Learn more about Chamber Circles for Women and Entrepreneurs
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Procrastination, often perceived as a minor personal flaw, can have profound implications for business leaders and, by extension, their organizations. While occasional delays are natural, procrastination among leaders can undermine decision-making, erode team morale, hinder growth, and damage reputations. Leadership development consultant Andrew Leith, President of Octant Executive Advisory Group, says there are several reasons for a business leader to suddenly become a procrastinator.
“One is, ‘I’ve met my goals and I’m happy with where I’m at and have built my business to the point where I’m OK’. The second is something large has happened to impact the business – a financial issue - that has acted as a catalyst for that change. The other is sudden changes to people’s personal lives,” he says, noting the importance of having a level of transparency with employees when the business is being impacted. “Everything is two-sided coin. If I want to know what’s going on with my employees so I can better understand how to manage them, then my employees need to understand what’s going on with me so they can better manage me.” Leaders set the tone for their organizations. When leaders procrastinate, it sends a message of uncertainty and lack of commitment, which can demoralize employees. Teams rely on clear guidance and decisive actions to stay motivated and aligned with organizational goals. Persistent delays can lead to confusion, decreased trust in leadership, and reduced overall productivity. Employees may become disengaged, feeling that their efforts are unsupported or undervalued, which can increase turnover rates and disrupt organizational stability.
Struggle to inspire and guide
“I feel like businesses are much like family tables. What do we share and what don’t we share? What are these things that we hold close to our chest and what are the things we allow our employees to know?” says Andrew. “I tend to come from the far side of that which is the more transparent you are, the more as a team and a family, you’re able to work through things.”
Chronic procrastination often leads to last-minute rushes to meet deadlines, which can increase stress levels for both leaders and their teams. This heightened stress can impair cognitive functions, reducing the quality of decisions and fostering a toxic work environment. Over time, the relentless pressure to compensate for delays can contribute to burnout, diminishing a leader’s effectiveness and potentially leading to absenteeism or resignation. A burnt-out leader may struggle to inspire and guide their team, further destabilizing the organization.
There are warning signs, says Andrew, indicating when there is an issue building within a business.
“When the people who didn’t have a voice, all of a sudden are vying for a voice, that’s when I find there’s some serious turmoil within a company,” he says, adding when employees satisfied with the status quo suddenly start asking questions or look of other jobs are clear indicators there is an issue. “It’s sort of like the canary in the coal mine. It’s usually because there’s some strategic decision being made or isn’t being made that is forcing people’s hands.”
A change in personal attitude among some trusted employees or even the business leader themselves, is another sign that could indicate that something is off.
Employees can lose faith in leader
“If for years, the office has had sort of an open culture where if you were a few minutes late it wasn’t a problem and now, all of a sudden, the owner is telling everyone to pull up their socks and do this and that, it’s often an indicator that it’s actually the owner that needs to pull up their socks. They’re hyper focusing on something to draw attention away from the fact people should probably be investigating what they (leaders) are doing.”
Andrew says using the services of an outside third party can also be a good way for business leader to get a handle on the source of their penchant for procrastination. “If a leader doesn’t have the ability to be accountable for themselves, they need to create some form of support group,” he says. “Often times as leaders, it’s difficult for us to rely on internal resources because we want to be seen as the person in charge.”
Losing faith in leadership can impact employee retention, which in turn will affect the business.
“When the environment ceases to be fun, or ceases to be conducive to success, people are going to walk,” says Andrew.
Here’s some tips to overcome procrastination and boost productivity in business:
1. Understand the Root Causes Identifying why you procrastinate is the first step to overcoming it. If fear of failure is the issue, reframe your mindset to see mistakes as opportunities to learn and grow. If perfectionism is holding you back, remind yourself that progress is better than perfection. Breaking down tasks into smaller, manageable parts can also reduce feelings of being overwhelmed and help you start working.
2. Set Clear and Achievable Goals Vague or overly ambitious goals can lead to indecision and delay. Use the SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) to set your goals. For example, instead of saying, “I need to finish the project,” break it down into smaller tasks like, “I will complete the first draft of the report by Tuesday.” Clear goals provide direction and a sense of accomplishment as you tick them off.
3. Eliminate Distractions Identify and eliminate distractions in your work environment, whether it’s your phone, email notifications, or clutter. Set specific times to check emails and messages instead of constantly checking them throughout the day. Creating a dedicated workspace, even if it’s a small corner, can also help you mentally separate work from leisure, making it easier to focus.
4. Build Accountability Share your goals and deadlines with a colleague, mentor, or friend who can check in on your progress. Knowing that someone else is aware of your commitments can provide the extra push you need to stay on track. Additionally, consider using tools like project management software to track your tasks and deadlines, making it easier to stay accountable to yourself.
5. Practice Self-Compassion Procrastination is a common human experience and beating yourself up over it can create a cycle of guilt and avoidance. Instead, acknowledge the challenge, forgive yourself, and refocus on your goals. Celebrate small wins along the way to build momentum and maintain a positive attitude toward your work.
