Blog - Cambridge Chamber of Commerce

Quiet quitting, thanks to viral posts on social media, has become a term very familiar in workplaces worldwide.

 

It describes the phenomenon of employees who no longer go above and beyond by doing only what is expected in effort to maintain jobs that may no longer interest or inspire them.

 

This disengagement from work has grown exponentially since the pandemic. In fact, the 2022 State of the Global Workplace report from Gallup shows only 21% of employees are engaged at work.

 

“We’ve come through such a crisis over the last couple of years. To some extent, I think we’re over it now, but it has forced people to make different decisions about work, especially if they were burnt out already,” says Frank Newman, CEO of Newman Human Resources Consulting, who will explore quiet quitting at a Cambridge Chamber of Commerce webinar Dec. 1 entitled Is Your Team Quietly Quitting?

 

He will not only touch on some of the top reasons why employees quietly quit as well as the warning signs but provide insight on how employers can alter their work environment so they can not only attract but, more importantly, retain employees.

 

“You want to make sure you create the best work environment as possible,” says Frank, acknowledging the existence of an “employees’ market” due to labour shortages.  “That really means taking a very critical look at your work environment. Do you know what people need? Is it benefits? Is it better management? This is the ideal time to do an employee survey or workplace assessment to provide you with some sort of tool you can use to get a fix in terms of what are you going to fix first.”

 

He says this process may not prove to be a comfortable experience for some workplaces, however, insists this information can go a long way in assisting an organization set benchmarks regarding branding, image or even compensation.

 

“There are so many changes happening right now and if you don’t understand where you’re going or where you’re at, it’s pretty hard to make any progress,” says Frank.

 

He also recommends employers conduct exit interviews, formally or informally, to get a sense of why an employee has decided to leave.

 

“Make sure you understand what people are feeling. Also, spend some time with your newest employees and ask them what attracted them to your organization.”

 

Frank says in the age of social media, it’s important to encourage people who leave to remain an ambassador for the organization adding that bad reviews tend to get more traction than good ones.

 

“Organizations need to think about that as they manage those who are quietly quitting and those who suddenly walk out the door,” he says. “I always encourage my clients to search various job boards to see what’s being said about them.”

 

Frank admits it’s a tough time to be a manager right now, noting that employees have become much more critical on how their companies are managed than they were in the past.

 

“People looking for work have so many options out there now, and if you’re a hiring manager, it’s putting more pressure on management to get work done with less resources,” he says, noting the difficulty this causes employees who are now required to pick up the slack due to staffing shortages.

 

However, Frank says he’s optimistic as the economy continues to readjust following the pandemic there will be less quiet quitting.

 

“As companies get smarter in managing their businesses and people, I think you’ll see less of that," he says.

 

Work Trends Facts:

  • Burnout is a big risk in the workplace, especially amongst younger Gen Z professionals aged in their 20s, research shows. A survey of 30,000 workers by Microsoft showed 54% of Gen Z workers are considering quitting their job.
  • In its 2021 Global Risks Report, the World Economic Forum ranks “youth disillusionment” as eighth of 10 immediate risks. Findings include deteriorating mental health since the start of the pandemic, leaving 80% of young people worldwide vulnerable to depression, anxiety, and disappointment.
  • Workforce data from organizations including McKinsey & Company suggests 40% of the global workforce are looking to quit their jobs in the next three to six months.

Source: World Economic Forum website

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The number of employees returning to their workplaces has been steadily increasing since the start of the year, according to stats recently published in the Globe & Mail. However, as the months pass not all may be thrilled with the notion of going back to the office.

 

“We are hearing mixed reviews about returning to work and that has to do with both employee preference as well as the expectations that businesses put in place prior to the pandemic,” says Peninsula Canada Account Manager Victoria Vati, adding that if a business didn’t have a working from home policy in place prior to COVID-19 not many put one in place when staff began staying home. “This created confusion for staff who have been productively working from home for the last year or two, and now they are expected to return. Many of them feel as though it is not necessary to be there in-person and are pushing back.”

 

Victoria, an HR expert, says it’s imperative that workplaces ensure they have something in writing outlining what the expectation is for employees when it comes to returning to the workplace.

 

“It can be tricky to navigate this area completely,” she says, noting that some businesses have found it more lucrative to have employees work from home removing the financial need for physical office space. “Others may opt for a hybrid solution because they have the resources to accommodate and support both in-house and remote workers.”

 

When it comes to hybrid working, the JLL (Jones Lang LaSalle) Workforce Preferences Barometer report released in June notes that from among just over 4,000 office workers surveyed in 10 countries – including Canada - this type of work model was expected by 60% of respondents, with 55% already utilizing a hybrid approach.

