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Flexible work hours, new technology, and ever-changing workplaces has made it more difficult when it comes to setting healthy boundaries at work.

Factor in ongoing labour shortages and retention issues in many sectors, it’s now more important than ever for employers to create an environment where employees feel comfortable and productive.

“As people continue to move back into the workplace, you want to do it in stages. You don’t want to do it all at once,” recommends Carrie Thomas, owner of Nimbus HR Solutions Group, a Chamber Member. “Many people don’t really have a workday anymore they have a workflow, and we don’t even have boundaries and have let them all go.”

She says workplace boundaries can be broken into several categories, including physical, intellectual and emotional, communication, time, and priority and workload, and that each requires employers and employees to have a clear indication of what their work expectations are.

“If work performance isn’t where it needs to be, as a leader, we need to ask ourselves why? Does the employee feel comfortable here and does the task match?” says Carrie. “Are we having those candid conversations with our employees to say these are the clear expectations I need from you? Maybe I missed something on your onboarding?”

She recommends creating a 90-day commitment plan to ensure a new employee can get up to speed, and to give returning employees time to get back into the flow.

“If an employee was away from work for medical reasons, we would create a return-to-work plan and it would be gradual,” says Carrie, adding that most SMEs owners spend at least 90% of their time dealing with people and people problems and that using a professional HR company can help ease those stresses. “We like to put the power of a full-service HR department into the hands of the small business owner so they can focus on the business of running their businesses.”

The team at Nimbus HR Solutions Group Inc. – Carrie Thomas, Danielle Delnick and Janette McDonald – provided the following advice when it comes to creating healthy workplace boundaries:

How would you define ‘healthy’ workplace boundaries?

Healthy workplace boundaries are an agreement and understanding between the employer and employee on what a person requires to be effective, successful, and even over-achieve in their work.

It is a balance between the needs of the employee versus the needs of the business. Overall wellness impacts a person’s ability to produce quality work, the happier, more fulfilled and balanced a person feels the better the output from them. Investing in a health work environment and company culture is a more cost-effective solution as it promotes retention and ultimately lowers the cost of recruitment and training.

Examples:

• Promoting break periods: We all know people who eat lunch quickly at their desk while they continue to work. Promoting actual break periods away from the desk/workstation.
• Limiting over-time, unless necessary: If constant over-time is happening for your business, there’s a good chance you have a hiring need.
• Ensuring over-time is paid correctly.
• Setting clear working hours: Limiting communication TO employees outside of them (we know that legally they don’t have to respond, but we also know people are reading them and potentially stressing from home).
• Work cellphones: Companies providing work phones that can be turned off outside of working hours that don’t go through to personal lines.
• Clear communication and management of projects.
• Keeping emotions out of interactions: We all have seen movies where the boss raises their voice, demoralizes, or bullies their subordinate. If an employee’s work performance is not meeting the expectations of the company, managers are not entitled to yell or belittle them. There is a more effective way to communicate with someone who has failed.
• Open door policies: Providing an environment where managers encourage feedback, questions, and input from their team.
• Having and promoting an Employee Assistance Program (“EAP”) with your Employee Benefits Plan.
• Company employee appreciation events (balancing work/fun).

When people return to the workplace, or continue with hybrid models, what potential steps should employers take to make the transition smoother?

• Consider completing the transition in stages. This would be especially useful if your team is moving back to a fully on-site model.
• Take an employee census to determine how they will be feeling about the move back to onsite to give you a better sense of what the culture will be like.
• Encourage team lunches to build up in-person comradery.
• Adjust your dress code policy: If possible, consider implementing a more workplace – casual dress code that is professional and comfortable. For example, some companies have incorporated a “athleisure” dress code and even provided them with company branded comfy sweats.

How can an employer help employees communicate their needs?

Establishing rapport with employees: The more employees trust their employer, the more likely they are to communicate when experiencing any challenges.

Establishing rapport with employees immediately is an excellent way to encourage open communication.

