GVCA Journal - Jan-Feb 2022

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In this issue, we highlight the presentations from our four-part HR webinar series, explore the findings of a Cardus report on Community Benefit Agreements, and look at an RBC report about how the skilled trades can prepare for the post-pandemic economy.


Building Partnerships as a Mechanical Contractor in Bid Specification and Specializing in Design/Build since 1985

227 VICTORIA STREET, NEW HAMBURG, ONTARIO N3A 2K5 519-662-9900 www.dordanmech.com



Working together to ensure the growth and continuous improvement of our Health and Safety Management System.



www.gvca.org • @GVCANews






Kimberly Aitken Laura Buck Paul Knowles Monica Szabo Summer Xia












Messages from the Chair and the President



ADVERTISING SALES Lana Lang-Nagle lana@gvca.org 519-622-4822 x128 SUBSCRIPTION editor@gvca.org INQUIRIES & LETTERS TO THE EDITOR

GVCA Journal is published six times yearly by the Grand Valley Construction Association ©2021. All rights reserved. Canadian Publications Mail: Product Sales Agreement #42259531; ISSN 2368-2930; in Canadian Periodical Index. GVCA Journal subscription is a benefit of Grand Valley Construction Association membership and is included in membership fees. Magazine Subscription: Canada $28/yr (incl. 13% HST). US/International $32/yr (CDN). Return undeliverable addresses to: Grand Valley Construction Association 25 Sheldon Drive, Cambridge, Ontario N1R 6R8


5063 Jones Baseline, Township of Guelph/ Eramosa and Rental Apartment Tower, King and Pine Streets, Kitchener



See who was spotted at the GVCA Chair’s Barbecue, WinC golf tournament and the GVCA annual golf tournament


CRSPs, CHRPs and Your Business 12 FINANCIAL

28 ADVANTAGE: EMPLOYEES ©2021 Grand Valley Construction Association. ll rights reserved. The contents of this publication A may not be reproduced by any means, in whole or in part without prior written consent of the publisher

Proposed Industrial Facility – Minus Forty,

Thinking Outside the Box on HR Issues

14 LEGAL Vaccine Policies and the Workplace


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ARE YOU A CHANGE LEADER? Martha’s message inspired me to think about change, and what it takes to affect change. I think in all of us, there is a desire to change something. It could be something personal, something career-related or something within the organizations we run. What’s lacking is perhaps the motivation, the drive or even the courage to stand up to a challenge and make a change. Martha’s exactly right when she says that change is hurtling at us with the speed and the force of a runaway train. It’s not a


question of if that change is going to catch up with you, but when it does, and how prepared you’ll be to adapt. A change leader sees that change coming down the tracks and takes steps to adapt for their own benefit or for the benefit of the organization. And since change leaders are embedded throughout an organization—this is a job for everyone, not just a CEO—they are empowered to

Edward (Ted) Dreyer

adapt their tasks, their processes and their tools to respond. I’d argue that the change leader role is even more essential in today’s workplace than it ever has been. The world of work is changing at a pace we’ve never seen before. The more you empower yourself and your teams to make the adjustments needed to adapt, the stronger your business will be.

NOW’S THE TIME TO MAKE THE CHANGE This issue is focused on HR and labour management issues. It’s an area I think we could all use a refresher on. That’s true even more so now, given how COVID has turned our worlds upside-down. It’s no secret that some in our industry suffer from a lack of digital literacy skills. We stick with the tried-and-true because it’s always worked for us—and who has the time to learn something new, anyway? I’d argue that there’s never been a better time than now to learn that new trick. No matter how old a dog you think you are.

Martha George, GSC


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We are in the era of “different”, and that different is heading our way like a freight train. We need to get ourselves and our staff ready for it. If your people are still doing their jobs the way they did a year

ago, they are probably not adding value to your organization. Help them help you by getting them trained on the latest and greatest digital tools and methods for doing their job. They’ll feel better and more empowered for it, and you’ll feel better knowing that you’re investing in making your workplace more attractive to younger workers, and smarter for all the new data you capture. An investment in technology, time and training pays back in no time. GVCA is here to help. Check out our education and training offerings, and contact us for support.






GVCA’s Crystal Ball Report is a unique and insightful member service. Updated daily by GVCA staff, the report tracks planned projects during the pre-bidding phases, following them from concept to design to prequalification, construction and completion.

Proposed Industrial Facility – Minus Forty 5063 Jones Baseline | Township of Guelph/Eramosa

Georgetown-based fridge and freezer manufacturer Minus Forty has designs on building a new manufacturing plant in the Township of Guelph/Eramosa. The proposed facility of 164,000 square feet would include space to accommodate an office, warehouse, industrial operations and 11 loading docks. Future phases of the development also call for two potential expansions of 45,000 square feet each. The proposed development site is located near the intersection of Jones Baseline and Highway 7 near the south end of the Township of Guelph/Eramosa. The site is approximately 27.8 acres and has frontage onto Jones Baseline. Most of the site is currently being farmed and contains a single detached dwelling. Minus Forty has submitted a planning application to rezone the site from agricultural to rural industrial land. Community groups, however, have raised objections to the application.

Rental Apartment Tower King and Pine Streets | Kitchener An Edmonton-based developer intends to build a 25-storey high-rise apartment building in downtown Kitchener, across from the Grand River Hospital. Cantiro Group has bought the parcel of land at King and Pine streets, and has submitted an application to Kitchener’s planning department for review. The developer is seeking a zoning bylaw amendment and an Official Plan amendment, with increases proposed in the floor space ratio and building height, as well as reduced setbacks and fewer parking spaces. The planned development calls for 231 units of varying sizes, as well as 108 parking spaces. The three-floor base of the building, which fronts onto King and Pine streets, would feature retail and office space, while the building would also include amenity spaces on the rooftop. Cantiro Group also says it will consider partnering with the Grand River Hospital Foundation to provide hotel rooms for families of long-term hospital patients.

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GVCA Chair Ted Dreyer hosted the annual Chair’s Barbecue outside at the GVCA office on August 24th. While we were restricted to the number of people who could attend due to COVID, we had a great turnout and everyone enjoyed beer, burgers, and a live band for entertainment. Thanks Ted!

Chair Ted Dreyer stands with his “fill-in”, Ted Dreyer. If the real Ted was unavailable to attend an event, his fill-in did!

Bill Johnson of Conestoga Roofing and Sheet Metal received a $100 gift card from Home Depot’s Amir Nezhat, a regular sponsor of GVCA events.


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...AT THE WinC GOLF TOURNAMENT? On September 2nd GVCA’s Women in Construction committee held its annual golf tournament at the Galt Country Club in Cambridge. 60 golfers participated. The day included lunch, 18-rounds of golf and a sit-down dinner. As always, it was a day of great fun and networking for the ladies in the industry.

