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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

Following a barrage of pandemic lockdowns and closures, restaurants in Canada are still not out of the woods, despite the fact mask mandates have long since been lifted and life has seemingly returned to ‘normal’.

According to a recent report from Restaurants Canada, over the past year restaurant closures have outpaced openings by 43% and inflation-adjusted food service sales will be around 11% below 2019 levels by the end of this year. The report also indicates traffic in full-service outlets is down nine per cent, and approximately down five per cent for quick service ones. However, according to the report sales could still surpass the $100 billion mark, which is encouraging.

But getting to that level could be difficult say restaurant owners, taking into consideration ongoing labour shortages and supply chain issues.

“If I were to sum up state of the industry in one word, it would be ‘tired’, especially for independently owned and operated restaurants like my location,” says David Kroeker, owner of Zoup! on Hespeler Road in Cambridge. “It’s been a struggle and it’s kind of come in waves as well.”

Matt Rolleman, co-owner of Thirteen at the corner of Water and Main streets in Galt, agrees and wonders what the impact COVID-19 will have in the next few months, especially for the Christmas bookings he already has in place.

“In the back of my mind and for a lot of business owners in general is we’re hoping there won’t be another wave like before,” says Matt, noting he’s optimistic vaccines and boosters will lessen the severity of any potential impact. “But it might be a wave of staffing issues with staff getting sick with COVID. I think we’re still in this really precarious situation and are worried about COVID-19, even though people are treating things like it’s all back to normal.”

Staffing levels an issue

When it comes to current staffing levels, restaurants nationwide are finding that retaining staff continues to be a major hurdle. Restaurants Canada estimates the sector has had between 150,000 and 170,000 vacant positions for some time and currently employs 271,000 fewer people prior to when the pandemic hit in 2019. This has resulted in many restaurants to alter the way they operate, perhaps opening fewer days a week or closing earlier.

“Staffing retention is a huge thing right now that all businesses, and especially restaurants, have to look at,” says Matt. “But restaurants are pretty much drawing from a very similar pool of people and there’s all these restaurants vying for the limited staff that’s available.”

David agrees and says even the recent minimum wage hike to $15.50 won’t really help the situation.

“At the end of the day we’re not helping our employees because everyone is jacking up their prices and everything is costing more,” he says. “It’s a vicious circle.”

Supply chain problems

Like most restaurant operators, David says supply chain issues also remain a big concern. As prices on the menu increase with inflation, the number of food choices has decreased in some restaurants resulting in them offering only a few dishes on any given day to provide more predictability for the back-of-house staff.

“The supply chain has essentially fallen apart in my opinion,” says David. “I spend at least five to 10 hours a week just looking for alternative products so we can keep a full menu.”

He says customers service has remained his No. 1 priority and says it can be difficult having to explain to patrons about the challenges he faces if something they order is not available.

“I’m so grateful for our client base because 99% of our customers are absolutely fantastic and they get it,” says David, adding the solution needs to come from all levels of government, especially when it comes to custom issues at the border.

“At our distribution centre there is so much backlog right now they have to make reservations for trucks to show up to receive goods,” he says, noting the Bank of Canada’s decision to increase the prime lending rate to combat rising inflation and the Province of Ontario’s minimum wage increase are working against businesses.

“It’s different levels of government not working together, and they are actually impacting the long-term situation in Ontario,” says David.

Impacted by loans

Like many restaurant operators, both he and Matt utilized the Canada Emergency Business Account during COVID-19 and while that may have assisted during the cycle of lockdowns and re-openings, they worry about the overall financial impact.

“We took on some stuff that we never would have done before,” says Matt, adding business was ‘rolling’ before the pandemic. “I had never planned on taking those extra loans. There’s a lot of businesses that have taken on loans so hopefully when winter hits we don’t see a big recession because it’s going to be hard on a lot of businesses.”

He says having Main Street closed to traffic during the summer was great for his outdoor patio and is optimistic that come next year people will continue to look at staying closer home due to higher costs.

However, Matt expects that people’s dining habits will change.

