Implement Success 16.1

SUMMER 2019

ImplementSUCCESS Volume 16 Issue 1 | The Official Publication of AMC | Agricultural Manufacturers of Canada | www.a-m-c.ca

INSIDE: How to accommodate generational differences page 12 AgCareers.com | The need for a corporate culture page 14 Corporate Profile | Farm Credit Canada Appreciating customer stress levels page 20

Strategies for Building an Engaged Workforce

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Implement Success | Summer 2019

www.a-m-c.ca

ImplementSUCCESS SUMMER 2019 Volume 16 Issue 1

Contents:

Profiles & Features

How to accommodate generational differences page 12 © Shawn Casemore 2019. All rights reserved

Departments Thank You to Our Sponsors page 5

Chair’s Message page 7

AMC at a Glance page 8

From the Minister’s Office page 18

2019 Events and Trade Shows

49th Annual

Convention and Trade Show

page 24

page 11

The need for a corporate culture

Index to Advertisers

page 14

page 28

By Scott Garvey , AgCareers.com

Corporate Profile | Farm Credit Canada

Appreciating customer stress levels

page 20

By Treena Hein

Member Profile | Salford

Meeting Expectations

page 26

By Scott Garvey

@AMCshortlinecda

The Agricultural Manufacturers of Canada (AMC) is a national, memberdriven organization dedicated to sustaining a strong, viable and highly respected Canadian agricultural manufacturing industry.

https://www.linkedin.com/company/amc_3

Published Semi-Annually for Agricultural Manufacturers of Canada (AMC), Ph. 306.522.2710 | www.a-m-c.ca.

MISSIO N S TAT E M E N T To foster and promote the growth and development of the agricultural equipment manufacturing industry in Canada.

PUBLISHED BY 31st Line Strategic Communications, 316342 31st Line, Embro, Ontario N0J 1J0 | Ph. 519.475.6378, Fax 519.475.4792, www.31stline.com.

GROUP PUBLISHER Karen Sample EDITOR AMC MARKE TING AMC PROJEC T MANAGER AMC L AYOUT Debra Buchanan | ©2019 Agricultural Manufacturers of Canada. All Rights Reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Published July 2019/PIM-AMC3380

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Implement Success | Summer 2019

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Northern Plastics has been providing practical, cost effective solutions for over 35 years!

As a proud member of the Agricultural Manufacturers of Canada, Northern Plastics offers a variety of services to the agricultural industry.

• In-house Engineering • Complete Manufacturing • In-house Tooling • Custom Manufactured Parts • Custom UHMW Extrusions • Custom Cast Polyurethanes • Engineering Plastics 5840 Auto Road S.E., Salmon Arm, B.C. Canada V1E 2X2 Toll Free: (877) 832-9452 Fax: (250) 832-1885 www.northernplastic.com

ThankYou AMC’s 2019 Corporate Partners

With a growing number of members, AMC collaborates with corporate partners to provide ongoing support, services and programs that help members’ businesses grow.

We would like to thank our 2019 corporate partners for supporting the growth of the agricultural equipment manufacturing industry in Canada:

fcc-fac.ca

dynamictire.com

aon.ca

farmmedia.com

hsbc.ca

supremebasics.com

AMC Team

Agricultural Manufacturers of Canada | Board of Directors

Agricultural Manufacturers of Canada Organization 306-522-2710 Inquiries@a-m-c.ca

Chair | Richelle Andreas Chief Executive Officer S3 Enterprises Inc. PO Box 39, 2180 Oman Drive Swift Current, SK S9H 3V5 306-773-0645

Vice Chair | Frank Capasso Executive Vice President The CTD Group 1331 Chevrier Blvd.

Winnipeg, MB R3T 1Y4 204-453-6833

Treasurer | Linda Turta Chief Executive Officer RAM Industries PO Box 5007, 33 York Rd E. Yorkton, SK S3N 3Z4 306-786-2678

Heather Brekelmans Advertising Sales 519-851-4249 hbrekelmans@31stline.com

Director | Nigel Jones Chief Executive Officer Vaderstad Industries Inc. PO Box 123 Langbank, SK S0G 2X0 306-538-2221

Director | Grant Adolph Chief Operating Officer Buhler Industries Inc. 1260 Clarence Avenue Winnipeg, MB R3T 1T2 204-654-5702

Director | Cor Lodder Director Walinga Inc. PO Box 1790, 70 - 3rd Ave NE Carman, MB R0G 0J0 204-745-2951

Director | Cam Cornelsen Director of Sales Norstar Industries PO Box 119, RR1 Morris, MB R0G 1K0 204-746-8833

Director | Mark Hildebrand Director of Sales Monarch Industries Ltd. PO Box 429, 51 Burmac Rd. Winnipeg, MB R3C 3E4 204-786-7921

Director | Bob Cochran General Manager Highline Manufacturing Ltd. PO Box 120, Hwy 27 Vonda, SK S0K 4N0 306-258-2233

Director | Paul Horst General Manager Tube-Line Mfg/Horst Welding 6455 Reidwoods Drive Elmira, ON N3B 2Z3 519-669-9488

Director | Randy Bauman President Bauman Manufacturing / Eldale Machine & Tool 3 Industrial Drive Elmira, ON N3B 2S1 519-669-5195

Director | Glenn Burrma President Penta Equipment 4480 Progress Drive Petrolia, ON N0N 1R0 519-882-3350

Associate Committee Chair | Robert Ablamowicz Canadian Group Leader Axalta Coating Systems 54 Lake Crescent Toronto, ON M8V 1V8 416-720-9754

Past Chair | Russ Klassen Director of Canadian Sales AGI 198 Commerce Drive Winnipeg, MB R3P 0Z6 204-489-1855

@AMCshortlinecda

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NEWLY RELEASED: Online Marketplace and Member Directory Our new mobile friendly online directory gives every member an opportunity to increase their digital presence.

