Blog - Cambridge Chamber of Commerce

As technology continues to rapidly evolve, businesses are increasingly turning to Artificial Intelligence (AI) to streamline operations, enhance efficiency, and gain a competitive edge. 

 

There is no question surrounding the benefits of integrating AI into business processes, but there remain legitimate concerns that accompany this technological leap.

 

One primary concern is the ethical implications of AI implementation. As AI systems such as ChatGPT, ClickUp, Copy.ai, or Kickresume become more sophisticated, they often require access to vast amounts of data to function effectively. This raises questions about privacy and the responsible use of sensitive information, as well as legal concerns surrounding the use of intellectual property.

 

“The question is fair use or is it a violation of copyright,” says Maura Grossman, Research Professor, School of Computer Science at the University of Waterloo, whose expertise centres on AI policy and ethics. 

 

She notes that an AI user can reference a particular article, book, or poem, despite it being copyrighted.  “It shouldn’t be able to do that because that’s a copyright infraction, but it can. The law hasn’t caught up with that yet but there are a number of legal cases now pending.”

 

Algorithms a concern

 

As well, Professor Grossman says bias in AI algorithms is another major concern. AI systems learn from historical data, and if that data contains biases, the algorithms can sustain and amplify them resulting in discriminatory outcomes and reinforcing existing social disparities.

 

“You’re going to find that in the language as well as the images. Open AI has spent a lot of time trying to remove toxic language from the system, so you get a little bit less of that with ChatPT,” she says, referring to the problems Microsoft experienced when it released its Tay bot in March 2016. The bot, under the name TayTweets with the handle @TayandYou, resulted in Twitter (now known as ‘X’) users tweet politically incorrect phrases and inflammatory messages resulting in the bot releasing racist and sexually charged messages in response to other users. Initially, Microsoft suspended the account after 16 hours, erasing the inflammatory tweets and two days later took it offline.  

 

“Most systems, like ChatGPT, are trained on the internet and that has its pluses and minuses,” says Professor Grossman, adding ‘hallucinations’ pose another big problem for AI users. “ChatGPT for example is trained to generate new content and to sound very conversational, so it uses what it has learned on the internet to predict the next most likely word. But that doesn’t mean it’s telling you the truth.”

 

Official policy needed

 

She says there have been instances of people using AI to conduct legal research and submitting bogus case citations in court. “I think the first case happened recently in B.C., but it has also happened all over the U.S.,” says Professor Grossman.

 

For businesses utilizing AI, she recommends drafting an official policy to outline usage.

 

“First they need to have a policy and then need to train who in the business is going to use AI because people need to understand what it does well and doesn’t do well,” she says. “Your policy needs to say what permissible uses are and what impermissible uses are.”

 

Impermissible uses could include creating a deep fake video in the workplace.

 

“Even if it’s a joke, you don’t want employees creating deep fakes,” she says, noting the policy should also outline what workplace devices can be used for AI. “If you need to save something because you’re involved in a lawsuit, then you don’t want to it be on an employee’s personal device because you won’t have access to it.”

 

Employees require training

 

As well, Professor Grossman also recommends employees clearly know what AI tools are okay to use and which are not and ensure they are fully trained.

 

“You don’t want them violating intellectual property rules or other privacy rights. You also don’t want them putting into a public tool any confidential or propriety information,” she says. “Some companies have turned off the ability to use these AI tools because they are terrified employees will put propriety information out there while asking a question about a problem they are working on. If you’re using one of these open-source tools, it’s like Google or anything else; it’s free rein.”

 

Professor Grossman says rules and regulations around AI will be gradually strengthened, noting a new regulation coming into play in B.C. pertaining to issues surrounding intimate imagery is just one example.

 

“As soon as this starts making its way more into politics, we will start to see more effort into creating regulations,” she says, referring to a recent ‘deep fake’ image that surfaced of U.S. President Joe Biden.

 

Despite these issues, Professor Grossman says AI is something more businesses will become comfortable using and should embrace this new technology. 

 

“It will save on efficiency,” she says, noting AI can greatly assist in the creation of marketing material. “Companies need to explore it and learn about it but learn about it in safe ways and understand where it can be beneficial and not just let people experiment on their own because that’s going to lead to a lot of trouble.”