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One hundred years (plus) of economic history in our community is truly something that needs to be unpacked and we have been working hard throughout this year to capture some of those highlights over those years, even stretching back to the 1800s. Cambridge (Galt, Preston, Hespeler, and Blair) has always had a strong beat in its heart for industry. It’s not surprising since being located at the convergence of the Speed and Grand rivers where the water moves at a pace fast enough to turn mills that we quickly became a prized location to build business and community in the early days of industrialization of this country. I am sure that has been our collective “secret sauce” over the years. Our predecessors were innovators, dreamers, and action oriented. I can recall when I served on Cambridge City Council in the 1990s, walking along the Grand River on the Linear Park Trail with a senior staff member from the City discussing a ditch that ran adjacent to the river and the trail because it seemed an odd anomaly for nature to have left behind. I discovered nature wasn’t involved at all. In fact, during the early days of community building an early settler had come to Preston to find a place to build his mill operation. The Linear Park area, undeveloped, looked like the right spot to do that so he started to dig the waterway for the mill. Just as he was ready to open the ditch to the incoming water that would power the mill, his river access was denied, abruptly ending the project which, as memory serves me, was later revived in Hespeler. However, if you head out for a walk along Linear Park Trail today, you can still see the ditch, now overgrown, but still there.
Chamber history is your history
In the spring edition of our Insight Magazine, you will find some fascinating information on the building of this community and the integral part business played in that. The Chamber’s history is your history and the business community’s history tells the story of how we became who we are today. Innovation, determination, dedication, and a love for our community have always been the driving force behind our Chamber of Commerce. When we look around our community, we see evidence of our impact on the world. For instance, IMAX creator Graeme Ferguson was a Galt Collegiate Institute grad, and one of his partners Robert Kerr, former owner of Kerr-Progress Printing Company was mayor of Galt, and later Cambridge. Also, Cambridge-based Heroux-Devtek Manufacturing built the landing gear for the Apollo Lunar Module that landed on the moon. As well, COM DEV (now Honeywell) developed a spinoff company called exactEarth Ltd. (now Spire) that monitors all the shipping traffic in the world via low earth orbiting satellites which were built right here in Cambridge. That same company is also responsible for developing the key equipment on the James Webb Telescope which now allows us to see back in time to “first light”. These are just a few of countless others who are changing our world for the better, every single day. The Chamber solidified its purpose for existing through the pandemic, amplifying its dutiful responsibility for ensuring the voices of business are always heard and that economic vitality remains our No. 1 priority. We have always insisted the community’s problems become our problems to solve, and that we connect the community to those who can develop, provide, and inspire solutions that champion economic growth.
Test kits helped businesses
During the pandemic, even the Federal Government couldn’t figure out how to distribute COVID test kits to small businesses, that is until they mentioned their troubles to me. On a cold Saturday in March of 2021, I suggested to the Assistant Deputy Minister on the phone that the Chamber of Commerce could get them out faster than anyone, and we would be happy to help. Within a couple of weeks, we had thousands of rapid screening kits piled up at our Hesepler Road office and within a month, every Chamber of Commerce in Canada was distributing the kits to small and medium-sized businesses from coast to coast. Locally, we distributed about 1.5 million kits, and collectively Canadian Chambers of Commerce distributed more than 15 million. These kits not only assisted businesses stay open despite a tight regulatory environment but helped keep workplaces safe and employees feeling safe at work, which in turn saved lives. The Chamber is the place to turn when problems require solutions, where things need to get done, and where momentum must be forward moving. That is what we do day in and day out, and that is what we’ve done for the past century on your behalf, always keeping you in mind and community in our heart. We are just celebrating now the impact we’ve had in the past 100 years, which serves as a reminder that we have lots of work to do. The next 100 years begins right now!
- Cambridge Chamber of Commerce President & CEO Greg Durocher |
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This blog represents the second part of a two-part series on protecting your business.
Operating a business is difficult enough in the current climate, especially as business leaders navigate ongoing economic, labour and supply chain issues.
As a result, keeping their businesses secure and safe from potential criminal threats may not be front and centre, suggests John Burdett, President of Seamless Security Inc. in Cambridge.
“Times are difficult for everybody and there are cost pressures for everybody,” he says. “Security is typically not the first thing people want to spend money on, but at some point, if people are calling me, they realize they do have a need for it.”
That need appears to be becoming more apparent, taking into consideration local crime statistics. According to the Waterloo Region Police Service (WRPS), since January 2023 to the start of December 2023, officers responded to 21 reports of robberies at commercial properties – not including banks or financial businesses – and 338 reports of commercial property thefts, excluding shoplifting incidents. The WRPS’ 2022 annual report indicates a total of 286 robberies.
At the Chamber’s Conversations That Matter lunch Jan. 25 at Tapestry Hall (Tap Room), former Waterloo Region police chief Bryan Larkin, now Deputy Commissioner, Specialized Policing Services RCMP, will discuss the impact crime rates have on the local business community.
“Many of my clients are larger warehouse and distribution facilities, but I’m seeing the issues with them going down and issues with smaller businesses going up,” says John. “There seems to be less internal theft issues and a lot more external theft issues happening these days.”
But when it comes to security systems for smaller businesses, he recommends operators may wish to start small.
“You really want to know how you’re going to use your security system, especially if you don’t have one already,” says John, adding having an expandable system is a good course of action. “You can always add to it later if you have the right system in place. People don’t have to necessarily spend the bank on their system. But, if you have millions of dollars of inventory to protect, you’re probably going to spend a bit more.”