For example, managers can bring lunch for their teams, and instead of discussing business, they can encourage everyone to share their interests and lives. This might be a modest gesture, but it can work as an excellent way to help employees begin communicating with each other.

• Having an open-door policy
• Have regular meetings with employees.
• Provide context regarding assignments.
• Listen to employees.
• Avoid making assumptions.
• Learn employees’ strengths and weaknesses.
• Regularly set expectations.
• Provide constructive feedback.
• Make roles clear from the start.
• Choose a suitable method of communication.
• Use tools to enhance communication: Keep in mind that messaging platforms, video conferencing, and e-mail are excellent communication tools but if you discover they're ineffective in your workplace, continuing to use them can result in communication challenges. If possible, try to take the conversation offline and speak to employees in person. Changing your communication method can simplify tasks and prevent miscommunication.

What are the signs that ‘healthy’ workplace boundaries may be lacking in a workplace?

• Low retention
• Employees edging on/experiencing burn out.
• Lack of feedback from employees.
• Hands-off management styles.
• High sick calls/absenteeism.
• Employees feel the need to answer emails regularly outside of work hours (and managers expect this).
• Employees are unable to take vacation time, personal time.
• Workplace gossip is rampant.

The much-anticipated introduction of the Canada-Wide Early Learning and Child Care plan and its goal to introduce its $10 a-day program by 2026 has created a higher demand for spaces as regulated child-care facilities struggle to find qualified staff, which in turn has impacted the economy as parents, many of them women, forgo entering or re-entering the workforce to stay home with their children.

“As the plan was introduced right at the beginning of 2023 fees have been cut in half and that has opened up the opportunity for a lot more families to access care that couldn’t, or didn’t, in the past,” says YWCA Cambridge CEO Kim Decker, noting the long wait lists it has created at the organization’s four school-based centres. “We now have parents calling us when they find out they are pregnant to see if they can get their kids on the list for child care because there just aren’t enough spaces.”

She says the national plan is being implemented in different ways by provinces and territories, explaining the political ‘will’ of each is dictating what level of success they will reach. In Ontario, which committed to reach $10 per day and create 86,000 new spaces by 2026 when it secured a deal last March with the Government of Canada, Kim says the plan has fallen short.

“It’s a status quo funding model and there’s no real opportunity for growth,” she says. “There needs to be a growth plan that accompanies this.”

Child-care ‘deserts’ created

Kim says the national plan was put in place to not only reduce fees for parents, but create spaces, particularly for those living in underserviced areas. Quoting a report by the Canadian Centre for Policy Alternatives, Kim says 53% of younger children in the province reside in child-care ‘deserts’, adding that Kitchener-Waterloo was identified in the report as being underserviced, despite a push by the Region of Waterloo to the Province to provide more spaces.

“Right now, we know that from 2024 to 2026, we will only get another 200 spaces,” she says, adding other local licensed child-care providers are also experiencing space shortages.

Kim says the economic impacts of these shortages are being amplified as more companies continue to call employees back to the workplace, explaining that many parents had taken their children out of child care when the pandemic hit but now can no longer find them spaces.

“This has disproportionately impacted women because if a family has choices, I will say in most cases it will be the women who will have to make the decision to give up their careers and stay home,” she says. “It’s going to affect the economy and women need to be a big part of our economy if it is going to remain strong.”

Chamber submits national policy

In effort to alleviate the problem, the Cambridge Chamber of Commerce has submitted a national policy to be considered by the Canadian Chamber of Commerce network at its AGM this fall in Calgary, Alta. Included among our recommendations is a call for the federal and provincial/territorial governments to work together to investigate the possibility of providing subsidization for ECE (early childhood educators) wages and the creation of a fully funded pension and benefits plan in effort to attract more workers into the child-care sector with the goal of reducing wait lists.

