We Build Spring 2015

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015

INdUStRy WORKFORCE dEVELOPMENt

ENtRy-LEVEL tRaINING OPENS dOORS FOR aSPIRING tRadESPEOPLE – 26

IN SEaRCh OF SKILLEd WORKERS: LOOKING IN aLL thE RIGht PLaCES – 32

hIRING aN aPPRENtICE: a COMMItMENt tO thE FUtURE – 42

thE VaLUE OF a GOOd EMPLOyEE: REtENtION RECOMMENdatIONS

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4 SaSKatChEWaN CONStRUCtION aSSOCIatION

IN thIS ISSUE of

© 2015 DEL Communications Inc.All rights reserved. Contents may not be reproduced by any means, in whole or in part, without the prior written permission of the publisher.

While every effort has been made to ensure the accuracy of the information contained in and the reliability of the source, the publisher in no way guarantees nor warrants the information and is not responsible for errors, omissions or statements made by advertisers. Opinions and recommendations made by contributors or advertisers are not necessarily those of the publisher, its directors, officers or employees.

Publications mail agreement #40934510Return undeliverableCanadian addresses to:DEL Communications Inc.Suite 300, 6 Roslyn Road, Winnipeg, Manitoba R2L 0G5Email: [email protected]

PRINTED IN CANADA 0.3/2015

320 Gardiner Park CourtRegina, SK S4V 1R9P: 306-525-0171 • F: 306-347-8595E: [email protected]: www.scaonline.ca

2015 SCA Board of DirectorsCOREy hUNChaK, ChaIRJaSON dUKE, VICE ChaIRSaM ShaW, PaSt ChaIRROb IStaCEdaVE KaNCIRUKLaIRd RItChIECORy RIChtERMIKE LaMONtaGNESEaN haMELINJaNIS dUbREUILtyLER POChyNUKaLLaN WEbbJUStIN hOyESRON SMIth

President & CEO – MaRK COOPER

Manager of Member Services – KRIStIN WaGMaN

Manager of Workforce Development – MaRLyS WaSyLyNIUK

Finance Manager – aMaNda thICK

Career Coach – dOUG FOLK

Human Resources, Career Coach – ERWIN KLEMPNER

Career Coach, Skills Link Program – hOWaRd JESSE

Communications & Marketing Coordinator – UJU NWEzE

6 President’s Message

8 SCA Board of Directors

INdUStRy NEWS

10 Industry Workforce Development Update: New Initiatives in 2015

14 Member Services Update: Finding the Right Fit for Members’ Needs

18 Advocacy Update: A Focus on Procurement

FEatURES

22 Skills Link Student Transitions To Full-Time Apprentice

26 Entry-Level Training Opens Doors for Aspiring Tradespeople

32 In Search Of Skilled Workers

42 Hiring an Apprentice: A Commitment to the Future

46 The Value of a Good Employee: Retention Recommendations

thE ExPERtS

54 Develop Your Credibility Online

56 Good Business

58 Certified Professionals Recognize the Value of Gold Seal Certification

60 Industry Workforce Development

62 Five Excuses for Not Training Your People

64 The Construction Labour Force

68 Safety Preparation in Workforce Development

69 The Cost of Change

70 Project Management Should Not Be an Accidental Profession Anymore

ISSUE 1 • SPRING 2015 • INdUStRy WORKFORCE dEVELOPMENt 5

As one of Canada’s leading general contractors, EllisDon exports construction expertise and services across North America and around the world. That means we’re able to employ over 1,500 people, as well as countless subcontractors and tradespeople—building transit systems, education centres, commercial and government buildings that become the very fabric of our communities. And we’ll go right on doing that for many years to come.

Learn more at ellisdon.com

WE BUILD ON GREAT RELATIONSHIPS

Saskatoon Civic Operations Centre


Mark Cooper, President & CEO,Saskatchewan Construction Association

PRESIdENt’S MESSaGE

This issue of We Build marks the beginning of our

second year with this publication. The magazine

reaches a wide circulation that includes every Member

of the Legislative Assembly, Member of Parliament,

city councillor and city manager, and many public and

private sector infrastructure owners – not to mention

the nearly 1,400 SCA members. We send this magazine

to such a diverse group in order to make sure that the

message of our industry is heard consistently and

clearly across the province. In our first year of the

publication, I think we can safely say that not only did

we achieve that goal, but we got better at it with each

issue. I hope you, the reader, agree.

In this issue, we revisit the first theme we

tackled when we launched We Build: Workforce

Development. SCA members consistently identify

labour and skills shortages as the primary obstacle to

continued business expansion. The SCA dedicates a

considerable component of its resources to building

and supporting the development of the construction

industry’s workforce. It’s clear this is a very important

issue for our industry, and given our impact on the

provincial economy and its total workforce, it is an

important issue for the province as a whole.

In our Features section of this issue, you will find

articles on the Regina and Saskatoon Trades and Skills

Centre. These centres are innovative and effective

training centres for pre-employment training.

You will also find an article on the challenges and

opportunities that exist in finding and recruiting

skilled workers in the construction industry. We also

have a feature on the direct financial benefits that

companies experience when they actively engage

in, and support, the apprenticeship system for their

employees. There is also a fourth feature on how

construction companies can do better when it comes

to retaining their best staff. Whether you’re looking

at how to train new people, recruit skilled people,

keep the people you have, or enhance your company’s

profitability, there is an article in the Features section

that is of relevance to you.

In 2015, the SCA will continue its work in the

Workforce Development arena. We will look to

sustainably expand our efforts on behalf of our

members with two important areas of focus: (1)

construction careers promotion, and (2) construction

workforce productivity. The SCA is actively

involved today in promoting the attractiveness and

diversity of opportunities that exist for careers in

construction. We do most of these things through

great partnerships we’ve built over the last decade.

In 2015, we hope to expand our careers promotion

work by reaching out to more schools and more

students to ensure that every student is exposed to the

opportunities in construction.

When it comes to workforce productivity, the

SCA and our partners take it very seriously. If

Saskatchewan’s construction workforce is less than

optimally productive, it results in unnecessary

construction cost inflation, which can lead to a lower

level of investment from cost-averse investors. Lower

investments mean lower levels of work, which is not

consistent with the SCA strategic plan to attract more

investment and business opportunities for members.

In the spring of 2015, the SCA will be launching – in

partnership with our local associations and others

– a series of workforce productivity workshops for

members. Stay tuned to our monthly e-newsletter for

more information.

Thanks for taking the time to read We Build this

quarter. As always, I welcome your feedback by

email at [email protected] or by phone at

306-525-0171.


Industrynews next Page


2015 bOaRd OF dIRECtORS

daVE KaNCIRUK LaIRd RItChIE

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tyLER POChyNUK

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aLLaN WEbb

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SEaN haMELIN

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Industrynews

In 2015, the SCA continues to promote a collaborative,

all-inclusive approach to accessing skilled trades’ workers

for Saskatchewan’s construction labour market. Our

initiatives seek to match labour market demands with

supply needs in all geographical areas of our province.

Realizing the volatility of the demand side in the

construction industry, and the inevitable changes in the

labour market and government policies that impact our

members, it is sometimes difficult to access and retain

a strong labour force. SCA supports our members with

a comprehensive Industry Workforce Development

(IWD) strategic plan that will have a positive impact

on the economic well-being and competitive ability of

SCA member companies. As part of this comprehensive

approach, we continue to focus our IWD work in the

following areas:

• Investment outlook - identifying construction labour needs

in Saskatchewan;

• Communicating our IWD initiatives with members;

• Skilled trades career promotion and direct entry programs;

• Redistribution of provincial and Canadian skilled workers;

• Recruitment of foreign workers; and

• Retention of staff.

Our recent initiatives focus on promoting construction

careers to Saskatchewan youth. Career promotion work

is intended to ensure we have a strong labour market

supply for years to come by increasing awareness of the

construction industry as a first-choice career among

Saskatchewan students and young adults. The purpose is to

attract the best and the brightest Saskatchewan youth to a

career in the construction industry.

INdUStRy WORKFORCE dEVELOPMENt UPdatE: SCa CaREER PROMOtION – NEW INItIatIVES IN 2015By Doug Folk, Career Coach, Saskatchewan Construction Association

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Industrynews

INdUStRy WORKFORCE dEVELOPMENt UPdatE: SCa CaREER PROMOtION – NEW INItIatIVES IN 2015

In a province with a three per cent unemployment rate and

an economy that continues to grow unlike any other time

in our history, we are faced with a significant skilled-labour

shortage. It is imperative that the SCA and its members take

the lead in making construction a career of choice. This

initiative will help the construction industry compete with

other sectors also experiencing labour shortages.

Our career promotion programs provide high school and

middle years students with accurate information about

careers in construction. The outcomes we seek from our

programming include:

• Increased awareness and understanding of trades

training career opportunities;

• Promotion of construction as a first-choice career to

middle years and high school students;

• Promotion of the Saskatchewan Youth Apprenticeship

and Scholarship Program;

• Fostering a greater understanding of trades training and

construction careers with teachers and counsellors;

• Reducing the average age of entry-level apprentices; and

• Providing Saskatchewan’s youth with the awareness as to

whether they have the aptitude for a successful career in

construction.

In performing this work and to accomplish these outcomes,

the SCA recognizes the value of utilizing other training and

industry partners.

Career promotion is intended to help make sure that the

public and youth have access to all of the information

necessary to make an informed choice about a career in

construction. With this in mind, in 2015 the SCA added two

new programs to its suite of activities in career promotion,

and expanded another to include new regions of the

province.

Career Spotlights is a program coordinated by the SCA with

a school division and an industry partner. A career spotlight

provides interested students with information about careers

in construction, an introduction to personal protective

equipment (PPE), and an opportunity to tour a commercial

construction site. This is an outstanding opportunity

for youth to observe the type of work being done on a

commercial/industrial site by the general contractor

and sub trades. It is also an opportunity for youth to ask

industry experts questions about careers in construction.

Contractors are able to showcase building techniques and

construction innovation on an actual jobsite to youth

considering a career in our industry. In the past, this

program has been limited to Saskatoon and Regina. We

have now expanded the program to Prince Albert, Yorkton

and Weyburn. The preferred grade level for these tours is

grades 11 and 12 students.

Think Construction Career Snapshot is a program that is

being piloted with the Prairie South School Division. A

www.fortuneoilfield.com

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SCa supports our members with a comprehensive Industry Workforce development (IWd) strategic plan that will have a positive impact on the economic well-being and competitive ability of SCa member companies.

[email protected]


Industrynews Industry Workforce development Update

career snapshot is a more in-depth

program for students in grades 9 to 12.

The concept of the program is for the

school division to transport interested

students to an SCA member’s shop/

office space. When the students

arrive, they will be informed about

construction career pathways, safety

on the construction site, learn about

what trades fall under the area

of construction, and will be given

information about how to train and

prepare for a career in the trades.

Most importantly, students will be

given the opportunity to try a trade

with a qualified journey person.

Each Snapshot will feature different

trades depending on what companies

are available on the day of the event.

For example, the Prairie South School

Division pilot project will utilize

the shop space at C&S Builders and

will feature four one-hour sessions

on office careers in construction,

plumbing and electrical, interiors

(painting, drywall, and flooring),

and carpentry/cabinet making. The

Saskatchewan Construction Safety

Association (SCSA) and the Moose

Jaw Construction Association are

partners with SCA in hosting this

activity.

The other new initiative being piloted

this year is the development and

delivery of a middle years (grades 7

and 8) Construction Kit. Educators

repeatedly tell us that students are

already making career decisions as

early as grade 6. With this program,

we hope to make the impression that

construction is a great career choice if

you have the aptitude for it. The pilot

program, which is being developed

by the SCA in partnership with

the Saskatchewan Apprenticeship

Commission (SATCC), SCSA, and

Westridge Construction, will be

delivered in Saskatchewan Prairie

South elementary schools.

The SCA will develop a classroom set

of eight tool kits to be stored at the

Prairie South School Division office

and transported to schools on an

as-requested basis. Each tool kit is a

wall-framing kit and will contain a

blueprint, reusable wood materials,

materials list, tape measure, adhesive

tape, a carpenter job description,

technical reading sample question,

tape measure, teaching and learning

activity, construction vocabulary page,

assembly instruction sheet, safety

glasses, and a plastic storage and

transportation kit. The school division

will develop the lesson plan.

The learning outcomes are for

students to learn through an active/

hands on approach; gain knowledge

on the carpentry occupation; learn to

read a tape measure; learn to read and

interpret a blueprint; learn to read

technical language; and learn about

construction industry vocabulary.

Overall the goals of these programs

are to ensure that, upon graduation,

all grade 12 graduates are optimally

engaged in the provincial economy

and working to build meaningful

and productive careers. Our desire is

that before the students leave high

school, they have the knowledge of

where their aptitudes lie and have

enough information to make an

informed decision about a career

in construction. The theme of our

discussions will always be to have the

best and the brightest students choose

construction as a first-career choice.

If your company is interested in

delivering any of these programs

in your community, please contact

me at 306-525-0171 or

[email protected].

Regina | 498 Henderson Drive | 306-525-0175Saskatoon | 2365 Ave C North | 306-652-0907

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Industrynews

Member services at the Saskatchewan

Construction Association is what

our mission is all about – creating

extraordinary value for our members.

It is laid out in our 2015-2019

strategic plan that to help build this

value, we will provide members

with a competitive advantage in the

marketplace, engage our members

effectively, work directly with

partners to better serve members, and

build our capacity.

Keeping the strategic plan in mind,

in 2015, member services will be

taking on some great initiatives. In

addition to focusing on our expanded

communications and networking

events for members, we are

developing a member engagement

strategy and expanding our program

and service offerings for members.

Engagement

In an era of change and growth for

the SCA, we need to know what our

members want from us, what they see

as priorities, what their concerns are,

and we want to make sure they get

the value they expect, and know what

we can do for them. This is where an

engagement strategy comes into play.