Each member has a full page about their business that is categorized and tagged so it can be found easily. This listing page includes company logo, a brief description of services and contact info. We’ve also added lots of ways for new customers to contact your business including a direct link to your website, social media, email form and click to call. Pages are optimized to drive new traffic from Facebook, Twitter, Mobile & Search.

We’ve also added powerful landing pages for all advertisers to this directory. This is a great opportunity to promote products and services to our membership. Each digital ad integrates calls to action and SEO and can be shared in any way online. Your online ads will be categorized so they are easy to find. You’ll also receive detailed reports on monthly traffic and benefit from even more visibility on our Facebook app. Members can highlight services or can feature a new product release on these landing pages. Artwork can be changed monthly to ensure you are promoting the right thing at the right time of year.

Book Your Ad Now! members.agmanufacturers.ca

Sept. 10, 11 & 12, 2019

Canada’s Outdoor Park, Woodstock, Ontario Join more than 40,000 attendees to experience agricultural technology and innovation at Canada’s foremost outdoor farm event. See over 750 exhibitors showcasing the latest agricultural products and services through interactive displays and live demonstrations of machinery, livestock, crops, niche markets and much more!

outdoorfarmshow.com | 1-800-563-5441 | #COFS19 info@outdoorfarmshow.com @outdoorfarmshow Canada’s Outdoor Farm Show @outdoorfarmshow

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Chair’s Message As the culture of work moves in the direction of the individual: virtual offices, flexible work hours, individual-centric training plans‌ we, in manufacturing, have a unique opportunity.

Richelle Andreas Chair | Board of Directors Agricultural Manufacturers of Canada

In order for a manufacturing company to achieve quality, safety, efficiency, and continuous improvement, our organizations need a workforce that values serving others. These are very special people who take pride in having an important role in achieving a common goal.

They understand that being accountable to a team comes with personal responsibility.

While the rest of the work culture moves towards being more alone, manufacturing provides excellent career opportunities for people who find joy in being with others.

Manufacturing is a tough industry, but it is also a rewarding one.

There is nothing better than seeing a truckload of shiny new product rolling out of the yard on its way to the customer. Whether you were the person that tacked the first seam, painted the last panel, put on the swooshy decal, cut the PO for the cylinders, built the jig that was used in assembly, negotiated the order with the customer, wrapped the pallet, or made sure the lights were turned on in the plant every morning and the doors locked every evening, every single person in the plant can take pride that their work helped create something of value.

@AMCshortlinecda

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AMC at a Glance 235 MEMBER S:

133 SU PPLIER S

98 M A N UFAC TURER S

4 A FFILIATES

6

3

14

6

2

20

5

5

3

4

7

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2018 Government Relations Wins The voice of the agricultural equipment manufacturing industry for 49 years

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1.

4

Capital Cost Allowance Increase after AMC lobbying

2.

Lobbied 2 National Parties

3.

Invited to CPTPP Signing

Business opportunities & challenges raised by members

One of a handful of organizations invited; markets now opening

www.a-m-c.ca

AMC Member Exports

Brazil Brazil

China, China,Italy, Italy, New NewZealand, Zealand, United United Kingdom, Kingdom, Latvia, Latvia,Russia Russia

Australia Australia

TOP TOP 10 10

Other Other

Export Export Markets Markets PERCENTAGE PERCENTAGE

87% 87%

GERMANY

United United States States

Ontario Ontario

$837,854,421 $837,854,421

EXPORTS EXPORTS

BY

BY PROVINCE PROVINCE

B.C. B.C. $56,675,000 $56,675,000 Alberta Alberta $96,225,121 $96,225,121 Quebec Quebec $241,842,721 $241,842,721

37% 37%

3% 3% 4% 4% 11% 11%

Saskatchewan Saskatchewan $360,770,391 $360,770,391

16% 16%

29% 29%

Manitoba Manitoba

$651,862,114 $651,862,114

@AMCshortlinecda

TOP TOP 33 Government Government Relations Relations wins wins of of 2018 2018

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We are AGI

For more information on AGI products and solutions, visit aggrowth.com

AgGrowthIntl

SPECIALISTS IN METAL SPINNING Since 1962

• Inlet Cones • Grain Bin Covers • Wheel Shrouds

• Hemispheres to 65” dia.

• Tank Ends to 96" dia.

• Spun Metal Components for all industries

AMS Industries Ltd. 1575 Franklin St., Vancouver BC Canada V5L 1P3 toll-free: 1-877-251-3591 fax: 1-877-251-6422 email: sales@amsind.com website: www.amsind.com

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ENGINEERED TOUGH www.degelman.com Canada 1.800.667.3545 | USA 1.701.636.1876

www.a-m-c.ca

Save the Date for AMC’s Biggest Event of the Year AMC Convention and Trade Show to be held December 4-5 in Saskatoon Mark your calendar for the 49th Annual AMC Convention and Trade Show being held December 4-5, 2019 at the Sheraton Cavalier Hotel in Saskatoon, Saskatchewan.

Why should you attend?

As always, the Annual AMC Convention and Trade Show is an excellent opportunity for you to:

• Network with other AMC members and key influencers in the industry

• Participate in speaker sessions and workshops specific to our industry

Become a Sponsor The AMC Convention and Trade Show is the largest agricultural equipment manufacturing industry focused convention in Canada, drawing upwards of 200+ attendees from the agricultural equipment manufacturing industry.

Promote and showcase your brand, company and products to the AMC convention delegates through sponsorship.

If you are interested in securing sponsorship for the convention and trade show, please contact AMC at Inquiries@a-m-c.ca or 306-522-2710 for details.

Full event details and early bird registration to be launched in July 2019.

