Driving Diversity: How to develop DEI policies that work

Driving Diversity: How to develop DEI policies that work

Angela Splinter

Diversity, Equity, and Inclusion (DEI) sometimes feel like a “check the box” exercise, which is why these initiatives can fall short as you try to establish a culture where employees can imagine themselves as key contributors.

For many trucking and logistics employers, just getting started with DEI is the hard part. The longer you wait to develop policies and practices, the more you risk missing out on finding top talent among underrepresented people and reaping the benefits of a more inclusive workplace.

This is why Driving Diversity is the theme of our annual Women with Drive Leadership Summit on June 2 in Toronto.

This year’s conference will examine what it means to hire, train, and retain a more representative workforce in trucking and logistics, with a special emphasis on DEI tools, strategies, and best practices.

Our morning panel includes DEI experts from academia, government, employers, and business who will share ideas and actions they have taken to increase diversity across the industry.

The afternoon features what has quickly become the most popular piece of the program, the Learning Highway, where delegates can participate in speed-learning on topics including:

  • Using social media and marketing to recruit a diverse workforce
  • Workforce planning through diversity, equity, and inclusion
  • Canada Labour Code compliance
  • Using industry-specific wage subsidies to support recruiting a diverse workforce

The conference is also a place for HR professionals to network and learn from each other, and to access DEI resources they can take back and share with their own teams.

These resources include Recruiting and Retaining Diverse Communities: An Employer Roadmap. Produced in partnership with the Alberta Motor Transport Association, this guide identifies specific groups that are underrepresented in the industry and provide strategies that can help attract, recruit, and retain diverse talent.

THRC will introduce a suite of tools that HR professionals can use to create and implement effective DEI policies; manage hybrid and flexible workplaces; improve performance appraisals; develop workplace wellness programs; and create a compensation philosophy. Developed specifically for trucking and logistics employers, these resources will be available from the THRC website and provide templates and step-by-step support for HR teams.

DEI policies don’t exist as a “favour” to underrepresented groups. They’re intended to help employers establish and maintain a workplace that is welcoming, supportive, and draws strength from the knowledge and experiences that come from a diverse workforce.

Register and join us in Toronto on June 2 to learn more.

A new year brings new rules for trucking and logistics employers

A new year brings new rules for trucking and logistics employers

Craig Faucette

The beginning of the year has brought on a new set of changes that federally regulated employers will need to be aware of. These recent amendments to the Canada Labour Code include new standards for leaves of absence, occupational health and safety requirements and pay equity. As we roll into 2022 let’s take a closer look at these rules and some of the resources that can help trucking and logistics organizations prepare.

Bill C-3

Bill C-3 amends the Canada Labour Code to expand paid sick days and bereavement leave. Though the bill was passed in December 2021, there has been no announcement about when the new provisions will take effect. The goal is to give employers time to adjust their company policies and payroll.

Paid sick days: Employees will be entitled to three paid sick days after 30 days on the job, and one day paid sick leave per month of employment up to a maximum of 10 days per calendar year. Employers must pay the usual wage when sick days are taken.

Sick leave can be taken all at once or in shorter amounts, but employers can require that each period of leave is not less than one day. Also, employers can request a medical note for absences of five consecutive days or more. This request must be made no later than 15 days after an employee has come back to work.

Bereavement leave: An employee experiencing the death of an immediate family member is eligible for up to 10 days of leave (3 of which are paid if the employee has worked more than 30 days) between the day a death occurs and six weeks after any type of memorial service.

Death of a child: If the family member is a child, the employee is eligible for an unpaid leave up to eight weeks. This leave must be taken during a period that starts with the death or stillbirth of the child and ends 12 weeks after the date of the funeral, burial or memorial service.

Harassment and violence in the workplace

Last year the Canada Labour Code was amended to expand the obligation of federal employers to prevent, investigate and respond to incidents of workplace violence and harassment. The rules require employers to provide an annual report to the Minister of Labour by March 1 of every year, starting in 2022.

The Employer’s Annual Harassment and Violence Occurrence Report (EAHVOR) must detail any workplace incidents, the measures taken to resolve them and the average time it took to complete the process.

With the reporting deadline upon us, it’s important to know how to file an EAHVOR and meet other obligations regarding workplace harassment and violence. Our Understanding the Workplace Harassment & Violence Prevention Regulations resource can help.