We already do some work on

understanding and reaching

our membership through our

annual member surveys, our

communications, and at events

and trainings, including local golf

tournaments, social events, etc. Our

focus is to do this in an organized

way, track the feedback we receive

from you, and act on your concerns.

By acting on your feedback, we will

become the association that our

members expect and deliver on our

mission of providing extraordinary

value.

So how will we do it? While the

details are still in development, it is

our intention to meet with as many

members as possible, in person, in

the next year. Each meeting will

have a common agenda – we want to

understand our members concerns

and priorities, find out how we can

best serve the membership, and

provide all the value we can. This

strategy will start developing in

MEMbER SERVICES UPdatEFINdING thE RIGht FIt FOR MEMbERS’ NEEdSBy Kristin Wagman, Manager of Member Services, Saskatchewan Construction Association

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Industrynews Member Services Update

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the next few months as we begin to

schedule meetings.

Programs and Services

Another focus area for SCA member

services in the next year is providing

the programs and services our

members want and need. We are

looking at how group purchasing or

affinity programs could potentially

provide members with a competitive

advantage in the marketplace and

added value to your membership.

The SCA already has some programs

and services in place, such as support

for recruiting foreign skilled workers

and the ESSO Fleet program, but there

is certainly room for growth in this

area. There are countless programs

we could offer, but before we do

so, we want to make sure they are

programs our members will use, and

will fit with our vision and mission.

These programs will be developed in

consultation with our members and

through the feedback we receive. Any

program we develop must add value

for our members.

Last year, the SCA went through a

transformation in many ways, from

how we look at our work to what we

do, and we became more member-

and mission-focused. This year will

undoubtedly bring even more value

to SCA members and will offer you

several more ways to get involved

through programs, committees, or

simply sharing your valuable opinions.

As always, we welcome your

feedback on any of the activities we

do, so please feel free to contact me,

or any member of the SCA team, at

306-525-0171.

Last year, the SCa went through a transformation in many ways, from how we look at our work to what we do, and we became more member- and mission-focused.

thE SCa MEMbER adVaNtaGE

We are currently working on

a partnership agreement with

Injury Solutions Canada Inc.

to provide SCA members with

Workers’ Compensation Board

Claims Management Services

at discounted rates. Injury

Solutions offers clients extensive

experience with WCB and can

provide support with employer

appeals, cost relief audits, injury

claims management, return

to work programs, time loss/

sick time management, and

human resource consulting.

Visit their website at www.

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contact them at contact@

injurysolutionscanada.ca for

more information.

SCA members can now access

a corporate rate at the Sheraton

Cavalier Saskatoon Hotel. You

reserve rooms online at www.

sheratoncavaluersaskatoon.

com using Set# 460057, or call

(306) 652-6770 and advise them

you have a corporate rate with

the Saskatchewan Construction

Association.


T H A N K Y O U

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Industrynews

In 2015, the SCA will be focused on ensuring that public

procurement practices are fairer, more consistent, and

more transparent for our member companies. We will

also be working to make sure that the safety apparatus

in our province – WCB, WorkSafe, SCSA, SHCSA, etc.

– is working together with employers to keep member

workers safe.

Every year, the SCA board sets the advocacy priorities for

the association based on direct feedback from members

and consultation with the industry advisory council.

The council includes representation from the more than

twenty employer organizations in Saskatchewan that are

engaged in the non-residential construction sector. As

the most representative group within our industry, the

council is well-positioned to identify and prioritize the

many issues that our industry would like addressed.

In its recent review of policy priorities for the 2015

year, the advisory council decided that the industry

would focus on two policy theme areas this year: (1)

procurement; and (2) safety. At the time of writing this

adVOCaCy UPdatE a FOCUS ON PROCUREMENtBy Mark Cooper, President & CEO, Saskatchewan Construction Association

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Industrynews a Focus on Procurement

article (February 10th) the council was still working

to define the specific issues the industry would be

targeting within each theme. More information on this

will be available in late March. Members wanting more

information can contact SCA President, Mark Cooper, at

[email protected] or read the April SCA Newsletter

that will be sent out on the first Thursday in April.

In this column, I want to focus on the work that the

SCA is doing to address challenges in procurement

in this province. Right now there are at least three

separate initiatives that the SCA is engaged in leading or

supporting:

1. Working through the Saskatchewan Construction

Panel, which is a panel that includes representatives

from industry associations and government ministries

and crowns involved in construction procurement,

we are working to harmonize procurement policies,

procedures and documents across the entire provincial

government. The first phase of this work will be

complete in June of this year and will help inform a

roll-out of better procurement standardization across

government. When successful, this will likely be a first

of its kind in Canada.

2. Through the advisory council, and a multi-industry

partnership, the SCA is working to ensure that the

recommendations coming out of Priority Saskatchewan

will reflect the interests of the construction industry.

Priority Saskatchewan was created to make sure

that Saskatchewan companies have fair access to

procurement. Priority Saskatchewan is expected to

soon release a report with recommendations on how

to improve the fairness of the provincial procurement

system. The SCA and our partners will be working to

make sure that the recommendations make sense for

our industry and that the government implements a

plan that works for members.

3. Education of owners is an important component of

getting better procurement processes and decisions. The

SCA is focused on improving the education of owners

through our upcoming Construction Industry Supply

Chain Conference and Trade Show scheduled for early

November 2015. The conference will bring together

owners, the design community, general contractors,

trade contractors, and suppliers from across the

province to deal exclusively with procurement issues.

Coupled with the P3 Summit that the SCA co-hosts with

the Saskatchewan Heavy Construction Association

and the Saskatchewan Chamber of Commerce, this

conference enhances the education of owners with

respect to procurement. In 2015, the SCA will also be

working to provide introductory training for mid-

level and senior government managers that deal with

procurement decisions. We want to make sure that

these decision-makers know how best to work with our

members.

2015 will be a big year for improving procurement

practices in Saskatchewan. If all goes well, by the end

of this year, every provincial ministry will be procuring

construction services using the same guidelines and

policies, and procurement decisions will be made in the

context of supporting the best value for taxpayers – not

just the lowest cost. In 2015, owners will become more

familiar with their options for engaging local suppliers

and maximizing value for their investment by giving

greater freedom for innovation to their builders.

While I don’t know exactly what progress we will make

in 2015, I do know that any progress we achieve on behalf

of members will be a result of the partnerships we’ve

built through the advisory council and other groups,

and through the SCA’s relentless focus on improving the

business environment for our member companies.

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Feature

By Lisa Fattori, DEL Staff Writer

SKILLS LINK StUdENt tRaNSItIONS tO FULL-tIME aPPRENtICE


Feature

As a first-year plumbing apprentice, Nicole Fedorowich

is following her dream of becoming a licensed plumber.

The 29-year-old successfully landed a job with Marquardt

Mechanical in Regina, following pre-employment training

with SCA’s Skills Link program. Fedorowich is currently

assisting with the plumbing installations for a new student

residence at the University of Regina, gaining valuable

experience and knowledge working under the direction of

Marquardt Mechanical journeymen.

“Plumbing has always appealed to me, and it’s something I’ve

been interested in for the last five years,” Fedorowich says. “I

love that I’m busy all day and I feel useful. I have a skill and

know that I’m on track to become a journeyman. In other

industries, if you move to another company, you have to start

at the bottom again. In the trades, once you’re a journeyman,

you get a journeyman’s wage wherever you go.”

After studying health sciences in university for a few years,

Fedorowich realized that it wasn’t for her and worked in

retail before pursuing a career in the building trades. She

enrolled in a pre-employment plumbing and pipe-fitting

course at Saskatchewan Polytechnic. When the course

ended four months later, Fedorowich lacked field experience

and heard about Skills Link and the opportunity for

worksite placement.

“I felt I couldn’t come into the industry without any

experience, so took a course at Saskatchewan Polytechnic,”

she says. “I still felt that I didn’t have enough experience

to get a job, so I signed up for Skills Link. The training

was more specific, and I got matched with Marquardt

Mechanical for the company placement portion of the

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program. One month in, I was asked

to stay on full-time. I was very excited

and happy about that.”

The SCA has offered its Skills Link

program since 2010. The federally

funded program is open to people

between 17 and 29 years of age who

are looking for a career in the trades.

Training includes a 60-hour, two-

week classroom session that includes

introduction to apprenticeship,

essential skills and safety training.

Students learn aerial safety, fall

protection, ladder safety, standard

First Aid and Safety Construction

Orientation Training (SCOT). SCA

staff also provide mentoring and

guidance about apprenticeships and

career goals. Skills Link is available in

different cities across the province,

including a Saskatoon program that is

running from March 2nd to May 8th.

Skills Link students are paid minimum

wage for the classroom portion of

the program, as well as the eight-

week internship in a trade of choice

with a participating company. Skills

Link subsidizes the first four weeks

of employment and the final four

weeks of wages are paid for by the

employer. The program’s staff seeks

out companies who may be interested

in offering an internship, while

other employers contact the program

directly, in the hopes of taking on an

entry level worker to help fill their HR

needs.

“This is a very successful program,

with 85 per cent of our candidates

staying with their chosen trade or

with the company where they were

initially hired,” says Howard Jesse,

Industry Workforce Development, Job

Coach for Skills Link. “With Skills Link,

students get a hand up, not a hand

out. Entry-level work is difficult to get

without experience and the program

helps people to learn about the trades,

and to get their foot in the door for

full-time employment.”

Fedorowich enrolled in the Skills

Link program in early March 2014

and was invited to be a full-time

employee at Marquardt Mechanical

just one month later. In October, six

months after she began her placement

with the company, Fedorowich was

indentured as a plumbing apprentice.

Her pre-employment course at

Saskatchewan Polytechnic qualifies

as her first year of in-class instruction

for her apprenticeship. Fedorowich is

accumulating her 1,800 hours of first

year, and will work an additional 1,800

hours before fulfilling her second year

classroom requirements. Her work

on the university residence includes

hauling pipe, drainage firestopping and

measuring and cutting waterlines. She

is one of approximately 20 apprentices

working for Marquardt Mechanical.

“With the shortage of people in the

trades, we’ve looked to Skills Link and

have taken on five people from the

program,” says Howard Foote, Vice

President of Marquardt Mechanical.

“Nicole was hired because of her

capabilities and her effort. We asked

her site superintendent about how

she was working out, and based on his

recommendations, she was hired.”

Fedorowich highly recommends Skills

Link as a way to acquire workplace

experience. “With this program, you’re

being paid while you learn, so there’s

nothing to lose to try, and you won’t

be behind financially,” she says. “I

love that I get to work with different

journeymen. Each one has his own

tips, so you learn a lot. I’m really

fortunate to be surrounded by people

who care about my success.”

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Feature

By Lisa Fattori, DEL Staff Writer

ENtRy-LEVEL tRaINING OPENS dOORS FOR aSPIRING tRadESPEOPLEExecutive SummaryPre-employment programs are a win-win for employers

and young people interested in pursuing a career in

the trades. Entry-level training prepares students to

succeed at workplace internships, at no cost to them or

their employers, thereby linking program participants

with companies in need of new workers. Saskatchewan’s

unemployed and underemployed have the opportunity to

make the first step in working in a desired trade, finding

full-time employment, with the chance to enter an

apprenticeship and become skilled tradespeople.

SCA’s Skills Link program and training provided by the

Saskatoon Trades & Skills Centre (STSC) and the Regina

Trades & Skills Centre (RTSC) provide students with

essential skills and safety training in course programs that

run from six to 12 weeks. Students earn minimum wage for

the in-class portion of programs, as well as the two-week

work placement, where they gain valuable experience. A

key focus of programming is safety training and contracted

instructors teach the basics of a particular trade, such as

general contracting or commercial roofing. The STSC offers

28 different programs for the current year, while the RTSC

has 14 adult programs and a Trade and Skills Construction

Apprenticeship Program (TASCAP), which is available to

high school students.

The impressive retention rates of entry-level training

show that these programs are making a significant impact

in helping to alleviate the skilled workers shortage in

Saskatchewan. With a focus on attracting more women

and First Nations people to the skilled trades, both the

STSC and RTSC are tapping into a potential labour pool and

developing relevant programming to meet the immediate

needs of the industry.


Feature

Pre-employment programs are

helping to bridge the gap between

Saskatchewan’s untapped labour

pool and careers in the skilled trades.

While a number of government

and industry-led initiatives promote

apprenticeships as a career goal,

many young people don’t have the

basic skills and experience necessary

to secure an entry-level position and

the opportunity to be indentured by

an employer. The SCA’s Skills Link

program, and training provided by

both Saskatoon Trades & Skills Centre

(STSC) and Regina Trades & Skills

Centre (RTSC), are playing an essential

role in delivering relevant short-

term trades and skills training. The

in-class programming and workplace

internships are connecting workers

and employers at the grassroots level:

providing youth with the opportunity

to pursue a career in the skilled trades,

and at the same time, fulfilling the HR

needs of the province’s construction

industry.

“Entry-level training is a relatively

new concept in construction,” says

Doug Folk, Career Coach for SCA.

“The programs are designed for

smaller groups and are more nimble

to be able to provide industry with the

labourers they need in three to four

months. Students gain confidence and

knowledge about the trades before

they actually get hired. The training

makes people more marketable and

gives them a leg up in finding full-

time employment. It’s about resolving

skilled trade shortages and giving our

youth an opportunity to discover a

great career.”

Established in 2007, the STSC is a

not-for-profit organization, with

programming that is supported

by federal, provincial and private

funding. To date, the Centre has

delivered 114 programs to 1,642

students and has grown from offering

12 courses in its first year of operation

to 28 different programs for 2015-

2016. Retention rates are high, with

79 per cent of 2013-2014 course

graduates still working six months

after their completed practicum.

The impressive rates of course

completion and employee retention

are a testament to the Centre’s

success in tailoring programming to

meet the needs of industry and in

preparing students to be successful job

candidates.

