November - December GVCA Journal - The HR & Labour Management Issue

VOLUME 9 • ISSUE 6

NOVEMBER // DECEMBER 2020

THE OFFICIAL PUBLICATION OF THE G RAND VALLEY CONSTRUCTION ASSOCIATION

THE

HR AND LABOUR MANAGEMENT ISSUE In this issue, we look at the effects of the COVID pandemic on workplace culture.

We also look at the need for digital upskilling in the trades, and the industry’s response to racist incidents.

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THE www.gvca.org • @GVCANews

VOLUME 9 • ISSUE 6 NOVEMBER - DECEMBER 2020

HR AND LABOUR MANAGEMENT ISSUE

PUBLISHER Martha George EDITOR James Raiswell

CONTRIBUTORS

Kimberly Aitken Paul Knowles Greg Murdoch Bruce Roher

PHOTOGRAPHY Lisa Lackenbauer

CONTRIBUTOR

LAYOUT & DESIGN Janet Day

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FEATURES

DEPARTMENTS

14 TAKING AIM AT SKILLS SHORTAGES AT HOME & ACROSS THE COUNTRY

5

WELCOME

Messages from the Chair and the President

18 COVID-19 COULD HAVE A LASTING, POSITIVE IMPACT ON WORKPLACE CULTURE

ADVERTISING SALES Lana Lang-Nagle lana@gvca.org

519-622-4822 x128 SUBSCRIPTION INQUIRIES & LETTERS

TO THE EDITOR

editor@gvca.org

GVCA Journal is published six times yearly by the Grand Valley Construction Association ©2020. All rights reserved.

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GVCA Journal subscription is a benefit of Grand Valley Construction Association membership and is included in membership fees.

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US/International $32/you (CDN).

22 WHAT DOES THE CONSTRUCTION SECTOR REQUIRE FOR LONGEVITY?

Return undeliverable addresses to:

24 DIGITAL SKILLS: A TRIPLE GAP

Grand Valley Construction Association 25 Sheldon Drive, Cambridge, Ontario N1R 6R8

26 MORE THAN WORDS NEEDED TO COMBAT RACISM IN INDUSTRY

©2020 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

29 COVID-19 BRINGS NEW CHALLENGES TO YOUR CONSTRUCTION BUSINESS

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CRYSTAL BALL REPORT

Hespeler Village’s Commercial Core, Cambridge and Transit Facility, Brampton

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SIGHTINGS

Were you spotted?

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SAFETY

Controlling COVID-19 in the workplace 10 FINANCIAL Health & safety during a pandemic

13 LEGAL Extension of the infectious disease emergency leave

30 GVCA EVENTS &

EDUCATION CALENDAR 30 ADVERTISERS’ INDEX

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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WELCOME TO JOURNAL A MESSAGE FROM THE CHAIR

WHAT HAPPENS AFTER THE SPENDING? There are jitters in the construction industry about where the economy is going, and what impact that will have on construction.

Mike Reid, GSC

The federal government is rolling out its infrastructure-spending program, but the delivery of this program will depend a great deal on how our provincial and local governments can respond. Municipalities in particular are strapped for cash, and are facing many challenges when it

A MESSAGE FROM THE PRESIDENT

comes to balancing their books while delivering much-needed, shovel-ready infrastructure projects.

Bigger picture, we as business owners and managers have to be thinking about the long-term effects of this pandemic not only on our economy, but also on our

industry. Governments talk a great deal about how infrastructure spending is key to stimulating the economy, but how long can spending continue? Most importantly, how can we as contractors make sure we’re well-placed to pull through what could be a challenging period?

THINKING FOR TOMORROW —AS WELL AS TODAY There’s lots to think about in the world of labour relations and human resources in a normal year. And I think we can agree this year is anything but normal.

It’s my hope that this issue of the Journal can help you navigate those difficult issues that have been made even more complex by the COVID pandemic.

Our industry is fortunate in that we’ve been permitted to work nearly nonstop since the pandemic began. But that privilege has not been without its consequences. Other companies and other industries have looked to us for advice and guidance on how to operate safely during these challenging times.

We’ve been given the mantel of being

leaders—and we’ve taken that responsibility in stride.

As the pandemic evolves, the next challenge we’re faced with is how to bring people back into our offices —if at all. The policies we set will be key to not only keeping people safe, but also giving them assurances that we’re doing the right thing in the best interest of the company, and for them.

If you need help with how to navigate any of this, please contact us at the GVCA office.

Martha George, GSC

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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CRYSTAL BALL REPORT

Crystal

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Transit Facility | Brampton ON

Hespeler Village’s Commercial Core Cambridge ON The proposal will see two buildings at the corner of Queen Street West and Adam Street torn down to make room for a residential building with street-facing retail space. The lot currently houses a former fast food restaurant.

Even though the buildings proposed for demolition have no heritage value, the project required a heritage impact study because it is next to two buildings with heritage value. One is a historic commercial block built in 1886. The other is a stone house located behind the proposed redevelopment site, which is listed as a property with heritage value.

The only impact to neighbouring heritage properties could be temporary land disturbance caused by construction, according to the developer’s heritage impact study. Mitigation efforts, including a construction fence, will be made to ensure there is minimal impact to neighbouring properties during redevelopment.

City staff say this redevelopment proposal meets zoning requirements for the area and will not require council approval to move forward.

The City of Brampton is planning to issue a request for prequalification for a new major transit facility project. The request will seek submissions from parties interested in leading a multi-disciplinary team to provide design and construction services through a design-build construction delivery model.

The city has acquired land in the northeast quadrant of Brampton to construct this new facility which is projected to be about 600,000 square feet. It will include an indoor garage to park up to 450 buses, a service and maintenance garage, and administrative support spaces.

Market Snapshot Q3 2020 Waterloo Region & Guelph Waterloo Region & Guelph is home to one of the fastest growing tech communities. With its close proximity to the Greater Toronto Area, the Region has experienced a tremendous increase in demand for office and industrial space. There is 1,744,929 SF of office and industrial space under construction over 21 buildings. Current Office developments are centered in Kitchener’s downtown, while Industrial developments are split across the Region.