Labour shortages in terms of attraction and the retention of qualified ECEs has compounded the issue of growing wait lists. As noted in a recent response released by the YWCA Ontario Coalition to the Province regarding its CWELCC discussion paper on the child-care funding formula, the group identified the fact the plan is based on operating capacity rather than licensed capacity. YWCA Ontario’s response states many Ontario child-care operators are operating below licensed capacity due to recruitment and retention issues yet must still bear the costs of maintaining rooms and unoccupied spaces which makes it difficult to hire additional staff to fill those empty spaces.

YWCA dealing with staffing crisis

“We are in a staffing crisis right now,” says Kim, adding the local YWCA has used reserved funds to hire someone to work with its director of child-care services on recruitment and retention. “We need to be able to staff the spaces we already have.”

The Province has set a wage floor of $18 an hour for ECEs, with Ontario’s Minister of Education Stephen Lecce recently announcing an increase of $1 a year annually up to $25.

“That’s not going to work,” says Kim. “It needs a whole new way of thinking and a whole new strategy, and a real commitment to paying people what they are worth.”

The Association of Early Childhood Educators of Ontario has called for a minimum of $30 an hour for ECEs and $25 an hour for non-ECE staff members. Either one or two of the workers in a child-care room are required to be an ECE, depending on the age of the children.

“They have the responsibility for our youngest learners and creating a foundation and baseline for them going forward. It is a really important job and for a very long time, we’ve devalued the work child-care workers provide in our community,” says Kim, adding how local child-care workers were one of the first groups to return to work a few months after the pandemic began in 2020, allowing parents to get back to work sooner. “I think the pandemic also shone a light on how the whole care economy has been underpaid for a really long period of time and child care is part of that.”

Finding the right employees continues to be a challenge. In fact, according to a survey conducted by the global market research and consulting firm The Harris Poll, 75% of Canadian employers expect to have hiring challenges in 2023.

According to the survey, commissioned by Express Employment Professionals, the three biggest challenges they are most concerned about are being forced to hire less qualified candidates (31%), high employee turnover (30%), and overall labour shortages (29%).

Bradley Jenkins, who owns and operates the Express Employment Professionals office in Cambridge which connects job seekers and employers, says recruiting employees continues to be a struggle as the Canadian economy remains ‘soft’.

“Right now, the Canadian Staffing Index is at the lowest it’s ever been since January 2021,” he says, noting the cost of doing business in Canada remains high and expects economic levels won’t return to ‘normal’ until next summer.

As a result, Bradley says many of his clients are taking a ‘wait and see’ approach when it comes hiring employees.

“Certain jobs aren’t there like they once were. Employers are being more guarded,” he says, noting industrial unskilled and semi-skilled positions, once the staple of the staffing industry in Ontario, are no longer as bountiful, due in part to automation.

But for businesses in need of employees, Bradley stresses the need for developing a solid recruitment plan, other than just using an online job site which could result in hundreds of potential candidates applying.

“Who do have you in your organization that is trained and skilled at screening and can conduct interviews so you can have a quick turnaround and have a qualified candidate in place in a matter of weeks?” he says. “How much time can you spend going through those candidates, while you’re not spending time running your business?”

As a company that works with mostly medium to small-sized companies, Bradley says the majority don’t have a dedicated job recruiter and often rely on someone in human resources to do the job which also presents problems.

“Hiring is hard work,” he says. “Good people are always going to be hard to find and that isn’t going to change.”

Bradley says once that right employee is found, he recommends an employer discover what is the key motivation of that worker.

“An employer must understand what motivates each team member and each team member is unique,” he says. “Having that understanding will keep your employee engaged and if they’re engaged, they’re performing.”

Recruiting top talent can be challenging in today's competitive job market. Employers need effective strategies to attract the right candidates who align with their organization. We reached out to Alliance Consulting Canada in Cambridge who provided these tips to help employers overcome recruitment hurdles and successfully recruit potential employees.