 

The report also indicated that 73% of these office workers are going into the office at least once a week, an increase of 5% compared to March of 2021.

 

To ensure a hybrid model works, the report states that six out of 10 employees expect to be supported with technology and financial assistance for expenses linked to remote work and outlines the need for a ‘holistic’ approach to management since 25% of those surveyed felt isolated from colleagues, with 55% stating they missed the social interactions of the workplace.

 

“Many employees are mentally, physically and emotionally drained from the last two years,” says Victoria, adding that many employers are also feeling ‘burned out’ trying to juggle the day-to-day issues of operating a business amid financial worries and ongoing labour shortages. “The burnout is a little different for them, but they are facing it as well.”

 

She says not overworking their employees and themselves is very important.

 

“Employee retention right now is key for all employers. It is important for employers to provide support to their staff in as many ways as they possibly can. If an employee now suffers from anxiety due to the pandemic and would like to work from home on certain days, the employer has an expectation to (within reason) explore options to assist that employee. If remote working is not possible, then providing the employee with resources and guidance on where to turn to for help is also very important.”

 

Working for an employer that focuses on their health has become very important to many, as outlined in the report which states 59% of employees expect to work for a company that supports health and wellbeing and now rank them as the second biggest priority, after quality of life and before salary.

 

“It is important for employers to evaluate and understand the needs of the business and weigh the pros and cons of remote working,” advises Valerie, noting the recent implementation of Ontario’s ‘Right to Disconnect’ legislation is a great way to build transparency and trust in these changing work environments. “By enforcing this and educating staff on what their rights are, employers can create a culture of excellence and finding what works for both the business and staff.”

 

Visit Peninsula Canada for more information.

 

 

At a glance (Source: JLL Workforce Preferences Barometer)

  • Hybrid work has reached an ‘optimal point’ – 60% of office workers want to work in hybrid style today and 55% are doing so already (These figures were about 63% and 50% a year ago).
  • 55% of employees alternate between different places of work every week (+5% vs. March 2021).
  • 73% of office workers are going to the office at least once a week (+5% vs. March 2021).  26% exclusively in the office.
  • Six in 10 employees expect to be supported with technology and financial assistance for expenses linked to remote work. Less than four in 10 currently benefit from these types of initiatives.
  • Enabling hybrid work shows your people that you are flexible and empathetic employer – This workstyle is especially appreciated by managers (75%), Gen Z (73%) Gen Y (69%) and caregivers (66%).
  • Only 48% of the workforce believe that their company is a great place to work today.
  • 38% would like to work in an office that is designed sustainably.
  • 27% could leave their employer because they do not share the values promoted by their company.
  • 59% of employees expect to work in a company that supports their health and wellbeing. This is now ranked as the second priority at work, after quality of life and before salary.
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Nominations are now being sought for the Cambridge Chamber of Commerce’s Community Awards 2020-2022.

 

These awards - which have not been held since 2019 due to the arrival of COVID-19 – provide an important opportunity to celebrate the contributions and achievements of non-profit organizations, charities, and service clubs in Cambridge and Township of North Dumfries.

 

“There are so many individuals and organizations that have been doing some amazing things, especially during the last two years, to make our community an even better place to live and work,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “We want to ensure these community leaders receive the recognition they deserve.”

 

There are 10 award categories highlighting non-profit organizations, their collaboration with others, volunteer work, leadership, physical health and mental wellbeing, and education. As well, there is the Lifetime Achievement Award that will recognize the accomplishments of an individual who has been a driving force in the non-profit sector for more than 15 years.

 

“While it is a Lifetime Achievement Award, it does not in any way assume that the individual is retiring, leaving or otherwise,” says Greg. “It is really about recognizing the incredible leadership, contribution and tireless service an individual has lent us all, that most would assume it must take a lifetime to contribute all they do.”

 

Previous winners of this award have included former Langs CEO Bill Davidson (who has since retired) in 2018, and YWCA Cambridge CEO Kim Decker in 2019.

 

“They are perfect examples of the type of community champions that we wish to acknowledge with this award,” says Greg. “And we know there are others out there who have the same calibre of community commitment.”

 

He says commitment is also an important characteristic of the recipient of the Board Member of the Year Award.

 

“These are people who actually put their lives on hold in some ways to help guide the many organizations in our community who provide financial aid, services, and sometimes just help to others,” says Greg. “Not only do these people volunteer with their organization, but they also roll up their sleeves, get down to business and ensure their organization’s governance and operations keep them sustainable and delivering the services that are needed.”

 

Past recipients have included Mary Adamson from Argus Residence for Young People, Cambridge Memorial Hospital Foundation’s Angelo Loberto, and Paul Drouillard for his work with the Cambridge Shelter Corporation.