INDUSTRIAL SF TOTAL

TOTAL BLDGS

OFFICE

SF UNDER CONST

Cambridge

33,622,058

515

278,637

Kitchener

19,744,195

432

168,500

Waterloo

8,941,025

239

0

# UNDER CONST

7

SF TOTAL

TOTAL BLDGS

SF UNDER CONST

# UNDER CONST

1,464,347

37

0

0

3

4,971,512

90

586,600

4

0

7,361,068

119

29,558

1

Guelph

26,199,387

372

638,625

3

1,792,005

58

43,009

3

Total

88,506,665

1,558

1,085,762

13

15,588,932

304

659,167

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For more market statistics and information please contact: Dwayne Clark, Research Analyst, dwayne.clark@cushwakewr.com

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

SIGHTINGS

WERE YOU SPOTTED? GVCA Board members gathered in September for their annual summer meeting and dinner at Deer Ridge Golf Club in Kitchener. COVID-19 safety measures were in place. The meeting was held outside, while social distancing and masks were inside. It was an opportunity for GVCA staff to meet and mingle with the board.

We thank all of them for their hard work and commitment during this unprecedented year!

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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SAFETY

CONTROLLING COVID-19 IN THE WORKPLACE

Selecting an appropriate method to control a hazard in the workplace is not always easy. When it comes to the transmission of viruses such as COVID-19, workplaces should consider establishing control measures that have the greatest impact. The main ways to control a hazard, from the most to the least effective, include elimination (and substitution), engineering controls, administrative controls and personal protective

equipment. In all cases, always practice physical distancing, hand hygiene and respiratory etiquette.

Share this infographic on how the hierarchy of controls can be applied to COVID-19 in the workplace, including examples of controls for each level. Visit the Infectious Disease Outbreaks/Pandemics website www.ccohs.ca/outbreaks for additional information and resources.

Editor’s note: this infographic was created by the Canadian Centre for Occupational Health and Safety. For more information, visit www.ccohs.ca.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

BEBOLD | Building On Leadership Development

CELEBRATE OUR INDUSTRY’S NEXT GENERATION OF CONSTRUCTION PROFESSIONALS The second annual BOLD Awards is a unique opportunity to recognize your best, next-generation people and show them they are appreciated.

Nominate now at gvca.org/bold Deadline for Nominations: Friday, December 11, 2020 @ 4:00pm

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.

2020 Bold Awards Presented by GVCA and LinC To submit your nomination, go to www.gvca.org Virtual awards ceremony will be held in early 2021.

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 that meets the age requirements. Age requirements for nominees: To be eligible for a 2020 BOLD Award, a nominee must be born in 1980 or later. Judging panel: A minimum of three industry experts will be selected as judges. All nominations will be “blind” (stripped of personal and company identification) to ensure non-bias.

FINANCIAL

HEALTH & SAFETY DURING A PANDEMIC Health and safety has taken on a whole new meaning and importance in the construction industry due to COVID-19.

While in the past, safety on job sites was paramount, we now have the added pressure of safety precautions related to the pandemic. Of course, added PPE and sanitization at offices and sites is just the tip of the iceberg and all come at a cost.

COVID-19 SAFETY PLAN

All companies currently operating will have some sort of COVID safety plan already in place at this point covering requirements under the Occupational Health and Safety Act, the use of masks and PPE, and increased sanitation. However, with the government benefits, like the wage subsidy, winding down through the end of 2020, additional costs related to the pandemic will be more obvious.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

Even though there is a cost to all aspects of your COVID safety plan, considering additional measures can increase employee morale and loyalty as well as safety to reduce absenteeism.

ADDITIONAL MEASURES TO INCLUDE IN YOUR PLAN IF NOT ALREADY INCLUDED: enhanced health screening

measures, PPE requirements that available

are enforced for all staff, onsidering work-from-home c arrangements for employees not on job sites, and pen communication around o health and safety concerns and potential work refusal.

All these additional measures reduce the risk of an outbreak amongst your staff which is more costly than implementing the additional plan items.

MENTAL HEALTH

The construction industry is not immune to mental health concerns and should be part of your health and safety policies.

Your staff may be faced with additional challenges around finances, family responsibilities and schooling changes, separation from vulnerable family members and uncertainty about the virus which can all lead to additional stress and anxiety.

Top employers will have an employee assistance plan in place that includes ben-

likely increase. These policies should be openly communicated and enforced to ensure staff are not putting others at unnecessary risk. Providing additional paid or unpaid sick days can help to combat potential outbreaks among your staff but can also reduce the uncertainty and anxiety around COVID leading to healthier staff and potentially less need for those additional sick days to be taken.

efits for mental health and openly discuss those benefits and other free resources openly with staff. The additional burdens faced by staff due to the pandemic can quickly lead to increased absenteeism that can stall your jobs. Adding mental health benefits to your plans can combat the added costs of that absenteeism.

LABOUR INSTABILITY

While shutdowns and uncertainty may have reduced your revenues, you are now faced with potentially significant additional health and safety costs further eroding your bottom line. However, these are areas that you cannot afford to ignore if you want to retain your skilled and experienced labour and maintain your ability to operate. Speaking to your trusted advisors to update health and safety policies is a great first step.

Prioritizing all aspects of health and safety in today’s climate could be your biggest competitive advantage.

The consistent availability of your skilled labour and key employees is more necessary in construction than most other industries. Jobs cannot continue without significant, experienced manpower so labour instability should be a huge concern. With COVID symptoms mirroring many other more minor illnesses (e.g., allergies, cold, etc.) the fall and winter weather will likely increase the need for workers to stay home until they get COVID test results. Your health and safety plans need to include specific rules around this as well as backup plans to allow jobs to continue to run safely. COVID tests are coming back much quicker now, which can reduce the number of days off work. With wage subsidies winding up, management will need to set policies in place around sick days as sick days will

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

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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LEGAL

EXTENSION OF THE INFECTIOUS DISEASE EMERGENCY LEAVE It is now perhaps trite to say that the economic impact of the COVID-19 pandemic has been widespread. Businesses across the country have been forced to reduce their workforces and impose unprecedented employee layoffs and terminations.