 

 

AI hurdles in business

 

  • Data Quality and Availability: AI models require vast amounts of data to learn and make accurate predictions. However, businesses often struggle with data quality issues, such as incomplete, inaccurate, or biased data. Additionally, accessing relevant data across various sources and systems can be challenging.
  • Data Privacy and Security: With the increasing emphasis on data privacy regulations businesses must ensure that AI systems comply. Protecting sensitive customer and business data from unauthorized access or breaches is crucial.
  • Lack of Skilled Talent: There's a significant shortage of professionals with expertise in AI and machine learning. Hiring and retaining skilled data scientists, machine learning engineers, and AI specialists can be difficult and expensive.
  • Integration with Existing Systems: Integrating AI solutions with existing business processes, legacy systems, and IT infrastructure can be complex and time-consuming. Compatibility issues, scalability concerns, and resistance to change within the organization can hinder successful integration.
  • Interpretability and Explainability: AI algorithms often operate as "black boxes," making it challenging to understand how they arrive at specific decisions or predictions. Lack of interpretability and explainability can lead to distrust among stakeholders and regulatory compliance issues.
  • Ethical and Bias Concerns: AI systems may inadvertently perpetuate biases present in the data they were trained on, leading to unfair outcomes or discrimination. Ensuring fairness, transparency, and accountability in AI decision-making processes is essential.
  • Cost and ROI Uncertainty: Implementing AI solutions involves significant upfront investments in technology, infrastructure, talent, and ongoing maintenance. Businesses may struggle to justify these costs and accurately measure the return on investment (ROI) of AI initiatives.
  • Regulatory Compliance and Legal Risks: AI applications in business must comply with various industry-specific regulations and standards. Failure to meet regulatory requirements can result in legal liabilities, fines, and damage to the company's reputation.
  • Change Management and Cultural Resistance: Introducing AI into the workplace often requires significant cultural and organizational changes. Resistance from employees, fear of job displacement, and lack of understanding about AI's potential benefits can impede adoption efforts.
  • Performance and Reliability: AI models may not always perform as expected in real-world environments due to factors like changing data distributions, unexpected scenarios, or adversarial attacks. Ensuring the reliability and robustness of AI systems is crucial for business applications.

 

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

The holiday shopping season has begun, and retailers are hoping for the best despite the fact consumer indicators have been painting a less than perfect picture of the weeks to come. In fact, according to Deloitte Canada’s 2023 Holiday Retail Outlook, Canadians are expected to spend at least $1,300 over the holidays representing an 11% drop from last year. 

 

But how these dire predictions will affect them in 2024 remains to be seen.

 

“I think in 2024 retailers will be facing an awful lot of pressure on inventory management and cashflows just because of the interest rate problems,” says Brad Davis, Associate Professor at Wilfrid Laurier University’s Lazaridis School of Business and Economics, who specializes in consumer behaviour and trends. “I think retailers are going to have a real deal seeking consumer base who are going to want deals, and that again cuts into their margins and can play havoc with inventory turnover.”

 

He says like the past couple of years, effective retail management will be required noting that consumers, in general, don’t really pay attention to consumer indicators.

 

“We’re not very good a judging what is a good deal or what is good value,” says Brad, noting that many consumers are very susceptible to perceived ‘sales’. “We have this whole apparatus that is designed to stimulate impulse purchasing.”

 

To encourage more in-store shopping, which has been facing turmoil as anti-theft measures and store closures detract from the customer experience, retail experts insist consumers must be provided exclusive products and deals or fun, and experiences they can’t find online. 

 

However, Brad says the true definition of what that special ‘customer experience’ is can be hard to pinpoint.

 

“Experts can never seem to quite define what this is,” he jokes, adding a positive in-store environment with expediated delivery and payments, and return policies should play a role. “We used to just call it good customer service. But for most consumers, when you talk to them about what they think is a good experience it’s ‘Can I find stuff easy?’, ‘I want to be able to check in and out fast’, ‘I don’t want salespeople bugging me unless I need help’. It’s sort of fairly basic.”

 

He says customer mapping is also something to consider, noting that online searching can lead consumers to physical stores. Industry experts often refer to the omnichannel approach where consumers may start their search in one place and make their purchase in another and encourage retailers in 2024 to learn where their audience is discovering products and where they are buying them.

 

“There is still a huge social component of shopping in a mall, particularly with younger generations,” says Brad, noting that humans still crave that ‘tactile’ physical encounter. “You have a generation of young people who is always going to gravitate to that sense of immediate gratification.”

 

He says the key for retailers going forward is to remain flexible in their approach to conducting business.

 

“Something that worked before and got you where you are now does not mean it’s going to get you where you need to go next,” says Brad. “Things are just happening so fast in multiple directions, and you have to be open to rethink and revisit what you thought was truth before.”