 

Along with these long-time Community Awards categories, the Chamber has also introduced several new ones this year including Innovation in Learning, Community Leadership, Community Impact, Community Collaboration and Healthcare Hero. This latter award is aimed at recognizing those in the non-profit sector for their involvement in creating or promoting programming or initiatives to assist with the physical health or mental wellbeing of residents.

 

“Our healthcare community has done an exceptional job throughout the pandemic keeping us safe, so this award will provide the ideal opportunity to say thanks,” says Greg, noting many in the non-profit sector and service club volunteers are often somewhat hesitant when it comes to recognizing their own impact and encourages organizations to nominate themselves. “Now isn’t the time to be shy. It’s the time celebrate what makes our community so great.”

 

Nominations close Sept. 1, 2022. For more, visit: https://bit.ly/3bhY7wZ

 

The award categories include:

 

Community Collaboration
Nominees for this award provide outstanding examples of collaboration within their communities.

 

Community Leadership
Nominees for this award stand out because of their exceptional professional and/or volunteer achievements in the community, which are above and beyond their role in a paid position as a CEO or executive director.

 

Community Impact
Nominees for this award recognize new and better ways to address a need in the community despite the many demands, and sometimes too few resources available.

 

Innovation in Learning

Nominees in this category, either individually or in a group setting, have worked selflessly to supply or support educational resources, programs, or initiatives that strive to prepare the next generation of talent in our community and/or provide them with a pathway toward a brighter and successful future.

 

Healthcare Hero
Nominees for this award are being recognized for their involvement in the creation or promotion of methods that keep the physical health or mental wellbeing of residents in Cambridge and the Township of North Dumfries at the forefront through a variety of programming or initiatives that encourage a healthier lifestyle and community in general. 

 

Board Member Award

This award is presented to a board member who have demonstrated outstanding service to a not-for-profit organization in City of Cambridge or Township of North Dumfries through the giving of their time, talents, and resources as a board member to further the goals and objectives of the organization.

 

Volunteer of the Year:

Nominees must have been involved in volunteering for the equivalent of at least 100 hours over a 12-month period.

 

Organization of the Year - Under 10 Employees

Are you a not for profit organization or service club that provides outstanding programs, services, events, or campaigns that support the needs of the community and its residents?

 

Organization of the Year- 11 and Over Employees

Are you a not for profit organization or service club that provides outstanding programs, services, events, or campaigns that support the needs of the community and its residents?

 

Lifetime Achievement Award:

Awarded to an individual who, over the past 15 years or more, has made significant contributions to the community and has improved the quality of life for citizens or whose accomplishments have brought recognition to the Waterloo Region.

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The full impact COVID-19 continues to have on businesses has yet to be determined as our economy slowly rebuilds.

 

But what is apparent is the realization that many workplaces can no longer operate as they once did as many employers navigate labour shortages and the creation of hybrid work models to accommodate employees who wish to continue working remotely.

“Everyone seems to be looking for this return to normal but if you want any semblance of normality than just keep dreaming,” says Julie Dupont, Principal Strategist at Cambridge-based Reimagining Leadership. “Employee expectations have changed, and the Great Resignation is an indication of that.”

While there are some reports indicating this phenomenon may not be as prevalent in Canada just yet compared to the U.S., there is cause for concern considering the results of a StatsCan Labour Force Survey outlined last month in the Globe & Mail indicate that Canadian employers were recruiting for about 875,000 positions.

 

To offset growing labour gaps and the emotional ‘trauma’ ignited by the pandemic, Julie says the need for employers to utilize their emotional intelligence skills has become paramount.

 

Emotional intelligence centres on understanding and managing your own emotions in positive ways to communicate effectively and empathetically with others to overcome challenges and defuse conflict.

 

Julie, who along with Laura Falby, Senior Director of People and Culture at Waterloo Brewing, will explore this topic further by outlining how meaningful dialogue can help create healthier working environments during our virtual event March 29 entitled ‘Emotional Intelligence: Strengthening Workplace Culture’.

 

“I think emotional intelligence skills have been important for a long time, but I think there is a real necessity for them now because people need to connect in different ways in order to feel like they can be human again,” says Julie, adding the many uncertainties surrounding the pandemic has had a huge impact on workplaces, even those where employees have remained on site. “It’s about how you handle the uncertainties out there, not just as a human being but as a leader, that is really going to make a huge impact on being able to get people performing again.”

 

Julie says ‘pampering’ and ‘babying’ employees is not part of it and that encouraging open conversations is key as employees re-enter the workplace or continue to work remotely. 

 

She admits for many employers, learning to use these types of skills may not come easy.

 

“It’s not something that is going to come naturally to anybody,” says Julie, noting these are hard not soft, skills that can be learned. “It is really a series of learned behaviours and the more you do them, with practice, they become easier because you start to change your mindset when you see the results of these conversations.”