In May 2020, the Ontario government implemented temporary relief measures for employers and employees through the Infectious Disease Emergency Leave (IDEL) regulation to the Employment Standards Act, 2000 (ESA). These measures were taken, in part, to prevent the deemed terminations of employees whose layoffs extended beyond the permitted timelines as prescribed by the ESA. The following will outline the central

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

components of the IDEL regulation and its recent extension in early September 2020. Note, these temporary measures apply only to non-unionized, provincially regulated employees in Ontario.

On September 3, the Ontario government announced that it would extend the IDEL regulation until January 2, 2021. The regulation was amended to define the “COVID-19 Period” as the period beginning March 1, 2020 and ending on January 2, 2021.

The primary relief measure in the regulation is the creation of a new job-protected leave category known as the “Infectious Disease Emergency Leave” (“IDEL”). The regulation deems that employees whose hours or wages were reduced or eliminated during the COVID-19 period are not on layoff under the ESA,rather, they are on deemed emergency leave. For example, employers who were forced to temporarily close their businesses either

by government order or due to economic circumstances, and consequently, temporarily reduce or eliminate employee hours or wages, those employees are now deemed to be on emergency leave under the ESA. Furthermore, the IDEL regulation provides that a temporary reduction or elimination of an employee’s hours of work or wages by the employer for reasons relating to COVID-19 does not constitute a constructive dismissal under the ESA. These provisions will continue to apply in the now extended COVID-19 period.

There are exceptions to the deemed emergency leave rules.

First, if on or after March 1, 2020, the employer terminates the employment relationship, the employee will not be deemed to be on an emergency leave. Second, if before May 29, 2020, the employee was already deemed terminated under the ESA as a result of an earlier layoff, the employee will not be deemed to be on an emergency leave.

An important distinction to keep in mind is that the IDEL regulation applies only to the ESA and to claims of constructive dismissal brought under thereunder. It remains to be seen how claims of constructive dismissal will be treated at common law.

These claims are yet untested in Ontario courts. It is therefore important that employers seek legal advice before implementing changes to employees’ hours or wages.

This article was written by Laura Buck and Nathan Henderson of Sorbara, Schumacher, McCann LLP. It is intended for information only, and is not to be interpreted as legal advice. The authors can be reached at 519-741-8010.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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FEATURE

TAKING AIM AT

SKILLS SHORTAGES HERE AT HOME AND ACROSS THE COUNTRY

While the Canadian Construction Association is running a national campaign to change the perception of work in the construction sector, Construct Your Career is giving 60 job seekers a leg up on their introductory training.

Two organizations are taking aim at the shortages of skilled workers in the construction industry—in different ways and on different scales.

While the Canadian Construction Association recently launched its Talent Fits Here website to promote and change the perception of careers in the construction industry across the country, a local initiative in Brantford aims to give as many as 60 job seekers the tools they need to launch careers in the trades.

Construct Your Career targets local job seekers Funding for Construct Your Career was announced by the Ontario Government in August. The program, which is being delivered by St. Leonard’s Community Services in Brantford, aims to provide technical skills training and soft skills training to prepare participants for careers in the construction sector.

Malcolm Whyte, director of employment services at St. Leonard’s Community Services, says his organization is thrilled to deliver the Construct Your Career program.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

“It will provide local job seekers with the skills required to start a career in the construction sector and support our local employers in identifying skilled labour to fill key employment roles within their businesses,” he said. “The construction sector is an important part of our local economy and provides high quality employment opportunities; this program will ensure we are giving job seekers the skills required to succeed.”

The program is being run in partnership with two local organizations. Participants will work with Brant Skills Centre for two weeks to upgrade essential skills such as math and communications, and employability skills, such as working at heights training and first aid. That training is followed by six weeks of hands-on work at Conestoga College where they learn the basics of carpentry, plumbing, electrical and blueprint reading.

The first cohort of students launched on August 31, and completed the program at the end of October. The second cohort started its placement in mid-October.

Whyte estimates the participants range in age from mid-20s to mid-40s. Some

are following the program to launch their careers; others are looking to change direction in their working lives.

“These people are coming out of our program with college-recognized training in construction foundations,” says Whyte.

“They’re ready and able job seekers who have proven their interest in finding work in construction and their passion for the trades by staying with this program for eight weeks.”

In addition to turning out job-ready workers, Construct Your Career is also providing participants with tools, safety equipment and other basic supports.

What’s more, employers that hire Construct Your Career participants can also take advantage of a $1,000-credit to offset the cost of paying their wages on the initial weeks of employment.

Talent Fits Here—promoting construction careers nationally The Canadian Construction Association (CCA) has taken a different, much broader tack when it comes to promoting the industry as a viable choice for career seekers.

HELP WANTED! It’s no secret that construction needs workers. The national labour market outlook prepared annually by BuildForce Canada and published in February suggested that the industry as a whole will need more than 300,000 new workers over the next 10 years to keep pace with demand. The industry is expected to grow by more than 50,000 jobs through 2029, while 257,000 workers are expected to retire over the same period.

Anticipated worker shortages in Ontario are just as pronounced. BuildForce projects the industry will need to recruit nearly 100,000 new workers through

2029. Central Ontario in particular will need to attract nearly 3,000 workers over the same period to keep up with modest growth in the residential and non-residential sectors.

One of the opportunities for recruitment, says BuildForce, lies in attracting traditionally underrepresented groups to the industry.

Last January, the Ontario government took its own approach to bringing more workers into the skilled trades. It launched a series of television and online ads under the slogan, Find a Career You Wouldn’t Trade. The spots tell the stories of workers in three in-demand trades—a tower crane operator, a steamfitter and an arborist— and highlights the earning potential of each.