“Our school is unique in that we’ll only

run a program if there is employment

at the end,” says Donavon Elliott,

Executive Director of STSC. “We can

have a program up and running in

six weeks and usually have four or

five companies lined up to take on

students from each of the courses.

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We get people labour ready and then

it’s up to them to sell themselves

and to work hard to move up in the

company.”

STSC is open to people 17 to 50

years of age, although the Centre

will accept older students in some

circumstances. Programs run from

six to 12 weeks and are followed

by a two-week internship with a

partnering employer. Students receive

minimum wage for their in-class

training, and STSC also pays student’s

wages during their two-week work

experience. Interested candidates

attend program orientation and then

are short-listed through an interview

with the Centre’s staff, program

trainers and employers. Depending on

the program, there are approximately

30 to 100 possible students for 14

to 20 spots. The Centre’s staff offers

counselling and teaches essential

skills, including safety training.

Contracted instructors provide

training in their respective trades in

the Centre’s on-site shop.

The majority of STSC students

are vulnerable youth, with

approximately 80 per cent of

participants lacking a high school

diploma. Time management, as well

as communication and numeracy

skills, are essential requirements that

have been identified by employers.

Obtaining a driver’s license and access

to affordable daycare are some of the

key challenges that local youth face

in completing their education and

achieving full-time employment. While

these issues are practical barriers to

finding a job, a lackluster work ethic by

workers is the number one complaint

of employers and training professionals

across the province.

STSC programming gives employers

direct access to willing employees

who have safety and skills training,

and who have their wages paid for

their first two weeks of employment.

“We’ve done a cost analysis and

have determined that STSC entry-

level training is saving companies

about $7,000 per employee,” Elliott

says. “Students start working with

$1,000 worth of safety tickets, as

well as safety boots, coveralls and

other essentials to get them started.

Employers have to put a little skin in

the game by encouraging these kids

during their placements and providing

positive reinforcement so that they’ll

succeed.”

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The RTSC is also a not-for-profit

organization but has rental income

from a 33,000-square-foot strip mall

that it owns to help fund programming.

The commercial operations of the

Centre enable RTSC to deliver

steady programming, to supplement

government budgets and funding,

and to expand or scale back course

offerings based on industry’s needs.

This year, the Centre is offering 14

adult programs that run from five

weeks to 12 weeks, with a maximum

of 14 students per course. New

programming this year includes a

Fiber Splicing Technician course,

after the RTSC was approached by a

telecommunications company who

was in need of workers to install

fiber optics. Courses in Commercial

Concrete and General Carpentry are

also closely tied to industry’s current

needs, to provide entry-level workers

for particular trades and construction

projects.

“There are some large projects for the

City of Regina, including a student

residence, a downtown tower, a

new stadium and a potash mine 30

minutes from the city,” says Armand

Martin, Executive Director of RTSC.

“Companies require workers in

commercial concrete and general

carpentry, and we’re responding to

the demand. We’ve also partnered

with two of the largest commercial

roofing companies in Regina and are

developing a curriculum that meets

their exact needs. We are always

receptive to changes and take the

feedback from industry to tailor our

courses.”

In addition to its adult programs, RTSC

offers a Trades and Skills Construction

Apprenticeship Program (TASCAP)

to high school students. Under the

program, grade 11 and 12 students

receive hands-on experience in all

aspects of residential construction

by building a Habitat for Humanity

home. Students work on the project

for a full semester and earn 500 hours

toward a first-year apprenticeship.

They are also automatically

enrolled in Saskatchewan Youth

Apprenticeship (SYA) to collect an

additional 300 hours toward an

apprenticeship. Upon successful

completion of the course, students

receive five high school credits, as well

as post-secondary recognition.

“Every year, TASCAP students build

three homes for Habitat for Humanity,

ENtRy-LEVEL tRaINING OPENS dOORS FOR aSPIRING tRadESPEOPLE


and they have built 12 homes to date,”

Martin says. “The students spend

an entire semester exposed to the

trades so they can decide which one

suits them the best. A number of our

students then go on to find summer

employment or a full-time position in

the construction industry.”

For 2013-14, the RTSC had an 85.9

per cent course completion rate, with

93.8 per cent of students employed

at the end of their training. “In

every course, we have more jobs

waiting than the number of students

available, but we won’t fill a spot

if we don’t have a good candidate,”

Martin says. “We want to get

measured on the number of people

that successfully complete a program

and get a job. We do the sifting for

employers; they like our numbers and

know exactly what they’re getting.”

Alliance Energy Ltd., a supporter

of the STSC and RTSC, has hired

students who have completed

the Centre’s programs. As an

electrical contracting company,

Alliance Energy employs people in

a compulsory trade and, although

regulations call for one journeyman

to two apprentices, the company

practices a one-to-one ratio of

journeymen to apprentices. Alliance

Energy is constantly hiring new

people and will employ a few

hundred apprentices at any given

time. The company looks to the

Trades and Skills Centres because it

offers employers a diverse workforce,

with students who tend to be a little

older and mature, and who receive

more in-depth safety training in their

programs.

“We are looking for folks who have

the ability to think logically, with

strong math skills, and who have

initiative,” says Paul McLellan, CEO

of Alliance Energy Ltd. “The safety

training is very important, and we

look at how well people do in their

skills training. Skills have changed,

and the job is much more of a

thinker’s game. You have to carefully

plan out what you’re doing, rather

than just put your back into the task.”

The STSC and RTSC are successfully

increasing career opportunities for

the province’s Aboriginal people

and women. For the past six years,

approximately half of STSC’s students

have been Aboriginal people and,

this summer, the Centre is offering

an eight-week Women in Trades

program. In February, 2015, the

federal government announced a

$3.1 million investment to help train

150 new Aboriginal apprentices

in Saskatchewan trades that are

experiencing a shortage of skilled

workers. The funding will help to

lower Saskatchewan’s Aboriginal

unemployment rate of 10.9 per

cent and meet industry’s demand

for boilermakers, bricklayers,

construction craft labourers,

ironworkers, electricians and more.

“In the last few years, we’ve focused

on bringing more First Nations

people and women into the trades,”

says Terry Parker, Executive Director

of Saskatchewan Building Trades.

“We’ve hired an Aboriginal Labour

Development Strategist to mentor,

recruit and help retain Aboriginal

people in the industry. There is a

huge untapped resource in the First

Nations community – people who

are unemployed and underemployed

and who can fill the province’s labour

gaps.”

Close to $2.9 billion in infrastructure

projects has been earmarked in

Saskatchewan’s 2014-15 budget,

in a province that has the lowest

unemployment rate in the country.

Companies are in a Catch 22 position

of being too busy to find new

workers, yet they need tradespeople

to remain competitive and win

contracts. Pre-employment training is

saving the industry time and money

by offering the best and the brightest

who can hit the ground running and

be an asset to an organization right

away.

“The SCA is a strong supporter of the

Trades and Skills Centres; they’ve

had a lot of success and show great

retention rates,” Folk says. “They

are helping to build a labour force

that drives the industry as a whole

and attracts more projects for the

province. If domestic workers lack

the necessary skills, then we’ll have

to look outside of the province for

tradespeople.”

RTSC Statistics

2010-11 2011-12 2012-13 2013-14

No. of courses offered 10 12 13 13

Total no. of applicants 372 475 762 821

Total no. accepted 121 151 170 170

Average no. of applicants per

course

37.2 39.6 58.6 63.2

Average no. accepted per

course

12.1 12.6 13.1 13.1

Completion 83.5% 85.4% 92.9% 85.9%

Employed 76.2% 82.9% 94.3% 93.8%


Feature

IN SEaRCh OF SKILLEd WORKERS: hOW tO LOOK IN aLL thE RIGht PLaCESBy Melanie Franner, DEL Staff Writer

Following years of growth, Saskatchewan’s economy

took a bit of a breather in 2014, but indicators suggest

that it is going to ramp up again in 2015 and beyond

(although the effect of dropping oil prices remains to

be seen). The province’s construction industry is one

sector that has benefitted from the economic boom.

Projects abound in all shapes and sizes, and businesses

are growing to meet the increased demands, but a lack of

skilled labour has dampened what has otherwise been a

robust period.

Construction companies interested in growing with

the economy may already be feeling the pinch when it

comes to finding skilled labour. Many suggest that good

people are few and far between, but there are places

to look and options available to help find them. These

include looking at different demographics for potential

workers to using specialty employment firms to taking

advantage of innovative services like programs abroad.

In an environment where everyone is facing the same

challenges of recruiting skilled labour, relying on

newspaper or online advertising just isn’t going to cut it.

Today’s construction companies need to stay ahead of

the game. And knowing what options are available is the

first step to getting there.

Executive Summary


Feature

It’s an issue that has loomed over the

construction industry for many years

now, one that has been discussed in

board rooms and talked about at the

political level all across the country:

Canada is facing a rising shortage of

skilled workers, with some parts of

the country worse than others.

Canadian Construction Outlook

“The shortage of skilled workers

is a major issue,” says Michael

Atkinson, President of the Canadian

Construction Association (CCA).

“Obviously, it is more prevalent in

some regions and sectors based on

demand. Natural Resources Canada

reports that there are some 600

resource projects worth more than

$650 billion underway or planned to

be underway in Canada in the next

decade alone. In its Global Construction

Perspectives 2015 report, Oxford

Economics says that Canada currently

has the fifth largest construction

market in the world – next only to

China, the U.S., India and Japan – and

that Canada will continue to be in the

top six construction markets in the

world through to 2025.”

But there is a rising cost to this

unprecedented growth. The national,

industry-led organization BuildForce

Canada predicts a loss of almost one-

quarter of the current construction

workforce by 2021 due to retirement

alone. According to BuildForce

Canada:

“No matter what part of the

construction industry your

company works in, there will be

periods over the next 10 years

when skilled construction labour

will be hard to find. This shortfall

must be met by attracting workers

from other industries and regions

in Canada and bringing in workers

from abroad.”

In its 2014-2023 Construction and

Maintenance Looking Forward National

Summary, BuildForce suggests that the

Canadian construction industry needs

to recruit a total 300,000 new workers

to meet construction demands. It

predicts that more than half of these

new workers (167,000) will be first-

time entrants into the workforce,

leaving 132,000 workers to be drawn

from within or outside Canada.

The organization states that future

growth within the construction

industry will occur all over the

country but that the majority will be

in the west:

“The dominant change predicted

in the 2014 update is that the

construction workforce is moving

west. But the size and the timing of

the projects make it clear that inter-

and intra-provincial mobility will

only fill some of the needs, and the

available workforce – after taking

account of the long-term needs of

the eastern regions – is not adequate

to meet the projected needs in the

west.”

the Saskatchewan Story

In Construction and Maintenance

Looking Forward, BuildForce predicts

a period of fewer cyclical peaks than

the last decade but it also suggests

that labour demand will remain

high, relative to historic levels, as

replacement demands for retirements

grow steadily during this period. The

period between 2014 and 2023 will

show a decrease in the province’s

labour force of just under 3,000

workers. Over the same period,

however, retiring workers will create

a replacement demand of just under

7,000. And this demand will be

widespread – across all 33 trades and

occupations tracked by BuildForce.

The organization estimates that 6,200

of these workers will be first-time

entrants, leaving a surplus of workers

for later in the period. However,

it also estimates that 2,200 of the

province’s existing workers will seek

work or return to residences outside

of Saskatchewan. According to

BuildForce:

“These changes leave the construction

industry with a complex human

resources planning challenge…

The industry must recruit new

construction workers from

Saskatchewan’s local population to

fill the larger recruiting complement

for retirements. All of this must be

managed in the broader context of

competing demands for construction

workers in other provinces.”

A 2012 survey commissioned by

Merit Contractors Association

Saskatchewan found that seven out of

10 of the contractors who participated

in the survey identified labour

shortage as the biggest challenge

facing their business. A significant 74

per cent of the respondents said they

were unable to hire a journeyperson

within three months, and 42 per cent

were unable to hire one at all.

The impact of the labour shortage,

as identified by the participants,

included being unable to take

advantage of growth opportunities

and being unable to bid on jobs. Some

respondents went so far as to say that

they were unable to complete existing

jobs on time or within budget as a

result.

“The current lack of skilled labour

is definitely a real challenge for

Saskatchewan construction employers

today,” says SCA President Mark

Cooper. “We’ve seen a couple of

trends in our workforce over the last

decade. There has been an absolute


shortage of labour and there has

been a significant skills gap. As our

economy has slowed down a bit as

of late, we have seen a bit of a relief

with the shortage of labour but that,

in turn, has made the skills gap even

more critical. That, plus the fact that

the immigration laws concerning

temporary foreign workers have

become stricter, has made it a real

challenge for today’s construction

firms.”

So how can construction companies

cope in an environment that seems

to be increasingly more complex and

difficult each day?

Relying Upon Recruitment Firms

Using the proven expertise of

companies that are dedicated solely to

the task of helping businesses find the

right employees is one way to expand

a workforce without expending too

much time and effort.

Regina-based Employment Network

Canada Inc. is a 19-year-old company

doing just this.

“We tend to specialize in a lot

of hard-to-fill positions,” notes

Linda Langelier, Executive

Search Consultant and President,

Employment Network Canada.

“Because of my previous work

experience in engineering and

construction, we work on a wide

range of positions from CEO to

structural engineer to journeyman

plumber and superintendent. We

also assist businesses in finding

administrative, finance and

accounting professionals.”

Most of Langelier’s candidates come

from within Canada. “We always

try to look within Canada first,” she

says. “We have a database of 60,000

candidates that we can mine. We also

do a lot of advertising, social media,

networking and ‘tap the shoulders’

of people we know who are top

performers in their field.”

An important part of the recruitment

process, according to Langelier, is

meeting with the client to learn

everything about the prospective

company, including the culture.