Sutherland-Schultz registered two foursomes. Here are a few of the players finishing a round (l to r): Chelsea Marchand, Nancy Vaughan and Katie Harasti.

The team competing from Conestoga College are (l to r): Joni Jean, Rachel Banham and Suzanne Moyer.

Proceeds of the WinC Golf Tournament’s 50/50 draw were donated to Kitchener’s SHORE Centre (Sexual Health, Options, Resources & Education). On hand for the cheque presentation of $470 were (l to r): Alicia Langill and Jen Sibdhannie of SHORE, Caroline Dutka of S.G. Cunningham and a volunteer with SHORE and our WinC golf tournament, Georgia Cunningham of S.G. Cunningham and Chair of the WinC committee, and Ted Dreyer of Madorin, Snyder LLP and Chair of GVCA.

The team from Sierra Construction Group included (l to r): Meagan Sloan, Angela Atkinson, Sarah Clayton and Dianne McGinnes.

Congratulations to Patti Marsh of Grassmere Construction for winning the Longest Marshmallow Drive contest! Patti is awarded her prizes by GVCA President Martha George, and Georgia Cunningham of S.G. Cunningham and Chair of the WinC committee.

This foursome was comprised of (l to r): Debbie Muller of Carson Reid Homes, and Tania Ziolkoski, Gloria Smith and Tina Drake of Cowan Insurance Group.

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...AT THE GVCA ANNUAL GOLF TOURNAMENT? GVCA’s annual Golf Tournament was held September 9th at Conestoga Golf and Conference Centre. The event sold out with 212 golfers in attendance. The rain came down in buckets just before tee-off, and then the skies cleared for the day.

The foursome from Canadian Cutting and Coring could not be missed on the course. (l to r): Jeremy Sleeman, Matt Castle, Mauro Facchin and Paul Ballard.

(l to r): Wes Quickfall and Blake Scherer of Conestogo Mechanical and Matt Drannen and Scott Heimpel of Academy Construction.

David McMullen of S.G. Cunningham, Adam Holland of Conestoga College, Jake Thomas of Schlueter Hyundai and John Deans of S.G. Cunningham. (l to r): GVCA President Martha George meets up with Collaborative Structures’ team of Josh Blackler, Jim Blair, Justin Bender and Adam Moore. On the far right is Lisa Lackenbauer of the GVCA.

A regular sponsor of the tournament is Stubbe’s Precast. The company handed out ice cream from its Appreciation Trailer. (l to r): Jason Stubbe, John Abele and Frans VandenHeuvel.

Strassburger Windows and Doors team consisted of (l to r): Mike Brodrecht (who won a $100 Home Depot gift card), Shari McLaren, Ben Bellerose and Harrison Hadwen.


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BEBOLD | Building On Leadership Development

CELEBRATE OUR INDUSTRY’S NEXT GENERATION OF CONSTRUCTION PROFESSIONALS The BOLD Awards are back! Don't miss this opportunity to recognize the outstanding, next-generation people in our industry.

Nominate now at gvca.org/bold Together we will honour the best in the following categories: Craft Award: Given to a skilled tradesperson. Safety Award: Given to an individual who has a strong commitment to safety.

Onsite Award: Given to an individual who has the ability to bring the team together.

Leadership Award: Given to an individual who demonstrates professionalism and leadership qualities.

Spirit Award: Given to an individual with social responsibility and who

inspires others.

Customer Service Excellence Award: Given to an individual who has

provided exceptional customer service.

Outstanding Apprentice Award: Given to an individual enrolled in an apprenticeship program and has shown his or her desire to make their chosen trade a career.

2021 Bold Awards Presented by GVCA and LinC

To submit your nomination, go to gvca.org/bold

Our in-person BOLD Awards Gala will be held in April 2022. Nominations can be provided through recommendations of employers, suppliers, colleagues or through self-nomination. Anyone can nominate an individual who is an employee or owner of a GVCA member firm in good standing, and who meets the age requirements. Age requirements for nominees: To be eligible for a 2021 BOLD Award, a nominee must have been born in 1980 or later. Judging panel: A minimum of three industry experts will be selected as judges. All nominations will be stripped of personal and company identification to ensure non-bias.

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CRSPs, CHRPs AND YOUR BUSINESS Ideally, your company’s health and safety resource reports to senior leadership, but more often it reports to human resources. Many times, especially in smaller organizations, the person responsible for HR also has responsibility for the H&S portfolio. In this article, I look at both professions, the importance of credentialing, and the importance of knowing when to call in specific expertise.

DIFFERENT TASKS, DIFFERENT SKILL SETS The first thing to understand is that there is a strong difference between the fields of health & safety and human resources management. Although job responsibilities often overlap – in the sense that both fields deal mostly with the people side of your business – occupational health and safety and human resources professionals have distinct differences, educational paths and credentialing options. The Board of Canadian Registered Safety Professionals describes an Occupational Health and Safety (OHS) professional as someone who, “provides broad-based advice, support and analysis to organizations regarding risk assessment and controls


and their management processes. The role also supports health and wellness as it relates to the work environment. The capable OHS Professional has generic knowledge appropriate to risk in all activities and employment, supported by deeper knowledge of his or her specific industry, including its characteristic hazards and risk prevention, management and mitigation processes.” Meanwhile an HR professional provides advice and guidance to companies for complicated issues such as hiring with confidence, reducing people-related risk and keeping the workplace free from harassment and discrimination, and elevating business performance.

THE IMPORTANCE OF CREDENTIALS AND CERTIFICATION In Ontario the professional designation for HR professionals is the Certified Human Resources Professional (CHRP), while for health and safety designation it is the Canadian Registered Safety Professional (CRSP). To earn a CHRP designation, a candidate has to complete a series of courses and sit knowledge and employment-law exams. And like any professional designation, they have to earn educational credits annually to maintain their good standing. Those who earn their designations are known to be experienced HR professionals.

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The CRSP, meanwhile, is considered a benchmark in the OHS profession and the certification of choice for OHS professionals across Canada. The certification demonstrates that someone has met minimum formal education and experience requirements and acquired a minimum level of knowledge and expertise in the field It’s sometimes easy to overlook the alphabet soup of titles and credentials that follows someone’s name or job title. Don’t. Those designations are confirmation of that person’s good standing in provincial, national or international programs that confirm their expertise and experience. High-quality certifications such as CHRP and CRSP validate that person’s knowledge, skills and abilities.