In 2019, Ontario’s construction industry employed 65,600 women, of which 23 percent worked directly on construction projects. Of the 394,600 tradespeople employed in the industry, women made up only 3.8 percent. Similarly, Indigenous people accounted for approximately 2.7 percent of the province’s total construction labour force, of which about 80 percent work directly on construction projects.

In addition, says the province, Ontario construction employers had more than 13,000 job openings available through the first nine months of 2019.

Increasing the participation rate of both these groups, says BuildForce, would go a long way to help the industry address future labour force needs.

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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CCA has been building up to its Talent Fits Here campaign for a number of years.

Under the leadership of chair Zey Emir in 2018, the association struck a diversity committee that identified three opportunities for the industry to enhance its image.

The first of these was a business case for diversity handbook that the association published in 2019. The second was an out-

Its Talent Fits Here campaign launched in September with the aim of changing some of the traditional perceptions around working in construction by showcasing a collection of stories and experiences from real people working in different roles, on different projects and from different backgrounds—all within the diverse field of construction.

reach toolkit that targeted educators and students in later high-school years, again with the aim of showing the depth and breadth of construction career opportunities. The third was the Talent Fits Here campaign.

“Our industry needs to be seen as one that offers exciting and dynamic careers— which it does,” says CCA president Mary Van Buren. “Exoskeletons, drones and virtual reality all go hand in hand with the work our members do every day. That’s the reality of construction today.”

Talent Fits Here also aims to show how the people who work in construction contribute to greater purposes in their communities.

The schools, hospitals and apartment buildings they build are important contributors to the lives of Canadians everywhere.

In addition, the industry is heavily invested in designing and building to the highest standards for sustainability—and pandemic-proofing.

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“The Talent Fits Here website shows a cross-section of stories of people from all backgrounds who work in a variety of jobs in our industry,” says Van Buren. “Some people’s views of our industry are limited to what they see going on their neighbourhoods, but that doesn’t tell the story of the behind the scenes work in data analysis, accounting and risk management—among so many other things—that goes into bringing those workers to the neighbourhood site.”

Opportunities abound Both Construct Your Career and Talent Fits Here are looking for organizations to contribute to their causes. Construct Your Career invites employers who are looking for entry-level workers to contact their organization to learn more about their program graduates.

Meanwhile, Talent Fits Here is open to sharing stories from workers around the industry to further promote construction and to change the industry’s perception.

Contact GVCA to learn more.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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FEATURE

COVID-19 COULD HAVE A LASTING, POSITIVE IMPACT ON WORKPLACE CULTURE The COVID-19 lockdown has become synonymous with working from home for many people. While some research has suggested that remote work can be isolating, it also makes the competing priorities that workers are juggling very visible — even sometimes literally so, due to the popularity of video calls.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

ACCORDING TO A RECENT SURVEY BY STATISTICS CANADA, NEARLY ONE-THIRD OF BUSINESSES REPORT THAT THEIR EMPLOYEES ARE WORKING REMOTELY DURING THE PANDEMIC LOCKDOWN.

This has the potential to unite workers with the feeling that they are in this struggle of balancing work and personal responsibilities together.

Whether it’s kids or pets that are popping up onscreen during Zoom calls, remote work has caused a relaxation in the traditional rules of professional presentation and resulted in a virtual workplace that is not only more flexible, but also more humane.

My preliminary research on how remote work has impacted professionals at accounting firms across Canada suggests that working from home has important implications for how accountants, or any professional working from home for that matter, communicate their expertise and credibility in a virtual workplace.

My survey of these workers suggests that what it means to behave “professionally” has changed, and that the pandemic has made clear the necessity of being able to bring one’s authentic self to work.

According to a recent survey by Statistics Canada, nearly onethird of businesses report that their employees are working remotely during the pandemic lockdown.

That’s almost twice the level reported before the lockdown began. The survey also found that just over one-quarter of employers said they’re likely to offer more employees the chance to continue remote work once the COVID-19 pandemic has passed, with almost 15 per cent saying they plan to make it mandatory.

The accounting firm workers I interviewed suggested that almost all of their companies will allow employees at all seniority levels

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

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to work from home, at least part-time, going forward. Remote work is here to stay, and will likely have a lasting impact on how work is conducted.

ON-CAMERA INTERACTIONS ALLOW WORKERS TO RECONNECT OR GET TO KNOW ONE ANOTHER IN A NEW WAY. MAKING THE PERSONAL VISIBLE Working from home provides a bird’s eye view into the personal lives of our colleagues, clients and even our bosses. With every Zoom call, we find ourselves being allowed into the private spaces of our co-workers in unprecedented ways.

Zoom meetings have made the personal lives of our colleagues visible. Take for instance a British professor’s now-famous on-air intrusion, when her daughter interrupted her while she was being interviewed by the BBC. But Clare Wenham, a working

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

mother at home with her child, is not the exception but rather the rule during the COVID-19 pandemic.

My research suggests that rather than detracting from how one is perceived professionally, these glimpses into co-workers’ personal lives can improve workplace interactions.

Seeing a colleague’s cat or meeting their child on-screen provides a sense of community that people used to get at work and are now desperately craving. These on-camera interactions allow workers to reconnect or get to know one another in a new way.

They also enable employees to see their colleagues as human beings with competing priorities, and they consequently become more flexible and understanding as work and personal lives overlap. This may mean being more tolerant of a missed deadline or more understanding of an unconventional work schedule.

While a minimal level of formality is maintained during video calls with clients, respondents are increasingly casual with their colleagues. Some respondents even report hosting virtual “Pyjama Mondays” as a fun team-building activity.

The decision to dress more casually is not only a desire for comfort, but also reflects both how employees feel about themselves and how they want others to perceive them.

In the book You Are What You Wear: What Your Clothes Reveal About You, clinical psychologist Jennifer Baumgartner explains that clothes often reflect how you feel about yourself. For harried employees who are juggling multiple personal and professional commitments, being seen in a hoodie and yoga pants illustrates the challenges they’re facing during the pandemic.