 

 

Released this past fall, the 6th annual RCC X Leger Holiday Shopping Survey from Retail Council of Canada (RCC) unveils the evolving shopping patterns of more than 2,500 Canadians: 

 

A few findings:

 

  • Savvy Shopping in Spotlight: Economic apprehensions, including inflation and rising living costs, weigh on many. Accordingly, 88% (vs 83% in 2022) of Canadians are turning to proactive holiday shopping tactics, most notably hunting for sales (52%), preparing in advance (41%), and adhering to a precise budget (40%).
  • Retailer Selection: To help shoppers decide which retailers to buy from this year, Canadians are prioritizing holiday sales/promotions (66%) and free shipping (55%). They are also looking for in-store exclusives (48%) and distinct online promotions (60%) to provide additional value.
  • Shopping Experiences Enhancers: In-store shopping will benefit from value bundles (26%) and product sampling (25%). Conversely, online shopping will be amplified by unique product offers and extended return policies, both at 33%.
  • Lead Spending Categories: Clothing emerges as 2023’s frontrunner, constituting 17% of the holiday budget, followed closely by home entertainment and essentials like food and alcohol grabbing 16% of the planned spend. 
  • More Gift Cards:  45% of shoppers are leaning towards purchasing gift cards for others this season, with a notable 37% of Canadians (up from 32% last year) expressing a preference for receiving gift cards over traditional presents. Dining gift cards top the charts (42%), while big-box retailers come in at 33% and food outlets register at 27%.
  • Local Shopping Upswing: Supporting local businesses this holiday has seen an increase in intent, with 82% of Canadians accentuating its importance, a leap from 74% last year.

 

Source: Canada News Wire

 

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Our Chamber of Commerce over the years has not only learned how to pivot, but how to address the concerns, issues and needs of the small and medium-sized businesses in our community.

 

The events of the last few years have only strengthened our reason for being. We not only champion small and medium-sized businesses but are a source of information, guidance, and the most powerful connector there is.

 

We have now taken that connection to a new level thanks to ‘The Link’, a place where YOU, an SME business owner/manager can source solutions in a one-stop shop atmosphere. And since this is Small Business Week (Oct. 15-21), it's very important to always remember and celebrate the contributions SMEs make to our economy.

 

For the last seven months, our Chamber has undertaken this huge project (for us). To say we’re excited is a dramatic understatement because for you, we’ve invested and created an exciting, inspirational space that will not only knock your socks off but provide a place where you can share your troubles and find connections to help you navigate those issues that sometimes surface for every business.

 

At The Link you can source HR solutions, legal forms and information, access grant writing, and discover business services of all types that help you streamline, or even eliminate operational costs, and yes, of course, we also have direct access to financial resources only for business.

 

Another aspect to this renovation project is the creation of additional meeting spaces. We can now offer two boardrooms, one that can seat more than 20 and the other between eight and 10, plus a more informal meeting space for five and a private soundproof meeting “pod” also for up to five people. As well, have casual conversation areas and provide a wonderful coffee service.

 

The Link is modern, accessible, and a great place to have a coffee and share conversation all contained in little over 2,220-square-feet of prime real estate at Highway 401 and Hespeler Road.

 

Along with this incredibly cool and unique space comes some unbeatable programming to help you and your team get onside, get ramped up, and get excited for what comes next.

 

Programming at The Link has already been released and space is very limited, so you need to get in early and make sure there is a seat for you. Our Program Manager, (Amrita Gill), is already developing new and different ways for us to connect with meaning, with passion, and as always, with inspiring ideas.

 

The doors opened Oct. 1 and we already have some committed entities ready to set up shop at The Link, but there may still be room for you and your organization. Do you serve only small and medium-sized business? If so, send me a note and maybe, if all the checkmarks are in place, we may just have a spot for you at The Link, but you need to hurry. Yes, there is a cost because we are not a “funded” organization and our support comes from our membership.

 

Speaking of membership, did you know the Cambridge Chamber of Commerce has NOT increased its membership fees in more than 25 years? Talk about an inflation stopper, wow! That is what serving business means to us. We will always find ways to support you and now we are looking for your support to continue the work we do.

 

So please share your expertise with us and book a pod at The Link, or come in and get help from organizations and businesses that are here for you. Even better, drop in and enjoy a coffee, latte, cappuccino, espresso, or my personal favourite, a mochaccino. Hey, I might even buy you one. See you soon at The Link, 750 Hespeler Rd., the Cambridge Chamber of Commerce.

 

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

A tidal wave of business ownership change is coming, and many business owners should be preparing now, urges Carson O’Neill, Managing Principal of Rincroft Inc., a Waterloo Region-based company which facilitates the sale of small and medium-sized businesses.