WHERE DO YOU TURN FOR ADVICE? HR and OHS are completely different from one another. It’s true, there is some overlap between them, but bringing together the two responsibilities under a single job title doesn’t always make sense. Just because both deal with people skills doesn’t mean they’re identical careers. My advice: separate out those roles if at all possible. Leave the HRT to the CHRP professional, and make sure your OHS professional reports to senior management. Health and safety is more than a personnel issue. It’s something that cuts across and impacts the entire organization. Finally, when hiring for an OHS role, consider the value of that CRSP-designated professional. That person brings a wealth of knowledge to the table about OHS issues, management systems and hazard control strategies that few can match.

This article was written by Monica Szabo, GVCA’s Health and Safety Excellence Program lead. Monica serves on the board of the Ontario Workplace Health Coalition. She is a Canadian Registered Safety Professional, and recently served on the Board of Canadian Registered Safety Professionals.

Construction Insurance and Surety Specialists

Local Knowledge and Expert Advice Industry Specific Programs Tailored Insurance and Surety Solutions

Craig.Beaton@cowangroup.ca cowanconstruction.ca

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Challenges in the construction industry around human resources are not new, but those challenges seem to be growing along with the related costs.

While of course HR issues must be handled with care and within certain guidelines, thinking outside the box may be just what your company needs to get ahead and maximize the benefits.

LABOUR SHORTAGES/RECRUITING Labour shortages are common in construction but seem to be becoming even more pronounced. The physical work in extreme elements seems to be deterring younger workers from jobs in the trades. Stack that with the competition for labour and you


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are now forced to compete on wages and benefits to recruit and fill your roster. Thinking outside the box:

• Hire for aptitude and not experience to build your own people from the ground up. Couple that with a great culture to build loyalty to retain the staff you trained. •A ttract them early. Focus on building relationships with potential labourers in high school, for example, by offering job shadowing or skills training in their shop class.

• Try unique methods of attracting staff. Offer employee referral programs to reward staff for referring candidates. Show up where potential candidates are, such as holding small job fairs at big box hardware stores. •L everage tasks. Can you take anything off the plate of your best skilled labour, so they have more time to do the construction work? Can you hire an additional administrative resource to prepare expense reports and deal with time sheets, for example?

RETAINING SKILLED LABOUR Retention is another item that is always a hot topic in construction. With labour shortages, you have competition for even your most loyal staff.

Thinking outside the box:

•E mpower your staff to try something new or follow a passion. By allowing your new apprentice to learn the carpentry trade while using his or her strong social media skills to aid with marketing can set your company apart in terms of culture and capture a new wave of interested candidates. •G o beyond monetary compensation. In accounting we have very busy times during the year so to motivate and reward key staff, we have offered perks to help with items outside of work during those busy times (being able to expense a dinner a week, bringing in a massage therapist for 20-minute massages, to name a few). What perks could you provide that would result in more benefit to your company than cost in terms of labour loyalty and productivity? •A im to provide employee benefits that your staff want. Would profit sharing or home relocation loans be incentives for your staff?

COVID COMPLEXITIES Of course, the pandemic has brought along its own challenges in HR, such as COVID screenings and public health measures, creating additional expenses no one expected a few years ago. Thinking outside the box:

•C an you empower an office staff member to drive to job sites with PPE to ensure all labourers have appropriate COVID PPE? •C an you add the required daily COVID screenings to some current daily reporting? Maybe staff must note them daily on their time sheet if a techier solution isn’t possible on job sites. Or if you use an app to track time, can you add in the screenings, so everything gets tracked together? Brainstorm with your people leaving no idea off the table. By focusing on spending wisely on people matters, your company could benefit from increased loyalty and increased applicants. Thinking outside the box might bring you to a unique solution to some of your labour problems.

• I s your business’ seasonality difficult to staff? Consider partnering with another company with opposite seasonality to share staff.

Written by Kimberly Aitken, CPA, CA, Co-Leader of RLB LLP’s Construction Team. Contact her at 519-822-9933 or visit rlb.ca.

Ted Dreyer

Be confident in the resolution of your dispute.

Certified Adjudicator edreyer@kw-law.com 519-744-4491

Ted Dreyer has been certified by the Ontario Dispute Adjudication


for Construction Contracts (ODACC) as an adjudicator for the purpose of the Construction Act.

Serving Clients Throughout Ontario C O N S T R U C T I O N L I T I G AT I O N



55 King Street West, 6th Floor, Kitchener, Ontario






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Vaccine Policies

and the Workplace Mandatory COVID-19 vaccine policies are becoming increasingly common in workplaces across Ontario with the rise of the fourth wave of the COVID-19 virus.

Many major employers, including the cities of Toronto and Ottawa, the Toronto Transit Commission and a number of post-secondary institutions, including Seneca College, University of Toronto, Western University and the University of Ottawa, have implemented mandatory vaccine policies. It is expected that this practice will continue in many private sector workplaces. Two of Canada’s largest construction employers, EllisDon and PCL, jointly announced on September 14 that their employees are required to be fully vaccinated by November 1. This joint announcement marks the first and a significant step taken by industry leaders, and it will likely be followed by many others. On September 14, Ontario Premier Doug Ford also announced the provincial vaccine passport system which requires Ontarians to show proof of vaccination in order to access certain in-door businesses and settings, such as restaurants and bars. The provincial proof of vaccination system began on September 22. The increasingly common practice of vaccine policies has many wondering whether these types of policies are permitted at law. Are workplaces free to introduce vaccine mandates? Can an employee be disciplined for non-compliance? These are questions that we are often asked by both employers and


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employees. As is often the case, the answer is not entirely clear and will depend on the specific circumstances. Ontario employers are obligated under the Occupational Health and Safety Act (OHSA) to take every precaution reasonable in the circumstances to protect workers and to keep workplaces safe and free of hazards. This duty includes protecting workers from hazards posed by infectious diseases. Before the widespread availability of the COVID-19 vaccine, employers could be considered to have been taking “every precaution reasonable” by following public health guidelines with respect to face coverings, social distancing, remote work arrangements, frequent cleaning and sanitization of workplaces, among other measures. At present, with the widespread availability of the COVID-19 vaccine, the threshold for what is considered “every precaution reasonable” has arguably changed. Enter the implementation of vaccine policies. In the construction industry, for example, the frequent mobility of workers, along with the difficulty of maintaining physical distance on work sites are factors that may contribute to a higher risk of contracting and/or spreading the COVID-19 virus. For these reasons, a workplace policy requiring vaccination of workers against the COVID-19 virus, may be considered reasonable in order for the employer to comply with its obligations

under the OHSA. By contrast, in a workplace where workers are able to either work remotely or maintain safe distances from one another, a mandatory vaccine policy may be considered less reasonable. Key considerations for employers when drafting workplace vaccine policies are to ensure that the policy is applied consistently to all employees, and importantly, to ensure that any policy complies with Ontario’s Human Rights Code. Employees seeking exemptions or accommodations under a workplace vaccine policy due to a Code-related ground must be accommodated by the employer to the point of undue hardship. A Code-protected ground could include, for example, a medical disability which prevents an employee from receiving a vaccine, and/or a religious practice or belief. The vaccine policies devised and administered by employers must be flexible in order to accommodate employees seeking vaccine exemptions. In cases where employees’ vaccine exemptions are granted, employers are required to accommodate by implementing alternative measures to ensure a safe workplace. These measures could include remote work arrangements, routine rapid testing for COVID-19, social distancing, face coverings, and/or relocating employees to worksite with lower risk transmission. In some cases, an unpaid leave of absence may be considered an appropriate accommodation for an employee who is unable to comply with a workplace vaccination policy.