“There are a lot of very good

recruitment firms out there,

including national and international

ones,” admits Langelier. “We are a

Saskatchewan firm and we work hard

to source, screen and achieve a very

close match for both companies and

candidates alike. It’s about people and

making the right fit the first time. I like

Employment Network Canada Inc. staff. (L to R) Top: Jada Walchuk; Kristen Eisenzimmer; Linda Langelier Bottom/sitting: Aliyah Menezes; Harmony Meloche; David Eisenzimmer; Linda Arnold; Susan Wanner

IN SEaRCh OF SKILLEd WORKERS: hOW tO LOOK IN aLL thE RIGht PLaCES


to meet people a year or so later, and

learn that the business has grown, and

that both employee and employer still

enjoy working together. That’s how we

measure our recruiting success.”

Employment Network Canada has

worked with a variety of companies

and new recruits over the years. The

company is fielding more inquiries

as of late, a response that Langelier

believes is part of the province’s

current employment environment

and skills shortage.

“Saskatchewan has been feeling

the squeeze for a few years now,”

she says. “It’s very challenging for

employers to find qualified people,

especially for specialized roles and

skilled trades.”

If the right candidates can’t be found

within Saskatchewan’s boundaries,

Employment Network Canada next

looks within Canada, the U.S. and

then abroad. The company has

had success in finding architects

and engineers from the U.S. and

technicians and trades people from

Ireland.

“It’s a real mix of demographics in

terms of the people we bring to the

local workforce,” says Langelier. “The

key to making it work, I believe, is

helping newcomers become part

of and involved in the community.

We have had a lot of success with

those individuals bringing their

families. Families with young children

want their children to have a good

education and a good community

to grow up in. Saskatchewan can

offer that. We find the transition

can be harder for people who come

on their own. We like to think that

we recruit the entire family, not just

the new employee. It’s about helping

the spouse or partner find rewarding

work as well.”

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the Irish Connection

Regina-based Luxury Mechanical Inc.

is a plumbing and HVAC company

currently in its fifth year of operation.

When President Luc LeBlanc couldn’t

find a good journeyman plumber to

round out his crew of 10 employees,

he turned to Employment Network

Canada.

“They had a trip planned for Ireland

and managed to find a really good

candidate while they were over there,”

says LeBlanc. “We did some Skyping

and conference calls and I ended up

offering the guy the job.”

That job offer took place in January

of 2014. Stephen Doyle started with

Luxury Mechanical when he arrived

in Regina in April 2014.

“He has proven to be a fantastic

worker,” says LeBlanc. “The knowledge

and experience was most definitely

there. All we had to do was update

him on the codes and how we do

certain things in Canada, but those

are small details. His skill and quality

of work have been impressive.”

Doyle’s wife came to Canada

approximately three weeks later. The

two immediately fit into the Irish

community within Regina. Doyle is

even going to the gym with the other

employees at the company.

“Part of the reason for Skyping was

to make sure that he was going to fit

into our work culture,” adds LeBlanc.

“I got a good feel for him, and it turns

out that it has been a good fit. He is

putting in more overtime than any

of my other workers.” Of course, that

may soon change. Doyle and his wife

are expecting a baby any day now.

the Immigration Route

Firms like Employment Network

Canada take advantage of recruitment

missions to find the right people

for their clients. The Ministry of

Economy’s Saskatchewan Immigration

Service Branch is a government

division tasked with helping companies

gain access to prospective employees.

“We offer companies ways to find pools

of labour in other jurisdictions, either

in Canada or internationally,” says

Kirk Westgard, Executive Director.

“We are an avenue for employers in

Saskatchewan to get to where the pool

of labour is available.”

According to Westgard, addressing

the skilled labour shortage in

Saskatchewan is the priority, and the

question of where the skilled labour

originates can be answered by one

of three ways: by skills training for

Saskatchewan citizens, attracting

Canadians from other provinces,

and by attracting skilled labour from

outside Canada.

One avenue to bring in this skilled

labour is through the Saskatchewan

Immigrant Nominee Program (SINP),

which is administered by the ministry.

The SINP is a provincial program that

speeds up the immigration process for

those individuals who plan to live and

work in Saskatchewan and become

permanent residents.

Westgard describes the SINP as a

two-step process, allotting an average

of four to six months to the first step

of applying and getting approved by

the province and an additional 15 to 30

months to apply and attain approval by

the federal government.

During the 2014/2015 year, the SINP

nominated 4,793 applicants (plus their

respective spouses and families), of

which Westgard estimates a significant

percentage was destined for the

province’s construction industry.

“We’re seeing a rise in the number of

firms expressing interest in and using

the SINP,” he adds, noting that the

federal government began capping the

number of nominees for the program

in 2010/2011.

The federal government has recently

announced that it will raise the

provincial immigrant nominee cap a

16 per cent, from the 4,725 in 2014

to 5,500 in 2015. The announcement

came on the heels of the launch of a

new federal Express Entry application

system, which is promising to deliver

“faster processing of permanent

residence applications”.


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Ministry recruitment missions for

2014/2015 included Calgary, Ireland

and the United Kingdom, Ireland,

Poland and Mexico. The location of the

mission is determined by a number of

factors, according to Westgard, who

cites available labour pool, employment

rate, ethical recruitment process and

the leanings of prospective employers

as examples of some criteria.

“In the last federal retention study,

Saskatchewan came out as having the

third-highest retention rate at 83 per

cent,” says Westgard, who adds that

only Alberta and Manitoba scored

higher.

have Members, Will travel

Working with members to find

the people they need to grow their

companies has long been on the

mission-critical list of the SCA. One

way in which the association has

helped members achieve this is by

participating in recruitment missions.

“We have completed our third

mission abroad where we have

participated directly,” says Cooper.

“We have also participated indirectly

in a couple of others.”

SCA is currently working on an

upcoming mission to Ireland and

Poland, which will take place in

March of this year.

According to Cooper, there are two

ways for member companies to take

advantage of SCA’s participation in

the recruitment missions.

The first is for companies to go over

and do their own recruiting – which

offers the advantage of face-to-face

meetings with the candidates and

the ability to do their own screening.

This choice takes advantage of the

significant discounts offered through

SCA and it also provides for the

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added support of having SCA representatives present

to better co-ordinate participation. But there is still the

expense of traveling, as well as lost time from being out of

the office.

The second method in which a member company can

participate is through the SCA’s Career Coach program,

where member companies pay a flat fee of $2,500 –

regardless of whether they plan on hiring one, five or

10 employees – and SCA does all of the pre-screening of

candidates and arrangement of Skype interviews.

“Essentially, we act as a broker on behalf of our members,”

says Cooper, who adds that this is only the second year in

which the Career Coach program has been offered by the

SCA.

Craftex Builders Inc., a division of Leeville Construction Ltd.,

is one of the companies that have capitalized on SCA’s Career

Coach program. The Lloydminster-based company employs

between 15 and 25 people, depending on the work load.

“Finding skilled labour is a huge issue,” says Craftex Manager

Ed Hickman. “The two ways we try to find workers are by

going overseas and by training from within.”

The company worked with SCA on the 2013 recruitment

mission to Ireland. “We had SCA work on our behalf,”

Hickman says. “They went over there and did all of the

screening for us and then sent us the names and contact

information of people who they thought might fit the bill. I

did 10 Skype interviews and ended up making four job offers.

One of the guys decided not to come. Another decided to go

with a company on the west coast. We hired the other two

guys. Both of them are carpenter supervisors and both of

them are still working here.”

Growing From Within

Another way Saskatchewan is dealing with a shortage of

skilled labour is increasing the number of workers coming

into the industry. Again, the SCA plays an important role

in this area.

The SCA Industry Workforce Development Team –

through funding from the federal government – has

been running a 10-week youth employment program for

construction trades since 2009. The Skills Link program

provides an initial two weeks of classroom training

(focusing on apprenticeship training, career exploration

and safety certification), followed by eight weeks in work

placements. Participating employers (pay entry level wages

and) are subsidized up to 40 hours per week for (the first)

four weeks (minimum wage). As part of the mandate,

the Skills Link program is offered in different areas

throughout the province, and participants range from 18

to 29 years old.

“Through the program, the candidates develop life

skills, employability skills and they participate in a work

experience opportunity that will enhance their successful

participation in the construction-related trades,” explains

Howard Jesse, Instructor and Career Coach with the SCA.

“During the eight-week placement, employers take on the

role of mentor, ensuring each participant receives training

and exposure to all aspects of the trade, safe working

conditions and good career advice.”

According to Jesse, the government funding initially

provided for two programs per year, with an average of

nine or 10 participants per program. The number soon

rose to three per year, and for 2015, it’s expected to be four.

“The federal government has called us asking if we could

run additional programs,” says Jesse, who adds that

the last Skills Link program in Saskatoon attracted 67

applicants. “We consider that evidence that the programs

are successful.”

And, in fact, Jesse says that the programs have an 85 per

cent success rate, with “success” being defined by the

government as staying employed or returning to school

for additional training.

accent on apprenticeship

Getting young people interested in the trades can help

to develop a skilled workforce, followed by having these

youth continue on with an apprenticeship.



According to the Saskatchewan Apprenticeship and Trade

Certification Commission (SATCC), the government of

Saskatchewan provided funding for 300 additional technical

training seats in 2013-2014. As a result, the SATCC provided

technical training to 6,417 apprentices. This represents an

increase of 25.9 per cent over five years.

Interesting statistics from the SATCC show that there were

3,059 newly registered apprentices for the period between

July 2013 and June 2014. Some 1,501 individuals completed

their apprenticeship certificates. Some 1,851 individuals

attained their journeyperson certificates and there was a total

of 10,352 registered apprentices.

Other government initiatives include the Saskatchewan

Youth Apprenticeship program (of which there were 4,036

registered youth apprentices between 2013 and 2014), as

well as Aboriginal Apprenticeship Initiatives. The percentage

of Aboriginal apprentices – of all apprentices in total – has

increased by one per cent from 13.8 per cent in 2012-2013 to

14.8 per cent in 2013-2014.

An April 2014 report from the Canadian Council of Chief

Executives (CCCE) found that a large-scale expansion to the

apprenticeship program in Canada would produce a number

of benefits. The report, Expanding Apprenticeship Training In

Canada: Perspectives from International Experience, suggests

that the program’s expansion would: provide young people

with more pathways to rewarding careers; better align worker

skills with employer needs; increase career opportunities for

those who learn best by doing rather than through classroom

study; raise income levels for workers in “middle-skill” jobs;

and potentially reduce youth unemployment.

The report states that Canada’s current apprenticeship

programs are primarily geared to adults. It suggests that only

about seven per cent of Canadian apprenticeships are under

the age of 20 and another 28 per cent are between the ages

of 20 and 24. That means that just over half of all Canadian

apprentices are in their 20s and more than 40 per cent are 30

or older.

The report states that this system “does little to ease the

transition between secondary education and the labour

market”.

According to a recent study from the SATCC, 65 per cent of

apprentices who completed their first year went on to finish

their programs within two years of the expected completion

date. The number was as high as 75 per cent for occupations

with a mandatory apprenticeship requirement (electrician,

plumber, refrigeration mechanic and sheer-metal worker).

Finding a Way

In a 2013 report entitled Labour Shortages in Saskatchewan,

from the University of Calgary’s School of Public Policy,

author J.C. Herbert Emery suggests that Saskatchewan’s

road ahead is one that may or may not need government

intervention.

“Saskatchewan’s labour market has already shown a

remarkable ability to adjust, on its own, to the commodities

boom, and what employers today call a shortage, could well

just be everyone getting used to a much tighter, but still

very functional, labour market,” he notes.

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Regardless, there is still work that needs to be done.

“Saskatchewan will inevitably need to meet growing labour

demand by focusing on increasing its level of interprovincial

migration, immigration and retention of skilled labour,”

states Emery. “Increasing interprovincial migration levels

will prove to be a challenge, however, as wage rates across

provinces have converged, meaning that wage increased

in Saskatchewan are keeping pace with those of other

provinces, rather than stimulating further in-migration.”

CCA’s Atkinson sees industry as being in one of the drivers

during these tough times ahead.

“Industry must do a better job with employer engagement

in training, especially apprenticeship,” he says, conceding

that this is made difficult because of the make up of the

industry itself. “According to Statistics Canada, 99 per cent of

construction firms operating in Canada are small businesses

of under 100 employees. More than 60 per cent are micro

businesses of less than five employees.”

Government, adds Atkinson, also has a role to play.

“Government needs to break down the inter-provincial

barriers to labour mobility, and it has to improve immigration

policies that are tied to labour market demand,” he says.

Atkinson adds that the CCA will be working with the federal

government through its new Express Entry program to

target needed occupations in specific countries, and with the

Canadian Apprenticeship Forum and the Canadian Council

of Directors of Apprenticeship on greater mobility and

apprenticeship harmonization.

On a provincial level, SCA’s Cooper sees the association

continuing to advocate government on behalf of its members

on a number of initiatives, such as the Temporary Foreign

Worker Program (TFWP).

“The challenge is that there are some sectors in this

industry where the SINP doesn’t work,” he says. “If the job

is temporary or seasonal by nature, like our road builders

for example, then the SINP won’t work. The SCA will

continue to advocate for a different approach to the TFWP.

We’re advocating for a regional approach to the program

because the western Canadian economy is different from

the rest of the country. And we’re also advocating for a way

to streamline the process for those employers who have a

good track record with the program. The government cites

examples of people violating the spirit and intention of the

program but creating a solution that punishes everyone

equally is not a great plan in my opinion.”

Pedal to the Metal

The lack of skilled labour is unquestionably a significant

challenge that Saskatchewan – and all of Canada, for

that matter – has been grappling with for quite some

time. Advancements have been made, improvements

implemented, programs introduced, and initiatives fine-

tuned. A lot has been accomplished, but there is a long way

to go.