He says deterrence is a key factor for many businesses when it comes to selecting a security system.
“Anything to try and get that person to ‘move on’ before they commit the crime is going to be the optimum outcome,” says John, explaining he works closely with potential clients to determine their specific needs. “A few tweaks to what you already have may be sufficient to achieve your goals. It depends on the issues you’re trying to combat.”
That ‘tweak’ could also include procedural changes to the way a business operates which he says could minimize the threat of potential losses.
“What do you keep on site? What is visible from the window? What type of lighting do you have? There are all sorts of these types of factors that come into play,” says John, adding a theft may be less detrimental to the business compared to the after-effects. “A business could be out of business for a couple of days while they replace windows, or if their point-of-sale systems have been smashed. This could have a bigger financial impact on the business than the actual theft itself.”
Security tips for businesses
1. Check Doors and Windows Consider installing doors made from reinforced wood or steel. If your doors are made from glass, roll-down safety gates may be an option. You could also consider reinforcing frames with metal plates and reinforced strike boxes. If you have a room where a safe or other valuables are stored, consider investing in stronger interior doors for these areas.
?2. Upgrade to Smart Locks For an added alarm system, smart locks can help as a measure for improved access control. As an additional benefit, smart locks can keep access records, so you know who is accessing which door at different times.
3. Install Alarm Cameras With strategically placed cameras, you can capture important evidence against potential shoplifters, violent criminals, vandals, burglars, and employees that may commit crimes. Also, CCTV cameras offer considerable value because they are one of the most effective crime deterrents.
4. Manage Valuable Assets You could rethink your practices when it comes to handling cash. When you consider expensive equipment or high-value inventory, you need to think about how you store these items and anything of exceptional value should be kept out of sight from the windows when the business is closed.
5. Improve Exterior Lighting Consider adding lights in areas that are dark and make sure your side and back exits are well lit. Installing motion lights in areas that do not see much traffic may also help. Smart lights can mimic the activity of an occupied structure, and this will give burglars the impression that there are people there when the building is empty.
6. Nightly Safety Protocols Set a specific routine for closing time and teach it to any employee who may need to close the business for the night. Your nightly safety protocols should consist of checking and locking all doors and windows, securing valuable assets, checking different areas of the property for small business security issues, setting the wireless alarm, and more.
7. Install Affordable Alarm Systems Even if your business already has an alarm system, you may want to consider its age. Surveillance system technology has come a long way in the last few years, and there could be significant benefits to upgrading to a smart alarm system that is customized for the needs of your business
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With concerns about the pandemic now in the past, how is the 2023 summer tourism season shaping up?
According to a report by the Ontario Chamber of Commerce and the Tourism Industry Association of Ontario released in December of 2022, it was stated that the province’s tourism industry was not fully expected to recover from the pandemic until 2025.
We reached out to Explore Waterloo Region CEO Michele Saran to get a sense of what the summer tourism season may be bring locally:
Q. How much does tourism contribute to our local economy?
A. Tourism is big business. Over 5 million visitors come to our region annually, injecting more than 557M into the economy. Tourism is also a catalyst for trade. People may come to our area for a staycation, sporting event or a business meeting and may like what they see and choose to move here, invest here, or send their kids to school at one of our fabulous academic institutions. Places that are great for visitors are also great for residents. Everyone wants to live in a place with wonderful restaurants, retail, and attractions as well as nature.
Q. What is your prediction for the summer tourism season in Waterloo Region? Better than last year?
A. I predict Waterloo Region will have a strong summer season in 2023 surpassing 2022. It seems that any lingering concerns about COVID are now mostly gone, and Explore Waterloo Region is launching our promotional campaign as early as possible this year. Many people are looking for getaway options closer to home considering inflation etc. Given a full 96% of visitors to the Region are from other parts of Ontario, we should be in a good position.
Q. What is the driving factor for people to get out and explore this summer?
A. For 2023, there is still incredible pent-up demand for travel after the pandemic but the driving factor about destination selection is affordability. People want to get out and have fun, authentic experiences but cost may force many to explore options closer to home. Luckily, we have those kinds of experiences in abundance in Waterloo Region!
Q. Are ‘staycations’ still as popular or are people ready to explore even further this year?
A. Search analytics show people are definitely ready to travel internationally but the high cost of air travel and media reports of airport congestion and other challenges are mitigating factors when it comes to actually booking. “Staycations” are always popular with our target market in Ontario. Easy getaways that are close to home and affordable.
Q. Do labour shortages continue to persist in the hospitality and tourism industry and if so, will it have an impact this summer?
A. There are 80% more job openings in our sector now than in 2019. In fact, of the almost 2000 open positions in Waterloo Region in Q1 of 2023, almost half were tourism related. That said, our industry is nothing if not adaptable and resilient. Businesses may have to modify their opening hour and job duties may shift to encompass a broader array of tasks, but everyone is motivated to take advantage of the pandemic winding down.
Q. What are people looking for this year when it comes to spending money on tourism, considering the higher cost of living?
A. People are leaning into the idea of the “road trip” with friends or family to save money which is exactly how we are marketing to the GTA. We are positioning Waterloo Region as the ultimate road trip destination with something for everyone. Cities on the edge on the nature; authentic cultural experiences and incredible farm-to-fork, culinary options.