“Restaurants are a luxury. I’m anticipating that people who dine out once a week may switch to once a month, and those who come once a month might switch to once every two or three months,” he says, adding there is little that restaurant operators can do when it comes to combatting supply chain issues and rising interest rates. “It’s a little daunting for sure.”

•  With files from Troy Media

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.

The forecast is looking good for the summer tourism season in Waterloo Region.

After two years of uncertainties, restrictions and pivoting due to the pandemic, the hospitality and tourism sector is poised for a significant comeback.

“Everything is coming back this summer,” says Michele Saran, CEO of Explore Waterloo Region. “There is so much pent-up demand, and it seems like the concerns about COVID-19 are receding and people are feeling a lot more confident to get out and about.”

Compared to last year at this time, she says tourism operators in Waterloo Region, including hotels and attractions, have already seen a higher demand in the first quarter of this year.

“It’s going incredibly well so far, but there are still labour shortages and supply chain issues,” says Michele. “I know some of our hotels can’t run at full capacity just yet because of these shortages which is a shame because we’ve been hit so hard the last couple of years.”

To offset some costs surrounding the implementation of health and safety protocols to keep patrons and employees safe, Explore Waterloo Region and RTO 4 (Regional Tourism Organization 4 Inc.) distributed nearly $600,000 to support 125 attractions, hotels, and other operators in 2020 and 2021 through the Tourism Adaption and Recovery Program (TARP).

“Our industry was the first hit, hardest hit and the last to recover is what we say, and we still have those impediments in a way with these labour concerns,” says Michele.

She says this summer Explore Waterloo Region is taking a ‘divide and conquer’ approach when it comes its marketing tactics.

“As we are easing out of COVID-19 we’re looking to our local operators and BIAs to market our region to local residents,” says Michele. “We as Explore Waterloo Region are expanding a little further out with our marketing focus and trying to encourage people from the GTA to get out of the city and come to a place where it might be a little less urban, but with all the amenities of the big city; close to nature where they can get out and enjoy walking and bike trails and still have incredible culinary and cultural experiences, just with a little less of the crowds.”

Michele says the many festivals and attractions Waterloo Region has to offer this summer will be a big draw, such as the Cambridge Scottish Festival and the Canada Day celebrations which features a parade and returns to Riverside Park with fireworks.

“People are feeling a bit safer in being groups but still outside,” she says, noting this should be a good summer for domestic tourism due to long lineups at major airports which has been blamed on staff shortages and COVID-19 screening.  “There is still a little bit of concern about travelling internationally so I think this is the summer we really have to take advantage of the opportunity to get people in and around Waterloo Region to come and experience everything we have to offer.”

For a detailed look at what’s available, visit Explore Waterloo Region.

A few summer highlights in Cambridge:

• Kin Carnival (May 26)
• Cambridge Tour De Grand (June 12)
• Cambridge Celebration of the Arts (June 17 – Civic Square)
• Host Springs Music Festival (June 25 – Central Park)
• Cambridge Celebrates Canada Day (July 1 - Riverside Park)
• Thursday Night Live Performances (July 7, 14, 21 and 28 - Mill Race Park Amphitheatre)
• Hespeler Village Music Festival (July 9 – Forbes Park)
• Cambridge Scottish Festival (July 15-16 – Churchill Park)
• Forbes Park Movie Night (Aug. 18 – Forbes Park)

Pain points throughout Ontario’s economy are impairing business operations, and now consumers are feeling the pinch too. 

The frustration is palpable. From the grocery store and trucking industry to their pocketbooks, Ontarians are experiencing the very real consequences of labour shortages, global supply chain disruptions, and inflation. 

The Cambridge Chamber of Commerce and the Ontario Chamber of Commerce (OCC) recently released the sixth annual Ontario Economic Report (OER) providing regional and sector-specific data on business confidence, policy priorities, and economic indicators, which together provide a unique view on the hurdles ahead. 