Cultivate an Irresistible Employer Brand:

Define and articulate your company's unique selling points, values, and mission. Showcase your positive company culture and share authentic employee testimonials. By building a compelling employer brand, you'll attract candidates who are genuinely enthusiastic about joining your team.

Diversify Recruitment Strategies:

Leverage digital platforms, social media, industry forums, and partnerships with educational institutions. Employee referral programs can also be highly effective. By exploring multiple channels, you increase your chances of finding the perfect fit for your organization.

Optimize the Candidate Experience:

Streamline your hiring process, simplify applications, and communicate promptly and proactively. A positive candidate experience enhances your employer reputation and attracts top talent.

Conclusion:

By focusing on building an irresistible employer brand, diversifying recruitment strategies, and optimizing the candidate experience, employers can overcome recruitment challenges and attract the right talent. These strategies will contribute to the long-term success and growth of your organization.

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.

The Ontario government will launch a first-of-its-kind program June 1 to make free naloxone kits (and free training) available at workplaces where there is a risk of staff witnessing or experiencing an opioid overdose.

In 2022, there were 2,521 confirmed probable opioid deaths in Ontario, which represents a 12% drop in cases compared to 2021. Despite this, the number of deaths last year remains substantially higher compared to what was observed prior to the pandemic (2017-2019).

Naloxone is a life-saving medication that can temporarily reverse an opioid overdose, restore breathing within two to five minutes, and allow time for medical help to arrive.

“Ontario, like the rest of Canada, is in the middle of an opioid epidemic made worse by a toxic supply of recreational street drugs,” said Monte McNaughton, Minister of Labour, Immigration, Training and Skills Development, when the program was first announced last year.

According to a report released last summer by researchers from the Ontario Drug Police Research Network (ODPRN) at St. Michael’s Hospital, one in 13 opioid-related deaths in the province between 2018 and 2020 occurred in the construction sector. The reasons behind this, say researchers, are a complicated mix of pain management, job insecurity and having nowhere else to turn.

Bars and nightclubs have also seen increased opioid usage and accidental overdoses, often because of recreational drugs laced with deadly opioids such as fentanyl and carfentanil.

For up to two years, Ontario will provide free nasal spray naloxone kits to businesses at risk of opioid overdoses through the Workplace Naloxone Program and free training needed to equip staff with the tools to respond to an opioid overdose.

Businesses can determine if they are eligible for the program and find additional information on accessing naloxone kits and training at Ontario.ca/workplacenaloxone. Once the requirement is in effect, Ministry of Labour, Immigration, Training and Skills Development’s inspectors will take an education-first approach to enforcement.

We reached out to Tushar Anandasagar and Hina Ghaus at Gowling WLG to provide some legal insight as to what this new legislation will mean for some businesses:

Q. What prompted the Province to introduce this OHSA legislation?

A. The province is recognizing that the ongoing opioid crisis is affecting workplaces across the province – something needed to be done.

Opioid overdoses may be preventable or possible to delay (to an extent) – the province has adopted the role of educating employers on steps they can take to recognize and reduce the severity of overdoses.

These measures also have the effect of reducing the load on the healthcare system – the province is pushing for early triage and prevention rather than escalation.

We’re already doing many of the same things when it comes to allergies – for instance, many workers with severe allergies are already carrying around EpiPens.

Many social changes start at the workplace – there is a good chance that we will start to see this protocol (or something similar) extending beyond the workplace.

The opioid crisis is ubiquitous - we have already seen other provinces discussing the adoption of similar requirements for workplaces.

Q.  Is there a possibility the free training and access to the kits could be extended beyond two years and could funding be provided by another source?

A.  Definitely. Our sense is that this is just the start.  There are numerous benefits associated with early prevention rather than treating severe overdose cases via the healthcare system. A stitch in time saves nine.