 

His firm has completed the sale of more than 50 family-owned businesses, many of them in Waterloo Region.

 

Carson most recently penned a book for business owners entitled The Road to Enterprise Value.

 

He confirms that most owners of Canada’s 1.2 million SMEs are now in their 50s and 60s and looking to sell their businesses over the next five years to fund their retirement.

 

“The owners are capable in running the operation. They’re down to earth, salt of the earth people and smart,” says Carson. “But most have never been down this path before. For many of them, it’s unchartered water with a lot of money on the table.”

 

Carson adds that the process is complicated and can last six to nine months.

 

“There are many issues above and beyond agreement on purchase price. Who’s going to pick up the employees? What about the future of the manufacturing facility? What about the leases? What about the intellectual property? It can be complex and multi-dimensional.”

 

As entrepreneurs, he says business owners often are often inclined do everything themselves which runs the risk of them receiving much less than what their business is worth, in turn resulting in a less comfortable ‘nest egg’ for retirement.

 

“The buyers are typically aggressive and want to get the price down,” says Carson. “They’re professional buyers, many of whom who’ve bought many businesses before, so they want to work with a business owner who unfamiliar with the process.”

 

 

To better understand the process of selling a business and some of the factors that drive business owners to sell, we discussed several questions:

 

Q. What would you recommend be the first steps a business owner should take when it comes to selling?

 

Carson: Delay if you possibly can and get the business in good shape. The business owner should step back, assess the state of the operation, and take steps to strengthen it any way possible. They should not be in a hurry to go to market; our company sometimes takes months working with owners to build the business up before the divestiture process even begins. The best defense is a good offense. Don’t go into this defensively, thinking ‘oh, we have to retire now’. You need to make sure the business is fundamentally strong to secure top dollar.

 

Q. What are some of the misconceptions a business owner may have when it comes to the process of selling?

 

Carson: Having never been through the process before, many owners think selling a business is like selling a house. The process is far more complicated and takes much longer. The valuation is far more complex, the information package is far more extensive and there are multiple conditions which need to be met before the funds are wired. Is there inherent value in the business? Does the business have unique capabilities so it can be sold? Where is the ‘secret sauce’?

 

Q. Other than impending retirement, what are some other reasons a business owner may decide to sell?

 

Carson: There are usually three other reasons: health problems with one of the owners; shareholders issues with at least one shareholder in need of cash; or the business has plateaued and is going south and that is never a good time to sell a business. Other reasons can include major players are entering the market with vast resources to spend to build market share and the owners are justifiably concerned they will have difficulty competing. They may not yet have reached retirement age, but they are concerned that the value of the business may well go down in the years ahead, so they are better off to sell now.

There is also the possibility of a pre-emptive offer. It is not uncommon for a buyer to approach an owner to buy even if the business is not being sold. This happens with very strong businesses. Sometimes millions are put forth, well over the assessed value. Owners may not have ‘planned’ to sell but many will seriously consider if the price is right.

Finally, the next generation has made it clear they have no interest in the family business. The owners may be in their late-40s with the second generation in their early-20s but that serves as a valuable wake-up call that it is inevitable the business will change ownership. With the emergence of the digital economy, at an early age, many in the next generation have absolutely no interest in ever taking ownership of the established family business.

 

Q. How has the pandemic affected the sale of businesses?

 

Carson: Not really. In the early months of the virus there was a period of adjustment, but people realized there was very little need to meet to complete the transaction. Our business did not miss a beat; actually, it got stronger. The change in ownership in Canada will continue relatively unaffected by the ebb and flow of the economy.

The reality is many owners have too much money locked in their business – they usually need it for a comfortable retirement. That has remained the primary reason why they sell, whether the pandemic is here or not. Canadian business owners are getting older. You can’t stop ‘Father Time’.

 

Q. How has the process of selling a business changed?

 

Carson: It is now more complicated due, in part because due diligence has become much more rigorous. We live in an age of increasing importance of transparency and full disclosure. No stone will be left unturned. Buyers will look at everything.

Did someone slip on the ice outside your business? What insecticides do you use on the grass and plants? Do you have an alleged harassment situation happening? If one is pending, it must be dealt with because the buyer doesn’t want any liabilities and will walk away. Due diligence and purchase agreements alone can now take three months.

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

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

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

The decision by CTV’s parent company Bell Media to abruptly end its contract with its lead national news anchor Lisa LaFlamme this past summer sparked public outcry.

 

While touting the move as a ‘business decision’, accusations of sexism and ageism surfaced after the esteemed journalist let her hair go gray brought these issues into the spotlight and has sparked much conversation in the business world.