Visit: www.a-m-c.ca/convention #AMCC19

• Engage with new and existing suppliers throughout the trade show

• Participate, nominate and vote on 2020 board members • Discuss the latest industry trends and learn what AMC has planned for the year ahead

Excellent convention again this year!”

Best AMC convention I have attended.”

I was happy to attend and felt that the speakers were very informative.”

@AMCshortlinecda

Thanks for a great conference! It was great to be there, and I believe we received great value! Looking forward to continuing to work with AMC!” I thought that the convention was very well planned. The trade show was excellent.”

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PERSPECTIVE

How to accommodate generational differences for a

Stronger TEAM

Baby boomers, born between the years of 1946 and 1964, sought out careers and ways to support their growing families after emerging from the gloom

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of World War II. The idea of living in a nice home, having a nice car, and living and working within a community was most appealing. Baby boomers worked and sought stability in their job in order to support growing families. The last thing most wanted to do was to pull up roots from a company and job that they knew well and start anew with another company or in another city. This did happen in some instances, of course, as everyone’s circumstances are unique, but it was not the norm.

Y N GE

GE NZ

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Let’s take a look at a couple of examples.

X N GE

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Studies have shown that the distinctions between generations continue to increase, specifically in the areas of interests and engagement. A simple example might be to look at why each generation seeks a job in the first place, and how they define loyalty to that employer.

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Earlier this year, I spoke at the AMC annual conference on the subject of Engaging Multiple Generations in the Workforce. The talk was put together after speaking with a half dozen members of the organization to understand the most significant challenges they face in today’s everchanging economy. Manufacturers from across Canada, and even within the United States, all shared stories and examples of how they struggle to attract, retain, and even more importantly, develop a cohesive team among their employees.

BO OM ER

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Unless your business contains some sort of superpower of unknown origin, chances are that you are, or at least have been, facing challenges in integrating multiple generations. Put more simply, with the growing numbers of millennials entering the workforce, and with Gen Z soon to follow, the level of complexity and difficulty in aligning individuals and teams around organizational goals is a challenge.

“With the growing numbers of millennials entering the workforce, and with Gen Z soon to follow, the level of complexity and difficultly in aligning individuals and teams around organizational goals is a challenge.”

Let’s contrast this against Generation X, the children of the baby boomers, many of whom grew up watching their parents work in unfulfilling jobs that they did not like. Many Gen Xers recall the massive layoffs that happened during the recession of the 1980s and experienced first-hand how little support their parents received from their employers when job cuts were necessary. Often pushed by their

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parents to “get an education,” most Gen Xers went to college or university, hence their view of what a career consisted of was less employer-focused, and more self-focused. Where a baby boomer might have learned to be an accountant while being employed (in return feeling obligated to continue working for that company for much of their career), a Gen Xer went to school and earned a degree in accounting.

They offered their education most often to the highest bidder; the company who offered the best compensation and benefits. However, with their education and initial work force experience, Gen Xers were more likely to move to a new company if that company offered a more appealing compensation package. Again, this isn’t to say that all Gen Xers moved jobs a lot; but that the generation as a whole did so more often than the baby boomers ever did.

Now, let’s look at the same scenario for millennials, the most predominant generation in the North American workforce today. Having seen their Gen X parents continuously strive to earn more money and to climb the corporate ladder, having been encouraged to attend university, to gain an MBA and possibly even pursue their doctorate by their parents, this generation has a very different philosophy about what it means to work. Entering the workforce with some of the highest levels of education of any previous generation, fueled by continued advancements in technology and at a time when the job market is wide open, millennials have numerous job opportunities, and the skills to attain them. The aforementioned influences have resulted in this generation wanting to find the perfect work-life balance.

They have a strong desire to travel, to learn, and to collaborate remotely through the use of technology. Sitting behind the accounting desk at the same company for the next 40 years is the last thing they want to do.

So, the question is, then, what can we do, as leaders and business owners, to continue to fuel our teams despite these significant differences in needs and desires? The answer is, of course, in understanding the needs of each generation. Let’s look at this question from various levels within the organization.

A manager can gain the most from their team by understanding the needs of each generation on their team, and then integrating those needs into how they communicate and interact with team members. Consider, for example, that younger employees likely prefer to communicate through a software like Microsoft Team, an online platform, versus traditional email.

An employee who might be nearing retirement, alternatively, is more likely to appreciate email or a face-to-face meeting. In essence, the manager has to become flexible in how they interact and communicate with team members, putting the needs and priorities of their employees first.

So now what?

You might be wondering, with all of the potential changes you need to make in order to accommodate multiple generations, what is the best starting point? I would recommend the best approach is to speak with your people.

Ask all your team members what they need and want from their job, from you and from the company. This first step will not only shed light on the needs of each generation, but will begin to help you understand the dynamic of your team. Generations are only one part of the equation. Use the responses to fuel your efforts to shape the working environment, and you will in turn create a compelling way in which to engage multiple generations to get the most from their brains, and most importantly, their hearts. © Shawn Casemore 2019.

All rights reserved.

A business owner or someone responsible for hiring should seek to promote and advertise based on the desires of each generation.

When trying to attract the attention of a Gen X, focus on demonstrating opportunities for advancement within an organization, whereas for a millennial describe how enjoyable the working environment is, specifically whether they can work from home and how flexible the hours are.

The key, as we discussed at the conference, is to understand the distinctions of each generation you have working for you today, and more importantly, of the generations you seek to hire tomorrow, and then build your environment and leadership approaches to satisfy these needs.

Meet people at the level that they are most interested in, and you will gain and retain their interest.

A BOUT THE AUTHOR Shawn Casemore helps business owners and entrepreneurs grow their business, increasing their team’s productivity and responsiveness to customers.