“We may have had some relief as of late with the economy

slowing down a bit but the forecasts all point to busy times

ahead,” says Cooper. “As an industry association, we’re

here to serve our members. And if our member companies

are experiencing difficulties in finding skilled labour, we’ll

continue to do whatever we can to help alleviate the

pressure.”

the lack of skilled labour is unquestionably a significant challenge that Saskatchewan – and all of Canada, for that matter – has been grappling with for quite some time.

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By the Saskatchewan Apprenticeship and Trade Certification Commission

COMMItMENt tO thE FUtURE

Feature


Feature

Apprenticeship helps achieve the

goals of your business, from human

resources to your bottom line.

“I feel hiring apprentices is good

for any business, as apprenticeship

training results in journeypersons

who add to overall quality, safety and

productivity,” says Doug Christie of

Christie Mechanical. “There is also a

standard of training provided, giving

the employer confidence that a new

employee has achieved a certain level

of training that will meet or exceed

the employer’s expectations.”

Whether you hire a new apprentice

or register a current employee, what

it means is a better return on your

investment. For every $1 an employer

invests in an apprentice, the average

return is $1.47. This number was

generated from a study the Canadian

Apprenticeship Forum conducted

with about 800 employers across 21

trades.

The figure of $1.47 was generated

through a cost-benefit model.

The study heard directly from

employers about the cost and benefit

components of training apprentices.

The cost of an apprentice includes

wages and benefits, journeypersons’

training time, material waste from

mistakes and time to correct them.

It also includes costs incurred by the

employer related to ongoing training

and development, and administering

the program. The benefits of

apprenticeship include employer-

supplied information on charge-out

or mark-up rates for an apprentice

or journeyperson, and the annual

chargeable work hours.

Almost all employers indicated a

positive return. Of the employers,

32.7 per cent saw the benefit

beginning to outweigh the cost by the

end of the first year or earlier, with a

further 30.2 per cent seeing a return

by the end of the second year.

“When I sit down with an individual

to discuss employment, my interest

is always piqued when I hear that he

or she may want to apprentice as a

carpenter,” says Rhonda Hipperson

of Hipperson Construction. “To me,

it demonstrates a commitment to

a future in our industry. They are

looking to learn more advanced skills

and they are interested in the trade.

This makes them more valuable to us,

and allows our company to offer that

added value to our clients.”

Hiring an apprentice is less expensive

than hiring from abroad if you are

growing your labour force. The cost

of hiring a temporary foreign worker

can be anywhere from $5,000

to $20,000 per year per person.

Compare that to an apprentice:

employers indicate that the benefit of

training the apprentice exceeds the

costs by the end of the second year.

Costs are low to hire an apprentice

– a small registration fee, and the

training time on the job.

When hiring an apprentice, even if

that person doesn’t have on-the-job

trade experience, consider hiring

someone who has completed the

Saskatchewan Youth Apprenticeship

program, a high school

Apprenticeship or Career and Work


Exploration credit, or a pre-trades

training course. These programs

allow youth to explore career options

in the trades so that they understand

the job and the expectations that

go along with it. To recruit highly

engaged and interested people, there

is also the opportunity to become

involved at the high school level by

offering placements for students or

the chance to visit your job site.

Hiring an apprentice means higher

productivity and fewer mistakes.

The statistics from the CAF study

show that employers estimate a

“homegrown” journeyperson – a

journeyperson trained with their

company – is 29 per cent more

productive than a journeyperson

trained elsewhere, mainly because

the person is a better fit with the

organization.

“We owe our company’s success, in

part, to the apprenticeship system,”

says Drew Tiefenbach of Alliance

Energy. “It provides us with a stable

workforce, and we can take on

more projects because we have a

strong workforce available to us.

The opportunities for apprentices to

grow with a company after achieving

journeyperson status are numerous.”

Employers also said by training their

own workforce, they see reduced

risk of skill shortages, increased

potential for career advancement of

the person in the company, greater

overall productivity, and fewer

mistakes. Apprenticeship within an

organization also creates a successful,

sustainable workforce cycle, with

the senior employee passing on

knowledge to the apprentice.

Saskatchewan Apprenticeship

conducts an Apprentice & Employer

Satisfaction Survey every few

years. The most recent was in April

736-2332(Kipling Office) 736-2334(Kipling fax)[email protected] (Main) [email protected] (Kipling Office)

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[email protected] (Main) [email protected] (Kipling Office)

COMMItMENt tO thE FUtURE


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of 2013, when 360 Saskatchewan

employers were surveyed. Of the

employers surveyed, 97 per cent are

satisfied with the apprentice’s ability

to contribute to the success of their

company, and 91 per cent are satisfied

with the abilities of an apprentice to

perform tasks as expected.

There is also the added benefit of re-

engaging your journeypersons.

“Observing how skilled journeypeople

mentor their apprentices during the

on-the-job training is rewarding,”

says Hipperson. “There is a certain

allegiance, which builds teamwork

and mutual respect on the job site.”

Available tax credits and government

grants makes hiring an apprentice

more affordable. There are many

available tax credits and other tax

breaks, in addition to government

grants for both apprentices and

employers.

A direct employer incentive is

the Apprenticeship Job Creation

Tax Credit through the federal

government. This is a non-refundable

tax credit available to employers,

equal to 10 per cent of the eligible

salaries and wages payable to eligible

apprentices.

there are also many supports available for apprentices. Links can be found at www.saskapprenticeship.ca/supports.

For more information and to simply register an apprenticeship contract, check out www.saskapprenticeship.ca/employers.


Feature

All numbers point to a continued

economic boom for Saskatchewan

in the coming years. Numbers from

the December 2014 RBC Economics

Provincial Outlook report predict that

economic activity in the province

will “shift to a higher gear” in 2015.

Growth is expected to rebound to 2.8

per cent, following a modest 1.1 per

cent increase in 2014. The 2.8 per cent

growth is forecast to continue into

2016 as well.

tight Labour Environment

According to the Saskatchewan

Construction Association (SCA),

construction employment continued

to grow across the province in

2014. On average, employment in

construction grew by 7.7 per cent

during the year. Although lower than

previous years, (11 and 8.1 per cent

in 2012 and 2013 respectively), the

numbers are still reflective of very

strong growth.

This continued year-after-year

growth creates a tight labour situation

for Saskatchewan’s construction firms.

The province will still need to compete

with other industries, provinces

and projects to attract – and retain

– qualified, skilled and experienced

workers.

One of the most effective ways

for companies to deal with this

challenging labour situation is to

identify and implement programs

to retain those valued individuals

already employed by the firm.

Key Retention Strategies

According to a Labour Mobility,

Retention and Succession (MRS)

study report from the Nova Scotia

Construction Sector Council,

construction companies “need to

develop good employee retention

strategies, with an awareness of the

opportunities for labour mobility and

potential loss of skilled workers. Those

that have planned for succession

well in advance will survive and

prosper. One of the biggest risks is

complacency.”

Nova Scotia’s construction industry

is similar to Saskatchewan’s in that

it needs to retain a skilled workforce

that may be attracted to jobs in other

provinces. According to BuildForce

thE VaLUE OF a GOOd EMPLOyEE: REtENtION RECOMMENdatIONSBy Melanie Franner, DEL Staff Writer

Everyone knows that employees are a valuable

part of the company. But knowing and holding

onto employees isn’t the same thing, especially

during times when the lack of skilled labour is

approaching record numbers. The future doesn’t

bode well either. As much of the population

prepares to enter their golden retirement years,

the labour situation will only get worse. Add

to that a mobile work force willing to travel to

wherever the benefits are better.

It’s no wonder that employee retention is fast

becoming a popular phrase of the times. There’s

nothing quite like a committed employee who has

already learned the ropes of your business. Losing

him or her could mean being unable to finish a job.

But you don’t have to lose that employee. There is

plenty of expertise and advice on the matter – all of

it pointing towards proven ways to hold onto your

crew. Following this path may well be the best thing

for the future of your people – and your company.

Executive Summary


Feature

Canada’s 2014-2023 Construction and

Maintenance Looking Forward Nova

Scotia Summary, the province will need

to recruit an additional 2,200 workers

from other industries and regions.

The Nova Scotia Construction Sector

Council’s MRS study identifies a

number of key recommendations to

retaining skilled employees. Among

these are the following:

• Steady work – employers should

identify key workers and ensure

that these individuals have reliable

work year round;

• Compensation flexibility –

employers need to be flexible

with their compensation plans.

Recognition and bonuses were

identified by both employers and

employees as important;

• Health and pension plans – these

were the most widely cited (second

and third most frequent after

compensation) as being important to

employees.

• Modify the work week – there was

strong demand for flexible working

arrangements, the adoption of a four

day, 10-hour day situation proving

the most popular;

• Encourage and support training

– key employees are looking for

opportunities to advance and

employers can use this as a way

to further their retention and

succession plans;

• Keep employees involved

and informed – effective

communications and recognition

plans have proven to be one of the

least costly and most effective ways

to retain employees;

• Give guidance with succession

planning – succession planning can

include planning of key employees

as they retire;

• Management development – there

are essential skills for management

(financial, legal, human resources,

operations management, marketing

and communication), which can

prove invaluable in succession

planning; and

• Workforce and stakeholder

co-ordination – there is value

in participating within the

industry in either apprenticeship

programs, other training programs,

associations, etc.

According to Michael Atkinson,

President of the Canadian

Construction Association (CCA), the

need to attract and retain key workers

will become increasingly more critical

in the years ahead.

“As of 2011, more than one-fifth (21

per cent) of the Canadian population

was between the ages of 50 and 64

and expected to retire or exit the

labour force over the next decade.

Like Canada, many western countries

are also facing the same aging

workforce,” he says. “Canada’s ability

to recruit international workers in

the past has been largely as a result

of weaker economic conditions many

western English-speaking countries

with similar education and trade

standards, including the U.S., the

United Kingdom and Europe. But as

economic conditions improve in those

countries, the availability of those

workers becomes less.”

the alberta Way

A Workforce Strategy for Alberta’s

Construction industry is a road

map that addresses the province’s

challenges and issues within the

construction sector, including the

overwhelming need to retain good

employees. It identifies several

recommendations, including the

need to create a welcoming work

environment for a more diverse

labour force (i.e. mature workers,

Michael Atkinson.


Aboriginals, immigrants, women,

persons with disabilities). This can be

achieved through specific policies and

practices, mentoring programs and

workplace diversity training.

Looking at ways to continue to

benefit from mature workers is

another component identified in the

road map. Part-time or flexible work

arrangements may be more appealing

for an aging work force – and will

help ensure retention of technical

and corporate knowledge within the

company.

Developing strategies and providing

additional support for apprentices

is another area considered to

be important to the province’s

construction industry. Companies

can help increase the percentage of

apprentices who successfully complete

their certification.

Other components of the road map

include finding ways to promote

work-life balance for employees and

even working with other stakeholders

to help overcome barriers, such as

access to affordable housing.

action Plan

FPL Advisory Group worked with

the Construction Industry Round

Table (CIRT) to produce a report

entitled The People Agenda: Top

Strategic & Operational Issues Facing

the Architectural, Engineering and

Construction Industries. The report

is based on interviews with leading

executives, as well as a survey on

human capital trends.

Key findings of the report show

that the top human capital concern

– garnishing first place among 89

per cent of the respondents – is

“attracting and retaining talent”. The

report suggests that external hiring

is an effective strategy for filling gaps

According to U.S. national trade

association Associated Builders &

Contractors (ABC), millennial or

Generation X employees will represent

75 per cent of the workforce by 2025.

These young professionals, born

between the early 1980s and early

2000s, are being ruled by several

factors. ABC identifies these factors as:

• Careerdevelopment;

• Networking;

• Mentorships;

• Work-lifebalance;

• Feedback;and

• Recognition

According to ABC, 88 per cent of

millennials prefer a collaborative work

culture as opposed to a competitive one.

the Millennial Factor

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quickly but growing people organically

should be considered the foundation

for success.

One way to attract talented people,

especially in a challenging labour

market, says the report, is to

differentiate yourself. This can be done

through a variety of ways, including:

company reputation/ethics; career

path/opportunities; professional

development opportunities; worksite

safety; incentive compensation;

benefits; work/life balance; and salary

levels.

Report findings show that there are

four core strategies, in particular,

which are considered to be most

effective at retaining employees. These

include: develop your people; provide

a career path; communicate; and

compensate appropriately.

In order to develop your people, the

report suggests that employers use

a combination of formal training

(external speakers, formal courses,

external experts, full-time trainers)

and mentorship. The latter can include

a “buddy” to provide guidance on

day-to-day issues or a professional

development mentor.

“One of the most effective ways to keep

people motivated is to ensure that they

are constantly provided professional

growth opportunities,” states the

report. “While many industry insiders

view training activities as yet another

cost to the organization, the most

successful firms find it a necessary

investment for the future.”

Providing a career path involves

communicating and articulating a

career path for the employee, holding

that employee accountable and fast-

tracking top performers.

Communicating with employees

translates into recognizing

performance, giving people a voice,

providing continuous feedback and

keeping people informed.

“Another simple and easy way to

boost morale is to keep employees

informed of what is going on with the

company,” states the report. “Doing this

helps foster a sense of belonging and

teamwork.”

Compensation, although not identified

as the most important factor in

retaining employees, still has a role to

play. According to the report, effective

compensation programs usually consist

of two components: competitive

salaries and meaningful performance

incentives.

a Case In Point

Craftex Builders Inc., a division of

Leeville Construction Ltd., is one

company that has struggled with

finding and retaining skilled workers.

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The Lloydminster-based firm has hired people from abroad

to help fill the demands of growing business opportunities.

But it has also focused on promoting from within.

“The two big methods we use to attract and retain employees

include using immigrant workers and training from within,”

says Ed Hickman, Manager with Craftex Builders. “In those

cases where we focus on within, we take someone who has

been with us for a while and get him apprenticing. You can

tell after six months whether he has the knowledge and

aptitude to work out.”