But this can be a double-edged sword. Activities like Pyjama Days could undermine perceptions of expertise, maturity and competence.

WORKWEAR INCREASINGLY CASUAL There are lots of tips available on how to dress when working from home, but my research suggests that since the beginning of the lockdown, workwear has become increasingly casual.

According to one study on dressing for success: “After just a three-second exposure to pictures of one man in a bespoke suit and one in a suit that is off-the-rack, people judged the man in the bespoke suit more favourably. Experiment participants also rated him as more confident, successful, flexible and a higher earner.”

FOCUS ON COMPETENCE, NOT PRESENTATION But my respondents suggest that remote work removes the focus from what people are wearing to what they say and what they can do. Remote work provides the opportunity to level the playing field and emphasize talent and expertise over how employees present themselves.

Altogether, my study reveals the potential positive benefits of working from home during a global pandemic.

But will this represent a permanent shift in work attitudes?

While my respondents tell me that their firms are implementing permanent plans to allow all employees to work remotely, I certainly hope that the positive changes I’m observing in the workplace continue whether people are at home or in the office.

www.aclsteel.ca 519.568.8822 2255 Shirley Drive Kitchener, ON, N2B 3X4

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This article was written by Erica Pimentel, PhD Candidate in Accounting, Concordia Public Scholar.

It is republished from The Conversation under a Creative Commons license.

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

21

FEATURE

What does the construction sector

REQUIRE FOR LONGEVITY? The question posed in the heading may have many of you scratching your heads in bewilderment, or perhaps you have had an epiphany and know the answer to the query.

Editor’s note: This article was written by Ontario General Contractors Association president Giovanni Cautillo, and was first published in the association’s newsletter on September 29.

Either way, it does not lessen the fact that our entire construction industry needs to work towards a consorted method of not only attracting talent to construction, but more importantly keeping talent in construction as a career instead of a job.

What’s the difference between a job and a career, you ask?

The dictionary definition of a job is “a paid position of regular employment.” In contrast, a career is defined as “a pursuit of consecutive progressive achievement especially in professional or business life.”

People work in jobs because they need to do so to survive. A job is only viewed as a means to an end and to generate money to “get by.” Everyone starts at some point in their young life with a job.

They typically bounce around from one job to another as they age, getting experience and solidifying what they like and avoiding what they don’t. Hardly anyone ever says that the job they start with is the one that they want to do forever. People may settle on just a job, but they never start out wanting that outcome. They always want to strive for more.

ENDLESS POSSIBILITIES, CREATIVITY AND A SENSE OF COMPLETE FULFILLMENT IN KNOWING THAT YOU ARE PART OF A TEAM THAT BUILT SOMETHING THAT WILL LAST. As you slowly gain experience and further refine your talents, learning incrementally from each job experience, you start turning your thoughts towards what your next achievement will be. When you then move towards a career, you do so because it not only generates an income, but also because you have a

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

significant desire to excel or to make a difference in your chosen vocation. You develop passion and pride in what you do.

Herein lies the fundamental difference between jobs and careers.

Pride and passion are the keys to attracting and retaining not only youth to construction, but also others—some who have been displaced by the pandemic—that are currently re-evaluating their lives and need a change in direction.

Construction can be that solution for both camps because of what it offers. Endless possibilities, creativity and a sense of complete fulfillment in knowing that you are part of a team that built something that will last.

I was exposed to this level of pride and passion at an early age through my father.

My father immigrated to Canada from Italy where he had studied, trained and worked as a traditional stone mason. In Europe, having a trade was seen as a professional designation.

It was looked upon with pride, and trades people were sought after and treated with respect. Upon coming to Canada, he was able to secure work within days of his arrival as a bricklayer on a construction site. My father was fortunate to find employers in Canada who saw what he offered as an asset.

I recall driving around with my dad and he would point to one building after another, and recite the number of bricks and blocks used to construct this one or that one. He would be able to recount a special story that had happened on each site and always with a gleam in his eye. My father loved what he did. The pride he had for his vocation was palpable. It was contagious.

Unfortunately, somewhere along the line between the days of my father’s beaming pride to now, a generational shift occurred

wherein it was frowned upon to be associated with construction.

It was a complete paradigm shift that transformed one of the most foundational pillars of our economy into a place where those who could not succeed at “a real job” ended up. It was viewed as failing.

INTEGRITY

SERVICE

QUALITY

How did this come to be? Clearly, we still needed construction to continue. The economy still needed things to be built.

What changed?

I can recall conversations with people that openly frowned upon construction as a disgusting and dirty job. It was looked upon as nothing more than menial labour and those that performed said labour were no better than “donkeys.” This was the start of the negative construction stereotype and the gradual reluctance of people to have their children enter the field. Construction was usurped from a viable career option to just another job in one generation.

Regardless of the stereotypes that were placed on our noble vocation, construction was able to survive and now with the pandemic, many have looked to the construction industry with renewed respect.

Ours is one of the very few industries that has not only been able to weather COVID, but has fared better and is still in demand moving forward. Construction, in the eyes of society, is now seen as an “essential service” and the key to restarting the economy.

This pandemic may be what construction needed to demonstrate its worth. It may have been the reset construction needed to reinvigorate our industry.

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So, what should we be doing now to change perceptions of construction?

The entire industry needs to unite and communicate that construction is a destination, a career that can be relied upon for future generations.

So, let’s start to boast a little more. Let’s pat ourselves on the back and communicate openly about the benefits our industry offers.

Let’s parlay this current positive uptick in the construction image to formulate a new stereotype for those looking at construction as the destination of choice: where the best and the brightest flock to and where you create legacy buildings for future generations.

Let’s attract and keep the talent within the construction sector.

Let’s point to the projects that we have all worked on together and note how many metric tonnes of concrete we poured on this one or the energy efficiency of the lighting or HVAC system we installed on that one. Let’s talk about construction in the same way my father did; with a gleam in our eyes, and welcome those who want to make it their careers.