Q. How has Explore Waterloo Region been preparing for the 2023 summer season?
A. All throughout 2022 Explore Waterloo Region has been actively working on product development. We have been looking to leverage our tourism icons and create packages that will make people want to stay longer in our area and spend more. This year we will offer some incredible experiences on the Grand River that feature overnight luxury glamping and indigenous-themed feasts; we have another package that celebrates our amazing “farm to fork” culinary offerings where one can have an al fresco dining experience in a beautiful orchard; there will also be a curated Oktoberfest experience that allows one to really see the best of the best of that festival and it includes a luxury hotel stay. All these experiences will be marketed on www.explorewaterloo.ca and via our aforementioned “road trip” campaign on our social channels. In terms of our efforts in Business Events and Sport hosting, we always encourage delegates to add on a leisure visit pre or post to make the most of their time in Waterloo Region.
Q. What are a few of the ‘must see’ attractions in our Region this summer?
A. There are so many options for people this summer! Of course, all our annual festivals are back – Uptown Waterloo Jazz Festival, Bluesfest, the Waterloo Busker Carnival and Downtown Kitchener and Cambridge both have Ribfests -to name just a few! For those that want to get outside and be active, there are some wonderful opportunities to Canoe the Grand with Grand River Experiences or explore on horseback. We also have over 500 km of trails in the Region. One can hike or cycle them. Explore Waterloo Region has partnered with Zeitspace on a new cycling app that is hyper-local and will let you plan your route by level of difficulty. It also layers on all the bike-friendly, certified businesses along the way! Canada Day offers up the Stihl Timbersports Rookie Championships at Bingemans and Cambridge is celebrating its 50th anniversary at the “Cambridge Celebrates Canada Day” event. For those seeking a bit of culture, The Neebing Art Fair will be returning to Bingemans showcasing incredible indigenous art. Of course, St. Jacobs always has something going on and it’s a great launching point to get out and do a farm gate tour through the townships to buy the best in local produce and get a sense of our wonderful Mennonite community. People can always check out our events calendar at www.explorewaterloo.ca for more detail and options.
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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:
“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:
“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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While COVID-19 has created a uniquely difficult situation for Ontario’s municipalities, it has also exposed areas to improve municipal fiscal governance.
Local governments do not have the fiscal autonomy they need to make them competitive and maintaining the status quo could be devastating for communities in a post-COVID economic recovery. The impact of the virus and the resultant public health measures have meant that most municipalities are seeing a decline in revenue and increase in expenditures.
In response, as all levels of government look to balance debt and deficits while protecting the well-being of our communities, the Ontario Chamber of Commerce (OCC) released its latest report, Better Budgets: Bolstering the Fiscal Resilience of Ontario’s Municipalities, which identifies 14 recommendations for both the Province and municipalities which can bring immediate and long-term relief to communities across Ontario.
“Municipalities in Ontario are facing a triple threat this year: an ongoing pandemic that has been devastating to local economies, reduced revenue from closed or limited services, and increased spending on public health and human services. The Financial Accountability Office estimates the pandemic will collectively cost municipalities $2.7 billion in 2021, on top of the expected $4.1 billion impact of 2020,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “In Budget 2021, the Government of Ontario committed to a long‐term economic growth plan. It is imperative public policymakers do everything they can do to ensure communities like ours do not get left behind in recovery.”
During the June 28 edition of our Chamber Chat, Cambridge City Manager David Calder and CFO Sheryl Ayres took a closer at the report and provided some great insight on the merits and viability of some of these recommendations, while identifying misconceptions relating to others.
“I commend the Ontario Chamber of Commerce on their work on Better Budgets,” said David, adding the report contained some ‘old chestnuts’ municipalities having been trying to change for many years when it comes managing finances. “It’s a good variety. Some we can support and some that might not be as supportable.”
Greg said for many years there has been ongoing discussion centred on the ‘restrictiveness’ of municipalities’ ability to raise revenue, noting changes are clearly needed, especially when it comes to Ontario’s property tax system.
“We have to undue to the system so to speak and make sure taxes are applied appropriately,” he said.
Sheryl agreed the current property tax system, which has been in place since the 1990s, is need of a full review. “In doing that, they also need to look at other revenue tools that municipalities can use in addition to property taxes,” she said, noting that 91% of tax dollars go to the Provincial and Federal governments, leaving the remainder for municipalities. “Yet, we’ve got the greatest portion of expenses related to the assets that we own, and we are closer to the people in terms of the local services we provide. I believe we need a comprehensive review of the whole tax system and how it’s allocated across three levels of government, ensuring there is transparency and equity in how the funds are raised from the residents of Canada.”
David said the downloading of services to municipalities is an important issue that needs to be addressed.
“We need to review who should be providing what services and whether there are ways to be more cost efficient in the supply of those services,” he said. “It’s a very complex conversation but one that needs to take place.” David said municipalities have been looking for ways to be more autonomous for many years in effort to make better decisions at the local level. “We’ve got to figure out where do we want to be in that spectrum,” he said. “There needs to be discussion around trying to make sure we control our delivery a little bit where appropriate.”
The OCC report agrees and states the Ontario’s post-pandemic recovery and long-term success will depend heavily on unleashing the economic potential of its municipalities.