MEMBERS ARE READY. OSSFA members are ready to tackle your next Section 5 structural steel project.

Today, our membership has invested in the latest CNC fabrication, plasma, laser, water cutting and robotic technologies as well as advancements in 3-D steel detailing and engineering programs to service our clients. For a list of our members please visit our website.

Visit www.ossfa.com for a list of our members.

In terms of whether an employee may be disciplined for a failure to adhere to a workplace vaccine policy is a largely fact-specific issue. Employers would be wise to seek legal advice before implementing vaccination policies and/or before implementing disciplinary measures in relation to such policies as this legal landscape is ever-changing and difficult to navigate. This article was written by Laura Buck, Employment Lawyer and Summer Xia, Articling Student at Sorbara, Schumacher, McCann LLP. It is provided for commentary only and is not considered legal advice.

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OPIOID EPIDEMIC HITS CONSTRUCTION HARD One in three opioid-related deaths among employed people in Ontario in 2020 was in the construction sector. With opioid use increasing yearly, and drugs thousands of times stronger than they were even 10 years ago, lives can be saved with the inclusion of free, easy-to-use naloxone nasal spray kits on jobsites.


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THE COVID-19 PANDEMIC CREATED FEAR, ANXIETY AND ISOLATION AMONG ALL OF US, IMAGINE HOW MUCH WORSE THAT SITUATION WOULD BE FOR SOMEONE WITH A HISTORY OF MENTAL HEALTH PROBLEMS OR OF SUBSTANCE MIS-USE. / Mark Barnes With opioid overdose cases rising across Canada, and in the construction industry in particular, there has never been a better time than now to include naloxone kits in construction site first-aid kits. That was the message that Mark Barnes, the owner of RespectRX Pharmacies, and a leader in establishing programs for the opioid crisis, delivered to attendees at the latest Link2Builkd webinar on September 30. Barnes’ experience with opioid overdoses and the community health crisis that is being created by such derivatives as fentanyl and carfentanyl dates back more than 10 years when he stopped his work as a community pharmacist

to focus on helping people with addictions. Today RespectRX Pharmacy not only operates five brick-and-mortar locations in and around Ottawa, but also conducts community outreach work to reach addicts where they live, and where their use of opioids and other harmful substances put them at risk. He has understandably seen the rate at which the epidemic of opioid use has grown in the past 10 years, and in particular since the COVID-19 pandemic. “There were more than 6,200 deaths from opioids in Canada in 2020, and 96 percent of those were accidental or unintentional,” he said. “Of those

Join us for our next session:

“Prompt Payment: What Have You Done for Me Lately?” Free Link2Build Webinar • Friday, November 12th, 2021 @ 10 a.m. It has been 2 years since the October 1, 2019 introduction of a prompt payment and adjudication regime. Owners are required to pay general contractors within 28 days of invoice and GCs must pay subcontractors within 7 days. Lawyer Dan Leduc will offer his insights on how the industry’s payment practices has (or have not) evolved in 2 years, the use of adjudication and strategies for you as a contractor when faced with payment problems or when a ‘pay when paid’ clause is presented.

Dan Leduc

Partner, Norton Rose Fulbright LLP

Mr. Leduc has over 25 years of experience in negotiating, mediating, arbitrating and litigating construction disputes including construction liens, trust claims, delay claims, construction insurance claims, and architect’s and engineer’s errors and omissions.

To register, please email mgeorge@gvca.org

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deaths, more than 2,400 were in Ontario—that’s up from a little over 1,500 in 2019—with 350 in December alone. “The COVID-19 pandemic created fear, anxiety and isolation among all of us,” he added. “Imagine how much worse that situation would be for someone with a history of mental health problems or of substance mis-use.”


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10:08 AM

10,000 TIMES STRONGER THAN 10 YEARS AGO Opioids have a complicated history. Used properly in modern medicine, they are powerful tools for sedating patients for surgery or managing pain and discomfort. In that sense, said Barnes, they’re not at all bad things. On the streets, they’re a different animal altogether. Until recently, heroin was the most popular street opiate, but that drug is increasingly being replaced by the easier-to-produce and far more powerful fentanyl. Fentanyl is approximately 100 times more powerful than heroin. Its various derivatives, like carfentanyl, are 100 times more powerful than fentanyl—and are often produced in street labs.

“That means that the toxic drug supply is now 10,000 times more powerful than it was 10 years ago,” Barnes said. “And street drugs of all types are being cut with carfentanyl: ecstasy, molly, lean, even street-sourced marijuana. All of those are potentially lethal when they are cut with even the tiniest amount of carfentanyl.”

ONE IN THREE OPIOID DEATHS IN CONSTRUCTION IN ‘20 Opioid use and abuse is startlingly common among workers in the construction sector. A recent report prepared by the Ontario Drug Policy Research Network suggests that construction workers made up nearly one in three deaths from opioids among employed Ontarians in 2020. It’s a trend that the Ontario Construction Consortium (OCC) has labelled “The Other Pandemic.” “This situation is alarming,” says OCC Executive Director Phil Gillies. “Construction workers are dying from drug overdoses, a crisis largely driven by the widespread street distribution of the highly-addictive opioid fentanyl. And the 60-percent increase in deaths in

2020 has to be linked to the shutdowns and isolation imposed by the COVID pandemic. The increase in addiction and mental health issues that has accompanied the pandemic is impacting the construction workforce in a dramatic and tragic fashion.’

What makes opioids so dangerous is the speed with which they work. Since they are designed to put patients for sleep for surgery, they depress breathing. Overdose patients are therefore quickly at risk of brain damage from a lack of oxygen in their circulatory systems.

“Construction is primed with risk factors for opioid use and abuse,” Barnes said. “Injuries happen and are usually managed through opioids, so they’re present and available. Construction work doesn’t always allow for days off, so if you need to get paid, you go to work, and you manage through the pain by taking pills. And it’s a hard-nosed, macho industry that’s heavily populated by men aged 20 to 49, who are by far the leading demographic among deaths from opioids.”

“Death can occur in an opioid overdose case in as little as three to five minutes,” said Barnes. “That’s not enough time for EMTs to arrive at a scene even if the overdose has been detected right away.”

