Canada's construction and infrastructure sectors face a severe workforce crisis, with the Construction Industry Training Board (CITB) projecting a need for over 225,000 additional workers by 2027. Master Electrician and workplace safety advocate Tania-Joy Bartlett contends that solving this skills gap requires more than technical training programs—it demands fundamental changes to worksite culture.
Bartlett, drawing on decades of experience as a former contracting business owner, emphasizes that younger workers are abandoning trades not because of the work itself, but because of how they're treated while doing it. "People don't walk away from the work itself," Bartlett says. "They walk away from how they're treated while doing it." This perspective challenges industry assumptions that recruitment and training alone can solve workforce shortages.
The connection between workplace culture and safety outcomes is well-documented. According to the Health and Safety Executive, poor workplace culture contributes to higher accident rates, with construction accounting for one of the highest proportions of fatal injuries at work. Bartlett observes that respectful workplaces report hazards earlier, reducing serious incidents. She has witnessed crews transform from scattered to focused simply because they finally felt comfortable speaking up about safety concerns.
For dense urban worksites operating under constant pressure from tight schedules, diverse teams, and public scrutiny, Bartlett notes that leadership becomes most visible during high-stress moments. "When pressure goes up, that's when culture shows," she says. "You either protect people, or you push them until something breaks." This dynamic makes cultural improvement particularly urgent for cities facing infrastructure demands.
Bartlett advocates for practical, daily practices rather than abstract values. She recalls worksites where simple changes—such as daily check-ins and clear communication—reduced mistakes and tension within days. "When people feel respected, they stop hiding problems," she explains. This approach addresses both safety and retention simultaneously, as studies show workers are more likely to remain in roles where they feel safe and heard.
Rather than calling for sweeping policy changes, Bartlett encourages individual responsibility at all levels. Supervisors can model calm, clear communication; workers can speak up early about hazards; employers can remove toxic behavior immediately; mentors can guide rather than intimidate; and parents and educators can present trades as skilled, respected careers. "You don't need a new rulebook," Bartlett says. "You need people willing to treat each other properly every day."
The implications extend beyond individual worksites to Canada's economic infrastructure. With critical projects ranging from housing construction to transportation networks requiring skilled tradespeople, Bartlett's message suggests that cultural transformation may be as important as technical training in ensuring project completion and public safety. Her perspective offers a human-centered solution to what is often framed as a purely technical workforce challenge.
