A Leading High-Quality Modular Homes Manufacturer For Decades

Nichole Thompson, Director of Human Resources at Excel Homes, is a dedicated, results-oriented HR professional with extensive experience in developing, implementing, and managing various human resources programs, services, and functions. She utilizes her experience, skills, and education to contribute to employer objectives, profitability, and a company’s success, offering the potential for challenge and growth. Her expertise in organizational effectiveness, process enhancement, staff development, policy creation, recruitment, employee relations, and record management contributes to the company’s success, growth, and effective communication.

Please share your insights into your professional journey, detailing your roles and responsibilities within your current organization.

I currently hold the position of Director of Human Resources at Excel Homes, responsible for the diverse divisions within the Apex group of companies. This includes a land development sector and two distinct home-building enterprises: Excel Homes in Alberta and GableCraft Homes in Victoria. We specialize in both single-family and multifamily residential construction. Furthermore, supported by Apex Land, our division dedicated to land development, I provide comprehensive human resources guidance across all divisions, strategically and functionally, ensuring a cohesive approach to our operations.

My tenure with Excel Homes spans nearly two years. Before joining this organization, my professional journey took me through various industries, including residential and commercial construction, manufacturing, industrial, and the oil and gas sector. A significant part of my career was spent in consultancy, collaborating on multiple projects for clients ranging from small-scale businesses to large oil and gas enterprises. During these projects, I shaped strategic and functional initiatives, including crafting job descriptions, guiding departmental restructures, and streamlining processes. Altogether, my journey totals over 18 years of invaluable human resources involvement.

Could you describe a typical day in your current role at the organization?

Every day is a new adventure in my role. I maintain an ongoing task list, but my priorities shift based on the business’s and employees’ immediate needs. This week, I’m heavily focused on recruiting due to team dynamics, while other days might revolve around employee relations, strategy, or adapting to changing circumstances. Flexibility is key as I ensure my attention aligns with evolving business demands and employee well-being.

What are the current trends and challenges in construction staffing?

In the last 20-25 years, discussions about succession planning have been prominent among HR professionals, particularly regarding filling critical roles due to retirements and workforce shifts. The pandemic expedited retirements and early exits, leading to knowledge gaps across industries, including residential home construction. 

We focus on succession planning and internal growth to address this gap, a challenge exacerbated by declining interest in construction trades. Unskilled applicants often apply for senior positions, like project or construction managers, even though the necessary skill development is lacking. For instance, when posting for positions like site superintendent, we receive applications from recent high school graduates or those with limited experience who lack the skills needed for success in these roles, potentially impacting our reputation and customer satisfaction.

What trends are you currently witnessing in the industry landscape?

In my experience, various organizations support career switches, even at entry levels, for those without prior experience. We collaborate with Build Force and the Construction Career Pathway program, particularly aiding newcomers and immigrants in finding positions within construction. Our company emphasizes annual performance management, aligning employees’ growth goals with skill development. We engage closely with State and Nate, committing funds to their scholarship and bursary programs for construction apprenticeships. This includes a dual credit initiative for high school students to foster interest in trades. This aligns with our larger commitment to the Build Alberta LED initiative, pledging 15 million dollars over five years to address the critical shortage of tradespeople and support our communities. Through this, we hope to encourage young individuals to consider fulfilling careers in these fields, contributing to long-term community growth.

What is your advice to your fellow peers as to what they can do to navigate through this changing space?

It’s crucial for organizations to thoroughly assess and comprehend their existing talent pool. Identifying individuals who might require a bit of refining and nurturing can lead to significant growth. Internal promotions serve as a powerful tool, not just for attracting but also for retaining talent within our business. From my observations in the media, retention emerges as a complex challenge many businesses face, particularly in the context of a high unemployment rate. Despite ongoing job market expansion, there remains a shortage of available and qualified candidates, as indicated by government statistics. Harnessing the skill set within our organization represents a substantial stride toward addressing the prevailing shortage of skilled labor.