Human Rights Commission on Pay Equity

The Pay Equity Act came into force last August, establishing that federally regulated employers must provide equal pay for work of equal value across job classes.

The first requirement under the Act was to notify employees about the creation of a pay equity plan (the deadline to post a notice was Nov. 1, 2021). Employers have three years to form a committee, complete their plan and adjust compensation based on the findings.

This process will take time and the requirements vary depending on the number of employees, so don’t wait to get started. Check out our guide, The New Pay Equity Agenda 7 Steps to Compliance, to learn more.

Things to Come

Labour Canada is considering other changes to the Canada Labour Code as stated in the Minister’s Mandate letter after the election in the fall. Among them:

  • Development of a right to-disconnect policy within federally regulated workplaces.
  • Making mental health as part of workplace health and safety and requiring federally regulated employers to have measures to deal with stress at the workplace.

Trucking HR Canada has a range of resources and will continue to develop more to support employers in complying with all new regulations. Keep your eyes open for upcoming webinars that will go into greater detail about some of the changes around paid sick days and pay equity.

Groupe Guilbault hires seven young workers thanks to Trucking HR Canada’s wage subsidy program

Groupe Guilbault hires seven young workers thanks to Trucking HR Canada's wage subsidy program

Camille Pitt is a senior human resources advisor for Groupe Guilbault, a large fleet headquartered in Quebec City. Guilbault being one of Trucking HR Canada’s (THRC) Top Fleet Employers, she takes a keen interest in the organization’s activities.

That’s how she found out about the Career ExpressWay initiative. “I saw that there was a wage subsidy that could apply to us,” Pitt says about the program that provides financial support for hiring people under the age of 30 into various positions in the trucking industry.

In Guilbault’s case, this program has helped recruit seven forklift operators and truck drivers. “For example, when we hired a forklift operator, the first $15,000 he received was reimbursed by Trucking HR Canada,” she explains.

One of the goals of the subsidy program is to improve the employment conditions of young workers. “It was either to help someone who was unemployed get back to work or to improve their salary conditions a little bit,” Pitt says, adding that the program was hassle-free to manage.

“Signing up was very, very easy. I filled out a form, talked to the people at THRC, they explained everything to me and I was enrolled. We were reimbursed every month; it was a very simple process.”

The fact that the wage subsidy program applies to all industry occupations, not just drivers, is very appropriate according to the human resources professional at Guilbault.

“There is a labour shortage in all trades,” she says, adding that when a candidate shows interest in a company, you have to be very proactive not to lose them. “When someone applies at 8:15 in the morning, if they’re called at 1:30 in the afternoon they’ve already been contacted by four or five companies. It goes really fast,” she says.

25-year old Davin Larin was hired as a truck driver through the THRC program. He now has a Class 1 driver’s license after successfully completing his training at the Charlesbourg CFTC training centre. After initially being paired with an experienced driver for training, he now does a lot of local deliveries to Guilbault customers near the Quebec City terminal.

David was exposed to the industry at a young age as his father, Benoit, has been a truck driver himself for 20 years. He even took him on a trip to Maine when he was a child.

Field experience

Yet, being in the passenger seat or in professional training is no substitute for on-the-job experience, David admits, citing reversing maneuvers, which are common in local transportation. “You do a lot more backing up on the job than you did in school,” he says.

That’s the kind of thing Pitt is referring to when she talks about being patient with younger employees, and it pays big dividends, she says.

“We can really shape them to our corporate culture; they don’t have bad habits yet. Sometimes, it’s easier to train someone who is more junior than someone who has 25 years of experience at another company because there’s nothing to undo. You just have to build,” she says.

Given the opportunity, young people hired through the Career Express Way programs can also contribute to the evolution of their company. For example, it was David’s suggestion to the health and safety manager that a checklist for hazardous materials hauling be placed in the tablets used by drivers, a suggestion that was adopted and put into practice.

The young man envisions a career in the industry, as a truck driver or perhaps even a dispatcher. “If I can advance, I will,” he says of his eventual progression within the company.

Offering young people a career path is one of the benefits that Guilbault’s senior human resources advisor sees in THRC’s wage subsidy programs.

And not just for drivers. “Forklift operators can become team leaders and eventually foremen, or they can move into office positions,” says Pitt, giving the example of the route planner occupation.