“Ontario began to see some positive momentum in 2021 thanks to progress on vaccines and reopening. Business confidence, GDP, and employment growth are trending upwards after record lows in 2020. However, the road ahead remains uncertain for businesses and households as labour shortages, supply chain disruptions, and inflation are hitting home,” said Rocco Rossi, President and CEO, Ontario Chamber of Commerce. “A staggering 62 percent of sectors are facing labour shortages in Ontario and expect to continue facing them over the next year. This is having real-life consequences on the cost of living, service delivery, and product availability.” 

“Our small business Members here in Waterloo Region have proven their strength and resilience over the past two years. Business confidence is rising across the province but for many the additional strain on operations as a result of new variants and additional restrictions continues to dampen their recovery,” said Cambridge Chamber of Commerce President & CEO Greg Durocher.

This year’s OER reveals the impacts of the pandemic continue to disproportionately impact small businesses, organizations led by women and people with disabilities, with the hardest-hit sectors being businesses in the arts, entertainment, and agricultural sectors. 

“We are seeing a domino effect of structural issues. Jobs are going unfilled, demand is outpacing capacity, and these issues are driving up prices for consumers and uncertainty for businesses,” said the report’s co-author, Claudia Dessanti, Senior Manager, Policy, Ontario Chamber of Commerce. “Two years into the pandemic, there is light at the end of the tunnel, but we need a long-term plan that will provide stability and lay the groundwork for economic growth.”

Key highlights of the report include: 

•  1. In terms of regional economic outlook, Kitchener-Waterloo-Barrie is looking at jobless rate of 4.5 percent in 2022, compared to 7.3 percent in 2021. Also, it shows an employment change of 5.4% this year compared to 3.7 percent in 2021. The population change of 1.5 percent in 2021 is expected to remain the same in 2022. Confidence in Ontario’s outlook by Region indicates 38 percent of respondents in Kitchener-Waterloo-Barrie are not confident, compared to 23 percent (39 percent remained neutral). Also, 52 percent of those asked said they agreed there was a labour shortage in Kitchener-Waterloo-Barrie, while 29 percent said they disagreed. 
• 2. Overall, 29 percent of Ontario businesses are confident in Ontario’s economic outlook in 2021 (compared to 21 percent the year prior), and 57 percent are confident in the outlook of their own organizations (up from 48 percent). 
• 3. Most sectors (62 percent) are facing labour shortages and expect to continue facing them over the next year. 
• 4. Inflation of raw material and transportation costs at the producer level is affecting consumer prices, which rose 3.5 percent and is expected to rise another 3.5 percent in 2022. Ontario’s year-over-year housing price growth was above 30 percent in December 2021.
• 5. Small businesses are more preoccupied with cost relief measures such as business taxes and electricity rates, while larger businesses are more focused on long-term infrastructure, regulatory, and workforce development issues.
• 6. All regions except Northeastern Ontario saw positive employment growth in 2021, though several regions have yet to offset the major job losses seen during the first year of the pandemic.

Read the report: https://occ.ca/oer2022/

The sixth annual OER offers unique insights into business perspectives across Ontario. The report is driven by data from our annual Business Confidence Survey (BCS) and economic forecasts for the year ahead. The BCS was conducted online from October 6 to November 19, 2021, attracting responses from 1,513 organizations across Ontario. The OER was made possible by our Landmark Partner, Hydro One, and Research Partners, Golfdale Consulting and Bank of Montreal. 

While working remotely has created new opportunities for many businesses since the start of the pandemic it has also put a spotlight on some concerns employers must now address as they continue to adapt to the seemingly relentless presence of COVID-19.

Among these is time theft, an issue which human resource experts say was already well known in workplaces but has become more apparent since employees began working at home.

Time theft occurs when an employee receives payment for time that is not spent doing their work, which could include conducting personal activities during work hours or taking long lunch breaks without telling their managers.

While there doesn’t appear to be any clear financial amount this type of activity costs Canadian employers, according to the accounting software site QuickBooks, in the U.S. time theft costs employers at least $11 billion annually.