 

She says listening to their employees is the first major step employers can take, not just dictating to them new post-pandemic work protocols. 

 

“The missing piece is the listening and really understanding what do your people need from you? Do they have what they need to be able to do their jobs well and feel supported and valued?” says Julie. “By using your emotional intelligence skills, they (employees) will take care of the bottom line, and they will be become more loyal to you and willing to go that extra mile.”

 

She hopes participants at our virtual event will not only be eager to learn more about emotional intelligence skills but realize how using them effectively can directly impact a business’ bottom line.

 

“If your people are leaving, who is getting the work done? How much does it cost the company every time an employee leaves or has to hire someone and get them up to speed?” says Julie. “What’s the cost savings or cost avoidances around that?”

 

‘Emotional Intelligence: Strengthening the Workplace’ takes place Tuesday, March 29 from 11 a.m. to noon. To register, visit: https://bit.ly/3Jn7lUM

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A ‘ding’ indicating a new text or email has arrived on your cellphone or laptop is often too tempting to ignore for most people, especially when it’s work-related and even if it’s outside of what’s considered regular work hours.

 

The creation of the Working for Workers Act, 2021 aims to change this by requiring employers to develop a policy related to the right for employees to ‘disconnect’ after work, as well outlines prohibition – with a few exceptions - on non-compete agreements. 

 

“Ultimately, it’s about mental health and making sure people can have that perspective on it and companies are supporting those decisions,” says Frank Newman, who operates Cambridge-based Newman Human Resources Consulting. “The end result is a more productive work environment, but we’ve got to change our habits because we’ve gotten so used to emailing or texting late at night.”

 

The new Act requires that as of Jan. 1 of any year, employers with 25 or more employees must have a written policy in place before March 1 of that year with respect to having workers ‘disconnect’ from their jobs. As it stands, employers will need to have a policy prepared by June 2 of this year.

 

“Most will start from scratch and there will be quite a few policies that can be impacted by this,” says Frank, adding employers could begin by examining any current hours of work, or overtime policies they may already have in place.

 

However, he says the process doesn’t have to be a daunting task and should begin with some clear discussion between employers and their employees around expectations, on both sides.

 

“This is a great opportunity to really have an open dialogue with employees and start working on the question of what can you do to increase their performance during office hours, and how do they feel about disengaging,” says Frank, noting it’s hard, especially for those working at home, from keeping close watch on their cellphones or tablets.  “This is not a ‘do or die’ policy that deals with laying off people or increasing wages. This is basically looking at the working environment to see if it’s productive and are employees happy and feeling comfortable after shutting down.”

 

He says many organizations are still trying to find their ‘groove’ in terms of hybrid working arrangements since the start of the COVID-19 pandemic, noting there are simple steps they can take to improve productivity when it comes to managing a remote workforce.

 

“For example, look at the way we structure emails. Do you always put ‘urgent’ in the subject line? Do you copy all your co-workers in every email?,” he asks, adding some workplaces have created times during the week where no meetings are scheduled to give employees the chance to work, or encourages them to take breaks. “There is a whole bunch of productivity protocols that companies can look at as part of this. But companies need to be creative with this, otherwise people are just going to fall back into old habits.”

 

For starters, Franks says it’s imperative that companies define what are ‘regular’ working hours and the expectations they have for employees surrounding them. 

 

“But more importantly, it’s about how you define what those expectations are after working hours and during emergencies,” he says, adding this is especially important for companies with offices located in other time zones. “You also have to think about how you contact with people when they are on sick or maternity leaves, again, respecting their right to disengage.”

 

Also, Franks says companies must define if this policy will apply to everyone.

“For example, if you’re vice-president of finance you may not be able to disengage during off hours,” he says. “But obviously, the intent of this is to turn everyone off if you can which is very difficult in this day and age.”

 

In terms of setting up a policy, Frank says it should start with a shift at the management level explaining leaders of the company may have to try and curb themselves from sending emails or messages after hours.

 

“Even if they’re texting or sending emails among themselves at those times, that’s going to filter through the organization,” he says.

 

But ‘disengaging’ is only one aspect of the Act. Another is the banning of non-compete agreements that prevent employees from exploring other opportunities, apart from ‘C-Suite’ executives.

 

“This is a good thing,” says Frank. “But it could be a little challenging for companies because they could lose some of their talent to competitors.”

 

However, he says having a comprehensive policy in place could also become a valuable tool to entice new talent, a bonus considering the ongoing labour shortages in many sectors. 

 

“It’s also a positive way to be able to attract employees because many are looking for more time off and more flexibility,” he says. “Companies can develop these policies as a positive way to say this is our values and this is our work culture. There’s really no risk to this.”