Beyond the financial support, she says the Career ExpressWay program facilitates access to a pool of younger workers, a valuable asset in an industry with an ageing workforce.

“In terms of drivers and forklift operators, it’s really the next generation that we see. If we had to do without young people, we really wouldn’t have enough employees,” she says, noting that she also sees retention benefits in hiring young workers.

“Young people often learn and adapt more easily. They have a desire to do well and improve. They’re also often more loyal to their employer because they’ve been given their first chance, trained and everything. And they’re often more comfortable with technology,” Pitt observes.

When she looks at the industry around her, she notices that the Career ExpressWay programs have created a buzz. “It’s been a pretty popular grant,” Pitt says.

One thing is for sure, Groupe Guilbault plans to continue to take advantage of the programs offered through THRC’s Career ExpressWay. “We intend to do the wage subsidy program again to hire young workers. We’re definitely going to go ahead with this one,” says the human resources professional.

Especially that “Hiring young people with little or no experience requires the cooperation of co-workers, trainers and supervisors,” Pitt says about the sense of belonging being reinforced through team work.

That’s one of the goals of Trucking HR Canada’s Career ExpressWay programs.

To learn more about the Employer Wage Support for Youth program, and how you too can benefit from this opportunity, please visit THRC Career Expressway or e-mail [email protected].

 

The Student Solution

The Student Solution

By Angela Splinter

Every sector in Canada’s economy is looking to attract and grow its labour force, which means students and young workers have lots of career choices at a pivotal time in their lives.

Amid this intense competition for talent, our industry is well-positioned to take advantage of public awareness around the importance of trucking and logistics to the economy and to leverage our labour force data which provides insight into the wide range of opportunities for young workers in our industry.

Trucking HR Canada’s labour market information shows that drivers account for 43% of the sector’s 733,000 workers, meaning we have another 57% representing all other occupations. Dispatchers, logistics coordinators, office administrators, warehouse workers, human resources, diesel technicians, accountants, the list goes on, and all are needed to keep goods moving.

Additionally, 46% of employers in trucking and logistics expect recruiting for non-driving occupations to be a challenge in the future.

Engaging the next generation

Employers looking to engage with the next generation of workers now have financial incentives that can help.

With more than 100 employers already enrolled, our Career ExpressWay program has become a popular way to attract young workers to our industry. It connects students with employers who can offer experience and a meaningful wage.

While there is a bit of administrative work to get set up, employers tell us that once they’re in and ready to go, the program runs smoothly. Many employers who start with one or two students quickly look to bring on even more.

 

Help, not hype

For starters, Career ExpressWay currently pays up to 75% of the student’s wage up to $7,500. Any full-time or part-time job that supports truck transportation is eligible, including special projects, co-ops and internships.

Post-secondary programs are seeing the benefits of what they call work-integrated learning,? where students gain experience in their field of study and can develop the soft skills needed to succeed in the workplace.

Career Expressway is a win-win-win, really. Employers get access to a pipeline of new talent; students learn about trucking and logistics while getting paid; and the industry as a whole benefits from a growing pool of interested workers.

Lets take a look at what some of our employers say about the program:

  • Students bring fresh ideas, perspectives, and new approaches to business challenges.
  • Being able to test drive a student or new grad before hiring lowers our recruitment and onboarding costs.
  • We have been bringing on students through co-ops and internships and are happy to be able to benefit from the financial incentive offered (with some able to access the funds even if these placements were finished).
  • We have brought on students to help implement special projects/new initiatives with the labour costs almost fully covered.
  • Partnering with specific post-secondary programs like logistics and supply chain management is a strategic focus of our recruitment efforts. Trucking HR Canada’s Career ExpressWay is now a part of this plan.
  • Sometimes it’s easier to train someone who is more junior than someone who has 25 years of experience at another company because there’s nothing to undo”.
  • Hiring young workers enables us to shape them (new recruits) to our corporate culture; they don’t have bad habits yet.

Trucking and logistics employers talk a lot about how to showcase the many non-driving careers in our industry and make them more attractive through competitive compensation.

Career ExpressWay may be a solution that fits with your operations, too.

We are partnering with schools and other programs to help connect students with employers in our sector. If recruiting young talent is a priority for your business, and you’re interested in a way to help pay for it, reach out to us today. Contact [email protected] to learn more.

