et, si l’on en croit le nombre croissant de participantes aux événements Women with Drive, l’intérêt et l’énergie pour des discussions et des actions continues plus ciblées ne cessent de croître.

Les employeurs qui cherchent des moyens de recruter et de retenir davantage de femmes dans leur entreprise peuvent trouver ces ressources utiles :

• Le guide des pratiques exemplaires Women at Work du RHCC, publié récemment, contient des conseils et des stratégies en matière de gestion des RH pour soutenir les talents féminins.
• Notre trousse d’analyse des lacunes contient un modèle FFPM, un exemple de sondage sur l’équité des genres auprès des employés et des lignes directrices pour aider les employeurs à revoir leurs politiques existantes afin de s’assurer qu’elles ne contiennent pas de préjugés inconscients.
• L’Accord sur le leadership des femmes offre aux employeurs une nouvelle façon d’affirmer concrètement leur engagement envers l’équité des genres, la sécurité, l’inclusion et l’autonomisation des femmes. Inauguré cette année à l’événement national Women with Drive à Toronto, cet accord encourage les entreprises à s’y engager et à faire partie d’une communauté en pleine croissance partageant les mêmes valeurs.

Consultez l’étude et apprenez-en plus sur les moyens d’attirer, de recruter et de maintenir en poste davantage de femmes sur Truckinghr.com/women-in-trucking.

Rejoignez-nous le 7 mai pour un webinaire gratuit : Accord sur le leadership des femmes : Ouvrir la voie aux femmes dans le secteur du camionnage (disponible en anglais et en français).

Pour plus d’informations, veuillez envoyer un courriel à l’adresse suivante : [email protected].

To stay ahead in today’s fast-changing world, adapting and leading change is more important than ever. 

At THRC we work hard to equip industry leaders with the knowledge and tools needed to navigate this changing landscape. We research and analyze labour market trends, top executive concerns, award-winning fleet practices, and more. We also try to shine a light on why job seekers do and don’t choose careers in our sector. 

At our 2025 Western Women with Drive event held recently in Calgary, we shared new insights and trends with a focus on women. The full-day event, delivered in partnership with Western provincial associations, was a day of camaraderie, learning, and networking. It builds on the success of our national Women with Drive initiative – this time with a western focus. 

Here are some highlights of our THRC session at Western Women with Drive, which I delivered with my colleague Melissa McGregor. 

Trucking is an important economic force in Canada 

In 2023, 70% of cross border trade and 80% of inter-provincial trade was moved by truck. And our sector is a leading economic indicator of what is happening across the entire Canadian economy. 

The estimated GDP for the core industry approached $50 billion in 2023. Close to 800,000 workers are employed in trucking and logistics, supporting the work of a range of industries from wholesale and retail trade, manufacturing, and construction, to primary resources and more.  

Women are a missing link 

Job security, good pay, work-life balance, professional development, and interesting work are what women are looking for from employment (just like men). Trucking can and does offer a range of jobs — beyond driving roles — that are meeting the career needs of women. However, THRC research shows this information isn’t widely known. Our research also shows that the industry continues to carry a stigma that it is unsafe and unwelcoming to women.  

With only 16% of women finding careers in the industry (4% as transport truck drivers), we need to continue to target our employment opportunities to a demographic that makes up 48% of the Canadian workforce. Targeted recruitment efforts should work hard to address the concerns that women are raising — and highlight the benefits and opportunities. This will help make the industry a more attractive career option overall. 

Progress is happening 

THRC’s research also shows that improvements are being made. Between 2016 and 2021, the sector welcomed 26,235 more women into a variety of occupations, from frontline staff and truck drivers to management.  

And if the growing number of attendees at Women with Drive events is any indication, there is a growing appetite and energy for more focused ongoing discussions and actions. 

Employers who are looking for ways to recruit and retain more women in their organizations may find these resources helpful: 

• The recently released THRC Women at Work best practices guide has HR management tips and strategies for supporting female talent. 

• Our gap analysis toolkit contains a SWOT template, a sample gender equity employee survey, and guidelines to help employers review existing policies to ensure they don’t contain any unintended biases.  