Get a copy of his most recent book “The Secrets To Building A Self-Managed Team” here. https://selfmanagedteamsecrets.com/ optin29559111

@AMCshortlinecda

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INDUSTRY ADVICE

The need for a corporate culture Strategies can only be successfully implemented if everyone is on board

Common Vision & Goals

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www.a-m-c.ca

is having a workplace that encourages networking, the use of technology, including social media as tools to collaborate and connect. Because without connections, the business would fail. Therefore we strive to have a culture which celebrates connections.”

When it comes to using social media tools to help cultivate a corporation’s internal culture, however, the Deloitte survey cautions managers about relying too heavily on them. Their data shows managers were generally about twice as likely to say social media efforts have a significant positive impact on fostering a corporate culture than the rank and file workers.

Kathryn Doan Director, AgCareers.com

By Scott Garvey Developing a corporate strategy to build sales or grow a company is important as managers look to the future, but the success or failure of those plans hinge on one critical factor: that everyone in the company will get onboard and push toward that common goal. Fostering the right corporate culture and keeping it up to date is the key to ensuring that.

“Culture eats strategy for breakfast,” says Kathryn Doan, director at AgCareers.com and CareersInFood.com. “The importance of culture remains vital. Yet as corporate goals shift or management changes, the organizational culture can adapt as well.

“Culturally our organization has evolved from being a very entrepreneurial start up tech company 20 years ago to a service-based company now relying on in-house and competitive technology.

As such, with size, complexity and competition; our culture has adapted.”

According to a 2012 survey conducted

by Deloitte, 94 per cent of executives and 84 per cent of employees said they believed having a relevant and distinct corporate culture was important to overall business success. In developing that kind of dynamic culture, Doan recommends organizations foster a common goal or vision, which needs to be shared with and communicated to the entire team.

Doan says this common, unifying goal will be the basis of the corporate culture. She explains, “For example, at AgCareers.com it is about feeding the world with talent; thus a key component @AMCshortlinecda

And even though the percentages of employees and managers who believe that culture is important are very high, only a small number of both think their company has actually achieved that. So, how should executives go about creating one?

“The most important element of culture is the desire of employees to feel connected.” ­— Kathryn Doan, Director, AgCareers.com “The most important element of culture is the desire of employees to feel connected,” says Doan. “They must inherently value the skills they bring to the market and the output brought to the Agri sector. Given the right ag labour market, employees will not stay with organizations where they don’t feel valued.” Doan believes that for those new to the workforce, feeling valued, connecting with the organization, and feeling they are making a difference in the world can be as important as their compensation packages.

And the Deloitte survey confirms that.

Although 62 per cent of managers in the survey said they saw compensation as the most critical factor in staff retention, the most important factors cited by employees, themselves, were regular and candid communications (50%), employee recognition (49%), and access to management or leadership (47%).

Moulding or reshaping a culture within an organization needs to be done

carefully. While trying to create or reshape that sense of common purpose it is possible to alienate some individuals within a workforce. Doan says that is one of the biggest challenges.

“The challenge with adapting or changing a culture is disengagement,” she explains. “In other words, when staff are challenged with workplace dynamics, don’t feel part of the greater plan or are simply not happy, that change is difficult to make.

“One big challenge is recognizing that sometimes employees do not embody the appropriate culture of an organization. Failing their ability to adapt, making personnel changes can be difficult, especially in the short term.”

But once a stable culture starts to form, it can help with employee retention efforts as well, according to Deloitte.

That happens because workers feel more at home and less likely to pull up stakes and leave.

“Aside from results based performance management, the opportunity to engage employees in the softer side of work is a valuable experience for all involved,” says Doan, “especially when it comes down to organizational fit. Too often we know we can teach the technical skills, but we can’t teach fit. When cultural alignment is lacking, honest conversations need to occur.”

Making the effort to get that fit right, though, can pay off on the balance sheet as well. The Deloitte survey remarks, “There is a correlation between clearly articulated and lived culture and strong business performance.” Which means those businesses that are highly successful financially can usually boast of having a strong corporate culture.

So it’s up to managers to work at building a culture, but it’s important to remember to demonstrate those values with their own actions. As part of the overall effort, identifying employees that also already embody the important core elements and using them to help promote and amplify culture building efforts can help significantly.

“As a manager, reviewing organizational goals is key to demonstrating the culture you are looking to build and maintain,” advises Doan. “It can really help to leverage and engage key employees to act as brand ambassadors and having actions that truly reflect the company’s values.”

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2019 EVENTS Marquis Event December 4-5

AMC Convention & Trade Show Saskatoon SK

Thought Leadership Event September 9: AMC Innovation Reception Ingersoll ON Hosted in partnership with Canada’s Outdoor Farm Show

Become a Sponsor If you are interested in becoming a sponsor of our 2019 events, please contact AMC at Inquiries@a-m-c.ca or 306-522-2710.

Events information and registration details will be communicated via email and on our website www.a-m-c.ca/amcevents.

I thought the live panel and question period provided good value and a sense of how farmers are feeling, and progressing in today’s market.”

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A terrific experience with top notch speakers giving a local, national and international profile of agriculture and farm implement manufacturing – very informative.” www.a-m-c.ca

OEM Quality Components

Your One Source Supplier to OEMs and Distributors in the Agricultural, Construction, Lawn & Garden, and Pro Turf Markets for Over 30 years.

Largest Stock of Disc & Coulter Blades Warehoused in the USA.

Great event, good opportunities to network with potential new customers and suppliers during trade show. Keep up the good work!� @AMCshortlinecda

Dick Jones & Associates, Inc Tel: 423-478-2253 • Fax: 423-478-2283 www.DjonesA.com Implement Success | Summer 2019

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From the MINISTER’S OFFICE Preparing Canadians for the Future of Work: Bridging the Skills Gap for Employees and Employers

By Navdeep Bains Canada’s Minister of Innovation, Science and Economic Development I travel quite a bit across this great country and abroad.