Hickman has recently sweetened the retention deal with the

launch of a pension plan for his employees. The plan sees

the company match the employee’s contribution. Plus, the

company contributes an additional three, five or 10 per cent,

depending on the number of years served. The new program

replaces a profit-sharing plan that was in place for the two

years prior.

“I think everyone feels more receptive to the pension plan

program,” says Hickman. “It was a bit slow coming out of the

gate but interest is now on the rise.”

It’s a brave New World

Sherry Knight is President and CEO of Regina-based

Dimension 11 Ltd., a 30-plus-year-old organization

committed to helping companies improve their

productivity and bottom line.

“Employee retention comes down

to what an employee wants out of

a job,” says Knight. “It’s a question

that more and more employers are

learning to ask.”

According to Knight, the answer

to that question can range from

anything from more training

to taking time off to spend with

elderly parents.

“It can be different for each employee,” she adds. “But for the

employer, it’s all about finding ways to show an appreciation

for that employee, to find out what the employee wants and

to see if it’s feasible to deliver. Maybe an employer can’t

deliver, and that’s fair, but the individual needs to know

that before he or she takes the job, otherwise both the

employer and employee will be unhappy.”

Knight concedes that at one point in the not-too-distant

past, employees were happy to have a job. But times have

changed. Today, it’s a case of understanding employees’

needs in order to retain that employee. And those needs

may be different for each employee.

“One of the biggest things is terminology,” she says. “We

all say that we want things to be fair. I say that the word

shouldn’t be fair. It should be equal. All employees should

be treated equally based on their needs. For one person, it

could be getting time off to attend a child’s drama play. For

another, it could getting a financial bonus.”

Another important element, adds Knight, is to listen and

communicate with employees.

“Are employers including staff in these discussions?” she

queries. “Are they asking staff whether the changes are

considered reasonable? Let’s face it, most employees look at

whatever the employer introduced with a jaundiced eye –

unless the employees have been involved from the get go.”

Knight admits that many employers are not receptive to her

ideas. She estimates that of 10 she speaks to, only three or

four will actually follow through on her suggestions.

“For some, it’s like a light bulb has gone off,” she says.

“For others, it’s like a deer caught in the headlights. I tell

this latter group that that’s fine, but that they should be

prepared to not have staff. The biggest majority won’t get it

until the crisis is already upon them.” And that, she predicts,

will be sooner rather than later.

Craftex Builders Inc.

Sherry Knight.

Ryzer Door Control Inc.

1944 McAra St Regina306-352-2068

www.ryzerdoor.ca


The aging workforce is a significant issue for Knight and

one that she feels many employers need to consider. “The

average person today works to the mid-‘70s,” she says.

“Generally, these people don’t want to work a full day. So

it’s up to the employer to create a flexible and attractive

schedule that works for them. They represent a significant

potential workforce that shouldn’t be lost in the shuffle.”

According to Knight, the average employee today stays with

a company for approximately two years. Young people, in

particular, are interested in staying in a position for a couple

of years before using it as a stepping stone to advance and

earn more money.

“Generally, it takes six to 18 months before a person is

fully up to speed in a position,” she says. “Employers are

sometimes reluctant to invest in training for employees

until they’ve shown a commitment to the company. I tell

employers that if they’re concerned with the investment,

then get a return on their investment by having the

employee agree to stay for a year or two after the training.

But I personally believe that if you’re investing in training

in one employee, there is another company out there doing

the same so it all washes out in the end.”

Making It Work

The Canadian Chamber of Commerce places “silos in skills

development” at the top of its list of the 2015 Top Ten Barriers

to Competitiveness. The organization emphasizes the fact

that “Canada’s future economic growth will be determined by

the ability of employers to access and retain workers with the

necessary skills to strengthen the workforce”.

The need for change within the Saskatchewan construction

industry is now. Those companies that fail to react and adapt

will find themselves on the outside of any future economic

boom.

“This is a problem that will only become more widespread

in the next two or three years,” concludes Knight. “Many

companies may feel like they are hurting now but it will only

get worse in the years to come. Companies have to begin

making adjustments. I don’t think there is a construction firm

in all of Saskatchewan that couldn’t use more skilled people.

I hate to see what these companies are going to do down the

road – unless they start implementing changes now and are

able to nurture and retain their valuable employees.”

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The internet has been around for

years now, but you didn’t always

need to have a website to find

your audience and influence them

to purchase. In the past, many

businesses have focused on direct

mail, Yellow Page ads and word of

mouth. However, these mediums

have lost their impact over the years,

and a company’s online presence has

increased in importance. Today, your

website and social media presence

are factors that many consumers

are looking for when they make

purchasing decisions.

The way consumers choose to

purchase has changed over the years,

due to the insurgency of technology

in the market. They are now using

the internet to search for and

research products or services that

they need prior to making a purchase.

Consumers now expect companies

to have a functioning, accessible and

visually appealing website. Through

their eyes, having a website is a

measure of credibility, viability and

stability. Without a website, potential

customers will choose to do business

with competitors that do have

websites.

thE ExPERtScommunications

dEVELOP yOUR CREdIbILIty ONLINEBy Lindsay Bryson, Account Executive, Look Matters


THE EXPERTScommunications

Whether you like it or not, people

will judge your business based on

the appearance of your website.

Even worse, if you do not have

one it will instantly discredit your

business. If you have a website that

is hard to navigate, contains outdated

information, is not mobile or tablet

friendly, or looks unprofessional,

you risk losing potential customers

or having them form a negative

perception of your business.

Simply put, your website may be

your first chance to make a good

impression to a potential buyer. This

is especially important for small

businesses. Your website is a measure

of how successful your business is

and how likely you are to stay in

business. Small businesses without a

website seem ephemeral. By having a

professionally designed website you

will give your business a professional

image that signals your credibility.

Many companies hesitate to build

a new website due to the expense

of the creation and maintenance of

it. When you compare the price of

building and maintaining a website,

it can seem nominal when compared

to creating and distributing more

traditional forms of marketing like

newspaper ads, billboards, direct mail

campaigns or TV/radio ads. A website

should be considered an investment

into your business, and monthly

fees to maintain a website are very

reasonable.

If you decide to update or build a

website, there are a few important

things to keep in mind:

Search Engine Optimization (SEO):

SEO is the process of affecting the

visibility of a website or a web page

in a search engine’s “natural” or un-

paid search results. There are many

strategies to help your business with

SEO including frequently updating

your content, writing blogs, having

other businesses link to your website,

using important keywords in your

content, etc.

Responsive Design: Responsive design

refers to creating a website with

optimal viewing experience. These

websites are easily viewable on all

devices including desktops, mobile

phones and tablets. Technology

is constantly evolving and many

websites that were created three years

ago may now be really outdated if

they are not responsive or use flash

technology.

User Experience: It is important to

ensure that visitors to your website

can easily find the information they

require. Navigation, readability, and

design are all important factors to

consider.

Many business currently operate

successfully without having a website.

However, even a business with 10,000

employees that is very successful

but has no website will lose business

to a company that does. If you are

passionate about your business, you

should strongly consider evaluating

your web presence and making

adjustments to ensure that you are

not losing business and setting your

business up for future success.

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Consumer Behaviour Process


thE ExPERtSapprenticeship

By Jeff Ritter, Saskatchewan Apprenticeship and Trade Certification Commission

GOOd bUSINESSHiring and training apprentices

makes good business sense.

A key component of your business

is industry workforce development,

as discussed throughout this

issue. Apprenticeship is industry

workforce development, as it is the

method of training newly hired

workers, and of expanding the skills

and the potential of your current

employees.

People like to learn and want to

grow their knowledge – in that way,

apprenticeship is a method of both

recruitment and retention.

We understand that employers are

busy. You have deliverables and a

bottom line to consider, and training

an apprentice can seem like just one

more thing to do on a very long list.

But apprenticeship actually helps

you achieve your goals.

Apprenticeship is a demand-driven

system. Through a simple process,

an employer signs a contract

of apprenticeship with either a

new hire or a current employee.

Together, they then register with the

Saskatchewan Apprenticeship and

Trade Certification Commission.

Apprenticeship is a style of

training that has proven itself over

thousands of years. The actual

system of training goes back to the

craft guilds of the middle ages. It’s

the idea of a master craftsperson – in

this case, a journeyperson or mentor

– passing down knowledge to an

apprentice, who is new on the job.

There is great potential for many

more employers to participate in the

apprenticeship program. We thank

those employers who already do give

back to the next generation while

growing their workforce.

So what are the barriers to training

apprentices, particularly those in

their first level?

One of the primary reasons is that

there are some misconceptions about

apprenticeship. Some employers see

apprentices as taking too much of

their time or money, and fear the

risk of losing the apprentice once he

or she becomes a journeyperson.

The greater risk, however, is not

properly training your workforce.

Apprenticeship is a way to

provide training to entry-level

employees and to help recruit

skilled tradespeople. It will help

find skilled workers. If you’re

looking to hire, ask prospective

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employees if they have experience

in programs such as Saskatchewan

Youth Apprenticeship, or any

on-the-job work experience. It’s

also important to remember that

a new hire with the right attitude,

dedication, an eagerness to learn,

and qualities such as punctuality and

responsibility, will quickly learn the

skills required to perform the work.

Apprenticeship and certification is

a way to both retain and improve

your current employees. If you do

not currently have the work to

hire more apprentices, improve

your business by investing in

your employees. Register them

for apprenticeship, which will

reinforce what they are learning on

the job while providing them with

additional information in technical

training. Most employees will also

appreciate the efforts you have made

and stay loyal to your company.

If your barrier is that you do not

have any or enough journeypersons,

consider encouraging experienced

tradespeople to challenge the

journeyperson exam. Contact

Saskatchewan Apprenticeship – we

can help. There are many supports

in place to help prepare a person to

challenge a Red Seal journeyperson

exam. Achieving the credential

provides the skilled tradesperson

with recognition of his or her efforts

and the ability to train the next

generation.

And don’t forget that if you do not

have journeypersons, but do have

very experienced tradespeople in a

non-compulsory trade, you can talk

to Saskatchewan Apprenticeship

about your ability to follow the

process which would allow them

to train apprentices. In non-

compulsory trades, a tradesperson is

sufficient to verify trade time hours

of an apprentice.

This issue of We Build also features

an article that addresses the

perceived barriers to apprenticeship

training, and the benefits of

participating in a system that has

demonstrated such historic success.

If you have questions, we are happy

to help. Check out our recently re-

designed employer page at www.

saskapprenticeship.ca/employers.

The process of hiring an apprentice

is easy. Together, we can continue

to grow Saskatchewan’s next skilled

trades workforce.

thE ExPERtSapprenticeship


Next PageTHE EXPERTSCCA

Becoming a Gold Seal Certified

professional in the Canadian

construction industry extends beyond

a certification credential.

For those who have been certified, the

benefits include career advancement

and increased competiveness for their

companies, while instilling the pride

that comes with a recognized standard

of excellence in the industry.

“When I have somebody ask me

about Gold Seal Certification within

our organization, I tell them that

this is something you want to try to

achieve,” says John Blasko, Regional

Service Line Leader, contract services/

construction services, with Defence

Construction Canada. “It will open

doors in the industry to permit you to

advance your career. It is an extremely

valued certification program.”

Over the last 20 years, more than

8,000 professionals have received

Gold Seal Certification, and that

number continues to climb. Some of

the driving force behind its growth

has been the recognition that Gold

Seal Certified professionals bring

additional value on construction job

sites.

One of the key advantages for

owners of construction projects

is the assurance their project will

have a certain level of expertise and

education on the job. As new project

delivery methods are used, and the

size and complexity of construction

projects grows, Gold Seal Certification

ensures construction professionals are

kept at the forefront of new changes

in the industry.

“It has been a form of accreditation

that makes me more marketable as a

project manager,” says Marc Ferguson,

senior project manager with Buttcon

Limited. “And from our experience

within the last ten years, we are

seeing more proposals coming out

where the owners and architects are

actually requesting that teams must

include a Gold Seal Certified project

manager, and Gold Seal Certified

superintendent.”

For construction firms, this provides

a distinct advantage, particularly if a

number of employees have achieved—

or are working toward achieving—

Gold Seal Certification.

“It helps your company if they can

boast and brag that they have a

certain number of Gold Seal Certified

managers and superintendents,” says

Robert Booth, senior vice-president,

construction with Buttcon Limited.

“It is definitely a good standard to

achieve.”

Achieving Gold Seal Certification

is accomplished through a certain

amount of construction experience,

and related educational credits. There

are more than 800 accredited courses

available across Canada, which makes

the educational component of Gold

Seal Certification very accessible for

any construction professional.

At the same time, many companies

and organizations have adopted Gold

Seal Certification as part of their

human resource strategy. In many

cases, companies not only support the

process of certification, but make Gold

Seal Certification a part of ongoing

training for their employees.

By Stephanie Wallace, Gold Seal Program Manager, Canadian Construction Association

CERtIFIEd PROFESSIONaLS RECOGNIzE thE VaLUE OF GOLd SEaL CERtIFICatION

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THE EXPERTSCCA

Another means by which the program

has grown is the registration of Gold

Seal Projects across Canada. Firms

looking to new and innovative ways

to gain additional exposure while

improving the overall skillset and

professionalism of their management

staff can consider registering their

project as a Gold Seal Project.

Across the country, Gold Seal Projects

are a reflection of experience,

competency, and excellence in the

management of construction. In

these projects, a firm works with

their local construction association

and the Gold Seal Certification

program to jointly promote Gold Seal

as part of a construction project. The

objective is to educate non-certified

workers about Gold Seal Certification

and to honour those who have

earned their certification by the end

of the project.

“We’ve seen a growing number of

interested firms in Canada who want

to explore how they can register a

Gold Seal Project,” said Barry Brown,

Chair of the Gold Seal Committee.

“Gold Seal Projects help increase a

project’s exposure, and the tangible

benefits of certifying employees

are felt well beyond a project’s

completion. It is a great marketing

tool, as well as an excellent way to

promote ongoing excellence within a

company.”