 

“It definitely has raised awareness and discussion and debate as some companies have been doing things to promote gray hair,” says Jessie Zhan, Associate Professor, Department of Organizational Behaviour and Human Resource Management, Wilfrid Laurier University, referring to Dove Canada’s ‘keep the gray’ campaign launched in wake of LaFlamme’s dismissal.

 

As a result of the publicity surrounding LaFlamme’s departure, Helen Jowett, President and CEO of McDonald-Green, a Cambridge-based HR Consulting Firm, says that Bell Media’s decision has left many in the business world questioning things about gender and ageism, noting the sudden end of the news anchor’s contract overshadowed the fact she was not given any real opportunity to have her long career celebrated.

 

“As a sixty something female, I too was disappointed that she had not been given the same respect that her male counterparts had been afforded,” says Helen.

 

Professor Zhan’s says issues surrounding sexism and ageism in the workplace aren’t new but have probably become more noticeable because of the whole demographic shift in the workplace.

 

“The population and workforce are aging and at the same time, in the workplace different age groups and generations are working together on a day-to-day basis and that makes ageism more noticeable,” she says, noting these issues, along with racism, make up the three main issues facing many workplaces and has been working with one of her students to investigate the intersectionality of sexism and ageism.

 

“In the literature, gender and sex and age have been studied separately but they’re not separate issues,” says Professor Zhan, adding that younger men and women in today’s workplaces do not seem to represent the stereotypical interpersonal perception of those older in which men are often perceived as being more dominate while older women take a more ‘supportive’ or ‘motherly’ role in the work environment. “The younger generation really tries to protect their gender equality in the workplace or making those gender differences less noticeable.”

 

Helen agrees, adding having various generations working together can also result in valuable mentoring opportunities.

 

“Many cultures revere the wisdom of age and I’m encouraged that the young leadership demographic rising today are embodying the desire to accept the benefits of diversity in relationships.”

 

Professor Zhan says in the workplace, age is the one constant noting that every worker will age and eventually become part of another work demographic.

 

“At different ages, people will belong to different age groups throughout their work career,” she says.

 

 

How to identify potential issues in the workplace

 

When it comes to identifying potential issues surrounding sexism or ageism, Professor Zhan says awareness is always key.

 

“It can be difficult to tell a person’s attitude,” she says, adding there may be observable behaviours in the workplace that may indicate an issue exists. “Are people interested in making friends outside their age group? Do you see people from different age groups talking to one another? Do you have the sense people feel comfortable working with others from a different age group?”

 

Helen says potential signs could also include something as simple as dismissing or exclusion of input, right up to psychological bullying.

 

“Leaders must be clear about the behaviours that they themselves model, reward and tolerate.  Early detection of out of sorts relations should be addressed with empathy, understanding and encouragement to resolve conflict,” she says. “Certainly, policy and process for safe communication of escalated behaviours should be well communicated, reported and disciplined.”  

 

 

What can be done when an issue is discovered?

 

There are laws and regulations in place when it comes to gender equality, including the Employment Equity Act, Pay Equity Act, Canadian Gender Budgeting Act, and the Canada Labour Code. At the provincial level, the Ontario Human Rights Code protects people from age discrimination.

 

However, Professor Zahn says taking a good hard look at those in your workplace is the best first step before taking any further action or implementing new policies.

 

“If you spend time with your people, you will be able to tell whether those from different age groups actually want to work together,” she says, adding positive contact between intergenerational employees can reduce stereotypical perceptions.

 

Helen says encouraging and celebrating the information exchange between employees can go a long way to setting the tone for inclusivity of all people and preferences.

 

“Raising awareness of the strategic benefits of understanding differences should be spoken of often and openly,” she says. “There will always be something to be learned from someone else if we can embrace the learning offered.”  

 

And if policy changes are required, Professor Zahn says implementing age specific ones can be a benefit and could include providing training or mentorship opportunities to older employees or creating a clearer path for younger workers to switch to a role they may find more challenging and meaningful.

 

“Traditionally, when people talk about HR practices, they are age universal. People rarely talk about whether certain HR practices have the same impact for people who are younger versus older in the workplace,” she says, noting each age group values different things. “Most findings have shown age specific HR policies/practices that keep age differences in mind have a positive impact on employees.”

 

But Professor Zahn is quick to note there can be a negative side also to such policies and practices, explaining by highlighting these age differences may make some employees feel they are being treated ‘differently’ than others.