Q. Are workers legally required to make their employers aware they could overdose?

A. Not by operation of statute – the onus is on the employer to spot a potential health and safety issue and create systems to make the workplace as safe as possible.  Of course, nothing prevents a worker from voluntarily disclosing a substance use disorder to their employer. Aside from statute, employers may be able to establish early warning systems via fit for duty policies – such a policy would require the employee to report to work while not under the influence of an impairing substance. Employers are then responsible for enforcing the policy.

Q. What kind of privacy issues come into play with this legislation?

A.  An employee’s disclosure of a substance use disorder is considered strictly confidential information – the employer should be prepared to treat this information as it would any other medical information received from an employee

Appropriate protections should be put in place to safeguard the information – shared with only those managers or supervisors who “need to know”.

These issues, and sample scenarios, are discussed in the province’s updated guidance on naloxone in the workplace:  https://www.ontario.ca/page/naloxone-workplace

Q. What are potential concerns surrounding this legislation, if any, that managers of workplaces deemed as at-risk should be aware of?

A. There are risks associated with non-compliance with the OHSA – for instance, primary liability may result if the employer doesn’t run through a naloxone kit risk assessment to determine if there is a risk of a worker overdosing at work.  Every employer is required to do this.

There are also risks associated with running a deficient risk assessment or ignoring risks that come to the employer’s attention – for instance, an employee self-discloses that they have a substance use issue, and the employer does nothing.

Another consideration is what could possibly happen if a worker administers naloxone and the recipient has, for instance, an allergic reaction – as per the province’s current guidance, the Ontario Good Samaritan Act should kick in to relieve workers of liability when they are administering naloxone in good faith.

Q.  What should be the first steps an at-risk workplace should take when it comes to introducing this program?

A. Every workplace needs to run through a naloxone risk assessment – employers may wish to engage a third party to demonstrate that they have done this, as needed.

If naloxone risks are detected during the risk assessment, the employer should plan for implementation by referencing the OHSA guidance published by the province – this will necessarily mean engaging with staff, the OH&S rep, the JHSC, etc.

There are specific training requirements which need to be in place, which have been referenced within the province’s guidance. As needed, the employer should also prepare to procure naloxone kits – there may be free naloxone kits available depending on the sector the employer operates within.

Q. Can workplaces not deemed ‘at-risk’ access the program?

A.  All workplaces can access the Province’s guidelines and training resources. As for the free naloxone kits and on-site training, we know the Province is initially focusing on high-risk workplaces. In future we may see an expansion of the training programs and free kits to non-high-risk environments.

Q. Is it difficult to make changes to the OHSA?

A. Yes and no – some changes are met with objection from employers (and employer associations), trade unions, and other stakeholders (e.g., fine increases, doubling of limitation periods, etc.). It really depends on the type of change that is being made.

Q.  How will compliance of the legislation be monitored?

A. Effective June 1, 2023, we can expect standard MOL audits for employers – they will ask about naloxone kits in the same way that they currently ask about harassment policies, etc. There may also be acute responses triggered by workplace accidents – for instance, if there is a serious workplace accident and there is some indication that substance use disorder may have contributed to the situation, the employer’s risk assessment may be called into question, and they may be found not to have complied with these new OHSA requirements if they failed to identify reasonably apparent risks.

Once again, employers will need to be mindful of proving that they have undergone a risk assessment (document, document, document), particularly if they have concluded that there is no risk in the working environment.

Creating an economic environment to ensure businesses can succeed was the key part of the agenda at the Ontario Chamber of Commerce’s 2023 Annual General Meeting and Convention in Niagara Falls.

In attendance at the recent event, hosted by the South Niagara Chambers of Commerce and Greater Niagara Chamber of Commerce, were 160 delegates representing nearly 80 Chambers provincewide, including Cambridge Chamber of Commerce President and CEO Greg Durocher, and Board Chair Kristen Danson.

“The OCC’s AGM is an important avenue to share new ideas and connect with other Chamber leaders to find ways to ensure businesses have the legislative support they need to succeed,” he said. “The policies the Chamber network approves create a roadmap when it comes to making important legislative changes.”