• The Women’s Leadership Accord is the latest way employers can demonstrate their commitment to gender equity, safety, inclusion, and the empowerment of women. Launched this year at the national Women with Drive event in Toronto, companies are encouraged to become a signatory, joining a growing community with a shared commitment. 

See the research and find out more about attracting, recruiting, and retaining more women on Truckinghr.com/women-in-trucking  

Join us May 7 for a free webinar: Women’s Leadership Accord: Lead the Way for Women in Trucking (available in English and French). 

For more information, contact [email protected] 

Employers that maintain a strong focus on innovative and responsive HR approaches are best positioned to be resilient in the face of challenges.  

And without question, trucking and logistics employers are certainly facing many challenges. Rapid technological change, economic uncertainty, and market volatility combined with evolving employee expectations and ongoing shifts in how and where people work – it can be overwhelming.  

And while every business has unique issues and priorities, keeping a strong focus on your people is a common key to staying resilient and competitive. 

This is where we can all learn from THRC’s Top Fleet Employers (TFE). 

TFE is a national initiative that recognizes fleets with HR policies and practices that meet the highest standards within the sector. It is not a competition, but a rigorous review process where applicants are evaluated on multiple criteria: skills development, workplace culture, employee engagement, recruitment practices, compensation, sustainability, community engagement, and innovative HR policies.  

Top Fleet Employers are industry leaders in showcasing the positives in our industry. 

Let’s take a look at 3 approaches all our industry leaders are using. 

Employee wellness 

From economic pressures, job insecurity, and blurred work-life boundaries – focusing on employee wellness directly supports a positive workplace culture, productivity, and morale. 

TFE approaches we can learn from: 

• Our TFE’s focus on all roles in the workplace – not just drivers.  

• They ensure programs are effective by making sure they come from the top. 

• They go well above having an EAP program – they find ways to support their employees daily and do not shy away from talking openly about wellness in regular team meetings. 

Leadership Development 

As the workplace evolves to become more digital, hybrid, and emotionally dynamic, there’s an opportunity for mid-level and senior leaders to grow by embracing agile, empathetic, and inclusive leadership skills. 

TFE approaches we can learn from: 

• TFEs identify promising top performers – and support them with executive coaching and other investments such as coaching skills training for managers. 

• Fleets are facilitating open dialogue and strategic alignment through regular leadership conferences tailored for mid-level and senior leaders. 

• Larger fleets are seeing benefits from more regular regional meetings that allow for localized discussions where employees can engage directly with leadership, share market-specific challenges, celebrate successes, and collaboratively address issues. 

Employee engagement 

Employees are increasingly seeking connection to their work and want to feel part of a team that is making an impact.  

Our top fleets know that doing this well leads to increased morale and productivity. 

Here are some TFE approaches we can learn from: 

• TFEs are doubling-down on employee loyalty programs. This includes regular long-service recognition and organization-wide performance recognition.  

• They support a multi-generational focus on workforce needs. There always has been and always will be a range of generations with different workplace expectations, values, and communication preferences. It remains important to ensure you understand and support your own workplace demographics. 

• National Trucking Week has played a role in building a strong, community-focused culture within fleets. Employees have reported this consistently in employee surveys – with drivers in particular finding motivation from this national recognition. 

Top fleets continue to demonstrate that people-first approaches are not just beneficial for employees but also for the success of the organization and the sector as a whole.  

If you want to learn more about Top Fleet Employers and other THRC programs, you can subscribe to our newsletter, and attend our free Webinar Wednesdays. 

Learn more on truckinghr.com 

De nos jours, il est difficile de prévoir autre chose que l’imprévu. L’incertitude est devenue la nouvelle norme.  

Alors que les conditions de transport semblent s’améliorer, la montée des tensions commerciales et les changements politiques viennent de nouveau bouleverser la situation. Les relations commerciales entre le Canada et les États-Unis restent incertaines, et le secteur du camionnage et de la logistique doit composer avec des perturbations constantes.  

Des routes difficiles — et des détours inattendus — se profilent à l’horizon. 