 

“It could hinder their performance or lower their self-esteem,” she says, adding there is a new stream of research being conducted highlighting benevolent sexism and racism in the workplace where ‘over accommodating’ employees can be just as harmful. “These actions and feelings are not always coming from the intention to harm.”

 

 

Are workplaces getting better at curbing sexism and ageism?

 

There is no real clear answer to this question, however, Professor Zahn says there is clearly more discussion going on centred around age in the workplace.

 

“When it comes to ageism, older people are not the only targets. Younger workers are targets as well,” she says. “They can often be perceived stereotypically as less reliable, and they may not get the opportunities to be promoted to certain advancement programs.”

 

As a result, it’s imperative to celebrate the multicultural and multigenerational perspectives found in workplaces and try to do things in different ways.

 

“Hopefully, we can value and celebrate that and enjoy the positivity,” says Professor Zahn. “The first step is always becoming aware of the problem.”

 

Helen says while most organizations are capable of recognizing differences in people’s gender, age, race, religion, ethnicity, sexual preference and many other observable differences, there are still strides to be made.

 

“Without oversimplifying, we must get better at recognizing and appreciating the strength of sameness and differences for peaceful coexistence,” she says. “Successful organizations learnt early that harnessing employee differences in a respectful way can actually be a strategic imperative resulting in improved support for their customers, suppliers and employees.”

 

 

A few steps to creating an open and equitable workplace:

  1. Public profile. It begins with simple things like the website – ensuring that photos of employees not only demonstrate racial diversity but generational diversity as well.
  2. Training and development. Training and development opportunities need to be communicated to all employees and seen as being fair to all ages and all levels. 
  3. Manager training. They often inadvertently display biases. For example, they often request younger workers as hires and seeing them as more likely to stay (false), less likely to get hurt than older workers (false), and more malleable.
  4. Promotions and new hires. Organizations must demonstrate their commitment to an age-inclusive workplace by promoting the most qualified and most capable candidates.
  5. Workplace programs. Workplace activities must be seen as inclusive, targeting all age groups,
  6. Encourage key older workers to stay past retirement. Hanging on to older and long-term employees will be vital in the talent-scarce future and organizations need to find ways to encourage their 50-plus employees to stay on and lure retired workers back.
  7. Fair downsizing. In times of business downturns or corporate takeovers, it’s often younger workers who are redeployed, while mature workers are given the stark choice of being laid off or accepting early retirement packages.

Source: Monster.ca

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

When the first students arrive for class in September at Conestoga College’s skilled trades campus, they will quickly discover a unique learning environment.

 

“It’s going to be a living lab,” says Suzanne Moyer, Conestoga Dean of Trades and Apprenticeships, describing the 322,000-square-foot state-of-the art learning facility taking shape at the former site of motorhome manufacturer Erwin Hymer on Reuter Drive. “The infrastructure is such that areas are exposed so that students can see how the building was built. You can walk into a classroom and actually see the duct work.”

 

Suzanne says the building, the first part of a multi-phase plan for the campus to house all of Conestoga’s skilled trades programs, has been designed with a very ‘open and visible’ concept towards learning with 150,000-square-feet of space dedicated to shops and labs.

 

“There are lots of windows so if you’re walking through the building, you can see what’s happening in the shops and other students can also see what’s going on,” she says, noting the campus will heighten the college’s successful approach of providing hands-on and practical learning. “Conestoga College has always been an advocate for skilled trades and in the last 15 years or so, we’ve really grown the amount of programming we have in the skilled trades.”

 

The timing for this major move couldn’t be more critical since the need for skilled trade workers only continues to increase in Canada, with a potential shortage of 60,000 workers expected by 2025. Currently, an analysis of 56 high-demand trade sectors nationwide indicates a shortage of approximately 10,000 skilled trades workers – which could be as high as 100,000 if all 250 regulated trades in Canada are considered. As well, the federal government says approximately 700,000 trade workers in Canada are likely to be retired by 2028.

 

“In part, we’re definitely responding and aware of that need both regionally, provincially and federally,” says Suzanne, noting a key goal was to consolidate the programs currently offered among the college’s seven campuses at one central location. “With that you get more efficiencies, and you also get all the students in different trades working more closely together. There are many positive things that will come out of this by having everyone located in one area.”

 

She admits there have been hurdles, including the pandemic, supply chain issues and labour disruptions, that delayed the project after Conestoga College purchased the site in 2019.

 

“But we’ve continued to adjust and amend the schedule and work our way through,” says Suzanne. “For example, our HVAC, millwrighting and electro-mechanical programs were supposed to move into the building in September but now they are going to move in next spring and be ready for students in September 2023.”