 

However, Frank admits it remains yet to be seen how the Province can enforce this Act, noting it will probably fall under governance of Employment Standards.

“This is going to be a challenge,” he says. “Trying to get the government to respond at the best of times can be a challenge.”

 

For more, visit: https://bit.ly/3qtsMfP

 

 Working for Workers Act at a glance:

  • Require employers with 25 or more employees to have a written policy about employees disconnecting from their job at the end of the workday to help employees spend more time with their families. 
  • Ban the use of non-compete agreements that prevent people from exploring other work opportunities in order to make it easier for workers to advance in their careers. Help remove barriers, such as Canadian experience requirements, for internationally trained individuals to get licenced in a regulated profession and get access to jobs that match their qualifications and skills. 
  • Require recruiters and temporary help agencies to have a licence to operate in the province to help protect vulnerable employees from being exploited. 
  • Require business owners to allow delivery workers to use a company’s washroom if they are delivering or picking up items. This supports the delivery drivers, couriers and truck drivers who have kept our essential supplies and economy going throughout the pandemic. 
  • Allow surpluses in the Workplace Safety and Insurance Board’s Insurance Fund to be distributed over certain levels to businesses, helping them cope with the impacts of COVID-19.  
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For the first time since March of 2020, the Chamber hosted its first in-person Business After Hours event on Dec. 13 at Four Fathers Brewing Co.

 

It was a great opportunity for our Members to meet safely and reconnect with old friends and new ones.

 

We also took this opportunity to ask a few our guests the following question:

 

What will you remember the most about the pandemic?

 

 “Probably how well we can pivot. People can pivot and basically take a look at things and do things differently.”

- Tony Rossel, Best Version Media

 

 “I will remember missing community and just being able to meet with people and see faces and connect in-person,”

- Heid Brouwer, Galt Osteopathy

 

 “Endless Zoom meetings and learning how to facilitate meetings. It looks a lot easier than it really is. And that the number of kilometres I’ve driven has been cut in half. We’ve discovered some creative solutions and so much work is now being done at home.”

- Murray Smith, Blue Canoe Consulting

 

 “How poorly the government handled this. They contradicted themselves a lot initially with what you should do – wear a mask, don’t wear a mask, wear two masks, or get the AstraZeneca shot, or no you don’t need the AstraZeneca shot. They tried too hard without putting any thought into it and it just never seemed to work. I will remember that indecisiveness – everything’s fine, or no it’s not. They didn’t lead well, and I will always remember how poorly they led us through this.”

- Rick Gallinger, Top-Notch Concierge

 

 “I will remember how much I missed being around family and people. Sometimes it makes us realize how grateful we should be when everything is good because we take a lot of things for granted, and we really need to be more thankful and more aware and enjoy every moment that we can.”

- Maggie Herrington, Top-North Concierge

 

 “I just feel so fortunate that we were able to continue to stay open and look after our customers. I feel like we’ve been really lucky,

- Laurie Herald, Cambridge Tirecraft

 

 “The fact we couldn’t have in-person social events.  For me, I miss that interaction and I’m so excited that we are slowly getting back to reality. But the worst part has been looking at your family and friends losing jobs and having to stay at home. I have two stepchildren and the virtual learning was really hard for them. I think it was struggle for them and the teacher so I’m happy they are back in the classroom.”

- Stephanie Jane, Marketing Manager at Four Fathers Brewing Co.

 

 

 

 

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The pandemic has created new opportunities for many workplaces.

 

The terms ‘hybrid’ and ‘flexible’ have become commonplace as companies and businesses formulate plans for their staff to return to a work environment that’s going to be far different than the one many left when the pandemic first struck in March of last year.

But that return won’t come without its challenges.

 

“We’re seeing a ton of anxiety out there right now as more and more employers start thinking of having people come back to the office,” says Frank Newman, who operates Newman HR. 

 

A survey conducted by KMPG Canada in the spring as vaccinations began to ramp up showed that 81% of Canadian workers were worried their employers and managers were not equipped to handle a return to work properly, and nearly two thirds of those surveyed wanted to go back to their workplaces but COVID-19 remained their core reason for reluctance. In fact, 68% said that working alongside colleagues who may be sick or asymptomatic was a top concern.

 

People have gotten very comfortable and generally quite productive working at home,” says Frank, adding the comforts of home and no commuting have become big draws for many. “I would say people are 90% to 95% as productive as they were working in the office. But clearly, we’re missing some of those creative exchange of ideas that come from sitting next to someone or from random conversations.”

 

In effort to quell the concerns of returning employees, he has been recommending to clients they create an open dialogue with their team to identify their worries or fears.

