Labour Intelligence Scorecard™ — Self-Check
A quick assessment to identify potential labour exposure areas in your organization.
Where you may be exposed
On labour decisions, how aligned are ownership, project management, and field execution on who decides what?
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We operate from one shared framework
Mostly aligned, with some friction
There is regular conflict about who decides what
How is trade assignment and work jurisdiction handled before work begins?
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Settled and documented in pre-job meetings before mobilization
Usually handled, but not always before work starts
Often decided in the field, under pressure
When the same labour scenario appears on different projects or under different supervisors, how consistently is it handled?
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The same way, regardless of who is leading
It depends somewhat on the supervisor
Heavily dependent on who is running the job
How stable is your workforce — steady crews engaged, temporary workers integrated?
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Stable crews, with structured onboarding
Generally steady, with some turnover or friction
High turnover, frequent complaints, persistent friction
When labour issues arise, at what stage do they usually get addressed?
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Early, at the misalignment stage, before friction forms
Partway, once it is a visible problem
Late, often not until a grievance is filed
The reality on the ground
A few honest questions about what running your workforce actually feels like day to day.
A few honest questions about what running your workforce actually feels like day to day.
On your sites, how would you describe the relationship between your supervisors and the workforce?
Confrontational — pushback, standoffs, or blow-ups happen more often than they should
Tense under pressure — it strains whenever schedules or manpower get tight
Generally workable, with the occasional flare-up
Steady and respectful — issues get handled without it turning personal
How well does your management team actually know the collective agreements you're signatory to?
We're not signatory to any collective agreements
Honestly, most of them work off memory, habit, and assumption
They know the basics but get caught out on the details
They know the agreements cold and apply them consistently
Do you feel your collective agreements make it harder to compete against non-union shops or larger union competitors?
Yes — it's a real weight on our ability to win and deliver work
On certain jobs it genuinely costs us
Occasionally, but we manage
No — we compete fine either way
Not applicable — we're not signatory
When your collective agreements are negotiated, how much say do you actually have in the outcome?
None really — an association negotiates and we live with whatever comes back
A little input, but the big decisions get made for us
We have a meaningful voice through our association
We're directly at the table shaping the terms
Not applicable — we're not signatory
How did most of your field supervisors and foremen get into their leadership roles?
Promoted mainly on tenure or union standing, with no formal leadership training
Moved up on experience alone — strong tradespeople, but never trained to lead
A mix of experience and some informal training
Deliberately developed, with real leadership training behind them
About your organization
What best describes your organization?
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General contractor
Subcontractor or trade contractor
Developer
Large employer (non-construction)
Public-sector or government body
Other
Approximate workforce size?
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Under 50
50–250
250–1,000
1,000 or more
Your labour environment?
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Fully unionized
Mixed (union and non-union)
Non-union
Not sure
Your role?
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Owner or President
Senior executive (COO, VP, GM)
Project or operations leadership
HR or labour relations
Other
Province or region?
Please Select
Ontario
Quebec
British Columbia
Alberta
Manitoba
Saskatchewan
Nova Scotia
New Brunswick
Newfoundland and Labrador
Prince Edward Island
Northwest Territories
Yukon
Nunavut
Outside Canada
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Full Name
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Company / Organization
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Work Email
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example@example.com
Phone
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