Patients, however, are just one group that is at risk of opioid overdoses. Barnes quoted data from one survey that showed that more than 70 percent of respondents to a survey on opioid use reported getting—either by buying or stealing—opioids from a family member or friend. Accidental ingestions are also common among children.

THE SOLUTION: NALOXONE NASAL SPRAY Barnes wants every construction site to carry naloxone kits: simple nasal mist sprays that, in most cases, work in short order to restore breathing to someone who has overdosed on an opioid. The kits are free. They’re easy to use and— critically—they are effective only on people who are overdosing on opioids. Getting naloxone into the body of someone who has overdosed on an opioid can make the difference between life and death, but it’s not a complete solution. If the overdose patient isn’t seen and treated by paramedics within 30 minutes, they can relapse into overdose. “Naloxone will have no effect—zero— on someone who has not taken an opioid. It’s completely safe to use,” he said. “And remember that the Good Samaritan Drug Overdose Act provides some legal protection for individuals who seek emergency help during an overdose.” Barnes concluded his presentation with a video of how to administer a naloxone kit, and invited participants to contact him by email at mbarnes@respectrx.ca to request free naloxone kits for their work sites. A recording of Barnes’ presentation is available on the Link2Build website.

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BETTER BUSINESS Wrapping up GVCA’s fall HR webinar series

Many companies simply do not have the resources to hire a full-time human resources administrator, let alone an HR department. Human resources is often divided among several people in the office, making it almost impossible to stay on top of the latest regulations, best hiring practices, goal setting, employment contracts, salary ranges, and more. Throughout October and into early November, GVCA hosted a series of webinars designed to help member firms navigate the complicated world of human resources. That world was complicated enough before the COVID-19 pandemic. It’s far more challenging today as companies must offer competitive salary and benefits packages—and find the right balance between remote and hybrid work opportunities.


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Thanks to everyone who attended, and to our presenters.

Session 1:

Cleaning Out Your Closet

Does your business have a strategy in place for handling employee terminations? Jordan Smith, a partner in Gowling WLG’s Employment, Labour & Equalities Group, opened the sessions with a presentation on exactly that subject, shining a light on some of the best practices and common pitfalls companies in all industries should be aware of. According to Smith, the need for established guidelines in this often-contentious area is critical, especially when it comes to ensuring the long-term success of any business. Smith provided a general overview on

how to first and foremost manage and track employee performance, as well as what exactly can go wrong during a dismissal if accurate performance records aren’t kept. He also went through many of the common risks associated with wrongful dismissal cases, and offered key tips and insights on how to effectively manage disgruntled employees, both before and after their departure. All told, Smith’s presentation offered an informative look at the most pressing employee termination issues facing companies of all sizes.

Session 2:

Getting it Right: Onboarding and Managing Employment Relationships

In the October 20 session, H2R Business Solutions President Jill Zappitelli and

Senior HR Consultant Michelle Strassburger addressed a landscape of issues employers need to consider to onboard new workers, and manage employment relationships effectively. Tops among these were mandatory COVID-19 vaccination requirements. The presenters advised that every workplace needs to have a COVID-19 policy and safety plan as well as daily COVID-19 screening for employees attending work locations in person, and are required to implement precautionary measures in order to prevent against the spread of COVID-19. Turning to more conventional employment issues, they pointed to onboarding processes as being key to healthy relationships. It is imperative to outline and have agreement on the terms and conditions of the employment contract prior to an employee starting work. Those first two weeks of a worker’s employment are key to ensuring an effective and welcoming introduction. Being organized and having a plan in place is integral to retention. Policies and procedures relating to the obligations of the worker and the employer are also critical. Such documents

lay the groundwork for effective performance management in the future. A clear social media policy and associated guidelines, for example, outlines requirements employees must observe during and after their employment. Regular discussions with employees to review performance, cross training and ongoing career development are key to an effective employment relationship, and can help with succession planning. Finally, managing employee exits is just as important as properly onboarding staff. A well-structured process ensures an employee exits the organization as positively as possible while maintaining all information and materials that belong to the employer or their customers. The process can also help the employer learn information that could help with retention and recruitment.

Session 3:

Compensation: It’s More Than Just Money

In this session, Jonathan Foster, VP & Compensation Practice Leader and Sandra Ventin, AVP, Benefits at Gallagher



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GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021


Benefit Services, focused on the idea that the investment in your employees must encompass the whole person. In other words, financial reward is only one of a series of elements that keeps people happy and engaged in their chosen companies. The interplay among financial, physical & emotional and career opportunities is critical.

For managers and business owners, differentiating your business from your competitors’ is key. Foster and Ventin advised that making your people feel part of something bigger will provide you with an advantage in both attracting and retaining top talent. Your team will help sell your advantage. They are your best recruiters.

All best-in-class employers must consider the following four items within any compensation strategy: i) How much do you want to pay? ii) How do you want to pay? iii) What do you want to pay for? iv) When do you want to pay? The goal is for each dollar spent by the company (within the total rewards framework) to have an impact of more than a dollar in the eyes of your people. The session included a look at specific examples of companies that are being creative in their compensation offering.

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GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021

Recruiting the Talent You Need to Succeed

She addressed the foundational level of hiring that all small businesses can benefit from. Her advice spanned a range of fundamental issues, including how to create a standout job posting, where to post, and how to conduct an effective interview that ensures the best fit for the business and where it is at in its growth stage.

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Session 4:

Stacie Dunlop, the Head of People & Culture at Communitech and the Founder of SNC Recruitment, presented our final session of the series: on recruitment and talent in today’s candidate-driven market.

Workplace issues never sleep. That’s why our 24 hour line is answered by a Sherrard Kuzz lawyer every hour of every day, even on holidays. Whatever the issue. Whatever the time.

She then turned to how to handle a job interview: specifically, why it’s so important to be as specific as possible about the difficult aspects of a job. That tough talk can help you (and your interviewee) be sure you’ve got the right person for the job, and will help you reduce turnover down the road. She also discussed why it is more important now than ever before to reach out to diverse talent and explore untapped markets—not only for competitive advantages, but also for more equal and inclusive hiring. She saved time at the end to go through the various questions businesses owners had about their specific challenges, many of which were linked back to the pandemic.



WORK ANYWHERE Worldwide, 85 percent of people who say they can be productive and healthy anywhere also say they plan to stay with their company for a long time.

A new research report from Accenture shows that as workplaces across the country re-open, more and more Canadians say they prefer to return to a hybrid or remote-work model.

companies are meeting their emotional health needs (compared to 36 percent globally), and only 26 percent say their companies are meeting their physical health needs (compared to 34 percent globally).