In total, 43 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses including labour, energy, education, healthcare, transportation and transit. 

The theme for this year’s AGM was Growing Together, which exemplifies the Chamber network’s focus on driving economic growth in the province. 

This year's event featured a range of keynote speakers, panel discussions, and breakout sessions on topics that are critical to the success of Ontario's businesses.

Attendees had the opportunity to hear from experts in areas such as innovation, trade, workforce development, and government relations.

Fireside chats were held featuring a variety of provincial political leaders, including Ontario’s Minister of Red Tape Reduction Parm Gill, who talked about the importance of creating a path for businesses to succeed. 

“I think we can all agree that for the province to be competitive we’ve got to make sure we are creating a business environment for businesses to come and make investments, and create well-paying jobs,” he told the delegates. “That’s what we (PC Party of Ontario) have been doing for the last five years. We’ve made tremendous progress.”

However, there is more room for improvement according to Ontario NDP Finance & Treasury Board Critic Catherine Fife. The Waterloo MPP, along with Ontario Green Party Leader Mike Schreiner, were among those who discussed a variety of issues that needed to be addressed such as housing and healthcare.

“When you have a strong healthcare system that can actually draw people into the province, that social infrastructure investment is seen as a plus by companies that are thinking of coming into Ontario,” she said. “And it also serves employees well and is certainly worth fighting for.”

Her concerns about Ontario’s healthcare system were reiterated by Ontario Liberal Party Interim Leader John Fraser, who talked about the importance of creating a stronger workforce.

“We do not have enough people to care for the people who need it,” he said. “We need a skilled workforce, but enough training is not always that accessible to all people.”

The Hon. Perrin Beatty, Canadian Chamber of Commerce President, also identified the need to boost our innovation capacity for Canada to compete internationally.

“We’ve been calling on the government to focus on the fundamentals of growth. We need to build a 21st Century workforce,” he said. “It’s time for governments at all levels to treat business as partners not a problem.”

Cambridge Chamber policies approved by Ontario delegates

The AGM is a pivotal event for Ontario’s business community, providing an opportunity for industry leaders to come together to discuss and debate key policies that shape the Ontario Chamber of Commerce’s (OCC) advocacy agenda for the coming year.

The Cambridge Chamber presented three policies, all of which received overwhelming support from delegates:

• The first policy is aimed at opening Ontario’s job market for employers and employees and urged the Government of Ontario to develop all potential partnerships within local municipalities and community organizations to ensure that language training is made available to new immigrants to help expediate entrance into the workforce. Also, the policy called on the Province to provide an opportunity for those on ODSP (Ontario Disability Support Program) who want to work to do so without risk of losing their provincially funded benefits if their employer does not provide those services. And finally, the policy recommended providing employers with a form of renumeration (i.e., tax credit) when it comes to providing provincially regulated training, such as WHMIS and their associate costs.
• The second policy was ‘reaffirmed’ by the Chamber network after first being introduced in 2019 calling for more to be done by the Province to encourage more women and girls to consider a career in the skilled trades. 
• The Chamber also presented and co-sponsored a policy with the Greater Kitchener-Waterloo Chamber of Commerce to attract and retain highly skilled talent by urging the Province to double the size of the Ontario Immigrant Nominee Program and to work with post-secondary institutions to reduce regulatory barriers hindering the construction of new on and off-campus housing. As well, it urged the Province to match investments in post-secondary infrastructure and increase funding for Facilities Renewal Program-elgible projects. 

The minimum wage in Ontario will increase on Oct. 1 to $16.55 an hour and could impact many businesses and their customers.

“I think we’ll be fine because I’m confident with our business model and location, but I think it’s going to affect some businesses dramatically because there is no way there can’t be an increase in prices on goods and services,” says Matt Rolleman, a Chamber Member and co-owner of Thirteen at the corner of Water and Main streets in Galt, noting like many restaurants the majority of his staff currently is paid above minimum wage.