 

Five HR Issues to Watch in 2022

By Angela Splinter

The New Year is an opportunity to turn over a fresh calendar and forge ahead with new innovations, approaches, partnerships and more. This year we have the added hope that we can transition away from COVID-19 and get back to some semblance of a routine life.

While the pandemic has been disruptive, it has revealed the best of what trucking and logistics has to offer. We’re unquestionably essential to a functioning supply chain and economy. More importantly, we’ve proven our resilience, leadership and ability to endure and pull through ongoing challenges. 2022 will be no different.

The industry should be an attractive place to work, given the respect we’ve generated among the public. Yet finding and keeping talent remains a top challenge for employers.

Trucking HR Canada is here to support you with practical, evidence-based solutions, including several new programs and points of emphasis in 2022. Let’s look at five areas of consideration in the year ahead:

?1. Fresh approaches for recruiting and retention

According to Trucking HR Canada’s Labour Market Information, there were 18,310 truck driver vacancies at the end of Q2 2021, an increase of 4,330 open jobs compared to the last quarter of 2019, before the onset of the pandemic. The demand for drivers is expected to increase each year through 2025, when the number of vacancies will reach 24,700.

Employers need fresh ideas to build the workforce. In 2022, our new Transformative Change Group will lead the discussion into issues such as work-life balance, more transparent compensation structures, better communications and other elements of an HR program that will help you compete for talent.

2. Holistic wellness

In trucking and logistics, the requirements for organizations to manage an employee’s physical health and safety are significant. The pandemic highlighted the connection between physical and mental health in the workplace and beyond. Investing in a holistic approach is good for the individual employee and makes sense for the business, resulting in higher productivity and engagement.

Trucking and logistics companies are learning how to make holistic wellness a larger part of the workplace culture. Stay tuned as Trucking HR Canada adds resources and seminars that can offer practical support to you and your HR team.

3. Hybrid work models

At the beginning of the pandemic, offices transitioned to work-from-home models practically overnight. Today it seems like hybrid work models are here to stay, and employers are focusing on ways to keep workers safe and supported while maintaining an effective workplace culture.

Trucking and logistics companies have always had some segment of the workforce working remotely, whether they’re in a truck, shop, warehouse or other front-line environment. What’s different today is how people and businesses are using technology to collaborate, communicate and take advantage of digital business processes.

With the right investments in technology and training, it’s never been easier for executives, managers, administrators, drivers and others to work together as a team in a hybrid model. We have already seen this with some of our Top Fleet Employers reporting happier workers overall.

4. Workplace diversity and inclusion

Diversity, Equity and Inclusion (DEI) has catapulted to the forefront of business priorities. In trucking and logistics, an industry not known for its diversity, strong DEI strategies can differentiate your organization.

DEI is not a tick-the-box exercise. This year we’re introducing new resources and informational seminars to help you build programs that will increase your candidate pool, enhance innovation and increase genuine engagement.

5. Flexible workplace learning and development

We begin 2022 on the precipice of the fourth industrial revolution. Specific to trucking and logistics, this includes the impact of digitization on scheduling and dispatching, cybersecurity threats and the push for new technologies including electric trucks, semi-autonomous vehicles and more. This will affect the skills needed to perform existing jobs while also creating new ones.

During the pandemic, supply chain decisions that might be years in the making instead occurred at rapid speed. Today, the evolving training and development needs of our workers require a more measured, thoughtful, practical approach.

You can count on Trucking HR Canada to help you now and every day going forward.

We look forward to working with you in 2022.

Four Key Takeaways from Women with Drive 2021

By: Katrina Pizzino

Trucking HR Canada?s 7th Annual Women with Drive Leadership Summit kept the international women?s day celebratory vibes of women, women leaders, and women in the industry going full speed. While the event was a little different – being the first time it was held virtually and globally, we still brought together over 200 women from the industry to connect and learn from one another.? It left delegates with the regular high dose of inspiration along with practical and insightful take-aways from a roster of formidable speakers.