The report, titled The Future of Work: Productive Anywhere, surveyed more than 9,300 workers in 11 countries. It found some revealing statistics about Canadian workers. In particular, 61 percent said they preferred hybrid- or remote-work models, 37 percent feel they can be productive and healthy primarily while working remotely, and another 41 percent feel they can be productive and healthy anywhere, either fully remote or onsite or a combination of the two ­— as the hybrid workplace emerges.

“Canadians have adapted and have quickly become the productive, anywhere workers,” said Janet Krstevski, managing director and Canada Talent & Organization/Human Potential practice lead at Accenture. “However, the state of Canadians’ mental health is concerning and as responsible leaders, we need to advance the future of work dialogue to be not just about location, but to also address what drives the productivity, health and resilience of Canadian workers.”

Worldwide, 85 percent of people who say they can be productive and healthy anywhere also say they plan to stay with their company for a long time. However, finding a hybrid model that works for all generations may be a challenge. Three in four Gen Zers (74 percent) want more opportunities to collaborate with colleagues face-to-face, a higher percentage than Gen Xers (66 percent) and Baby Boomers (68 percent). Surprisingly, while the report found 42 percent of people thriving, only 26 percent Canadians identified as thriving. About a quarter (28 percent) of Canadians feel their

The report uncovered that what separates those Canadian workers who are productive anywhere (41 percent) from those who are disconnected and frustrated (11 percent), is not stress, but whether they have the right resources on an individual and organizational level to help them be productive anywhere. These resources range from job autonomy and positive mental health to supportive leadership and a digitally mature organization. Further, organizations that enable a resilient workforce to be more productive and healthier anywhere are also reaping financial benefits: 56 percent of high revenue growth companies in Canada have

already enabled productivity anywhere workforce models. “People who have the option to work in a hybrid model are better able to manage mental health challenges, have stronger work relationships and plan to stay with their companies a long time,” added Krstevski. “As future of work discussions continue to be top of mind for businesses, understanding how leaders can maximize people’s potential regardless of their location is imperative.”

PEOPLE WHO HAVE THE OPTION TO WORK IN A HYBRID MODEL ARE BETTER ABLE TO MANAGE MENTAL HEALTH CHALLENGES, HAVE STRONGER WORK RELATIONSHIPS AND PLAN TO STAY WITH THEIR COMPANIES A LONG TIME. / Janet Krstevski Accenture’s advice to employers: move beyond a focus on physical location to shape a future of work that provides their people with the resources they need to be productive anywhere. Specifically, the firm advises companies develop strategies that consider employee health in six dimensions, including relational, physical, emotional and mental; design work around people; and build digital fluency. GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021




When it comes to the future of skilled trades in Canada, the situation is dire. By Paul Knowles

That’s a blunt summation of a new, Powering Up: Preparing Canada’s skilled trades for a post-pandemic economy, released by RBC Thought Leadership.

But Tibbits, George and the authors of the RBC report all agree that the status quo is not sustainable. Change must come, and come soon, or the construction industry is in trouble.

The report states that Canada is facing a severe shortage of tradespersons, and that those already employed in the sector are in desperate need of retraining to upgrade their skills in this digital age. But as readers will guess from the more optimistic title to the report, authors Naomi Powell and Ben Richardson believe there are solutions to the crisis

The RBC report states that, “25% of Canada’s 4 million tradespeople will need to upgrade their skills within five years, amid significant digital disruption.” That’s an immediate concern, agrees George. “The digital divide is becoming more evident every day. If we are going to attract the next generation to our industry, we need to change our business methods by using technology. Those that invest in it are the winners.”

Two expert commentators agree both with the bleak assessment, and with the potential for improvement. Conestoga College President John Tibbits told the GVCA Journal that the college’s new, comprehensive Skilled Trades campus in Cambridge, which is scheduled to open in Fall of 2022, “will help raise the profile of the skilled trades and attract a broader, more diverse student population.” While GVCA President Martha George says, “If we want to attract youth to our industry, we need to show them the amazing opportunities that exist. We need to make construction a firstchoice career.”


GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021

Powell and Richardson state that, “Canada will face a shortage of at least 10,000 workers in nationally recognized Red Seal trades over [the next five years] – a deficit that swells tenfold when 250 provincially regulated trades are included.” Tibbits commented, “We need to attract a broader range of candidates into trades and apprenticeship training, including women, Indigenous, BIPOC, etc. Conestoga has been working on this for a number of years. In addition, the college recruits international students for a number of trades programs where the domestic market is limited. Training international students is a reliable

MATERIALS AND METHODOLOGY HAVE CHANGED DRAMATICALLY OVER THE LAST YEARS. WE NEED TO WELCOME WOMEN INTO THE INDUSTRY, AND HELP THEM HAVE A PLACE. / Martha George method for attracting and retaining additional workers for the sector.” According to the report, “The most severe shortages will be among trades critical to the coming infrastructure boom, including industrial mechanics, welders and boilermakers.” It adds, “Demands for digital and ‘soft’ skills like creativity and problem solving is expected to rise significantly in these critical trades.” George agrees. “We need to attract young people who are creative, with transferable skills. We need to let them explore, lead and look at problems from their standpoint. We don’t know what the job of tomorrow will be, but we do know that we will need workers, so let’s give young people a chance.” There is already a shortage, and it is going to be exacerbated by retirement. The RBC report predicts, “Over 700,000 skilled tradespeople are expected to retire by 2028. Meanwhile, and outdated perception of the trades has hobbled recruitment efforts.” Tibbits believes there are other, systemic barriers to recruitment. “The apprenticeship system is broken, and needs to be modernized,” he says. “Students coming out of secondary school often

lack the skills and knowledge required to be coming apprentices. They require foundational training and assistance in connecting with potential employers in order to attain an apprenticeship spot. The traditional apprenticeship model is expensive and arduous for employers – that’s probably why only 1 of every 6 companies that employ skilled trades workers participates in apprenticeship training.” Powell and Richardson make the point that, “Women made up just 11% of new registrants for apprenticeship programs in 2019, and continue to represent less than 4% of workers in the most, in-demand trades.” George agrees wholeheartedly: “These stats are disappointing. We don’t talk enough about the opportunities for women in the industry. Construction isn’t a strong man’s profession. Materials and methodology have changed dramatically over the last years. We need to welcome women into the industry, and help them have a place.” She is adamant: “It isn’t enough just to say you will hire women in the next year, it has to be a stated goal.” The RBC report says there are other shortfalls in the demographics of the trades. “Immigrants comprised 8.7% of apprentices despite

GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021





accounting for more than 20% of the population.” Tibbits says that Conestoga is addressing both of these issues, citing the college’s commitment to “attract youth (particularly young women) as well as international students to skilled trades education and training in the effort to expand and diversity the existing trades workforce… Training international students is a reliable method for attracting and retaining additional workers for the sector.” However, the report notes that the government is not meeting its goals in terms of welcoming skills tradespeople to Canada: “Canada is falling short of its goal to bring in 3,000 skilled tradespeople annually though immigration, admitting 2,365 such newcomers in 2019 through the Federal Skilled Trades Program.”