 

However, this September the new campus will become home to several of Conestoga College’s many skilled trades programs, including electrical, plumbing, machining, carpentry apprenticeship, as well as its one-year multi-trade program which allows students to sample four trades.

 

“The students are very excited because it will be a new and full-service campus,” says Suzanne, referring to the features provided which include a library, food services, counselling services, academic supports, and student success advisors.

 

She says the timeline for when the rest of the campus will be developed depends on funding. The first phase has come with a price-tag of $110 million.

 

“A lot of factors play in to all that. But we definitely have the space to grow,” says Suzanne, referring to the 42-acre site.

 

She notes the reaction from the business community has also been very positive and says Conestoga College welcomes any opportunity for partnerships.

 

“We have all kinds of opportunities to partner together. We work with organizations to make sure it is a good partnership,” says Suzanne, adding financial and in-kind donations are important but there are other ways businesses can be involved. “For those not in the financial position to donate, we have program advisory committees for every one of our programs where members of industry provide us with guidance in terms of what’s needed in industry from our graduates.”

 

She says these committees meet twice a year and provide valuable input to ensure Conestoga College is offering the best programming possible.

 

“We’re always looking for volunteers to serve on our advisory committees and work with us to ensure our graduates are industry ready.”

 

To find out more, visit Conestoga College Skilled Trade Campus.

 

Drawing supplied by WalterFedy/Moriyama & Teshima Architects

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

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.
add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

An ongoing labour shortage continues to hamper Canada’s economic recovery in wake of the pandemic.

 

In fact, recent research published by the Business Development Bank of Canada (BDC) indicates that 64% of Canadian business says labour shortages are limiting their growth.

 

The BDC also reports that 55% of Canadian entrepreneurs are struggling to hire the workers they need and as a result, must now work longer hours themselves and delay or even refuse orders they can’t fill. As well, more than a quarter say they are having a difficult time even retaining current employees.

 

This news doesn’t come as a surprise to Mike Jennings, President of the Cambridge-based digital marketing agency MoreSALES, who has been keeping close tabs on the latest trends as employers in all sectors deal with continued labour shortages.

 

“The whole interview process is reversed right now. People aren’t coming in to interview for a job, they’re interviewing the company to see if they get to hire them or not,” he says, adding those in the skilled labour category are in very high demand.

 

According to CPA (Chartered Professional Accountants) Canada, Canadians in general have changed throughout the pandemic. While some decided being locked out of work provided them with the ideal motive to retire, at least 20% of the thousands who lost their jobs have changed sectors looking for work in places that not only may pay more but provide them with opportunities for advancement.

 

“A lot has to do with the culture of the company,” says Mike, noting surveys targeting millennials shows that flexibility at work and potential opportunities for nurturing and advancement tops wage expectations in terms of importance. “I think the smarter companies get it and those that are smart hire well will do well.”

 

He says more flexibility in terms of hours and the ability to work from home is key when it comes to attracting new talent, especially parents looking to return to the workforce following paternal leaves.

 

However, Mike knows this isn’t always the case for many companies, especially those in the manufacturing sector.

 

“If you’re a machine shop you can’t be all that flexible with your hours,” he says, adding in this case having an up-to-date website is vital since potential talent will do their research before submitting a resume. “If you’re thinking of working for a company that’s progressive and is going to pay well, you’re going to look at their website. But if that website hasn’t been touched in years and there is nothing about the employment situation or the culture of the company, then you’ve got a problem.”

 

As well, while social media is a great way to promote your company or business and attract potential talent, Mike encourages companies to be very strategic in their approach.

 

“It really depends on the company. If you’re a B2B company, I wouldn’t waste a lot of time on Instagram or Facebook,” he says. “I would focus more on LinkedIn or YouTube video clips outlining what the working environment is like at your company.”

 

He says connecting your staff on LinkedIn is a great way for potential employees to get a ‘sneak peek’ at your workplace.

 

“It will give them a sense of what kind of people they could be working with,” says Mike.

 

Visit https://moresales.ca to learn more.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

The arrival of the pandemic has altered our lives in many ways, especially how business is now being conducted.

 

As more businesses and organizations look for ways to present their message to potential customers and supporters, creating quality videos should be the method near the top of their list.

 

“In light of COVID-19, we have seen the world turn to video as a lifeline not only professionally, but personally,” says expert video strategist Sheryl Plouffe. “It is the way of the future and businesses that do not integrate video will fail over the next decade.”

 

The international speaker and successful entrepreneur will share some of her valuable insight at our next YIP Growth Learning Series event that focuses on video messaging, which experts say is a great way to connect on an emotional level with your audience compared to other content.