“In certain scenarios, where trust was not there to begin with when employees were in the office and proper procedures were not in place, this remote element has just amplified the gaps between employers’ expectations and employees’ responsibilities,” says Kiljon Shukullari, a Certified Human Resources Leader at Peninsula Canada. 

His colleague, Peninsula Canada Account Manager Victoria Vati, agrees.

“For real time theft to occur the action must include an overtly fraudulent act, such as altering a timecard, punching in for each other, failing to record or falsely recording hours on an attendance management system,” she says, adding much of this type of time theft can be alleviated by software and refers to a system from BrightHR her company relies on.

This system, which does have a ‘check in and check out’ component, also includes an array of features to assist employees and employers regarding scheduling and accessing various documents. “It’s software that can assist in everyday HR related practices,” she says.

But there are a variety of aspects to consider when it comes to time theft, which requires setting out proper remote working policies.

“Other activities, such as surfing the internet too much, to running errands during the day can be alleviated by proper oversight from management and setting proper expectations in terms of production from employees,” says Victoria, adding after nearly two years into the pandemic many employers should now have these policies in place. “But it’s a matter of how you monitor that without micromanaging because that trust goes both ways.”

She says transparency is key when it comes to creating policies to manage a remote workforce.

“If that wasn’t there to begin with, now is a good opportunity to implement them,” says Victoria.

Kiljon agrees and says establishing those ‘core’ documents – including contracts and employee handbooks – form the basics of a good working relationship which could reduce the threat of time theft.

“It’s easier when an employer and employee start a relationship. It’s a lot harder when employees are already part of the business,” he says. “Existing employees is where we spend a lot of our attention to begin with because for a new employee and employer they are already starting on the same page.”

Kiljon says when it comes to introducing new work policies, communicating them well and acknowledging potential concerns from employees is a good approach. 

“The employer needs to be open to that two-way conversation with their employees and then the policy can be updated because at the end of the day, the employer does have the legal right to introduce any type of policies,” he says, adding some may be more straightforward, while others could appear harsh. 

Whatever the policy, Kiljon says being open to questions from employees and setting the right expectations and clarifying what the outcomes are for non-compliance can go a long way.

“Those are key things,” he says.

Trust, says Victoria, is at the core of the employment relationship.

“A company should start with the position of trusting their people,” she says. “It’s all about fairness and consistency in how employers treat their employees.”

To help the situation, both say providing the necessary supports to employees who may be struggling working remotely is a great way to build a better and more productive working relationship. This could include helping them setup a backdrop for virtual meetings, or ‘recreating’ their office space at home by providing them with more equipment, such as a second computer screen.

“Employers need to be aware of the contexts their employees are working in at home,” says Kiljon, adding encouraging employees to communicate via video rather than an email or text is a good way to maintain a more personal approach to contact. “Also, congratulate them for their achievements and help them through their difficulties and always keep an open-door policy. These are things that will help.”

For employers looking to introduce or revamp work policies, Victoria recommends using the services of an expert will help them in the long run.

“Employers are expected to be HR and health and safety and labour law experts, and it’s next to impossible,” she says. “If you can get free advice that’s great, but ultimately if you want to make sure your business is 100% protected it’s best to speak with a professional, even if It’s a consultation.”

For more information on Peninsula, visit https://peninsulacanada.com

Tips to prevent time theft: 

1. Install time and attendance software 
2. Keep open lines of communication between all staff
3. Improve accountability at work
4. Be understanding
5. Do away with paperwork (handwritten timesheets) 

A few facts from Benefit Canada:

• A study by Aternity Inc. found overall productive decreased 14% between Feb. 3 to July 9, 2020, as high levels of remote work were maintained due to the pandemic. 
• According to the 2021 Benefits Canada Health Survey of approximately 1,000 workers, 66% said they feel less connected to their co-workers and employers since switching to a remote system.
• 73% of respondents said they weren’t satisfied with their jobs, while 74% said they have a high level of stress. 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 Working for Workers Act at a glance:

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

A shortage of rapid antigen screening kits threatens to hamper the ability of local Chambers to assist Waterloo Region businesses stay safe over the next few weeks, says Cambridge Chamber of Commerce President and CEO Greg Durocher.