While the same holds true for many tourism and hospitality businesses, the Tourism Industry of Association of Ontario (TIAO) says it will continue to advocate for tax reforms and other measures to help offset rising commercial costs and supply chain disruptions while promoting business growth.

“We’re constantly hearing from businesses about the rising cost of doing business, from paying down pandemic debt to supply chain disruptions that affect the availability of key goods and products, unaffordable commercial insurance premiums, and reduced liability coverage that may impact the scope of what operators can offer in the visitor experience,” says Dr. Jessica Ng, Director, Policy & Government Affairs for TIAO. “The labour crisis has only added to these costs, as businesses look for ways to recruit and retain the staff they need.”

She says reviewing compensation structures is one strategy to make tourism and hospitality jobs more attractive and sustainable.

“You have to try and pay people for their value, or perceived value,” says Matt, adding it is likely increases will be implemented for all his staff as minimum wage hikes close the salary gap between employees. “We’re doing our best to keep our prices where they are right now, but costs have gone through the roof and trying to manage all these things for all businesses has just become more tougher.”

Matt says the timing of the wage hike this coming fall so close to the December 2023 CEBA (Canadian Emergency Business Account) loan repayment deadline may also be an issue for many small businesses.

“For businesses that rely on part-time minimum wage workers there’s no way they cannot raise their prices,” he says, adding while boosting minimum wage is necessary to help ensure people can pay their bills, the way increases are introduced leaves a lot to be desired.

“It’s become too politicized,” says Matt, noting if it was indexed with a cost of living increase it may be easier to plan for it. “Businesses would expect it every year and maybe we wouldn’t have to have these huge increases that sensationalize the whole issue.”

We reached out to Chamber Member Jason Kingston, partner at the accounting firm Grant Thornton LLP, to get his perspective on this latest minimum wage hike:

Q.  What do you see as one of the biggest impacts raising Ontario’s minimum wage will have on businesses?

A.  Minimum wage increases are always a hot-button topic, with researchers and think tanks releasing contradictory articles and papers ranging from an increase causing either complete economic collapse or being the gateway to an economic utopia. That being said, the largest impact on businesses will be that those who rely on minimum wage earners as their employment pool will need to plan on how they are going to absorb the additional cost.

Q.  Are most businesses prepared for this minimum wage boost?

A.  I would say that many small businesses are not prepared. Could they have been? Undoubtedly. If a business is dependent on the portion of the labour pool who earn the minimum wage, then that business should always be prepared for increases. I think if you look back over the last decade, it’s easy to see more momentum towards increasing minimum wages and aiming towards a living wage, which is still projected as being much higher than the newly increased minimum wage point.

Q.  Could the Province have implemented a minimum wage increase in another way?

A.  An increase in the minimum wage does make sense, though the extent of the increase can be argued. The average wage increase, across the Ontario labour market in 2022 has been pegged by many as approximately 4%.

A minimum wage increase is an easy solution for the government. It allows them to say that they’re doing their part to combat poverty and wealth inequality. But ultimately it puts the burden on employers, not the government itself, and it still falls far short. For example, under the increased minimum wage the monthly gross income of a full-time employee will be about $2,800. The average cost of a one-bedroom apartment in our region is $1,950 per month. It isn’t hard to see the challenges here.

I think there are larger issues surrounding minimum wage and its purpose and policy reasons which the government should examine.

Common alternatives to minimum wages which are commonly discussed are introducing more collective bargaining options for employee groups, introducing a universal basic income or other government supports for low-income individuals, etc., but these also introduce challenges and differing opinions.

A recent report released by the Conference Board of Canada indicates Waterloo Region’s economy will be slower this year but predicts it will outpace the provincial economy.

While the impact of a potential slowdown is a concern, one of the key issues for local businesses remains a shortage of workers.

The unemployment rate in our region hit 5.5% in 2022, compared to 6.5% in 2021 and 9.6% in 2020. This year, it’s expected to reach 5.8%.