“Given that local governments in Ontario cannot run budget deficits, their current options for fiscal sustainability are limited to tax increases, service cuts, and the use of reserves,” said Claudia Dessanti, Senior Manager, Policy of the OCC. “Now is the time for municipalities and the province to explore alternative means of achieving fiscal sustainability.”
Key recommendations outlined in the report include: Undertake a comprehensive and forward-looking review of Ontario’s property tax system to ensure the system is more equitable, efficient, and predictable for businesses.
The OCC report was created in partnership with KPMG Canada. Read the report.
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On a warm summer day, the patio at Thirteen in downtown Cambridge is a popular spot.
The pedestrian-friendly space created by the temporary closure of Main Street between Water Street South and Ainslie Street North has enabled the restaurant and its neighbouring eateries to create an inviting atmosphere for residents and visitors as Ontario’s reopening continues in wake of the pandemic.
But despite this great potential, Thirteen co-owner Matt Rolleman has only been able to operate the restaurant five days a week due to a staffing shortage.
“The staff we have is great and they’ve worked so hard, but I would have to put everyone into overtime all the time if we wanted to remain open seven days a week,” he says. “Right now, we don’t use our second-floor restaurant at all. We definitely don’t have the staff for that.”
He’s not alone. Many industries – from construction to manufacturing to hospitality – are having difficulty finding workers.
According to Statistics Canada, as reported by the Financial Post in early June, an estimated 632,700 positions – approximately 4.1% of jobs in Canada - were vacant in March. This translates, according to the article, approximately 100 basis points higher than pre-pandemic levels.
Matt says by the fall his ultimate hope is to be able to run the restaurant at pre-COVID-19 levels.
“But it’s going to be a struggle,” he admits, adding while searching the job site Indeed Canada looking for staff, he’s noticed many people working in local restaurants seeking opportunities in other establishments.
“There’s been a lot of upheaval. Some people who’ve been out of the restaurant industry for the past year have decided they are not coming back and that’s just the way it is.”
Canadian Tire owner Kerry Leroux has also found himself facing a few hurdles when it comes to finding employees.
“We are in a constant state of hiring. We’re always looking for people,” he says. “You’re also in a constant state of training as well which makes it very difficult on the other staff, so we have to get them trained as quickly as possible.”
He says some retail businesses will put new employees right to work on the floor with virtually no training which is something he doesn’t do at his store which usually employs about 150 workers (about 40% of whom are full time).
“That’s really not fair to the employee or the customers when you do that,” says Kerry, adding this is the first time he’s experienced an employment situation like this since taking over the operation of the Pinebush Road store 10 years ago.
Like many, he finds it difficult to understand why there are so many job vacancies, considering Canada’s unemployment rate in May was 8.2% which translated in the loss of 68,000 jobs.
But Brendon Bernard, a senior economist at Indeed Canada Corp., was quoted in the Financial Post explaining that the natural push and pull between the number of people seeking employment and available jobs has been thrown into turmoil by the pandemic.
Factors in this ‘upheaval’, according to the article, include a spike in demand for products and services in sectors that were already struggling to find qualified workers and potential health risks frontline workers face being exposed to COVID-19.
Couple these factors with enhanced employment benefits from the federal government, such as the Canada Emergency Response Benefit (CERB), and the pressure has been reduced for people when it comes taking what are considered as lower-paid jobs.
“Once the CERB was announced by the Feds that really slowed down the number of people applying for jobs,” says Kerry, noting that providing the benefit to students during January and February which are the slowest months in the retail business also didn’t help “It made no sense at that time of the year for the government to hand over $500 a week to a student living at home,” he says, adding the money might have had more impact if it had been directed towards their education costs instead. “I think they (government) looked at it in the wrong way.”
For Mehrzad Salkhordeh, part owner of dB Noise Reductions Inc., a Cambridge-based engineering company that offers a variety of noise reduction solutions, he says the CERB has made it difficult for many small businesses.
“I think for the younger generation - not to stereotype or categorize – it won’t hit them until it hits them,” he says, adding the tax implications of collecting the benefit will eventually be felt. “When they do their taxes next year, they will see the impact and then they will start looking for opportunities. For them, I think next year is going to be wake-up call.”
Currently, he too has had trouble filling positions and says ongoing border closures has resulted in fewer qualified immigrants entering the workforce as well as international students from taking part time jobs in many sectors. “I’m hoping with the vaccinations and with better progress we seem to be having with COVID-19 that things will go back to being a bit more normal,” says Mehrzad, adding there is a need now for the government to motivate and accommodate small businesses.
He says offering higher wages seems like an easy fix but doing so will quickly impact the bottom line for most small businesses.
“I think $20 an hour is a pretty good starting point for someone with no experience who is starting fresh. But I know you can’t live off $40,000 a year and feed a family and pay rent,” he says. “As a person I understand that. But as an employer, if I want to pay this person $25 an hour, I must raise my pricing and servicing and will not be able to maintain the business.”
Kerry says offering incentives – such as profit sharing and good benefits - and promoting how his store is ‘different’ from other retailers is imperative when it comes to finding workers.
“There’s a lot of jobs out there and people are coming in with very specific questions on what this job can do for me, and that’s fair,” he says. “I want them to ask those questions because I want them to see the differences between one or the other.”