 

“It’s a little like when an employee returns from a maternity or parental leave. We just assume everything is the same but what we don’t realize is that they have undergone a bit of profound psychological change and I think we kind of had that experience working at home,” says Frank. “Companies have to try and understand what might have happened in employees’ lives while they were away. Some of us may have had loss and some of us may have had catastrophic things happen.”

 

Therefore, he says employers need to create or enhance their Employee Assistance Plans, especially around access to counselling, financial or legal supports – not just health, RRSPs and dental benefits. 

 

“I think more companies have recognized how stressed people have been,” says Frank, noting some employees may be reluctant to access these supports fearing word may spread in the workplace. “These programs are run with the highest sense of ethics in place in terms that nothing gets shared, even with your HR department. There shouldn’t be any fear about utilizing an EAP program if you have one.”

 

As well, he says vaccination policies are a huge concern and appear to be ‘all over the map’ in some workplaces and stressed that whatever stance a company takes regarding its own policy, it should be clearly defined for the employees.

 

“You want to make sure you’re talking about why you’re doing a policy, regardless of what it is because people need to know,” says Frank. “We want to keep people feeling safe at work.”

 

He says optimism appears high right now regarding bringing workers back and expects to see even more people return starting in January.

 

“I’ve got clients in virtually every sector. And the most challenging time right now is in the restaurant and food services industry,” says Frank, explaining vaccination passports and the fact fewer people have been dining out are continuing factors hitting this industry hard.

 

Also, he says workplaces with an office and a production/manufacturing component also may see the natural divide between the two widen since the office workers likely were allowed to work from home during the pandemic.

 

“Companies have to be thoughtful about how they show appreciation to those people who’ve been at the workplace every day,” he says, adding celebrating the return of employees in a positive way would also be beneficial. “I like the idea of giving something tangible, like a gift card perhaps.”

 

Frank says connections must be cultivated as people return to their offices.

 

“What we’ve learned from this whole process is that finding ways to connect with people is so important,” he says.

 

For more information, visit Newman Human Resources or contact Frank Newman at 519.362.8352.

 

Things for employers to consider as outlined by the Harvard Business Review:

 

Do:  

  • Ask - anonymously, if necessary – how people are feeling about returning to the office so you can respond directly to their concerns

  • Allow people to experiment with different ways of working so the shift to in-person or hybrid work doesn’t feel sudden. 

  • Continue to be compassionate — to your team members, and to yourself.

 

Don’t:  

  • Assume people are going to tell you that they’re feeling anxious

  • Neglect to make clear why in-person or hybrid work is beneficial to employees (not just to the company).

  • Make promises you can’t keep, such as assuring people their careers won’t be impacted by working from home or that they can do so indefinitely.

 

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Cambridge Chamber of Commerce and Ontario Chamber Releases

“Mental Wellness in the Workplace: A Playbook for Employers”

 

While concerns around workplace mental health predates the pandemic, COVID-19 has, without question, exacerbated the problem. Although most businesses recognize the importance of investing in mental health, few have put a formal strategy in place, creating a mental health action gap.

 

With the support from Sun Life, the Cambridge Chamber of Commerce and Ontario Chamber of Commerce (OCC) released resources to help them close the gap: Mental Wellness in the Workplace: A Playbook for Employers and A Playbook for SMEs.

 

These resources provide employers of varying sizes with strategies and supports to help bridge the gap – from fostering a health-focused culture to effectively communicating with employees to encouraging staff to access free government resources.

 

“According to the OCC’s 2021 Business Confidence Survey, 89% of employers believed spending on employee health and wellbeing was a good investment. Yet, only 53% said they had a formal strategy in place[1] – a situation the OCC refers to as the mental health action gap. While these numbers have improved since the Chamber’s 2016 survey, the action gap remains,” said Cambridge Chamber President and CEO Greg Durocher. “We know that mental health can be a challenging topic for businesses, but employers play a critical role in the employee health equation. We also know that inaction comes with a real cost.” 
 

Prior to COVID-19, poor mental health in the workplace accounted for:

  • $50 billion in direct costs per year, including health care, social services, and income support like short- and long-term disability claims;
  • $6.3 billion in indirect costs from lost productivity; and
  • 500,000 Canadians missing work each week due to mental health issues or illnesses.

“Many employers are looking for practical steps they can take and resources they can easily leverage to develop psychologically healthy and safe workplaces. We’re pleased to release these tools during Mental Health Awareness Month in partnership with Sun Life to help businesses address this action gap,” said Rocco Rossi, President and CEO of the OCC.