Today, as the construction industry

continues to evolve, the advantage of

being Gold Seal Certified is becoming

even more distinct. Because the

certification was developed by the

industry, for the industry, Gold Seal

Certified individuals are recognized

and respected for having achieved

the gold standard for excellence in

the management of construction.

“It provides a recognizable level of

competency within the industry,”

says Lee Kelly-Chin, project director

with Kenaidan Contracting Limited.

“All of the managers that are certified

are easily recognized as having

knowledge and a skill base that is

applicable anywhere in Canada.”

For more information about

Gold Seal Certification, visit

goldsealcertification.com.

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another means by which the program has grown is the registration of Gold Seal Projects across Canada.


Next PageTHE EXPERTSlegal

It has been almost ten years since

I first heard the words “Industry

Workforce Development” in

Saskatchewan. In fact, I am not sure

I knew what that meant. Most of

our educated workforce was leaving

the province and in particular to the

West. We were the farm team for

Alberta.

However, since about 2005, when

we started to experience increased

growth in this province, the necessity

for workforce development became

very evident. We saw the need for

a highly skilled, knowledgeable and

adaptable workforce in Saskatchewan.

If we were going to have increased

corporate investment in this province,

we needed to have the necessary

training strategies and human

resource capabilities in order to

support that investment.

Ten years later, we can look back

on a track record for workforce

development that has grown

exponentially. By bringing together

companies, education/training

providers and other labour market

partners, opportunities are created

that were not readily available in the

past.

The Canada-Saskatchewan Labour

Market Agreement was signed on

February 22, 2008 and provided

Saskatchewan with approximately

$90,000,000 over the next six years

to create new labour-market programs

and support for those who do not

currently qualify for assistance under

the Employment Insurance Act.

Then we have the Canada-

Saskatchewan Labour Market

Development Agreement, a federal-

provincial agreement through which

the Federal government transfers

funds that enable the province to

deliver programs and services for

clients eligible for benefits under the

Employment Insurance Act.

Further, we have the Canada-

Saskatchewan Labour Market

By Murray Sawatzky, McDougall Gauley

INdUStRy WORKFORCE dEVELOPMENt

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THE EXPERTSlegal

Agreement for Persons with

Disabilities, which provides

$10,850,000 annually in federal

funding for programs and services

for persons with disabilities in

Saskatchewan with the objectives

of enhancing the employability

and increasing the employment

opportunities for persons with

disabilities.

We also have a memorandum

of understanding concerning

collaboration to increase labour force

participation of First Nations people

in Saskatchewan. The purpose of

this memorandum of understanding

is to improve Saskatchewan First

Nations’ participation in economic

opportunities and readiness for

greater access to labour market

opportunities. It is to enhance

collaboration for the development of

strategies to successfully transition

First Nations income assistance

recipients to employment through

active measure, and improve the

labour market participation of First

Nations people and their communities

in Saskatchewan.

Last, but of course not least, is

the work that the Saskatchewan

Construction Association does

to assist in the building of a

sustainable construction workforce

in Saskatchewan. The SCA’s

involvement in enhancing the image

of a career in construction, training

more journeypersons, engaging

underrepresented population

segments, encouraging foreign

recruitment, fostering interprovincial

partnerships and the building of

the industry’s training capacity are

significant.

In June of 2014, the Government

of Canada announced the funding

of more than $212,000 for the

Skills Link Program, provided to

the Saskatchewan Construction

Association to assist youth in

Regina, Saskatoon, Weyburn and

Prince Albert who face barriers to

employment to get the skills and

knowledge they need to find jobs.

The SCA has its finger on the pulse of

workforce trends and where workers

are coming from, and it provides

regularly updated information in this

regard to all SCA members. The SCA

has been around for 50 years, and

the last ten years have certainly seen

incredible growth for the association.

With growth comes challenges,

and we are fortunate to have the

SCA and its very experienced and

knowledgeable staff provide a

significant contribution to meet those

challenges and enable growth in this

province.


1. It’s too Costly

It costs money and time to train.

Whether you develop the buddy

system so one can learn from

another or you send people off to

apprenticeship programs, it is a cost.

Response: Yes, it is costly. There is no

doubt about it. Yet, you might want

to consider the cost of not training.

Imagine putting a locomotive in the

hands of an untrained employee.

“Well,” you say, “I would never

consider doing that.” Smart employer!

However, just imagine you have no

one else around because the shift is

over and everyone except one person

has left. It’ll only take a minute – you

just need the locomotive moved

forward a hundred feet so it is not

blocking a thoroughfare on the

premises. So you ask the only person

left to simply do as you tell him and

move the locomotive a short distance.

But something goes horribly wrong

and the locomotive slams into another

engine.

You have just cost yourself a huge

amount of money, and this is the best-

case scenario – something that would

probably never have happened if you

had provided training. The cost of

training is much less than the cost of

not training.

2. they’ll Leave Me Once they’re trained

It is very possible! Sometimes people

see the position they are in as merely

a stop gap in their career to get to the

position they really want.

Response: It happens. There is no

easy answer to this one. Consider

this though – if you believe in your

community, then when you train your

people, you help the community. Have

the faith others are also training for

you.

Another element that might help – if

the training is extremely costly you

might consider asking the employee

to sign a contract agreeing to stay

with you for a given length of time so

you can recoup some of your costs of

training. This is not always binding, so

be aware of the loyalty and trust factor

when you consider this alternative.

3. I’ll have to Pay them More Money

Salaries evolve as business evolves.

Your value is increasing when you

train because you have a better

organization. The question is, “How

can I make staff more productive?”

Response: This depends on the type of

training offered. If you are providing

a safety course, it is doubtful it will

require more money. However, if

you have someone completing a level

toward their ticket, then you will need

to pay him or her more simply to keep

them as the field itself will warrant

a higher salary. And others may be

paying a higher wage.

4. If I train One I’ll have to train them all

Probably, if it’s being offered as a perk!

Sometimes it’s because the individual

needs to do his/her job better. In this

FIVE ExCUSES FOR NOt tRaINING yOUR PEOPLEBy Sherry Knight, President and CEO, Dimension 11 Ltd.

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instance, the critical element is to

clearly explain why people are being

provided the training.

It is amazing how a statement about

the reason for “communications”

training is viewed when the boss

explains how this benefits the

outcomes in the organization rather

than expressing the fact, “George

needs this!”

Response: This generally depends

on the purpose of the training.

Sometimes you need someone to take

a course in a very specific area and

other times you want people to learn

something of value to everyone.

5. training’s Just a Perk

Some people do look at training as a

perk – a day off, a chance to be with

others, a new city, a chance to eat out

at the company’s expense.

While we haven’t heard any one of

these statements from an employer,

it saddens us. At Dimension 11 we

look at training as an improvement

in one’s professional role. In fact, we

work with each individual to decide

what is needed for their professional

development.

Response: Both parties must see

direct and material results. Thus,

tie the organizational goals to the

training so staff can see why they

are receiving training and how it will

benefit them and the organization.

Corporate leaders need to be mindful

of how they are promoting the

concept of development and its value

to the organization.

Workforce development is the job of

every employer and every employee.

The better an employee is at his or

her job the better the organization

and the more productive the

company as a whole. This is a win/

win for everyone. Don’t develop at

your peril – you will lose the very

people you may want to retain.

Copyright Sherry Knight 2013.

All rights reserved.

thE ExPERtShuman resources

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or call 1-866-828-4888

Sherry Knight is President

and CEO of Dimension 11

Ltd., a leader in people and

performance development,

helping companies realize

stronger profits so they can

create more jobs and better

communities.

Sherry Knight

306-586-2315

[email protected]

www.dimension11.com


The Saskatchewan construction industry reached a

milestone in 2014 with more than 50,000 residents

employed in the industry. This represents 9.1 per cent of

employment in the province; the third largest industry group

in the province after health care and retail trade. Three

short years ago, construction employment was 40,000 so

employment has grown by an average of nine per cent per

year from 2011 to 2014.

That nine per cent growth rate was the fastest among the

provinces, outpacing second-place Alberta (five per cent) and

the national average (two per cent).

The analysis that follows looks at the typical construction

worker and how he or she has changed during this period of

rapid expansion. We will end with a look at what 2015 might

hold in store for the construction labour market.

age and Sex

In 2014, 10 per cent of those employed in the construction

industry were women. The proportion has declined from 11

per cent in 2011.

Construction workers are well distributed across the age

groups. Figure 2 shows that there are 8,600 construction

workers who are 55 years of age or older. This large number

of workers who are at or near retirement age is typical of the

labour market in Saskatchewan. In construction, they are

offset by the 24,900 who are under 35 years of age and such

a large number of younger workers is not typical in other

industries. From 2011 to 2014, the number in each age group

increased but the fastest growing age group was the young

adults in the 25 to 34 age group.

In the short term, retirements may be an issue for certain

firms or in specific occupations but there will be no general

exodus from the industry.

thE ExPERtSconstruction data

By Doug Elliott, Publisher, Sask Trends Monitor

thE CONStRUCtION LabOUR FORCEThese statistics are based on Statistics Canada’s Labour Force Survey (LFS). They describe the number of Saskatchewan

residents who reported that their main (usually only) job was in the construction industry, regardless of where they worked.

Both residential and non-residential construction are included. The LFS is not conducted on Reserve. The figures may be

changed slightly in future Statistics Canada releases.

Figure 1: Construction Industry Employment, Saskatchewan

Figure 2: age Group of Construction Workers, Saskatchewan


legalthE ExPERtSconstruction data

Family type and Living arrangements

The majority of construction workers (51 per cent in 2013)

are spouses in families with two earners which is also the

most common kind of family in the province. About one in

five are the sole earners either because they are in single-

earner families (15 per cent) or are lone parents (four per

cent). The proportion of workers who are not in a family

(that is, either living alone or with non-relatives) was 23

per cent in 2014.

From 2011 to 2014, the number of construction workers

increased in all categories except among lone parents. The

bulk of the growth, however, was among those in dual-

earner families.

With young adults representing a large proportion of

construction workers, it is no surprise that a third have

children at home. In fact, 18 per cent have pre-school

children at home.

Educational attainment

The education level of the average construction worker

continues to increase. In 2014, Figure 4 shows that just

under one-half (48 per cent) of those employed in the

industry were post-secondary graduates with 39 per cent

having a certificate or diploma (including a journeyperson

status) and nine per cent have a university degree.

Another 38 per cent have a grade 12 diploma and the

remaining 13 per cent had not completed high school.

From 2011 to 2014, the number of workers in each

category increased. The largest increase in absolute terms

was among those with either a grade 12 diploma (4,400

more than in 2011) or a post-secondary certificate or

diploma (4,400 more than in 2011). The largest increase in

percentage terms was among university graduates.

Figure 3: Living arrangements for Construction Workers, Saskatchewan

Figure 4: Completed Education Level for Construction Workers, Saskatchewan

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In an average month in 2014, two per cent of construction

workers were also going to school while they were working.

Residence

Because of the strong residential housing market, an

increasing proportion of construction workers are located

in major urban centres.

The LFS measures employment according to where you

live rather than where you work. In 2014, the majority

of construction workers lived in Regina (23 per cent) or

Saskatoon (36 per cent). In both cases, this includes those

who live in the surrounding bedroom communities such as

Warman and White City.

In the past three years, Figure 5 shows that employment

has increased more quickly in Saskatoon than in Regina or

in other parts of the province.

Job type

Three in ten construction workers are self-employed

(see Figure 6) with the remaining 70 per cent working

for someone else (“paid workers” in Statistics Canada

terminology). Among those paid workers, 80 per cent are

in permanent positions. From 2011 to 2014, the number of

self-employed increased more quickly than the number of

paid workers.

Statistics Canada defines part-time employees as those

who usually work fewer than thirty hours per week at

their main or only job. Virtually all (94 per cent) of the

construction employment in 2014 was full- time. In fact,

37 per cent of construction workers reported working

more than forty hours in an average week in 2014. In

terms of tenure, 25 per cent had been with their current

employer for less than a year so there are a large number of

inexperienced workers on the average jobsite.

Figure 6: Construction Employment by Job type, Saskatchewan

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Figure 5: Construction Employment by Residence, Saskatchewan

thE ExPERtSconstruction data


In 2014, 14 per cent of construction workers were union

members and 14 per cent were working for large firms, that

is, those with at least 100 employees.

Summary and Outlook

In 2014, the typical Saskatchewan construction worker

would be a male in the 25 to 34 age group. He would have

a post-secondary education and would live in Saskatoon

in a family where his wife was also working. The job

would be a full-time permanent one in a small non-union

firm. The hours of work would be long.

Over time, the construction labour force is showing an

upward trend among those:

• 25 to 34 years of age;

• with higher levels of formal education;

• living in Regina or Saskatoon;

• and in permanent positions in larger firms.

The short-term outlook for the construction industry is

positive. The medium-term is harder to read.

The fall in commodity prices will dampen economic

growth in Saskatchewan but there is considerable debate

about when this will happen, how severe it will be, and

how long it will last.

If commodity prices remain low for more than a year,

spending by governments, businesses, and consumers

will slow. Government restraint will affect spending

on transportation infrastructure and the institutional

building market. Lower spending by businesses will affect

the industrial and commercial markets as well as heavy

construction. The effect of lower consumer spending will

be mainly on the residential housing market.

For the construction industry, particularly the non-

residential side of the business, 2015 will be as busy as 2014

because of all the large projects currently in progress. These

include the new stadium and wastewater treatment plant

in Regina and the children’s hospital in Saskatoon. Several

office towers are under construction in the cities. We can

expect employment in the construction industry to be near

last year’s levels in 2015.