I talk to all kinds of CEOs: individuals just starting companies, serial entrepreneurs, those ready to scale, CEOs of Canadian firms with an international footprint and CEOs of international firms with a Canadian footprint.

I often ask them, “In your view, what’s Canada’s value proposition?” And they tell me without hesitation that it is our country’s incredibly talented and diverse workforce.

Of course, they are right. Nearly 57 percent of Canadians between the ages of 24 and 65 have a post-secondary education – the highest amongst OECD countries.

Now more than ever, Canada must maintain its talent advantage, with the right competencies and the flexibility to meet the evolving demands of a workplace being disrupted by changing business models.

Technological progress is shaking up entire industries. The agricultural manufacturing sector is no exception.

While traditional assembly line workers may find some of their jobs are being replaced by automation, employers are having difficulty filling the jobs created in the digital economy.

In fact, according to a survey by ManpowerGroup, in 2018, nearly half of Canadian employers reported a talent shortage, particularly in skilled trades, sales, and among professionals and engineers.

As an accountant by training, the solution seems obvious to me: we need to balance the ledger. We need to help Canadians get the skills they need, and help firms fill their talent gaps by recruiting from a broader, deeper pool 18

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of Canadians who have acquired strong STEM (science, technology, engineering and mathematics), business, creative and digital skills.

That’s the great thing about skills: they can be acquired. But only if the right training is available and accessible.

All Canadians, but particularly rural Canadians, youth, women, Indigenous peoples and other underrepresented groups, must have opportunities to develop their skills. This is not just imperative for workers to get the wellpaying jobs of tomorrow; it’s necessary to drive our economy.

Since 2015, Canadians have created more than a million jobs, and unemployment is at a record low. We need to work not only to ensure more Canadians have the right skills to succeed; we also need to attract talent to Canada.

So, what’s the solution?

A good start is the programs our government has introduced as part of the Innovation and Skills Plan to ensure that Canadians — in every segment of society and throughout their entire lives — receive the support they require to thrive in this new economy.

Our government is taking a partnershipdriven approach with industry, postsecondary institutions, not-for-profits, provinces and territories.

Under our Plan, we introduced a program called CanCode, which has already given 1.3 million students and their teachers access to coding and digital skills. And we are investing further, to see another million follow in their footsteps.

Moreover, we are investing in programs like Mitacs, which offer a greater number of work-integrated learning placements for young Canadians to have the handson skills and experiences they need to get good jobs.

And our new Canada Training Benefit is going to help Canadians at all stages of their careers cover the costs of their training and re-training, so that new skills are within everyone’s grasp.

These programs will help us make good progress. However, our strong economy and job growth record is outpacing even our homegrown talent development.

That is why, through our Global Talent Stream, we have taken steps to make it easier for innovative companies to attract the highly skilled talent they need to scale-up and grow.

On the jobs side of the ledger, our Innovation and Skills Plan makes important investments to help Canadian business create new, modern jobs that require new digital skills. The Innovation Superclusters Initiative in particular is expected to create more than 50,000 jobs over ten years.

These Superclusters are innovation hotbeds that bridge science and investment, drive growth and create jobs. Among other things, they connect industry with post-secondary institutions to help young Canadians acquire the skills they’ll need to succeed in tomorrow’s jobs. Specifically, the Protein Industries Supercluster, headquartered in the Prairies, is working on making Canada a leading source for plant proteins globally. Ultimately, we expect it to create 4,700 new jobs.

Additionally, we are making important investments through Canada’s six Regional Development Agencies across the country to support the growth of Canadian businesses so they can integrate into value chains, export and compete globally.

In short, we are taking action to balance the skills ledger: we’re helping Canadian workers gain new and modern skills, and we’re working with business to create the kinds of new, good quality, high-tech jobs that depend on these skills.

Our government is working to ensure that Canadians have the ability to reach their potential. We want to attract investments to Canada thanks to our skilled and innovative workforce. And, we want more Canadians to feel the same pride that I get when CEO after CEO tells me what a great workforce we have.

www.a-m-c.ca

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CORPORATE PROFILE

Appreciating Customer Stress Levels as well as your own.

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Part of serving farmer customers effectively is building an appreciation for the stressors that farmers face.

By Treena Hein Great customer service is both an art and a science and involves many factors.

However, many would say that at its heart, customer service is all about putting yourself in your customers’ shoes.

That means, in our case, understanding the stresses that farmers face, which are obviously many – and learning to be more comfortable talking about these stresses, when appropriate.

The more you can understand what a farmer is going through, the better you will able to interact with him or her and help them solve the problem they’ve come to you with.

When talking about stress, we’re really talking about mental health, so let’s all get comfortable with that term.

Mental health issues are no different from physical health issues – that is, we might have a cold, break an arm or suffer from congestive heart failure or diabetes in the physical realm for example, and in the mental health sphere, we might suffer from depression, or stress effects such as exhaustion, neck pain or inability to concentrate.

“We all have physical health and mental health, and we’re going to have issues with both on an ongoing basis or from time to time,” notes Darren Howden, Farm Credit Canada (FCC) senior vicepresident of Prairie operations.

A couple of years ago (after being part of a panel discussion on mental health at an ag conference) Howden began working with Kim Keller, a Saskatchewan farmer who started the ‘Do More Ag’ Foundation and created a ‘Mental Health

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First Aid’ course to offer in communities across Canada. He notes that everyone knows about physical first aid, but aren’t clear on what to do if someone is having a panic attack, for example.

Beyond partnering to provide the First Aid course (and there have been 120 requests this year from various communities) and training its own staff, FCC is having more discussions at ag organization meetings and has made business cards for its staff who serve farmers directly to hand out, cards which have the number of a mental health hotline.

Howden notes that now that many FCC staff have been through the course, they are comfortable stepping in and asking questions with clients – and are grateful for the training. They are also (including Howden) better aware of their own stress levels, allowing them to perform more effectively in their jobs and also have a better life outside of work.