 

To support employees’ mental health, the Playbook for Employers encourages businesses to focus on five key areas:

  • Develop a mental health strategy. This strategy should be linked to an organization’s equity, diversity, and inclusion plans and include performance measures to monitor progress.
  • Build a psychologically healthy and safe workplace culture. Training and employee engagement can create a positive workplace culture.
  • Communicate widely and regularly. Continuous, two-way communication between leaders and employees is key to destigmatizing mental health and encouraging employees to access supports.
  • Ensure adequate resources for employees and their families. Supports should be varied, visible, and accessible – both in-person and virtually.
  • Prepare for hybrid work (if applicable). Consider what steps need to be taken in the long run for a hybrid work environment. Hybrid or flexible work environments can benefit employee mental wellness, but it is important to equip leaders and employees with the resources needed to thrive in this new way of working.

“Creating mentally healthy workplaces is critical to Canada’s long-term recovery,” said Jacques Goulet, President, Sun Life Canada. “Businesses have an opportunity to reimagine their roles – including how they support employees’ physical and mental wellness and improve company culture going forward. This Playbook for Employers serves to empower businesses and build a healthier, more resilient Canada.”

 

Read the Mental Wellness in the Workplace: A Playbook for Employers.

 

Read A Playbook for SMEs.
 

Thanks to our Exclusive Landmark Partner, Sun Life, as well as OCC members and mental health experts who contributed to the development of this resource.

 

 

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As vaccinations continue to rollout in the fight against COVID-19 and infection numbers in Ontario continue to drop the thought of reopening businesses and schools is on the minds of many.

 

After more than a year of restrictions and strict safety protocols the prospect of returning to the workplace looms closer, and for some, so does a growing sense of anxiety.

“There is quite a bit of apprehension around the thought of going back to work. It really depends on the person,” says Grace Brown, Clinical Supervisor/Registered Psychotherapist at Family Counselling Centre of Cambridge and North Dumfries, explaining an extrovert, introvert or ambivert, will react differently.

 

“If you live in a very active community, you’re probably going to feel stronger and feel more prepared because you have supports – like child care – in place,” she says. “I also think the anxiety level will be determined by the safety protocols each organization has in place or is intending to put in place.”

 

Kate Urquhart, a Psychotherapy Clinical Intern at Carizon Family and Community Services in Kitchener, agrees.

 

“Having timely information is going to be such a key thing because there has been such ambiguity since the pandemic began,” she says, adding employers need to ensure they have a plan in place that can address the concerns of their returning employees. “People can’t plan if they don’t know what they’re getting into.”

 

Even with lower transmission rates and vaccinations, she says COVID-19 safety protocols will still be in place at workplaces when the province reopens and that these should be clearly conveyed.

 

“It’s about making sure those are clearly communicated so that people who have anxiety can feel confident their employer is taking all the appropriate precautions and that people with less COVID-19 anxiety must also follow those same protocols,” says Kate.

 

Grace says people should also know their own limits when it comes to dealing with this pandemic and that being proactive rather than reactive when the times to come to return to the workplace is the best way to reduce stress or apprehension. She suggests staying informed with the latest Ministry of Health recommendations is a good first step.

 

“It’s not going to be very helpful for people to reduce their anxiety if they are waiting for their boss to tell them what’s going to happen,” she says. “I think that is going to cause much more anxiety than if you researched on your own and know what your personal limits are and proceed accordingly.”

 

But even with proper safety protocols in place, walking back into the office may prove to be difficult for many says Carizon Psychotherapist Dan Young.

 

“Even though we may be going back to a situation that might be similar, we’ve all been changed by this,” he says, adding grief and loss will play roles as people come to terms with their emotions when they return to the workplace.

 

This could involve the tangible loss of a co-worker who passed away, or a potential career move an employee may feel they missed because they had to stay home to care for children or an elderly relative. As well, Dan says some employees may just no longer feel comfortable with the physicality of being around other people again in an office setting.

 

“For businesses, the challenge will be how do they recognize that they need to do something to support people,” he says. “There is no one size fits all.”

 

Kate says many returning employees may also suffer from ‘survivor’s guilt’.

 

“We’ve all been through, or are still going through, this huge worldwide traumatic event,” she says, adding some may feel they don’t have the right to complain when others appear to have lost so much more.

 

“I think that needs to be addressed. It’s OK for you to complain,” says Kate. “Everybody has lost something, and your losses are real for you. You need to come to terms with your own personal losses in order to take that step forward.”

 

She encourages employees to access potential workplace EAPs or mental health resources in order to find help.

 

“Even if you feel just a twinge, you don’t have to be in a crisis state to reach out,” she says.

Grace says reaching out to employers about instituting a gradual return to work can also be explored if someone who no longer can continue to work remotely is concerned about a sudden return to the office.

 

“It’s my hope this will open an ongoing dialogue and communication between employers and employees versus mandates that don’t take into account everyone’s different situation at home,” she says, adding empathetic employers will see higher productivity and better retention rates. “If an employee gets the sense an employer is very much just about producing that’s definitely going to feed into anxiety and stress.”