Should any of our members want to share similar stories about why construction is the place to be, or if you require assistance from the OGCA, please contact me directly at giovanni@ogca.ca or via phone at 905-671-3969.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

23

FEATURE

DIGITAL SKILLS: A TRIPLE GAP The Conference Board of Canada (CBoC) has made the situation absolutely clear.

By Paul Knowles

The headline of its September impact paper about digital skills and tradespeople reads, “Digital skills are critically important to the future success of tradespeople.”

The problem is apparently obvious.

For future success, tradespeople need to improve their digital skills. But it’s significantly more complicated than that, and a closer examination of the situation reveals at least a three-pronged challenge.

First, tradespeople in general are not keeping up with the digital skills required to do their jobs.

Second, there is a large gap between the skill sets of young people entering the trades, and veterans of the business—and it’s the veterans who are coming up well short in the digital skills department.

Third, the construction industry is one of the most reluctant employment sectors to provide on-the-job skills training to its employees.

1

The Skills Gap

According to Conference Board senior research associate Andrew Bieler, “Tradespeople young and old need to learn seven core digital skills in order to adapt and thrive in a rapidly changing work environment. These seven digital skills are technical, information management, digital communication, virtual collaboration, creativity, critical thinking, and problem solving in digital environments.”

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

A new survey conducted by the Canadian Apprenticeship Forum (CAF) indicates that changes in necessary skill sets are ongoing and rapid. The report says, “In today’s skilled trades workplace, using digital tools and adapting to new technologies are a reality for many tradespeople…

Thirty percent of employers identify that, in the past 18 months alone, technological change has impacted tradespeople’s work… These changes put pressure on tradespeople’s capacities and skills, especially journeypersons, who tend to have weaker computer skills.”

The connection between digital skills and the trades is emphasized by the work of Skills Ontario, which consistently focuses on training people in the mutually dependent fields of “skilled trades and technologies.”

2

The Age Gap

The CBoC study found that “generational differences between younger and older workers, such as communication preferences, are hampering the adoption of digital skills. Challenges related to time, cost, geography, outdated training curricula and technology, and limited Internet access are also proving to be barriers to digital skills development among Canada’s tradespeople.”

The gap between young and old was underscored in the survey conducted by CAF.

The over 400 employers who responded to the survey identified the digital skills gap in older employees—journeypersons—as a far greater issue than among apprentices.

Ninety percent of respondents said that journeypersons are the workers most impacted by technological change. In the construction sector specifically, that number rose to 96 percent.

“Today’s apprentices are digitally savvy, whereas the established journeypersons who mentor them did not grow up with digital devices and media,” says the CBoC report. “Certified journeypersons also face multiple barriers to digital upskilling, from the overwhelming pace of digitization to a lack of basic computer literacy among some older workers.”

The CAF survey identified the key technological changes facing skilled workers: “The latest trends in technology include incorporating electronic seniors/controllers in equipment, the increasing use of diagnostics and electronics-based testing equipment and the programming of machinery and equipment.”

The survey added, “In construction, technological trends impacting the tradespeople’s work include electronic sensors (40 percent of respondents), new technical codes and standards (28 percent), quality control data (28 percent), and programming machinery/equipment (24 percent).”

3

The Training Gap

addition, employers indicated that their first priority in this area is that their journeypersons learn workplace software applications, computers, new processes… and, in the words of the survey, “to learn quickly.”

Pedro Barata, executive director of the Future Skills Centre, is quoted in the CBoC announcement. “Canadian tradespeople are facing unprecedented workplace changes. This research is important and timely, because it gives us new insights into what we need to do to help them throughout their careers – specifically by innovating on-the-job training.”

At the same time, though, the survey reports that “few employers offered essential skills training, [although] the majority would financially support the training if pursued by employees outside of work hours.”

But there’s the rub. While construction industry employers are bemoaning the lack of digital skills, many aren’t stepping up to provide the training their employees need. The CAF survey found that “Employers are now placing a premium on continuous learning and would like their journeypersons, apprentices and labourers to improve their capacity to learn new skills and adapt to change.” In

The construction sector comes off poorly in comparison with other sectors. For instance, 62 percent of manufacturing employers were willing to have their employees pursue essential skills training during the workday; that figure was 50 percent in the service sector, but only 46 percent of construction employers were willing to give working-hours skills training.

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The construction sector also registered at the bottom of the scale when it came to supporting training outside work time.

The Conference Board of Canada is clear in its conclusion: “Canada must rebrand the skilled trades and align them with the digital skills and technologies of the future. Contrary to the widely held view of the trades as manual labour, skilled tradespeople today increasingly work with advanced technologies in digitally connected workplaces. Future training needs to reflect this 21st Century reality.”

The reality is, the solution to the growing need for training in digital skills for tradespeople lies both with the employees, and with the employers. As the CBoC says, digital skills are critically important if construction industry employees—and, by extension, employers—are going to see success in the very near future.

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

25

FEATURE

MORE THAN WORDS NEEDED TO COMBAT RACISM IN INDUSTRY Is Ontario’s construction industry a hotbed of systemic racism?

“Hotbed” may be a term too strong, concerning an industry that one industry leader has described as having “a multi-racial, multi-cultural and incredibly diverse workforce.” That was the description offered by Richard Lyall, President of the Residential Construction Council of Ontario.

But Lyall also noted that there is a problem to be addressed, while claiming that RESCON was indeed addressing it. “We have always taken a leadership role in fighting racism and discrimination in the construction industry,” he said, at the launch of a campaign intended to unite employers, unions and governments in fighting racism in the construction industry.

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In our current environment, as Black Lives Matter campaigns have captured the public’s attention, a flash-point specifically concerning racism and the construction industry has been the appearance of nooses hanging at the Michael Garron Hospital construction site in Toronto—among others. These incidents—understood as a racist symbol that invokes the lynching of Black victims—took place in June, July and September.

More recently, a racist message appeared on the wall of a washroom stall on the hospital construction site, reading “This site needs a [N-word] purge.”