The Right Honorable Micha?lle Jean, who served as Governor General of Canada from 2005 to 2010, and Halla T?masd?ttir, Icelandic businessperson and CEO of the B Team, left us with a plethora of insights.? The 2021 Women with Drive stage provided me with four key takeaways from our keynote speakers:

We are Change Makers

Micha?lle Jean trumpeted the efforts the trucking industry has put forward. She noted that we have been heralded as heroes during this time of pandemic, saying that it is time for the invisible to become visible.? She noted that front line workers and those in the trucking industry are finally getting the public attention that they deserve, claiming that it is the hard workers in our industry who have suffered an inexcusable blind spot before the pandemic; and that it is time we recognize that we offer good meaningful work for hundreds of thousands of Canadians. What we do with this new attention and praise is key. Truck drivers notably, as Jean mentions have a remarkable and unique role in that they get to see sights many of us never will. This is perhaps a potential draw for recruiters to take note of. A philanthropist at heart, she also encouraged us to leverage our reach. She earnestly reminded us that our trucks are moving billboards for cause and positivity. This is what many of our Top Fleet Employers do when participating in various charitable causes such as: Plaid for Dad, Pink for the Cure, and Art Saves Lives. ?We often forget to highlight this part of the trucking industry as an attraction ? that it is not JUST trucking, it is so much more. It is a multitude of causes and action, and ingenuity. By highlighting the change maker abilities of our sector, Jean created a powerful united feeling of potential.

Employers have an opportunity

Micha?lle Jean also reminded us that the pandemic has created an opening for us to further investigate some of our collective societal issues. Saying, ?In the same way lemon juice and a light bulb manifest invisible ink? ? the pandemic has highlighted many core societal issues including, racism, sexism, homophobia, and ageism. Thus, perhaps the pandemic has helped to dismantle many of the things that are otherwise wrong with our current society. She challenges employers to use this moment for change and examine their own diversity and inclusion policies.

 

Women belong everywhere ? including trucking

Halla T?masd?ttir reminded us of the ?inner leader? that we all have. We need to confront our imposter feelings in order to excel and believe in our capabilities. And, as women, we need to stop doubting and questioning our abilities and our right to be in certain professional spaces. Women belong everywhere ? and yes, that includes trucking. The pandemic, she noted, has brought about a time when women?s leadership is being noticed and recognized. T?masd?ttir reminded us that when women have a seat at the table, positive changes are made, and we see progress. For more women to be in leadership, young women need mentors and to see women who are succeeding at the highest levels.

No more business as usual

We may never go back to how things were before the pandemic ? and Halla highlighted that this is not necessarily a bad thing. A lot was wrong with the world before and the pandemic is causing us to question what could ultimately, be better.? Maybe Canadians can continue to honour truckers and the entire trucking industry as essential work.? Perhaps we can embrace a future when trucking is more alluring to new and young workers. And certainly, with current unemployment rates, we have the possibility to invite and welcome people into our industry more than ever before.

The trucking industry is one of change, one that appreciates inclusion and diversity, one that encourages women?s leadership, and one that is filled with Women with Drive. Women with Drive Leadership Summit thus remains an important event for the trucking industry ? because we still need and always will need, women with drive.

 

 

Gender imbalance in trucking and logistics

By: Craig Faucette

Some jobs just seem to attract more workers of one gender than another. These patterns have more to do with long-standing biases about which industries and occupations are ?better suited? to men or women than actual gender-based differences in knowledge, abilities, or career interests.

In trucking and logistics, men make up 85% of the workforce. The ratio of women to men drops even further in certain jobs such as truck driver (3% female) or technicians and mechanics (1.5% female).

In contrast, women account for 87% of general administrative workers, 85% of accounting staff, and 61% of HR staff.

These numbers are consistent across the industry: similar data show up on virtually every trucking association?s website around the world!

Is it the job or the industry?

Why does this gender imbalance exist?

Is it the reputation of the industry as being a male domain? Or that certain jobs are perceived as being inherently oriented toward men?

Our labour market information suggests that it may be both.

On one hand, the percentage of female mechanics working across all sectors of the economy is roughly the same as it is in trucking and logistics: 2%, compared with 1.5%. Perhaps the job just doesn?t appeal to women.

On the other hand, more that 50% of dispatchers in Canada are women compared to only 39% in trucking and logistics, suggesting that the industry is an issue.

THRC?s research, ?Millennials Have Drive 2,? found that women make up about one third of the 1.1 million ?warm leads? who say they might consider a job in trucking.

That?s more than 360,000 young women.