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GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021

The final key point made by Powell and Richardson is that sector leaders across the spectrum have to step up and work to solve the very real challenges. “Educators, employers and policymakers will need to address chronic problems in the trades pipeline, tap into underused pools of talent, and address a widening digital skills gap amid rapid technological advances in the workplace.” George and Tibbits agree. But both see silver linings—if the industry steps up to meet the challenges. Tibbits says the college embraces the opportunity to continuing “to work with our industry and employer partners to help address the urgent need for trades workers with skills, knowledge and aptitude to contribute to the rebuilding of Ontario’s economy, post-pandemic.” George sees the need for government funding to help solve the problem, calling for “tax incentives for employers to hire immigrants,” and “tax credits for upgrading digital skills, and low interest locals for investment in technology.” While underlining the significant challenges, Powell and Richardson hold out reason for hope. “The challenges are significant. So are the opportunities,” they wrote. They see potential in refuting “outdated stigmas”, by pointing out annual incomes in the $80,000 to $100,000 range in some trades. They also note that “Indigenous Canadians make up a greater proportion of apprentices than their share of the population. And as the fastest-growing cohort of Canadian youth – their numbers are expanding four times fast than the non-Indigenous population – they have the potential to be an even bigger presence in the skilled trades workforce of the future.” The report’s recommendations mesh with the comments by George and Tibbits, including increased federal and provincial funding to promote the trades, cooperation between industry, academia and government, and meeting immigration targets. The authors also recommend that expanded childcare efforts be introduced to support women in trades, and that “interprovincial recognition of skilled trades should be expanded beyond Red Seal trades to enable greater mobility of labour.”


CBA Model is Flawed: Cardus Report Community Benefits Agreements are great ideas in principle, but many lack clear goals that suggest success or failure, and they can often skew public procurement. Something has to change for CBAs to realize their full society-building potential says thinktank Cardus. Community Benefits Agreements (CBAs) can be valuable tools for advancing social causes, but not until they’re properly defined and implemented, says a new report by think tank Cardus. The report, Community Benefits Agreements: Toward a Fair, Open, and Inclusive Framework for Canada, looks at the use and abuse of CBAs across the country. Its researchers concluded that CBAs can be a useful way to maximize the impact of Canada’s post-pandemic infrastructure construction boom and economic recovery, but not before the very concept of CBAs themselves are properly defined, and their value proven though measured results. “While the term ‘community benefits agreement’ has been applied to the broadest range of infrastructure and urban-development projects, there is actually no one comprehensive definition of the concept,” says the report. “Instead, the term is now applied almost universally to any project that its owners and developers desire to endow with redeeming social virtue.” Elements of the agreements can include: formality or legally binding agreements between a developer and a government entity or community group; a commitment toward particular benefits for an area in response to its support of the project; emphasis on inclusion, equity and social justice; a commitment to training or employment for local disadvantaged and underrepresented workers; and a commitment to facilitating business for local small businesses, entrepreneurs and social enterprises. The report lists a number of ways in which CBAs have been used federally and in Ontario since the mid 2010s. The Eglinton Crosstown LRT, for example, is the first major project in Ontario to require the developer (Crosstown Transit Solutions)

to deliver on community benefits. The CBA included a goal of employing apprentices or journeypersons from “historically disadvantaged communities and equity-seeking groups to 10 percent of all trade or craft working hours, on a trade-by-trade basis, that are required to construct the project.” In a 2019 report, Crosslinx indicated that 343 community members had been hired into union and non-union jobs; 199 in professional, administrative, and technical jobs; and 144 into apprentice and journeyperson positions. The group also spent $6.6 million on local businesses. Stakeholders involved on the Gordie Howe International Bridge project have also included extensive CBAs for communities and groups on both sides of the project. It is too soon, however, to judge the effectiveness of those tools. The report goes on to say that in some cases, CBAs can be exclusionary tools. For example, those that specify workforce diversity requirements almost make it mandatory that companies be signatory to union agreements so that they may recruit from as wide and as diverse a labour pool as possible. “Non- or alternative union employers use direct hire to obtain employees—that is, when they need new workers, they go out and recruit them, which takes time and effort,” says the report. Additionally, the authors point to compliance costs which tend to be greater for smaller companies—the majority of local builders—as, “specialized recruitment [that] places a heavier burden on their operations, productivity, and profitability.” “In Ontario, non-union and independent-union employers represent at least 70 percent of construction employers. Their interests in infrastructure-improvement projects are every bit as relevant as those of their building trade union competitors and deserve to be taken into account.”

“Governments have been jumping onto the CBA bandwagon without taking the time to ensure that they are fair, open, transparent and effective. The result is that they aren’t achieving their goals, and are reducing diversity in the labour market,” says Brian Dijkema, Cardus’s vice-president of external relations. “That’s unfair to workers, drives up the cost of construction by a conservatively estimated 15 percent, and worse, fails to deliver for the people CBAs are supposed to help.” The Canadian Construction Association has been among those groups that is concerned about the use of CBAs. CCA has argued for years that construction companies already create significant good in their communities through various means such as supporting charitable causes. “The implication seems to be that community benefits exist only when a CBA is in place,” says Cardus executive vice-president Ray Pennings. “That’s not the case. Companies do a lot of good without the requirement to do so under a CBA. These agreements are not always needed.” The report concludes that CBAs can be useful for helping to get community-wide benefits from construction projects. But changes must be made. Governments must adopt fair, open and transparent CBA frameworks that include genuine, broad consultation with affected stakeholders, including community, labour and industry. Those frameworks must also include standardized, fair, open and transparent procurement processes, measurable goals that help determine CBA success or failure, and clear, achievable targets for things like job training and hiring. They must also include community benefits that last beyond the construction of any project, and inclusivity that respects all human rights, labour models and union affiliations. “Resolving these challenges is crucial to the future success of community benefits agreements as a useful public-policy tool,” says the report. “If they are resolved—and this is a big if—the initial prospects for successful CBAs in Canada might yet be realized.”

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The annual Robert Half salary survey finds workers are in the driver’s seat when it comes to compensation, benefits and working arrangements. Employers will have to adapt to keep top talent.