Since the start of April, the Cambridge and Greater Kitchener Waterloo Chambers have been working with Health Canada and the Province to provide free self-screening kits to small and medium-sized businesses throughout our Region.

Since that time, more than 700,000 of the kits have been distributed, not to just to Chamber members but all SMEs with less than 150 employees. The goal of the program was to identify asymptomatic or presymptomatic individuals from spreading COVID-19 in the workplace, at home and around the community.

“Up until December, everything was running very smoothly, and people were ordering kits and they were keeping workplaces safe,” says Greg, noting a provincewide shortage has altered that at very critical time for businesses. “There are a number of workplaces that are in a very vulnerable situation that are essential and it’s very important they screen employees every couple of days. You can’t have an essential business close their doors for 14 days.”

The Chamber initiative, which began as a pilot program and was quickly implemented provincewide by other Chambers through the Ontario Chamber of Commerce network, is waiting on a delivery of approximately 150,000 of the kits to fulfill orders placed by businesses through its Chambercheck.ca portal.

“But the fact of the matter is we have at least 1,600 businesses who are now waiting in the cue to get their kits and we don’t have any,” says Greg, noting that leaves approximately 70,000 employees in Waterloo Region without access to rapid screening until at least mid-January.

“Even when we receive our order that still won’t be enough because to test that many employees we need at least 280,000 kits,” he says, explaining proper screening requirements call for employees to use the kits at least twice a week.

The Chamber’s last order of 50,000 kits – a week’s supply - arrived Dec. 6 and was quickly allocated to businesses or re-allocated to other businesses (including restaurants) if they were not picked up. 

“We know there are many workplaces that have to have them,” says Greg, adding a decision by the Province to distribute a single box of screening kits containing five tests to students over the Christmas break may not have been the best method. “It’s a great idea, but not enough has been handed out. Five tests aren’t enough and there isn’t a real strategy attached for their use and to even retain some tests for going back to school. Just handing them out is no real strategy.”

He says distributing through workplaces has been a great way to reach more people. 

“We’ve always said from the very beginning of this to the Province that about 63% of Ontarians are in workplaces so if you make rapid screening kits available for employees you have the potential to reach 63% of the population,” says Greg, noting not all employees may wish to take part in the screening program unless it was mandated. 

He says it would have proven cheaper for the Province to distribute more screening kits to workplaces and even curtail the resale of the kits for exorbitant amounts online.

“The BESTWR (Business and Economic Support Team of Waterloo Region), along with the Chambers, started encouraging the Province to do rapid screening in May of 2020 and it took them almost a year to get out and going because we stepped up to the plate and said we would do the pilot program,” says Greg. “We literally wrote the playbook so they could pass it on.”

He says running the free screening program through the Chambers has also ensured all the necessary safety protocols are followed.

“We have all the safeguards in place to make sure these kits are being used correctly and continue to be accessible to answer any questions if businesses have had a problem,” says Greg. “It really has been a seamless program, but now we’ve seen an unnecessary pause during the most critical time for these businesses.”

For information, visit Chambercheck.ca. 

The ability for businesses to be flexible and creative is pivotal when it comes to finding ways to combat ongoing labour shortages, say local employment experts.

“Those who can bend will find they can sustain themselves and grow and those who will not bend, I think they’re going to find it very difficult to maintain their productivity and business size,” says Charlene Hofbauer, Executive Director of Workforce Planning Board of Waterloo Wellington Dufferin. “I think growth will be a real challenge for them.”

Her organization promotes workforce development by working with the community to address issues surrounding labour market trends, such as the apparent disconnect between job seekers and potential employers.

“The longer we go through this (pandemic), the more I think we’ve entered a workers’ market,” says Charlene, noting many local employers are struggling to find employees. “There isn’t an industry right now that isn’t hiring.”

Although the unemployment rate recently dropped in Waterloo Region to 5.2%, she says there exists a ‘small pool’ of talent for jobs that are very specialized. And as of Dec. 3, just over 5,400 jobs remained vacant in our region, approximately 1,500 of those in Cambridge.