Stressors abound “The stressors on farmers are many,” Howden says. “Weather, the markets, trade barriers and currency exchange rates, disease, new regulations, finances, workload, family dynamics. Farmers run their own businesses but unlike most business owners, so many factors are out of their control. You have to find ways to deal with these things as they come at you, including taking breaks as you can.”

Many don’t know that the warning signs that one’s stress level is getting too high include a wide range of things, from being more reactive and/or irritable than normal, sleeping trouble, being forgetful or having a reduced ability to concentrate, experiencing physical pain or muscle tension in part of your body, headaches – the list goes on and on.

Howden notes that you most often will realize degree of stress after you aren’t as stressed anymore, and that others will pick up your cues before you might.

But in the end, Howden believes everyone should take heart with regard to stress.

“No one can control things like the weather,” he says, “but we can control the way we manage stress, whether that’s through better self-care, delegating, taking breaks, prioritizing or other options.”

And everyone should build their level of self-awareness.

FCC has a personal assessment tool that allows people to review their stress levels by classifying their stress on a scale of red to green with the red zone representing illness/depression and the green zone representing optimal mental health. The tool also offers strategies for each stress level to help people consciously work on improving their mental state. The tool is a good reminder of the importance of monitoring your own stress levels and taking active steps to resolve issues as they occur. You can find the FCC assessment tool here: https://www. fcc-fac.ca/fcc/knowledge/wellness/mhdashboard-e.pdf “Try and become more mindful of how you’re doing and don’t be judgemental, just know what you’re up against and make a plan to deal with it,” he says.

“Try to laugh and do what you enjoy.

Trying to just power through it is not the answer, and women tend to innately realize this more than men do. And try to socialize. When I grew up, there were lots of social activities with family and neighbours and that’s really gone by the wayside nowadays. I think we need to get that back.”

We can all help each other, as well, by talking about mental health as much as possible and foregoing judgement of each other, just as we would with noncausal physical health issues.

Howden believes that while the internet has helped us all to connect and more easily access support and tools for mental health, there can be a lot of judgement online that we should be careful to avoid. “There is nothing to be embarrassed about,” he says. “We are all human and doing our best.”

FCC’s wellness resources, including the publication ‘Rooted in Strength’, can be found here: www.fcc.ca/wellness FCC is also involved in the 4-H Canada ‘Healthy Living Initiative,’ as well as a partnership with Farm Management Canada to explore the connection between business management practices and mental health.

Implement Success | Summer 2019

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2019/2020

Events and Trade Shows Trade shows are an excellent opportunity to market your product or business. This schedule will help you find agricultural trade shows throughout North America.

August 2019

December 2019

August 13-14, 2019

December 3-5, 2019

Salon de l’agriculture

Olds College Olds, AB www.agsmartolds.ca email: info@agsmartolds.ca

TCU Place Saskatoon, SK www.farmforumevent.com

L’Espace Saint-Hyacinthe Saint-Hyacinthe, QC www.salondelagriculture.com/ salon-de-lagriculture

August 27-29, 2019

49th Annual AMC Convention and Trade Show

AgSmart

Expo-Champs

St-Liboire, QC www.salondelagriculture.com/ expo-champs/

September 2019 September 9, 2019

AMC Reception

Elm Hurst Inn Ingersoll, ON www.a-m-c.ca/events September 10–12, 2019

Canada’s Outdoor Farm Show Woodstock, ON Inquiries: (519)-822-2890 email: info@outdoorfarmshow. com

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Farm Forum Event

December 4-5, 2019

Sheraton Cavalier Hotel Saskatoon, SK www.a-m-c.ca/convention

January 2020 January 13-16, 2020

Crop Production Show Prairieland Park Saskatoon, SK www.cropproductiononline.com

January 14-16, 2020

January 21-23, 2020

Manitoba Ag Days

The Keystone Center Brandon, MB www.agdays.com

Salon industrie et machinerie Agricole de Quebec TBD www.salondequebec.com January 29-30, 2020

Precision Ag Conference London Convention Centre London, ON www.farms.com/ precisionagriculture

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MEMBER PROFILE

Meeting Expectations Flexibility is the key to worker retention at Salford Group

By Scott Garvey When the band Loverboy released its song “[Everybody’s] Working for the Weekend” in 1981, it may have been more prophetic than anyone realized.

1981 is generally accepted as the first birth year of the millennial generation.

And, like the Gen Xers before them, they’re much more concerned about establishing a comfortable work-life balance than the earlier baby boomer generation. The Gen Xers have been described as a cohort that works to live, rather than lives to work.

That’s the basis of one of the biggest challenges facing today’s HR managers.

They need to wrangle a workforce of people who have very different priorities and goals. But numerous studies suggest they don’t need to throw out every strategy that has worked for the baby boomers as the Gen Xers and Millennials gradually come to dominate the nation’s workforce. Instead, they’ll need to think on their feet and adapt quickly to changing workforce attitudes.

George Peters, senior operations manager at Salford in Southern Ontario, believes flexibility has been the key to keeping boots on the company’s factory floors. “We definitely want to keep doing what we have been doing,” he says, “but if we find the culture changes or it becomes difficult to keep the employees motivated or engaged, we’ll have to adjust.”

One of the broad cultural changes that has added a challenge to the manufacturing sector is the fact many blue-collar professions are no longer in vogue.

“It’s social,” agrees Geof Gray, Salford’s president. “[Manufacturing] is not seen as a great career, although a lot of times trades make more money than other career choices. It’s a cultural thing.

There’s been a big shift in the last twenty years away from manufacturing training in high schools. But that is a

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Implement Success | Summer 2019

whole trade thing; there aren’t enough people going into trades.”

colleges and universities and co-op programs.”