Matt agrees finding the right person is vital but says even without CERB, which is scheduled to end on September 25, hiring workers will remain difficult taking into account new and larger employers in our Region, such as the suspected Amazon facility in the works near Blair.
“These opportunities are great and will employ a lot of people in terms of secure jobs. But I look at them as an opportunity for me to lose some staff,” he says, adding at his restaurant COVID-19 fears have lessened among staff due to ongoing and strict safety protocols. “There’s enough going on in Kitchener-Waterloo and Cambridge right now so if someone wants to leave a job and find another job, they can do it relatively quickly depending on what they are looking for.”
According to Statistics Canada in March:
Source: Financial Post |
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Having employees return to the workplace will be a welcomed sign for many as an indication the worst days of the pandemic may finally be behind us.
But that return will be accompanied by questions and concerns as businesses and their staff learn to navigate what is likely going to be a very different work environment – both professionally and personally - compared to the one they left in March 2020.
“There are a lot of employers and HR people who right now are putting together some policies and codes of conduct for their workplace,” says Julie Blais Comeau, Chief Etiquette Officer at Etiquettejulie.com, explaining that these guidelines will be imperative for employees. “At first, generally speaking, we’re all going to follow our employers’ guidelines.”
But outside of these guidelines there will be the personal interactions with both co-workers and clients, many of whom returning employees may not have seen in-person since the start of the pandemic.
In terms of these interactions, various safety protocols we’ve all lived with for the past year and half – wearing masks and staying socially distanced – will likely remain at the forefront of our minds when we once again are face-to-face with others.
“Before asking any questions or displaying certain behaviours, you’re going to think back to your relationship with that person from before,” says Julie, suggesting approaching from the perspective of ‘friend or foe’. “You’re going to want to switch that lens 180 degrees and approach them from an empathic perspective. How do you feel that person perceives you?” She recommends letting a person’s body language guide you, noting that 55% of communication is based on body language and that tone and pitch of the voice make up the remainder.
“Make sure that whatever you’re going to do or say will be perceived in a positive manner,” says Julie. “There will be nothing wrong with saying, ‘I’m so glad to see you again – how are you?’. And then wait and observe the visual cues.”
She says taking the cues from the person you’re interacting with is very important, noting that in some cultures personal health issues are not something that is shared, while others may prefer to keep their mental and physical health status private.
“If you’re going to ask questions then ask yourself why are you asking? Are you generally concerned or being cautious for yourself or is it just curiosity?” says Julie, adding being ‘nosy’ is not a valid reason. “What is the context of why I’m asking and what could be the consequences if it’s not interpreted well?” When it comes to sharing one’s vaccination status, she says it’s OK to volunteer your status if you are comfortable with that person but that others may not feel the same.
“Some people don’t want to say because they’re afraid of confrontation and afraid the other person is going to lobby for them to get vaccinated,” says Julie, noting there are many reasons why a person may choose not to be vaccinated. “I think we have to be very benevolent and respectful for the people who don’t want to.”
Questions surrounding vaccinations and how employers must handle this issue is a key concern right now says Victoria Vati, Account Manager at Peninsula Canada. The company provides a variety of services pertaining to human resources and health and safety.
“Each individual workplace has a number of staff all of whom will have a different level of understanding and different opinions,” says Victoria, noting ensuring staff remains safe but also feels secure are top priorities when it comes to implementing workplace guidelines and policies.
She says her company has been providing the latest information regarding the vaccines to ensure its employees have the education they need to make informed choices. Also, she says some companies may even provide a day off for employees to get their vaccinations.
“Finding a balance that works not only for your industry but for your staff will be the most important thing,” she says. “Not every business has the luxury of having employees work from home. You need to find a good balance that meets health and safety requirements but doesn’t infringe on anyone’s human rights.”
She says screening and contact tracing will continue to be very important, as well providing things such as hand sanitizer and even wearing masks.
“You can still argue right now masks are mandatory and must be worn in common areas, especially when social distancing rules cannot be applied,” says Victoria, adding businesses can insist masks continue to be worn even if they are no longer mandatory in public places.
She says ensuring employees are aware of the health and safety policies that are in place is vital through signage and written communications.
“If you don’t have it in writing, it doesn’t really exist,” says Victoria, referring to guidelines and polices.
She says the pandemic may have provided businesses with a unique opportunity.
“Let’s try to come out of this with new ideas and a bright fresh start; it’s kind of having hit the reset button,” says Victoria.
Julie agrees and says etiquette is also constantly evolving.
“We observe with this great microscope what is commonly agreed upon as to what is acceptable for a large group of us versus another,” she says, referring to etiquette experts like herself. “Society dictates what is appropriate.”
For more information, please visit Peninsula Canada or Etiquettejulie.com.
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The pandemic has created many new shifts, especially when it comes to how millions of Canadians now spend a typical workday.
Even before this latest provincial stay-at-home order took effect April 8 requiring all those who can work from home to stay there, a recent Labour Force Survey indicated that 3.1 million Canadians were already working from home temporarily due to COVID-19 as of February 2021.
And for those working in their home office - which can translate into a spare room, the kitchen table or even the couch- trying to stay healthy can be difficult, especially when it comes to nourishment and physical activity.