“That’s a lot of jobs,” says Charlene, noting poaching employees becomes an issue for those seeking specific talent.

She says there is a big need for frontline employees in industries that often rely on short term trained workers – including restaurants, manufacturers, healthcare, and construction.

“But our tech and engineering firms are desperate for more senior talent,” says Charlene, adding those with seven years or more of experience are in high demand right now. “They can easily find a junior person, but they can’t find a senior person.”

When it comes to finding talent, she recommends employers look at other avenues, rather than the more traditional ways they’ve relied on in the past.

“Even temp agencies are struggling to have a decent size pool of talent right now,” says Charlene, adding her organization can connect employers with potential sources that can aide in their search. “We can connect you to whoever we can think of that’s local to you and can work to connect you to a bigger network.”

Among these connections is Employment Services - YMCA of Three Rivers Waterloo Region, which can introduce employers to talent by utilizing mentorships, job shadowing and financial incentives providing they are willing to engage in on-the-job training.

“It’s critical to reduce the number of resumes that an employer will be looking at on a weekly basis,” says Van Malatches, Supervisor of Employment Services – YMCA of Three Rivers Waterloo Region, noting many companies are receiving between 25 to 200 resumes every week. “I don’t know how many employers have the patience to engage in that.”

He says his organization can help employers ease that burden by connecting them to viable candidates.

“We have a pretty good feeling of who we are referring and often have worked with that candidate from three days at the least, to three months at the most,” says Van. 

He believes employers who concentrate on the ‘soft skills’ and can provide training will have an easier time finding people, especially when it comes to hiring newcomers, rather than an employer who is simply looking for a ‘body’ to fill a position.

“Newcomers don’t want to be taken advantage of and want to have that opportunity. It’s understanding the cultural shock the newcomer may be facing, and being patient with that,” says Van, adding being authentic in their approach to acknowledging the issues a newcomer is facing will go a long way. “For a newcomer, they are so vulnerable with the experience and cultural changes they are facing. If an employer steps up for them, that’s what’s going to keep the retention and longevity.”

In general, Van says employers who can be more accommodating, not to the point where it’s compromising their business, will be successful at attracting and retaining employees.

“There is a lot of different nuances out there that have contributed to people ghosting employers because other options are coming up,” he says, adding transportation and childcare issues can play roles in the decision to changing jobs.

Given the opportunity, Van says he would like to see employers in various sectors work collaboratively when it comes to sharing potential talent.

“I would like to see those resumes pooled together somewhere where everybody could have access to them,” he says, adding the creation of a central ‘hub’ - taking confidentiality into consideration – would be beneficial to the overall job market.

As well, Charlene says connecting with local post-secondary institutions is another avenue employers can take when searching for talent and that even providing summer placements to high school students can also set the stage for future growth.

She believes a ‘multi-pillar’ approach is the best to solve our current labour shortage.

“We’ve got to do many different things,” says Charlene. “We can’t rely on any one thing as our solution.”

For more, visit https://www.workforceplanningboard.com or https://www.ymcacambridgekw.ca/en/index.asp

In terms of advice, Charlene says employers should consider the following:

1.  Check what you are paying. “When it comes to those key roles you’re stuck on and hire consistently for, know where you stand,” she says, adding local job boards can offer a great snapshot. “Figure out where you are on the spectrum for that job and know what ground you have to make up. And if you’re already paying well, maybe there’s something in the background you have to look at.”

2. Look at your job posting. “We’re seeing many job seekers who won’t apply because the posting is without any basic information,” she says. “Where is your company? What are the hours? What is the pay? What does the job look like? You would be surprised how many postings don’t answer these four basic things, so people don’t apply. I think what job seekers are looking for now from potential employers is openness, honesty and that transparency.”

3. Look at who is not coming through your door. “Be really honest with yourself. If you never see any women or newcomers apply, why is that? Who can you connect with so you can start seeing these applicants? There are so many local groups you can connect with.”

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.