Salford is making efforts to try to reshape that perception and to show young adults that working in a manufacturing trade could actually be a rewarding experience.

“We’ve done what we can, having the high schools come through, working with them and making sure we keep promoting [trades],” says Gray.

“I think it comes down to making employees feel that they’re part of the organization on decision making. Making sure that they have a voice and that they’re heard.”

In the past, the focus on recruiting at the high school and college level has paid dividends, and Peters considers it well worth continuing the effort. “Some of our best employees started fresh out of school one or two decades ago and they’re still here,” he says. “Now they’re in supervisory positions.”

­— George Peters, Senior Operations Manager, Salford

But finding staff is one thing, keeping them is quite another. Millennials in particular have become known for their willingness to quickly jump ship if a job doesn’t meet their expectations or satisfy them.

“The high schools here have work experience programs, and we’ve brought in students from those programs,” explains Beverley Taylor, Salford’s HR manager. “Quite often, once they graduate, they choose to stay on.”

So far, finding the right approach to employee retention has been a matter of trial and error, says Peters. The company has experimented with a number of initiatives in an effort to meet generational expectations. The first and most obvious move is to be wage competitive.

“We’ve been attending more job fairs for helping with recruitment,” adds Peters.

“We’re involved with some of the local

“There has been a lot of wage pressure around here—and pretty much North America wide,” Peters says. “It’s

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tough for the ag sector, because ag is struggling a little bit. But because of the pressure, we did a larger than average wage increase. We did an overall 2.8 per cent increase. We also increased our night shift premium from $1 to $2.20.

“We also offer them profit sharing. Many seem to be motivated by that. We pay that out twice a year.”

Everybody’s working for the weekend, remember? But every study confirms the younger generations aren’t primarily focused on the numbers on their paycheques. Although, wage rates are expected to become more important to both new generations as they get older, that isn’t yet the top focus of millennials.

“We also offer them—especially when we’re not as busy—more flex time, flexible hours,” Peters continues.

“During the busy season we’ll offer them overtime, but it’s flexible at the beginning and the end of the shift. They can work the overtime that fits their lifestyle. Also, in the slow season we offer additional unpaid time off over and above their personal paid vacation days. Those are things that seem to be important to millennials.”

Seniority benefits are built into the pay scale, too.

Millennials and Gen Xers are also big on technology, so having a digital component in their daily routine can help keep their interest.

“We do have some technology out there,” Peters says. “We have some tablets at the work stations. It seems that does help with the level of engagement. And we do have certain job functions that are much more computer based, like maintaining operator’s manuals. That is a department where we usually promote into from within.”

Finally, all studies show the new generations aren’t a fit for oldfashioned, top-down management.

“I think it comes down to making employees feel that they’re part of the organization on decision making,” Peters says, “making sure that they have a voice and that they’re heard.”

Implementing these programs has been a morale booster, and they have led to at least one result management didn’t expect. The company’s own workers have become informal recruiters, helping find new staff.

Giving employees the opportunity to move up the ranks and grow within the organization meets another of the new generations’ key expectations. That’s now easier to do at Salford.

“They would promote us to their friends and family members,” Peters explains.

“That would turn into more applicants coming and knocking on our door.”

“We promote from within,” says Taylor. “I think those kinds of opportunities have really allowed people to grow within the organization.”

Staying with a flexible approach and keeping a close eye on what works and what doesn’t will remain a key component to HR management at Salford in the future.

That has encouraged workers to try new challenges and take advantage of those opportunities the company can provide.

“We’ve always had a culture of promoting from within,” Peters adds.

“But in certain cases, the promotions didn’t work out for various reasons and we’d backfill their positions, so we couldn’t move them back. In the last few years, what we’ve been doing is a threemonth trial period. If it doesn’t work out for the employee or the company, they can have their old position back. And whoever is filling their old position, they also sign on knowing they might have to be bumped back to their previous position. They have that safety net. We have a lot [more] filings for internal postings.”

There are other incentives for long-term service, including increased vacation time and extra personal paid days off.

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“A lot of the programs grow as you go along,” says Taylor. “They’re working fine until they’re not, until you hit a bump in the road. Then you simply revise policy or address it with everyone and say because we’ve had these issues, now this is what we’re going to do. As long as you communicate with everyone and get their feedback, which I think we do a lot of also, everyone accepts it and we carry on.”

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The problems facing HR departments, particularly in the ag sector, aren’t likely to change anytime soon, only the solutions will.

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“[The problem] is still going to be finding people for the manufacturing industry,” says Gray, summing things up.” I don’t see that changing.”

Implement Success | Summer 2019

27

Index to Advertisers ADVERTISING/PROMOTIONS 31st Line Strategic Communications www.31stline.com.. . . . . . . . . . . . . . . . . . 30 Canada’s Outdoor Farm Show www.outdoorfarmshow.com. . . . . . . . . . . . 6 ASSOCIATIONS Agritechnica www.agritechnica.com. . . . . . . . . . . . . . . 29 AUGERS AGI – Ag Growth International www.aggrowth.com. . . . . . . . . . . . . . . . . 10 BEARINGS Daemar Inc. www.daemar.com . . . . . . . . . . inside back cover Hi-Tech Seals Inc. www.hitechseals.com. . . . . . . . . . . . . . . . 30 BLOWERS Walinga Inc. www.walinga.com. . . . . . . . . . . . . . . . . . . 19 BRAKE ASSEMBLIES Omega Drives Inc. www.omegadrives.com . . . . inside front cover BUSHINGS & HUBS Daemar Inc. www.daemar.com . . . . . . . . . inside back cover Hi-Tech Seals Inc. www.hitechseals.com. . . . . . . . . . . . . . . . 30 COATINGS Axalta Coating Systems Canada Company www.axalta.us/industrial . outside back cover CONVEYORS – BELT/AIR AGI – Ag Growth International www.aggrowth.com. . . . . . . . . . . . . . . . . 10 Eldale Machine & Tool www.bullneck.ca. . . . . . . . . . . . . . . . . . . . 22 CULTIVATORS Degelman Industries Ltd. www.degelman.com. . . . . . . . . . . . . . . . . 10 CUSTOM BROKER Percy H. Davis Ltd. www.percydavis.com . . . . . . . . . . . . . . . . 23 CYLINDERS RAM Industries Inc. www.ramindustries.com. . . . . . . . . . . . . . 29 EXPORT SERVICES Percy H. Davis Ltd. www.percydavis.com . . . . . . . . . . . . . . . . 23 FABRICATION Hi-Tec Profiles Inc. www.hitecprofiles.com. . . . . . . . . . . . . . . 19 FASTENERS Daemar Inc. www.daemar.com . . . . . . . . . . inside back cover Fastener Warehouse Ltd. www.fastenerwarehouse.ca . . . . . . . . . . 23