At time of writing, the incidents were being investigated by the Toronto Police

Hate Crime Unit, and no arrests had been reported.

Sarah Downey, president and CEO of the hospital, has made it clear she does not believe these “insidious acts” are simply individual incidents. They are, for her, “a systemic problem.”

In a statement on September 24, after two more nooses were found hanging on the site, Downey wrote, “It pains and angers me to confirm that on September 24, two more nooses were found on the EllisDon construction site on our property… Although we have been reassured by the efforts made by EllisDon and others to address racism in the construction industry, it is clear that they need to

WE INTEND TO WORK CLOSELY WITH CONSTRUCTION EMPLOYERS AND UNIONS, THE PROVINCIAL AND MUNICIPAL GOVERNMENTS TO ADDRESS RACISM IN ALL FORMS. / Bruno Giancola

do better. I am committed to addressing systemic and overt racism within our organization and the health sector, and will hold EllisDon and all of our partners accountable to do the same.”

Following the appearance of the blatantly racist graffiti, Downey followed up her message by stating, “I appreciate the serious response taken

by EllisDon in responding to these incidents including involving Toronto Police Service, conducting safety stand downs on the site, offering support to the workers and offering financial reward for information that leads to charges. It is clear, however, that this disturbing trend requires a stronger and louder response.”

She directed her comments specifically to EllisDon president and CEO Geoff Smith, “I am calling on EllisDon to do more to stop racist acts on your construction sites and on our hospital property. Access to the job site at MGH is managed by EllisDon. We believe more security and safety controls are required to safeguard the site to ensure that whoever is responsible for these acts is identified and prosecuted.”

Downey added, “Finally, I am asking for EllisDon to be a louder voice in our East Toronto community, sharing publicly the actions you are taking to dismantle anti-Black racism and to ensure the safety of the construction workers who work on this site.”

Following this most recent racist act, EllisDon has offered a $5,000 reward to anyone who assists in identifying the culprits who have carried out these acts. The company stated, “EllisDon condemns this despicable racist act.

Our people are not just our employees— they are our family. We know we need to do better to protect their safety, both physically and emotionally.

“Upon learning of this incident, we immediately boarded up the area and removed the graffiti. We have initiated an investigation and have already begun to upgrade the security and surveillance on the site, both to catch these criminals and to ensure that every worker is safe from discrimination, hate and bigotry.”

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

27

Two weeks before the most recent finding of nooses on the Michael Garron Hospital site, EllisDon had appointed engineer Samuel Ajobo to lead a newly formed Alliance of Black Employee Experience and Leadership.

Ajobo, who has been with the company for three years, wrote a lengthy article entitled Stamping out systemic racism, immediately after his appointment. In it, he expressed confidence that the issue of systemic racism in the construction industry will be addressed.

“From recent discussions, I am certain, and filled with hope that EllisDon wants to lead the Construction Industry in the area of doing this right. When I say ‘right’, I mean not by a quick fix, however by developing and engaging in new effective habits around active listening, while simultaneously educating, empowering and initiating an effective feedback loop to ensure we stay accountable.”

He insists that people of colour and from other minority groups must be listened to—and heard. He says, “We can’t have real change by telling people what we

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GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

think the solution to their problem is without firsthand knowledge of how they feel and what they need in order to address the problem.”

While expressing hope and confidence, Ajobo knows that there is a lot of work to be done to bring about the necessary change. He has said, “We all have a role to play in creating the change. However, the roles are not equal, as that is not possible due to the historic effect of privilege.”

There seems to be general agreement among industry and community leaders that work has to be done. The good news is, there is a will to do it.

RESCON’s Lyall commented on the nooses: “These are disturbing and shocking, racially-motivated incidents that are denounced by everyone who works in our industry. These are acts of cowardice and racism that have no place in our industry nor society…

Our industry and members have zero tolerance for racism and discriminatory behaviour of any kind. Hanging a noose is a hate crime. These perpetrators will be terminated and no longer welcome in the industry.”

Bruno Giancola, chair of RESCON’s board of directors and senior vice president, project manager at Tridel, has stated, “We intend to work closely with construction employers and unions, the provincial and municipal governments to address racism in all forms.”

He added that, “While the recent incidents in no way exemplify the majority of the 400,000 workers, contractors and builders who work in Ontario’s construction industry, RESCON is aware that there is a problem.”

These sentiments appear to be echoed across Canada’s construction industry.

Signatories of the BlackNorth Initiative, launched in the summer of 2020, include more than 200 Canadian organizations.

Many are connected to the construction industry.

John Cartwright, President of the Toronto & York Region Labour Council, has stated, “Every employer and every political leader needs to show the people of Toronto there is zero tolerance for racism and hate in our workplaces and communities. Those with power in our society have a special duty to speak up and take decisive actions that are bold, lasting and truly transformative.”

Perhaps responding to such calls for action, Toronto Mayor John Tory has said that in meetings with construction unions, “we not only addressed these racist incidents but also discussed the steps we must take to foster equitable and inclusive workplaces. Both myself and the construction unions know how important it is to create a work environment that is inclusive and free of any forms of racism and discrimination. We agreed to work on a way forward.”

It’s clear that the construction industry—contractors and unions alike—are attempting to respond to racism in the industry. Racist acts, specifically the hanging of nooses on construction sites, have been condemned. Strong statements have been made. But Ajobo, who has felt the pain of being a victim of racism, knows that words are not enough.

“I am taking this moment to call on us all to stand and work together in these times,” he says. “Through real actions – not mere lip service or performative activism or just brand protection – let’s help empower love to become a dominant force in our society and hate recessive, help make equality dominant and expose racism and all forms of hate and bigotry. No more excuses for inexcusable jokes, and no more hateful actions excused with ignorance. My hope is that ignorance will be met with the opportunity for growth, and that we find empathy for those who have been the target of discrimination.”

FEATURE

COVID-19 BRINGS NEW CHALLENGES TO

YOUR CONSTRUCTION BUSINESS Today’s abrupt new reality is bringing new challenges to construction businesses, particularly those operating as family businesses that have been around for multiple generations.