It’s a job-seeker’s world out there, and companies are going to have to adapt. That was one of the key take-aways from the 2022 Salary Guide released by talent solutions company Robert Half. The latest edition of the guide features projected starting-salary ranges and employment trends for more than 400 positions across Canada’s finance and accounting, technology, administrative and customer support, marketing and creative, legal, and human resources professions. One of the key findings in this year’s report is the extent to which the COVID-19 pandemic has tightened an already-challenging labour market in many sectors, and has empowered workers in new and unexpected ways. For example, half of the workers surveyed in the report said they were confident of finding new work quickly, while 80 percent said they felt their current skills were marketable in the current hiring environment. What’s more, the pandemic has given workers a taste of what life can be like outside the office. Flexibility is a key concern for workers going forward. They want remote or hybrid work and flexible schedules. Giving them the flexibility to choose when and where they work, says the report, is critical to an organization’s ability to attract and retain the best people. 28

GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021

“During the height of the pandemic, much of Canada’s workforce struggled with tending to family members and the stress of social restrictions, including stay-at-home orders,” says the report. “But for most workers, there was one positive discovery: working virtually improved their work-life balance.” Robert Half says that the benefits of remote work are cutting both ways. Companies are breaking down geographic boundaries to hiring, opening up even broader pools of talent, and building and boosting company morale. Indeed, about one in three companies surveyed said they would expand their hiring searches geographically, and are advertising remote-work jobs. When recruiting for open roles, nearly six in 10 managers (59 percent) will first look locally and then outside their city if it takes too long to find skilled candidates; 17 percent will begin their searches anywhere from the start given the talent shortage. Interestingly, speed counts when companies hire. More than 7 in 10 professionals (72 percent) said they lose interest in a job open-

Technology is helping organizations cut that time to hire. Conducting candidate interviews via video, for example, allows companies to increase the number of people involved, and speed up the time it takes for the interview process since interviewers can participate from multiple locations at the same time.

Finally, the report looks at the significance of diversity, equity and inclusion in the workplace. It found that 63 percent of managers reported that diversity has increased in their workplaces. More companies have made diversity, equity and inclusion part of their organizational culture and their efforts to make their workplaces and their policies treat all employees fairly, justly and impartially.


The full Robert Half 2022 Salary Guide is available at www.roberthalf.ca/en/salary-guide.

ing if they don’t hear back from an employer within 10 business days after the initial interview.

Salaries are obviously important to workers, and the 2022 Salary Guide found that half of workers (50 percent) think they’re earning less than they deserve. Millennial professionals (56 percent) and women (54 percent) are most likely to feel shortchanged. Talent shortages are indeed driving up salaries among workers. Companies say they are raising rates to hire and retain high-performing professionals. Some are offering signing bonuses. And even though more companies are benchmarking and adjusting their benefits and perks to land and keep valued staff, turnover is still rising. Workers are confident, and willing to explore change. “Renewed business confidence is boosting hiring activity in professional industries across Canada, and the need for skilled workers is at an all-time high,” said David King, Canadian senior district president of Robert Half. “Professionals are in the driver’s seat when it comes to negotiating a raise or new role — and they are interested in more than just pay. Companies need to align their total compensation package with market trends and employee expectations.” The survey also found that workers will walk if they don’t see their wages match expectations. Nearly one in five employees (18 percent) said they’d consider quitting their job if they don’t get a raise by year’s end. Gen Z (35 percent) and Millennial (28 percent) workers are even more likely to make a career move if their salary doesn’t increase. “While hiring is top of mind right now, keeping current employees motivated and engaged also needs to be an ongoing priority for organizations,” added King. “This includes regularly benchmarking salaries and identifying factors that enhance job satisfaction, such as opportunities for advancement, flexible schedules, and programs that support employee well-being.”

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PERKS AND BENEFITS MATTER The salary isn’t the whole story for employees. Workers say they most covet flexible work schedules (75 percent), remote work options (61 percent) and employee discounts (40 percent). The survey also found that many of those expectations don’t line up with employer realities. For example, only 46 percent of employers offered flexible work schedules, and 41 percent offered remote-work options.


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GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021



Our education courses occur in an online forum with Virtual Instructor-Led Training (VILT). Working at Heights training takes place at the GVCA office, with COVID-19 safety precautions in place. Visit our online calendar at www.gvca.org for times, or give us a call. WSIB Health & Safety Excellence Program: Registration is always open for this incentive program. Earn $ in rebates!

Complete Course Catalogue: This comprehensive guide lists the courses, including descriptions, that GVCA offers. It can be viewed online at www.gvca.org. Hard copies are also available.

Private Corporate Training: We offer private training that can be customized to suit your business needs.


Trade Contracts: A Double-Edged Sword


Session 4 in our HR Webinar Series: Recruiting the Talent You Need to Succeed

3 & 10

CCA & CCDC Documents


Earned Value Management for Construction


Working at Heights FULL

9 & 10

Project Planning for Success


Working at Heights REFRESHER


Leadership: Personal Productivity & Time Management (Self-Paced)


Prompt Payment, Invoicing Properly & Mechanics of Adjudication

Basics of Building Construction


Estimating 102


Earned Value Management for Construction


Working at Heights FULL


Getting Paid and Managing Cash Flow

14 & 15

Bluebeam Revu BASICS


Read the Full Contract: Deep Dive into CCDC-2


Field Productivity 101

16 & 17

Bluebeam Revu ESTIMATING


Working at Heights REFRESHER


Leadership: Personal Productivity & Time Management (Self-Paced)


Field Scheduling 101

Estimating 101


Getting Paid and Managing Cash Flow


Read the Full Contract: Deep Dive into CCDC-2


Field Productivity

18 & 19

Close out of a Construction Project

18 & 25

Effective Planning for Forepersons & Crew

Battlefield................................... 10

Responding Successfully to a Request for Proposal

Baywood Interiors....................15

Bluebeam Revu BASICS

Conestoga Roofing..................21

23 & 24


1, 2, 8 & 9

16, 17, 23 & 24

22, 23 & 24




Contact katie@gvca.org for more information.

ADVERTISERS’ INDEX ACL Steel Ltd.............................15

BOLD Awards.............................. 9 Cowan Insurance Group...........11


Field Scheduling 101

25 & 26

Bluebeam Revu ESTIMATING

Dordan Mechanical Inc............. 2


Working at Heights REFRESHER

Duncan Linton..........................29


Managing Change in Construction


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GVCA Journal // VOLUME 10 • ISSUE 6 // NOV- DEC 2021

Delta Elevator...........................26

Gowling WLG.............................21

JDI Cleaning Systems Inc........ 5 Knell’s...........................................19 Link2Build..................................32 LiUNA ..........................................31 Madorin Snyder LLP ...............13 Melloul Blamey........................... 2 OSSFA..........................................15 Reinders + Law...........................11 Sherrard Kuzz...........................22 St. Leonard’s..............................26 Stecho.........................................29 Strassburger Windows & Doors........................................18

Phone: 519-622-4822 Toll Free: 1-800-265-7847 gvca.org