“I think some people are working extra hard at home. They’re not having separation of home and work and don’t stop to eat, so they’re not nourishing themselves as well as they should be,” says Janet Jacks, founder of the highly successful Ontario-based organic food and supplement retailer Goodness Me! Natural Food Market. “And other people, because the food is nearby and there are little breaks, they go and grab something and are snacking a lot.”
Janet says there has been a shift from the when the pandemic began, and Ontario went into its first lockdown in March of last year.
“In the beginning, people were so anxious to eat well and improve. I really sense that people took an interest in eating better food,” she says, noting the popularity of the home baking trend last year. “But I feel like people are tired and although in their mind they know they want to eat better; they just feel like it’s not always easy.”
Shane Gray, owner of Rio Nectar Eatery in Cambridge and Guelph, agrees and says many people are even busier at home, whether with work or new hobbies, so eating healthy doesn’t appear to be an option.
“People are still grabbing fast food and choosing less healthy options because I’m also finding we’re getting fatigued quicker,” he says, adding the pandemic has left many feeling unbalanced. “As human beings, we need balance and we’re all off balance right now.”
That’s why scheduling is so important, says Ashley Viljoen, Regional Manager for Anytime Fitness.
“First and foremost, the best advice I can give someone is stick to a schedule just like you would on a workday,” he says. “If you normally work to 9 to 5, make sure you work 9 to 5. If you used to go to the gym from 5:30 p.m. to 6:30 p.m., still make the time to get out and exercise and be active during that time.”
To ensure its members remain connected, Anytime Fitness has been offering online coaching to encourage them to keep up with their routines and stay in the best physical shape they can be, especially with the threat of COVID-19 variances.
“We have a team of coaches that look after them and provide them with online workouts,” says Ashley, explaining it was something the company was looking at prior to the pandemic and expects will continue. “We’re trying to find a market that’s going to accommodate everyone at the end of the day.”
He says working out a home doesn’t require a great deal of equipment or space. “You don’t need a whole apartment to enable you to do a workout,” says Ashely, noting even canvas shopping bags and water bottles or cans that can be adjusted for weight can work for an ‘at home’ training session. “All our workouts that we’ve based it on have been based on functional body weights and exercises.”
Staying active, says Shane, who is a parttime paramedic and fitness enthusiast, is vital and urges people to get out of their home office and move around. “Go for a quick walk, do something,” he says. “It’s not just important for your physical health but overall mental health.”
But when it comes to eating, Shane suggests prepping meals ahead of time using non-processed meats like chicken or beef that can be quickly heated up is a great option during a busy workday.
“Most meals when you prep them can sit for about three days in the fridge, so now you’ve got something there you can throw in the microwave and eat,” he says, adding eating ‘clean food’ is important for a healthy lifestyle.
Janet, who opened her first store in 1981, couldn’t agree more and says eating healthy will manifest itself into being more productive at work.
10 pieces of advice from Janet Jacks regarding healthier eating while working at home:
1. Create a hydration plan. “When we are thirsty, we tend to sometimes misinterpret that as hunger and we’re eating when our body is really saying please drink something.” She recommends keeping a container of green tea or ginger tea, or even lemon water around. Also, if water is too ‘boring’ try throwing in some cucumber slices. She says ginger tea is especially cleansing and very detoxifying. “Whatever it might be, we need a plan to keep us hydrated because will be more clear-minded and have more energy and our body will work better.”
2. Watch what you put in your grocery cart. “When you’re shopping, stock up on real food options, use fresh whole foods.” This includes things like raw cheeses, avocados, nuts, olives, easy vegetables, Bok choy, naturally fermented pickles, tuna and salmon. She recommends sauteing some Bok choy or cabbage in a frying pan for a few minutes and enjoying it with a plate of vegetables is a quick and easy lunch.
3. Plan for leftovers. “Some people are great at using leftovers, and others will see them languish at the back of the fridge and they will end up being thrown out. I think you should even plan for it.” She says leftovers quite often are good for one person, which is great for lunch. She suggests cooking some hearty crockpot or Instant Pot meals that will provide leftovers. Or at dinner, she says cook extra vegetables so you will have some left for lunch the next day. “You can eat these things cold and they are very good, or you could warm them up quickly.”
4. Keep boiled eggs handy. “Just have some in a bowl in the fridge. They’re so hearty and so healthy. All you need is a little bit of salt and you’re good to go. They’re great for snacking or lunch.” Also, she says they provide a great source of protein.
5. Make or buy soup. “I know we’re coming into warmer weather, but a pot of soup is like planned leftovers. Having a big pot of soup in the fridge actually improves with sitting and you can just take out what you need. It’s so fast and hearty. What’s not to like?”
6. Each meal should have balance. “Every time you eat, try to avoid grabbing a cookie and think about I need protein and fat and some kind of vegetable. If I’m going to eat a cookie, it could for dessert as part of that meal.” She refers to this thinking as foundational nutrition and says meal portions are not as important as balance.
7. Utilize flexible hours. “We have these flexible hours which are a great way to try intermittent fasting. It can be a very healthy mechanism. You eat your meals within a more compact window, rather than spread out.” She compares this to the way farmers eat breakfast after they finish their morning chores, suggesting people who work at home could eat their first meal later in the morning after they start work leaving only a few hours before they consume dinner. As a result, she says if they don’t snack in the evening, they could wind up with at least 10 hours or more between their next meal. “That way you give your body more chance to use what you’ve eaten and process everything. Often people feel better when they do this.”