Source: Sask Trends Monitor from the Statistics Canada

Labour Force Survey data

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legalthE ExPERtSconstruction data


It is amazing to look at the phenomenal growth in the

Saskatchewan economy in recent years. Even despite

recent events in the resource sector, it is likely that

activity, particularly in the construction industry, will

still remain relatively high. Because of continued growth,

employers in the construction industry are facing a

sort of new reality where well-qualified, trained and

experienced skilled labour is challenging to find, attract

and retain. There are significant gaps in skills which have

impact on the ability for employers to meet the needs

and expectations of their customers. In our industry this

means potential delays, inefficiencies, missed deadlines,

or substandard product, none of which are good for

business reputation or the bottom line.

Understanding this new reality means that an employer

has to find more innovative ways to not just get the job

done, but still get the edge over their competitors. It also

means that an employer needs to find ways to keep their

current work team healthy, strong and productive. The

last thing an employer needs is to have a highly skilled

worker on their team go down or lose some ability to

be at their best. The impact is just too significant. As

an astute employer manages that risk, they also need

to find other workers who, with some investment, can

be developed into highly skilled and productive team

members. In a competitive environment, much like in

sports, the organization with the best and healthiest team

will generally outpace its competitors in a marketplace.

In the past, injury prevention discussions have typically

focused on employers and workers currently in the

workforce to gain knowledge and develop strong

practices and systems. This continues to be critically

important; however, as we look to the next generation

of workers in our industry, it becomes apparent that in

their development, young workers are brought into the

workforce with not only the skills of their particular

trade, but also the skills to effectively recognize, assess,

and take leadership in controlling risks, risks that could

shorten careers or cause serious losses to business

productivity, reputation and bottom line.

As we look to this new generation of workers to drive the

industry forward, instilling the concepts of safety culture

and equipping young people with the training, knowledge

and tools to identify and manage risk will be critical.

Developing partnerships with training and education

institutions, business groups and safety focused

organizations like your Saskatchewan Construction

Safety Association will be key to advancing youth focused

safety orientation programs to better prepare and secure

a long-term workforce.

Collin Pullar is the President of the Saskatchewan

Construction Safety Association, an industry driven

and funded enterprise with nearly 9,000 homebuilding

and commercial construction member companies in

Saskatchewan. Its mission is to provide high-quality safety

training and advice to construction employers and employees

that will lead to reduced human and financial losses

associated with injuries.

SaFEty PREPaRatION IN WORKFORCE dEVELOPMENt

thE ExPERtSSCSA

By Collin Pullar, President, Saskatchewan Construction Safety Association

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THE EXPERTSimmigration

Amid cries of abuse of the system over the past few years, the

Conservative Government has committed to improving the

Temporary Foreign Worker (TFW) Program by implementing

new measures for employers. Changes to this program in

the past have targeted the Labour Market Opinion (LMO)

or Labour Market Impact Assessment (LMIA) process.

In the past, these opinions or assessments were free for

employers, but in July of 2013, a cost of $250 per position was

implemented, a cost that rose to $1,000 per position in June

of 2014. In addition to these new fees, new changes were also

made regarding advertising, the number of foreign workers

permitted at each location, wages, and more.

On February 21, 2015, the federal government announced its

intention to further increase the “clarity, transparency and

accountability” of the TFW Program by introducing Employer

Compliance Fees for the International Mobility Program.

This added change that will impact many Saskatchewan

employers who employ foreign nationals, in particular, those

whose workers have been nominated by the Saskatchewan

Immigrant Nominee Program (SINP).

The International Mobility Program (IMP) refers to all work

permit types that are LMIA exempt. This includes, but is not

limited to, SINP Nominees, International Experience Canada

work permits, NAFTA and Intra-company Transferees.

Through the IMP, many Canadian employers were able to

avoid these sizeable fees and numerous regulations associated

with the Labour Market Impact Assessment process. Now,

employers who are looking to hire temporary foreign workers

under the IMP will face additional fees and paperwork for

certain components of International Mobility Programs. This

will include a $230 Employer Compliance Fee in addition

to a requirement that they submit information about their

business and about the worker in the form of the “Offer of

Employment Form” to Citizenship and Immigration Canada.

These requirements must be completed before a work permit

can be issued to the foreign national. Note that this new $230

fee applies only to employers who employ TFWs who are on

a closed, or employer-specific, work permit. It is important to

note that employers who employ individuals holding open

work permits are not required to go through this new process.

CIC asserts that these new changes will help to increase the

ability of the government to monitor employers who use the

program, thereby protecting both the Canadian labour market

and temporary foreign workers. The required employer

compliance fees are said to offset the cost of these new,

intensive employer compliance measures and all employers

of temporary foreign workers, even those who make use of

the various International Mobility Program options rather

than the LMIA process, will now be subject to compliance

inspections for their treatment of temporary foreign workers.

If an employer is found to be non-compliant, they may receive

an administrative monetary penalty, a ban from hiring foreign

workers and, in serious cases, a criminal investigation and

prosecution.

These changes have a significant impact on Saskatchewan

employers who have recruited workers through the SINP,

particularly a monetary impact, with the fees noted each time

an employee applies for a work permit, whether that be a new

work permit application or a work permit renewal. It is also a

process that must be completed for each individual applicant.

Arguably, by imposing these new employer-compliance

mechanisms on workers nominated by the SINP, CIC is

doubling up on the thorough compliance monitoring that is

already done by the SINP.

If you are a Saskatchewan construction company that employs

TFWs who have work permits that did not require an LMIA,

you should be sure to investigate these changes further, or

consult a regulated immigration consultant or Saskatchewan

Immigration Services directly (306-798-7467 – Option 4 or

[email protected]), for further clarification.

By Anika Henderson, Imagine Immigration

thE COSt OF ChaNGE


Next PageTHE EXPERTSproject management

Project management is often

referred to as the “accidental

profession” because people rarely

start their careers intending to be a

project manager. Typically, project

managers start in their trade or field,

demonstrate consistent success, and

are then rewarded by being made

responsible for managing their

company’s projects. These successful

employees are then expected to

be just as good at managing their

projects as a professional project

manager, without being given any

information about good project

management methods or processes.

This happens because the boss might

not recognize that the skills needed

for project management differ

from those needed to succeed as a

tradesperson.

In the construction industry,

effective project management is

critical. Without it, projects end

up with miscommunications and

overruns that cost precious time and

money. Project management has

been well known to our industry for

over 50 years. It provides a common

language and repeatable processes

that enable us to manage complex

projects of all sizes better.

We all know the positive effect

good project management has on

our companies: better information

to make faster decisions; greater

efficiency; and projects completed on

time and on budget. This translates

into higher customer satisfaction,

better employee morale and

retention, and a healthier bottom line

for your company.

Currently, Saskatchewan is

experiencing a severe lack of qualified

workers (as covered extensively in

the spring 2014 issue of We Build).

This shortage includes skilled project

managers. Construction companies

need professional project managers

to lead teams and sub-contractors,

yet qualified project managers can be

difficult to find.

A primary reason for this challenge

is the seniority of our current project

managers. If your company is like

many, your most experienced people

are at or near retirement age. Your

younger employees may lack the

breadth of skills and experience to

be ready to manage projects. Your

challenge is to get them – and other

new employees – up to speed so that

they can take over managing your

construction projects and be full

contributors more quickly.

The traditional approach to learning

project management skills has been

on-the-job training. Unfortunately,

on-the-job project management

training is often unstructured and

lacks specific learning objectives.

Many mistakes can occur while an

employee learns the job the hard

way. We all know project managers

who have spent 30 years learning

how to get things done and avoid

problems, but much of their learning

has been through costly trial and

error with the many challenges

they’ve had to solve over the years.

Our companies don’t have decades

to train our project managers in the

skills needed right now.

Clearly, construction companies

need to start looking at ways to

develop effective project managers

– and quickly – but they must first

understand the skills needed by

project managers. Today’s project

managers must demonstrate more

than construction knowledge.

They need to know how to lead,

prioritize, resolve conflicts,

estimate realistically, manage risks

proactively, and they need technical

computer skills to be able to organize

and communicate complex project

information to customers, owners,

sub-contractors, and other project

stakeholders. They must then find

the resources to train staff without

PROJECt MaNaGEMENt ShOULd NOt bE aN aCCIdENtaL PROFESSION aNyMOREBy Rob Clark, PMP, Applied Management Centre


thE ExPERtSproject management

compromising their operational

capacity.

The logical option, then, is some

form of formal project management

training. Many institutions offer

programs and courses in project

management at various levels. Linda

O’Halloran with Saskatchewan

Polytechnic (formerly SIAST) says,

“We established our Applied Project

Management online certificate

program because we saw the need

for a more practical, industry-

focused program that people could

access from all over the province

without losing time on the job.” The

institution has even gone through the

process to become accredited by the

Canadian Construction Association

to provide education credits towards

the Gold Seal Certification.

The federal and provincial

governments have also identified that

training can help with the shortage

of skilled workers. Under the new

Canada-Saskatchewan Job Grant,

companies in Saskatchewan can train

their employees in fields like project

management, and the government

will subsidize two-thirds of the cost

of the training (up to $10,000 per

employee). The company only has to

pay one-third of the training costs,

as long as the job is in Saskatchewan.

This makes it possible to train three

project managers for the price of one;

and with online training available, it’s

a wise investment that is minimally

disruptive to the company’s day-to-

day operations.

Of course, programs and courses can

provide a foundation, but real-world

work experience is still essential.

Many companies have found the

best approach to accelerate learning

is to combine external training with

a formal, structured, mentoring

program to pass on institutional

wisdom and experience. This

comprehensive approach exposes

trainees to cutting-edge skills

and best practices in the project

management field and they work

with someone who has gained the

wisdom that comes from experience.

It creates a legacy culture where

outgoing project managers pass on

what they know about the company’s

procedures.

Regardless of the training method

selected, to maintain and grow

an organization, it is necessary

to deliberately plan ahead so that

you have the right people, with the

right skills, at the right time. There’s

nothing accidental about training

and developing the top-notch project

managers you need to survive in

today’s competitive environment.

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INdEx tO adVERtISERSAberdeen Specialty Concrete Services ...........................................65Agra Foundations Limited ..............................................................19All-Pro Excavating ...........................................................................20Assa Abloy Entrance Systems Canada Inc. .....................................35Associated Asbestos Abatement ....................................................18Big Rock Trucking Ltd. .....................................................................65BN Metals ........................................................................................27Brandt Tractor ....................................................................................9Brock White Canada ........................................................................29Builder’s Capital ..............................................................................21Business Furnishings.......................................................................58Cal-Tech Electric ..............................................................................68Canadian Public Auction .................................................................66Canadian Western Bank ..................................................................12CandorBuild Construction Corp. .....................................................30Cara Dawn Transport Ltd. ................................................................18Catterall & Wright ...........................................................................21Central Mechanical Systems Ltd. ....................................................67CFN Construction ............................................................................28Christie Mechanical Ltd. .................................................................25Commercial Sand Blasting & Painting ...........................................36

Concept Electric ...............................................................................55Discovery Construction Management ............................................52Dusyk & Barlow Insurance Brokers Ltd. ..........................................39Duxton Windows & Doors ..............................................................16Eagle Builders LP ..............................................................................7Elk Ridge Resort ..............................................................................17EllisDon Corporation .........................................................................5Employment Network Canada Inc. ................................................40Fabco Plastics Saskatoon Limited ...................................................25Farrell Agencies Ltd. ........................................................................71Fortune Oilfield Construction Ltd. ..................................................11Frame Tech Systems ........................................................................45Fries Tallman Lumber ......................................................................57Frontier Masonry.............................................................................18Gabriel Dumont Institute ................................................................25Gang-Nail Truss ...............................................................................66Gee Bee Construction .....................................................................44Grandeur Housing Ltd. ....................................................................29Hal...your Insurance Destination ....................................................10Hometown Electric Ltd. ..................................................................29Humboldt Electric Ltd. ....................................................................25

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ICS Group...........................................................................................5Inland Screw Piling Ltd. ..................................................................13Innovative Piling Solutions .............................................................45International Road Dynamics Inc. ..................................................19Iron Workers Of Saskatchewan .......................................................49KGS Group .......................................................................................62Kramer Auctions Ltd. ......................................................................37Kramer Ltd.................................................................................... OBCLindsay Construction Ltd. ...............................................................20Loraas Waste and Recycling Experts ..............................................59Luk Plumbing Heating & Electrical Ltd. .........................................29MDS Excavation Ltd. ......................................................................37Merit Saskatchewan .......................................................................51Mid-West Sportswear Ltd. .............................................................30Midwest Surveys Inc. ......................................................................24Morsky Group of Companies ..........................................................19Mountainview Systems .................................................................IBCNational Leasing .............................................................................35Nu-Trend Industries Inc. ....................................................................3Offroad Exteriors Inc. ......................................................................11Operation Dirt 2006 Inc. .................................................................18Optimum Wall & Ceiling Systems ..................................................35Pentec Energy Ltd. ..........................................................................49

Pine Star Enterprises Ltd. ................................................................48

Prairie Maintenance Ltd. .................................................................48

Pre-Con Limited ..............................................................................56

Pro-Western Mechanical ................................................................21

Ritchie Bros. ....................................................................................17

Rona Saskatoon ..............................................................................25

Ryderz Contracting Inc. ...................................................................10

Ryzer Door Control Inc. ...................................................................50

Saskatchewan Building Trades .......................................................21

Saskatchewan Construction Safety Association.............................13

SaskEnergy Incorporated ................................................................63

Signal Industries Ltd. ......................................................................23

SMS Equipment Inc. ...................................................................... IFC

Solid Start Foundations ..................................................................25

Spence Heavy Equipment Sales & Rentals .....................................35

Structure Scan .................................................................................67

TenCo Management Ltd. .................................................................28

Tri Clad Designs Inc. ........................................................................14

Unified Systems Group Inc. ............................................................21

Westcon Rentals, Sales & Service ...................................................67

X-Stream Concrete ..........................................................................21


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SURREY #115, 19358 – 96th Ave

Surrey, BC

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Machine Control

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We Build Spring 2015

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