Pour les employés, l’incertitude, l’instabilité économique, les inquiétudes concernant la sécurité de l’emploi et la hausse des coûts peuvent avoir des conséquences néfastes. En tant que leader, vous n’avez peut-être pas toutes les réponses, mais vous pouvez prendre des mesures pour soutenir votre équipe, maintenir le moral et favoriser la productivité. 

Voici trois actions pour vous aider à aller de l’avant : 

1. La communication est essentielle 

Les périodes difficiles offrent l’occasion de soutenir le personnel, de renforcer la confiance et d’améliorer la réputation de l’entreprise. Le meilleur moyen d’y parvenir ? Communiquer. 

Les études sur le milieu de travail révèlent régulièrement un écart entre le niveau de communication que les employés attendent de leurs dirigeants en période d’incertitude et ce qu’ils reçoivent réellement.  

Plus vous partagez d’information, mieux vous prévenez l’anxiété, les rumeurs et la désinformation. 

Nous vivons une période incertaine pour tout le monde, y compris pour les dirigeants. Reconnaissez cette réalité, montrez une préoccupation sincère et instaurez un climat de respect au sein de votre organisation. Il n’y a aucun mal à admettre que vous suivez étroitement l’évolution de la situation et que vous discutez des différents scénarios possibles. La transparence et l’authenticité favorisent la confiance. 

Repensez à la manière dont vous avez dirigé votre équipe pendant la pandémie de la COVID-19 : qu’est-ce qui a fonctionné ? Qu’est-ce qui pourrait être amélioré ? 

Nous avons constaté que les entreprises les plus performantes communiquent régulièrement et clairement avec leurs employés, en utilisant les canaux qu’ils consultent activement. Songez à informer fréquemment vos cadres et veillez à ce que les employés sachent à qui s’adresser pour poser leurs questions. 

2. Gérer la négativité 

Un climat de travail négatif peut nuire à la productivité, réduire l’engagement des employés et augmenter le taux de roulement — tous des facteurs qui ont une incidence directe sur la réussite de l’entreprise. Les employés peuvent se sentir anxieux ou cyniques pour des raisons qui dépassent le cadre du travail, mais, en tant que leader, vous avez le pouvoir de créer un environnement propice à une gestion efficace de la négativité. 

Les problèmes non résolus ont tendance à s’aggraver avec le temps. Profitez des réunions d’équipe pour remonter le moral des troupes et apporter des éclaircissements sur les sujets qui suscitent des inquiétudes. Si un employé semble particulièrement préoccupé, planifiez une rencontre individuelle pour l’écouter et l’aider à trouver des solutions. 

3. Le bien-être renforce la résilience 

Le soutien au bien-être en milieu de travail permet aux employés d’être au mieux de leur forme — physiquement, mentalement, socialement et financièrement. Lorsqu’ils se sentent bien, ils travaillent mieux. Collaborez avec le personnel des ressources humaines pour développer et maintenir des initiatives de bien-être qui favorisent la résilience. Voici quelques exemples : 

• Effectuer des suivis réguliers avec les membres de l’équipe. 

• Encourager les conversations informelles pour renforcer les relations. 

• Promouvoir un équilibre entre vie professionnelle et vie privée afin de prévenir l’épuisement. 

• Rappeler aux employés comment accéder au programme d’aide aux employés (PAE). 

• Reconnaître les contributions individuelles pour renforcer le sentiment d’appartenance. 

• Favoriser un environnement de travail sûr et inclusif, où chacun peut être authentique. 

• Pratiquer l’empathie et faire preuve d’une écoute active. 

Enfin, donnez l’exemple des comportements que vous encouragez. Partagez vos propres stratégies pour gérer le stress et maintenir un équilibre, afin que votre équipe comprenne que le bien-être est une priorité. Lorsque vous prenez soin de vous, vous êtes mieux équipé pour guider votre équipe à travers l’incertitude avec confiance et résilience. 

Vous en voulez plus ?  

• Outil de RHCC : Évaluez les initiatives de bien-être de votre entreprise 

• Guide de RHCC : Une approche globale du bien-être des employés 

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.