8. When you eat, just eat. Janet says taking the time while eating to stop and savour your food, is important for digestion.
“You allow your digestion to have more power. Take a breath and enjoy the colours and the flavours of your food. Sometimes we eat and don’t even know what we just ate.”
9. Focus on food with a function. “Food should taste delicious, but also have a function in the body. Think about food as nourishment that lowers stress or builds immunity, or soothes and restores and rebuilds your digestive system, or keeps inflammation at bay because that’s the root of disease.” She says knowing what foods can help your body is important. “When you’re shopping, rethink food. Respect food and while eating it, think this is taking care of my body while I’m enjoying it.”
10. Remember and recall. “Quality food speaks volumes, and you can feel the difference.”
For more information or tips, visit https://goodnessme.ca, https://rionectar.ca and https://anytimefitness.com |
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The arrival of a third provincial shutdown could spell even more trouble to the food services sector, which has already been dealt a harsh blow since the pandemic began more than a year ago.
According to a Statistic Canada survey (full survey: https://bit.ly/3t2CvbK) conducted from January to February of this year and released in March, nearly three-fifths (56.6%) of food services and drinking places were already anticipating their profits to drop between January and May of 2021 - even before this latest shutdown - compared to just over two-fifths (41.8%) of all businesses. Tack these numbers on to the four-fifths (86.5%) of these businesses which already experienced a drop in revenue in 2020 compared to three-fifths (60.5%) of all businesses and it’s easy to see why those in this sector are feeling very frustrated.
For Matt Rolleman, co-owner of Thirteen at the corner of Water and Main streets in Galt, learning to adapt to the roller-coaster of rules contained within the provincial COVID-19 Response Framework has been an ongoing challenge for him and others in the food services sector.
“You don’t really plan for that,” he said, referring to the ‘up and down’ restrictions. “That’s been our biggest disappointment.”
During the first lockdown last year, Matt said like many restaurants he was left with an abundant of product and nowhere to sell it. This included 22 kegs of beer which had been tapped and could no longer be sold.
Like many other restaurant operators, he donated food to those in need in the community and had no choice but to dump the beer.
“Since then, we’ve been more cautious when we bring in products,” he said, noting the introduction of a scaled-down menu which had been slowly increasing after the second lockdown ended in mid-February and Waterloo Region went into the ‘Red Zone’ allowing a maximum of 10 diners inside.
In an interview just prior to this latest shutdown, Matt said he had brought back some additional staff and that a few above-seasonal days resulted in patrons enjoying the outdoors on Thirteen’s patio Main Street. In fact, he’s made an application to increase the restaurant’s patio along the Water Street side of the building.
“Even being open in the modified Red Zone and business was good on the weekend,” he said, noting that patio season really won’t ramp up until the end of June.
Add in takeout sales, something Matt said Thirteen did very little of before COVID-19, and he was seeing sales of up to 40% to 45% on a ‘good day’ of what he would have made prior to the pandemic.
“But from that perspective, our business model wasn’t generated on the idea that we were going to do 50% to 55% less sales,” he said, adding utilizing the various support programs, such as the Canada Emergency Wage Subsidy (CEWS) and the Ontario Small Business Support Grant, are imperative to small business operators.
“If there were no wage subsidies, we’d probably wouldn’t have re-opened, or we would have just been doing takeout at a very basic level because it just wouldn’t be worth it.”
The survey shows that at their current level of revenue and expenditures, more than half (51.2%) of food services and drinking places are unsure how long they can continue operating.
Fortunately, Matt said owning the building that houses the restaurant has helped but that many others are not in the same boat.
“If I was a restaurant owner that had this much space that I was paying rent for I may have may have packed up my bags and went home for a while,” he said, adding that having cashflow on a busy day is helpful when it comes to paying the bills.
“But the grant program (Small Business Support Grant) is crucial for us when we decide to increase our inventory and want to bring back more staff,” said Matt.
He recommends SMEs like himself utilize as much government support as possible. “Just throw stuff at the wall and see what sticks,” he said. “If you truly need it to help your business survive, then get at it. We’re all going to be paying it back anyways.”
Matt, who describes himself as a realist, said he remains confident in his business but admits it’s difficult for him and his staff to stay optimistic, especially when it comes to dealing with the COVID-19 safety protocols in addition to their regular work duties.
“I think they’re just getting worn down,” he said, adding even seeing the framework return to the ‘Orange’ or ‘Yellow’ zones would boost morale.
“I would love to see the Drayton theatre (Hamilton Family Theatre) open again but am not sure how that’s going to happen. It’s such a vital part of the downtown core just to bring people in.”
But in the meantime, Matt said he finds hope in seeing more people being vaccinated and remains passionate about running his own business, which includes pitching in to help his staff as much as he can.
“You need to go back to your grassroots of what you can do,” he said. “If that means I’m sweeping the floor and washing dishes, that’s life. It’s not necessarily where I saw myself being, but that’s what you do to keep your business alive if you truly believe in your business.”
StatsCan survey at a glance:
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Brian Rodnick 222 November 28, 2024 |
Greg Durocher 41 July 28, 2023 |
Canadian Chamber of Commerce 24 January 29, 2021 |
Cambridge Chamber 2 March 27, 2020 |