 

“I see a lot of people watching their competition using video, taking their prospects and clients away from them because they’re not willing to face their fear or nervousness about stepping in front of the camera,” says Sheryl. “A lot of people are hanging onto a level of perfectionism that is hindering their growth.”

 

Known for using simple, yet strategic storytelling, she will share some of her best on-camera strategies to assist participants in creating polished and professional products, with an emphasis on how video messaging can benefit their business by making bigger impacts.

 

“My intent is that they’ll feel motivated to take those first few important steps towards building a video strategy that builds their platform and brand,” says Sheryl, adding she’s an ‘open book’ when it comes video. “I also consider myself a video marketing crash test dummy to some degree, so I feel like people who come to this presentation will benefit from asking me anything.”

 

Find out more by joining our session, YIP Growth Learning Series: Video Messaging, on Tuesday, April 6 from 11 a.m. to noon sponsored by Deluxe.

 

To register, visit: https://bit.ly/3smSWPY

Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Contributors

Blog Contributor Portrait
Brian Rodnick
186
February 19, 2024
show Brian 's posts
Blog Contributor Portrait
Greg Durocher
41
July 28, 2023
show Greg's posts
Blog Contributor Portrait
Canadian Chamber of Commerce
24
January 29, 2021
show Canadian Chamber's posts
Blog Contributor Portrait
Cambridge Chamber
2
March 27, 2020
show Cambridge 's posts

Latest Posts

Show All Recent Posts

Archive

Tags

Everything Manufacturing Cambridge Events Spectrum New Members Taxes Region of Waterloo The Chamber Property Taxes Government Waste Cambridge Chamber of Commerce Networking Success Di Pietro Ontario Chamber of Commerce Greg Durocher Scott Bridger Food Blog Canada Ontario Cambridge Memorial Hospital Business After Hours Discounts Member Benefits Affinity Program Web Development Visa, MasterCard, Debit Big Bold Ideas Politics Elections Municipal Provincial NDP Liberals PC Vote Majority Christmas Homeless Leadership Oil Sands Environment Rail Pipelines Keystone Canadian Oil Canadian Chamber of Commerce Small Business Next Generation Cyber Security Millennials Energy Trump Washington Polls US Congress Bresiteers Trade NAFTA Europe Economy Growth Export Minimum Wage 15 dollars Bill 148 Cost Burdens Loss of Jobs Investing Finance Canada Capital Gains Exemption Tax Proposal MIddle Class Member of Parliment Unfair Changes Small Business Tax Fairness COVID-19 Mental Health Self-isolation Social Distancing Ways to Wellbeing Education Conestoga College Online Training Business Owners Personal Growth Communicate Young Professionals Workplace Communication Stress Emotionally and Physically Animals Pets Lockdown CEWS Employee Relief Employee Benefit Cambridge 50th Anniversary Celebrating Cambridge ToBigToIgnore Small Business Week Support Local Buy Local Business Support Waterloo Kitchener YouGottaShopHereWR Responsibility Culture Workplace Antiracist Inclusion Diversity Racism Federal Election Services Autonmy Professional Salary Wages CERB Workers Jobs Guidelines Health and Safety Etiquette Fun Inperson Members Golf Tournament GolfClassic Business Business Trends Home and Garden Garden Pools Home Improvements Backyarding Renos Summer Airlines Business Travel Bad Reviews Reviews Consumers Competition Bureau Dining Out Expert Advice Outdoors Economicrecovery BBQ Vaccines Community vaccinations Conferences Virtual Visitors Sportsandrecreation Spinoff Screening Kits Tourism Trends Productivity Engagement Remote working EmploymentStandardsAct Employees Employers Policies Employment Contracts Legal Public Health Virtual Ceremonies SMEs Health Canada Prevention Rapid Screening Health Entrepreneurs Building social networks Storytelling Video The She-Covery Project Child Care Workplaces Contact Tracing Time Management Pre-Budget Modernization Canada Emergency Rent Subsidy (CERS) Budget Ontario’s Action Plan: Protect, Support, Recover Federal Government Hotels and Restaurants Alcohol Tax Freezethealcoholtax Canadian Destinations Travel Grow your business Sales and Marketing Digital Restructure Financing Structural Regulatory Alignment Technological Hardware Digital Modernization RAP (Recovery Activiation Program) Support business strong economy Shop Cambridge Shop Local #CanadaUnited Domestic Abuse Family Funerals Weddings Counselling Anxiety Pandemic Getting Back to Work UV disinfection systems Disinfection Systems