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Leland Industries Inc. www.lelandindustries.com . . inside back cover FERTILIZER APPLICATION & ATTACHMENTS Bourgault Tillage Tools www.tillagetools.com. . . . . . . . . . . . . . . . 27 FINANCIAL ADVISORY SERVICES Farm Credit Canada www.fccfinancing.ca. . . . . . . . . . . . . . . . . 23 FORGINGS AMS Industries Ltd. www.amsind.com . . . . . . . . . . . . . . . . . . . 10 GEARS/GEAR BOXES Omega Drives Inc. www.omegadrives.com . . . . inside front cover GOVERNMENT AGENCIES Government of Saskatchewan Saskatchewan.ca/invest. . . . . . . . . . . . . . 23 GRAIN STORAGE BINS (LIDS) AGI – Ag Growth International www.aggrowth.com. . . . . . . . . . . . . . . . . 10 AMS Industries Ltd. www.amsind.com . . . . . . . . . . . . . . . . . . . 10 Leland Industries Inc. www.lelandindustries.com . . inside back cover GRAIN HANDLING SYSTEMS Walinga Inc. www.walinga.com. . . . . . . . . . . . . . . . . . . 19 HUBS/SPINDLES Eldale Machine & Tool www.bullneck.ca. . . . . . . . . . . . . . . . . . . . 22 Omega Drives Inc. www.omegadrives.com . . . . inside front cover HYDRAULIC PARTS & ACCESSORIES Daemar Inc. www.daemar.com . . . . . . . . . inside back cover Hi-Tech Seals Inc. www.hitechseals.com. . . . . . . . . . . . . . . . 30 LASER CUTTING AMS Industries Ltd. www.amsind.com . . . . . . . . . . . . . . . . . . . 10 Hi-Tec Profiles Inc. www.hitecprofiles.com. . . . . . . . . . . . . . . 19 LEAN TRAINING Axalta Coating Systems Canada Company www.axalta.us/industrial . outside back cover MACHINING Eldale Machine & Tool www.bullneck.ca. . . . . . . . . . . . . . . . . . . . 22 RAM Industries Inc. www.ramindustries.com. . . . . . . . . . . . . . 29 Walinga Inc. www.walinga.com. . . . . . . . . . . . . . . . . . . 19

MANUFACTURING Bourgault Tillage Tools www.tillagetools.com. . . . . . . . . . . . . . . . 27 Degelman Industries Ltd. www.degelman.com. . . . . . . . . . . . . . . . . 10 Honey Bee Manufacturing Ltd. www.honeybee.ca. . . . . . . . . . . . . . . . . . . 19 MacDon Industries Ltd. www.MacDon.com. . . . . . . . . . . . . . . . . . . . . 4 METAL FABRICATION Eldale Machine & Tool www.bullneck.ca. . . . . . . . . . . . . . . . . . . . 22 METAL PROCESSING AMS Industries Ltd. www.amsind.com . . . . . . . . . . . . . . . . . . . 10 PINS Fastener Warehouse Ltd. www.fastenerwarehouse.ca . . . . . . . . . . 23 PLASTIC MOULDING MANUFACTURING Daemar Inc. www.daemar.com . . . . . . . . . . inside back cover Hi-Tech Seals Inc. www.hitechseals.com. . . . . . . . . . . . . . . . 30 Northern Plastics Ltd. www.northernplastic.com. . . . . . . . . . . . . . 4 PTO SHAFTS & CLUTCHES Agri Supply Co. (Direct Distributors Inc.) www.agrisupply.com. . . . . . . . . . . . . . . . . 17 Omega Drives Inc. www.omegadrives.com . . . . inside front cover SAFETY/ENVIRONMENTAL PRODUCTS Axalta Coating Systems Canada Company www.axalta.us/industrial. . . outside back cover SEALS Daemar Inc. www.daemar.com . . . . . . . . . inside back cover Hi-Tech Seals Inc. www.hitechseals.com. . . . . . . . . . . . . . . . 30 STEEL/METAL SUPPLY Encore Metals www.encoremetals.com. . . . . . . . . . . . . . 25 SWATHERS MacDon Industries Ltd. www.MacDon.com. . . . . . . . . . . . . . . . . . . . . 4 TANKS (ENDS) AMS Industries Ltd. www.amsind.com . . . . . . . . . . . . . . . . . . . 10 TIRES Alliance Tire Group (ATG) www.atgtire.com. . . . . . . . . . . . . . . . . . . . 25 BKT Tires Canada www.bkt-tires.com . . . . . . . . . . . . . . . . . . 22 Dynamic Tire Corp. www.dynamictire.com.. . . . . . . . . . . . . . . 25 WAREHOUSING & DISTRIBUTION Fastener Warehouse Ltd. www.fastenerwarehouse.ca . . . . . . . . . . 23

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