Turbulent times can create additional layers of anxiety and fear among family members and the business leadership team.

While construction businesses have been open for business during the pandemic, there have been increased obstacles. These include protecting employee safety, supply chain pressures, employee turnover and higher costs, which have led owners to think about ongoing financial viability, succession planning or even selling their business.

IMPROVING FINANCIAL VIABILITY You should consider preparing a strategic plan with both short- and medium-term outlooks. It is important to continually re-forecast and manage, preserve or enhance cash and liquidity. Owners may consider various options including: • exploring deferral of obligations including suppliers, landlord and bank, • reviewing employee headcount and costs, • evaluating the necessity of capital asset purchases, • creating more capital by shareholder infusions, • arranging for an additional short-term credit facility, and • investigating available government programs.

PLANNING FOR SUCCESSION Building a succession plan starts with having a clear understanding of your personal goals and how they relate to the business objectives.

Are you looking to maximize value and sell your business to a third party? Are you hoping to build a family legacy and transition to the next generation? Do you have key employees that are interested in, and capable of, running the business?

Strong and competent leadership is extremely important for every business, especially small- and mid-sized enterprises. Organizations that take the time to review and groom their talent, and ensure the right people are in place to deliver on the company’s objectives, will ultimately benefit from an enhanced business value.

If your goal is to transition ownership to the next generation, a ‘surprise succession arrangement’ can cause a great deal of confusion and infighting among prospective successors. This can have a devasting effect on the business itself. A formal succession plan will ensure that each family member understands their long-term role in the ongoing operations.

MAXIMIZING THE PRICE ON SALE A combination of financial and management considerations will go a

long way to getting the most for your business. Consider the following when looking to sell: T arget the buyers – Knowledge of your industry puts you in the best position to identify logical buyers for the company. These potential buyers should be ranked in order of their likely interest and their ability to actually purchase the business. Consideration should be given to known industry acquirers, previous offers for the business, long-term employees, existing partners and management groups, and companies that might be willing to pay for strategic advantages.

I dentify acceptable forms of consideration – Must it be all cash, or would you be open to potential price-bridging options such as vendor take-backs, leasing arrangements, preferred stock, or earn-outs? How willing and able are you to stay on for a few years, in a consulting role, to help transition the business?

A ssess the personal and corporate tax consequences of the sale – Structuring the sale in the most tax advantageous way is critical to maximizing value. Typically, vendors will want to sell the shares of a business, as opposed to its assets, in order to take advantage of the capital gains exemption that may be available to qualified small business corporation shareholders.

T idy up and paint a profitable picture – It is important to make sure that the financial information is readily available and accurate. A purchaser is buying the prospective future cash flow of the business.

A well thought out business valuation will go a long way in providing comfort to a potential purchaser. It reduces the risk of under-pricing the business and provides a benchmark for evaluating bids.

D iversify management – A business that depends primarily on the personal goodwill of the owner will not be attractive to potential purchasers. This is a common issue for companies in the construction industry. Assessing the calibre and diversity of your management team will be an important part of any purchaser’s due diligence. It is important to broaden and strengthen the middle management team to maximize the value of your business.

A ssess if the timing is right – If there is no urgency to sell, value may be maximized when the pandemic subsides and there are more potential buyers. Alternatively, there could be industry consolidation opportunities that are best taken advantage of with an offer in hand.

Bruce Roher, CPA, CBV is a partner at Fuller Landau LLP, leading the business valuations practice.

He can be reached at broher@fullerllp.com or (416) 645-6526.

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

29

EDUCATION & EVENTS NOVEMBER - DECEMBER 2020

Most of our education courses happen in an online forum with Virtual Instructor-Led Training. Our instructors encourage participation and have structured their courses to include group discussions, breakout rooms and/or demonstrations.

Note that we are offering COR workshops in 2021. Registration is also open for the WSIB Health & Safety Excellence Program, a voluntary incentive program designed to improve the health and safety in your workplace. Visit www.gvca.org for details, or give us a call.

Approved Working at Heights and WAH Refresher sessions take place at the GVCA, but class sizes are reduced in order to respect social distancing and to keep our members and staff safe. Policies and procedures have been put in place by both GVCA and Total Rescue to ensure all equipment and classroom areas are sanitized thoroughly, and disposable gloves and masks are available.

2, 3 & 4 Responding Successfully to a Request for Proposal

2

Getting Paid and Managing Cash Flow

8

Managing Change in Construction

8

Approved Working at Heights

9

Earned Value Management

9

Gold Seal Information Session – Webinar

11

Approved Working at Heights Refresher

16

Deep Dive into CCDC 2 – Online Seminar

3&4

Effective Planning for Foremen/Forewomen

10

Getting Paid and Managing Cash Flow

10

Approved Working at Heights

12

Field Productivity 101

12 & 13

Construction Industry Ethics

12 & 18

Excel for Construction – Advanced

13

Approved Working at Heights Refresher

16-27

CCDC Online Seminars – Various dates available

18

Gold Seal Information Session – Webinar

COR Workshops Workshops are scheduled throughout January, February and March 2021

18

Creating a Risk Management Plan

WSIB Health & Safety Excellence Program

18

Managing Change in Construction

18 & 19

Closeout of a Construction Project

Registration is always open for this incentive program – contact us for details.

19

Earned Value Management for Construction

23 & 24 Project Planning for Success 25

Deep Dive into CCDC 2 – Online Seminar

27

Field Scheduling 101

Visit our online calendar at www.gvca.org for dates and times, or give us a call.

All one-on-one events are cancelled until further notice due to the COVID-19 pandemic. We are monitoring this closely, and look forward to seeing all of you in person again!

EVENTS

30

DECEMBER

NOVEMBER

EDUCATION

GVCA Journal // VOLUME 9 • ISSUE 6 // NOV-DEC 2020

Gold Seal Exam Date January 22, 2021 - Apply by December 11, 2020

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