 

Dan says providing employees with choices is empowering and that changes in the workplaces should be expected.

 

“We know it’s not going to be the same,” he says. “We’re not going back to the way it was before.”

 

In preparation, Grace says everyone, especially those with children, should be talking about what life may look like when things begin to resemble ‘normal’ again.

 

“Talk to them about their concerns and expectations, even what they might be looking forward to because that may have to be adjusted as well,” she says, referring to the possible need to continue wearing masks in schools or getting vaccinations. “Communication is going to be very important.”

 

As well, talking to a professional counsellor is also a good option.

 

“Now is the time to connect with a counselling agency before the rush in order to not only prepare yourself, but provide support for your children,” says Grace. “Anxiety is a real thing and pretending it doesn’t exist actually makes it worse so everybody should start talking about the reservations they have and be supportive of each other.”

 

For more, visit https://fcccnd.com or https://www.carizon.ca

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The concept of remote working was something many employers never entertained, or wanted to entertain, before the world changed in March of last year. 

 

“A lot of people didn’t think working from home would work so there was a huge amount of skepticism as people went into this,” says Frank Newman, owner of Cambridge-based Newman Human Resources Consulting. “People were pretty suspicious.” 

 

However, he says the fact what some considered to be an ‘experiment’ is working out so well has resulted in new issues. 

 

“People may be reluctant to go back to the way things were so it’s having an impact on companies, and even an impact on home sales as buyers ensure their house has a home office.” 

 

As well, after more than a year operating in this new reality many employers may have productivity concerns when it comes to managing a remote workforce and continue to look for ways to ensure staff is performing at their optimum best. 

 

“What I have told my clients first of all is that people are not going to be 100% as effective working from home. They are going to be subjected to certain amounts of distractions, or disruptions,” says Frank, adding 95% effectiveness is a more likely figure. 

 

He says there are ways companies can help employees achieve their goals, without monitoring emails or logins or using various types of tracking technology. 

 

“If companies are trying to manage their employees’ work each minute of the day that’s not going to be very successful,” says Frank. 

 

Instead, he recommends setting out clear expectations in an agreement. 

 

“Do they have clear performance expectations and what are they accountable for delivering on a daily, weekly or monthly basis,” he says. “For example, if an employee is working from home does the manager expect a response to emails within an hour or 24 hours? It’s important to create some service level of expectations so people can gauge their performance and also managers can ensure employees are accountable for those standards.” 

 

Regular communication is very important says Frank, noting that ‘blasting’ employees with emails is not the answer.  

 

“For managers, to worry about whether employees are checking their emails is not necessary,” he says, adding platforms such as Microsoft Teams or Slack are great tools to cultivate engagement. 

 

“This is really the time to make sure you’re connecting with your employees if you’re worried about productivity,” he says. “That (productivity) will be the first thing to go if people are not engaging. They’re going to ‘check out’.” 

 

Lack of engagement is one of many warning signs experts say can indicate an employee working remotely could be struggling. Others can include unusual errors, poor work quality, missed deadlines, increased sick days, or being withdrawn during team meetings, in some cases keeping their cameras turned off.  

 

“They may stop volunteering for things and that’s a key sign, especially if you have someone who was always keen in the past to put up their hand and volunteer,” says Frank, adding  

the occasional one-on-one meeting can be very beneficial for both parties as long as it’s not conducted in an intrusive way.  

 

“Make sure you’re checking in on your employees to see how they’re doing, not just from a work point of view, but to find out how are things for them at home. Are they struggling trying to work with their kids at home?” 

 

He says this could lead to talks about mental health – which should be documented on the part of the employer – and possible supports or tools that could increase their productivity, such as an additional monitor or a new office chair. 

 

Keeping a company’s work culture thriving is also very important which is why Frank says many of his clients are utilizing a variety of ways to ensure employees stay connected. 

 

“I have one client that holds a virtual reality ‘drink’ every week for its employees,” he says, adding another client hosted a very moving online memorial service to celebrate the life of an employee who had passed away from an illness. 

 

“I’ve also been encouraging my clients to provide a physical appreciation for their employees,” says Frank, noting a coffee mug or a gift card can go a long way to keeping the lines of communication open. “And include the spouse because for many of us, the spouse is the one who is seeing all the work that we do.” 

 

He says many employees working remotely may now be ‘re-evaluating’ their career choice, which could spell trouble for some companies. 

 

“People will remember how companies behaved during this time and if you’re not taking the time to connect, there’s going to be a price to pay at some point,” he says. “Once the pandemic ends, I suspect we’re going to see a huge spike in people who are discontented with their jobs and say now is the time to move on.” 

 

For information, visit https://newmanhumanresources.com 

 

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