Where we are today

What do we know about women who already work in trucking?

Right now, about 97,000 women are working in Canada?s trucking and logistics industry and more than half are doing front-line jobs in shipping and receiving (21%); driving a truck (10%); driving for a local delivery or courier service (8%); dispatching (6%); or material handling (5%).

Another 21% of women in trucking work in administration, accounting, and human resources.

Fewer than 5% of the sector?s female employees are in management or supervisory positions. This small fraction in senior leadership no doubt contributes to the industry?s problems recruiting and retaining women.

Finding equilibrium

Highlighting the experiences and variety of career choices of women who already work in trucking and logistics could help companies appeal to more female leads.

And tapping into their workplace experiences would help us all better understand and address the gender-based challenges and barriers in our workforce. We must:

– Determine if the challenges our industry faces in attracting and retaining women are the same or different than those in other male-dominated industries.

– Study and learn from more gender-balanced sectors.

– Create a more balanced culture that appeals to diverse groups of people.

– Set clear, achievable, and measurable targets and KPIs for achieving a more gender balanced workforce in trucking and logistics.

With our industry facing severe labour shortages?on average, trucking and logistics has about 7,300 vacant jobs annually?women represent a vastly underutilized source of workers. The industry?s gender imbalance is a complex issue but one that requires us to think about the most appropriate strategies to get it right.

Following 2020: here’s what trucking and logistics HR pros should expect next

By: Angela Splinter

As an unsettled 2020 comes to an end, let?s look at what 2021 will have in store for our trucking and logistics workplaces.

The modernization of Canada?s Labour Code

In what our own Policy Analyst Marisha Tardif has likened to a ?legislative tsunami,? recent amendments to the Canada Labour Code include new labour standards, wage-fairness rules, and occupational health and safety requirements.

Many of these regulations took effect in September 2019 but several are yet to come. Notably, the amendments of Bill C-65 and the accompanying regulations which protect against harassment and violence in the workplace.

The Workplace Harassment and Violence Prevention Regulations, published in June, make a long-awaited detail official: new anti-harassment and violence provisions will take effect on January 1, 2021.

The regulations will apply to all workplaces covered under Part II of the Canada Labour Code, including many trucking and logistics employers.

NOC updates

Canada is now conducting its 10-year review of the National Occupational Classification (NOC), the federal system for categorizing job types in the country, including truck driving.

The next release includes new job-skill classifications that address concerns about how the federal government incorporates formal and informal training, education, and work experience into the NOC.

In early 2021 we will see how truck drivers are classified in the new system, and how it will affect federal programs.

Training and wage subsidies

With the events of 2020 clearly demonstrating how important this industry is, Trucking HR Canada was able to access federal funds for training and wage subsidies for jobs in trucking and logistics.

Our Career ExpressWay program has successfully supported the training and onboarding of close to 100 young people across the country, in driving positions, logistics, IT support, administration, and more. It provides up to $10,000 for driver training and up to $15,000 in wage subsidy per employee.

Our hope is that we can expand our program in 2021 to better connect our industry to Canadians of all ages looking for meaningful work in a sector with loads of career opportunities.

Diversity and inclusion

No longer buzzwords, workplace diversity and inclusion will remain a focus of Trucking HR Canada as we help employers expand the pipeline of talent into our industry.

One key initiative is our 2021 Women with Drive Leadership Summit, planned for March 10th. ?With an international flair, we look forward to learning from and virtually connecting with a global network of women who have stepped up in their respective countries in responding to the challenges of COVID-19.

Driver shortages

Whether you believe it or not, we are on track for more acute driver shortages.

That is why Trucking HR Canada is planning to bring together industry stakeholders to define the root causes of our recruitment and retention challenges, from compensation structures to the nature of long-haul trucking driving itself.

The shortage of qualified drivers is an enduring issue. But there are always new approaches and new ideas that can inform innovative and practical solutions.

Growing our Top Fleet Employers

Now in its eighth year, our Top Fleet Employers program has grown steadily.

Our Top Fleet Employers are leaders in promoting a positive image of trucking and logistics and offering great places to work. By sharing sound HR policies and practices, they set an important example as we reach out to young people, women, and other job seekers.

Each year trucking and logistics companies undergo a rigorous application process but only the best are recognized as Top Fleet Employers. Applications close January 28, and you can click here to learn more: https://truckinghr.com/top-fleet-employers/

 

COVID-19

Where things will go in 2021 is anyone?s guess, but we know for sure that trucking and logistics will be pivotal to ensuring all essential goods?from food to fuel, and even more importantly, vaccines?get to all Canadians.

Rest assured that Trucking HR Canada and all of our partners are here to support you in ensuring you have the skilled workforce you need to make that happen.

Cheers to 2021.

Recruiting and Retaining Diverse Communities: An Employer Roadmap

Sizing up the labour market—and what to do next

Sizing up the labour market?and what to do next

February 18, 2020 by Angela Splinter

Labour shortages in trucking and logistics are an ongoing concern. Employers and employees across the country feel increasing pressure from longer recruiting processes, reduced productivity, and the fact that our pool simply continues to shrink.

To quantify the problem, Trucking HR Canada (THRC) launched a Labour Market Information Project in the summer of 2018. More recently, we partnered with The Conference Board of Canada on a comprehensive survey to more accurately assess the industry?s labour needs.

This work is important for businesses in trucking and logistics. But it?s also clear that understanding the industry?s labour needs affects all Canadians.

In 2019, the trucking and logistics sector employed 3.6% of Canada?s workforce, or just over 650,000 workers. And, while 45% of these employees are truck drivers, we also employ close to 90,000 people in shipping and receiving, close to 88,000 delivery and courier service drivers, and just over 36,000 material handlers at warehouses and distribution centers.

The size of our impact

Transportation is one of 10 critical sectors on which Canada?s economy and national security depends, as identified by Public Safety Canada?s ?National Cross Sector Forum 2018-2020 Action Plan for Critical Infrastructure.?

Trucking and logistics companies connect consumers, businesses, and international markets that are vital to our economy. According to the Conference Board of Canada, the sector carries an estimated $550 billion worth of goods purchased by Canadians and more than $300 billion worth of Canadian goods destined to export markets (this does not even include wheat and crude oil).

And we support the nine other critical infrastructure sectors: energy and utilities, information and communication technology, finance, health, food, water, safety, government, and manufacturing. These pillars of our economy depend on a healthy trucking and logistics industry.

The size of our workforce

In 2019, the trucking and logistics sector employed 3.6% of Canada?s workforce, or just over 650,000 workers. And, while 45% of these employees are truck drivers, we also employ close to 90,000 people in shipping and receiving, close to 88,000 delivery and courier service drivers, and just over 36,000 material handlers at warehouses and distribution centers.

And let?s not forget the many others who keep operations going: an estimated 40,000 managers, supervisors, and administrative staff, and 9,000 accounting personnel.

The size of our problem

According to Statistics Canada?s Job Vacancy and Wage Survey, the truck transportation industry experienced an average job vacancy rate of 6.8% in 2019. This is the second-highest vacancy rate among Canadian industries after crop production, and more than double the national average of 3.3%.

Put differently, we?re unable to fill roughly one out of 15 open positions, most of them truck drivers. In fact, the total number of truck driver vacancies in Canada has increased from an annual average of 8,600 in 2016 to 20,500 in the first three quarters of last year.

Against this backdrop, it may come as little surprise that 61% of employers who responded to our survey reported difficulties filling truck driver positions within the past year.

One reason is demographics. According to the 2016 Census, 32% of truck drivers in Canada are 55 years or older compared to 21% of the entire Canadian labour force. More than 6% of our drivers are 65 and older. It is difficult to compete for younger workers.

Call to action

Our industry?s shortage of workers?and drivers in particular?affects individual businesses, Canada?s transportation infrastructure, and the overall economy.

We need to work quickly on solutions. As a first step, on March 11, we?re making sure everyone is aware of the severity of the situation.

We?re now finalizing our briefing report in partnership with the Conference Board of Canada and will release the results of our Labour Market Information Project at a press conference in Toronto on March 11 at Noon EST.

If you cannot make it to Toronto, please register to watch the event live via our web cast. We also encourage you to reach out to your provincial trucking association. Many will be joining via webcast in their offices.

Immediately following the press conference, we will hold a Workforce Knowledge Exchange?a discussion that will focus on identifying specific actions now that we have comprehensive data about our labour market.

Space is still available. Feel free to reach out to [email protected] to learn more.