Provincewide, the latest numbers from Statistics Canada showed there were 372,000 job vacancies during the third quarter of 2022, nearly double the average of vacancies (195,000) reported during the three years leading up to 2020.

In effort to provide local employers with another avenue to find talent, the Cambridge Chamber of Commerce recently launched its online job portal.

“Labour shortages continue to be an issue in so many sectors,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “By providing as many opportunities as possible for local employers to find the help they require is a benefit to our business community as a whole and we’re glad to be able to offer this service.”

The easy-to-use portal can be accessed by the public to search and apply for positions posted by Chamber Members in a variety of sectors. 

Chamber Members can upload and manage their own posts, which includes contact information and job descriptions.

The system allows job seekers to search for positions in Waterloo Region and the surrounding area.

Current posts feature jobs in several sectors, including the financial, insurance, medical and automobile industries.

“It’s a very user-friendly system giving our Members the ability to post multiple job opportunities,” says Greg, noting the Chamber does not manage the posts itself.

Visit the Cambridge Chamber of Commerce job portal to learn more.

A few facts and figures:

• In Waterloo Region, the employment rate in 2022 rose by 10,700 jobs (3.3%) to a record 332,140, compared to an increase of 15,250 jobs (5%) in 2021.
• Overall employment is in our region is expected to increase by 1% this year due to 4,250 jobs in finance, insurance, and real estate, as well as 3,300 jobs in manufacturing.
• 60% of the job vacancies in Ontario require no more than high school education, paying on average less than $20 an hour. 
• Nearly 200,000 jobs require less than one year of experience.
• More than one-third of the job vacancies are in sales and service.

The concept of a four-day work week has been gaining attention in Ontario, thanks in part to the decision by at least seven municipalities that are now offering their staff the flexibility of that option.

But the merits of such a system, which has become commonplace in many European countries including Denmark, Germany, Norway, and the Netherlands, is the subject of much debate among critics and advocates in North America.

While there are those who believe implementing a shorter work week is impossible in many sectors resulting in additional costs for overtime or hiring more staff, not to mention placing more stress on employees to get their work done in a shorter time frame, others insist such a system creates a better life balance and overall sense of wellbeing that can inspire increased productivity.

“There has been a lot of upheaval in workplaces which has opened the doors to rethinking arrangements,” says Ellen Russell, Associate Professor of Digital Media & Journalism at Wilfrid Laurier University and a labour market and economics expert.

She believes the next generation of employees may not understand the need to have arbitrary time limits placed on their work hours. “If there is not a reason then my guess is these future workers would really find it strange to be so arbitrary for no apparent reason,” says Ellen.

This is a subject Joe O’Connor, Director and Co-founder of the Work Time Reduction Center of Excellence (WTRCE), is more than familiar.

As the former CEO of 4 Day Week Global, which has been leading four-day work week trial programs with businesses worldwide, including 10 in Canada, he is a strong believer in the concept and through the WTRCE has been partnering with organizations to support their transformation to a shorter work week.

His organization is a proponent of reduced work hours schedules, not just a compressed model where employees are required to work 10-hour days four days a week.

“Arguably, post COVID-19 quality of life is now the new frontier of competition,” says Joe, adding for many workers it means more than compensation. “One of the things I have observed is the shift towards embracing shorter work weeks has happened at all three traditional layers of the organization.”

He believes business leaders have become more ‘open’ to it because they see the potential benefits in terms of attracting and retaining talent, and that many managers are more comfortable with this type of system because they are now familiar with measuring outputs rather the length of time people spend at their desk.

“For the employees, it’s really the demand effect. The value people have placed on time as a benefit has greatly increased because of what people experienced during the pandemic,” says Joe.

But he is quick to point out there is no ‘one size fits all’ solution when it comes to implementing a shorter work week.

“This is not something that should be implemented the same way from business to business, and industry to industry,” he says, adding in larger organizations work models could even vary between departments. “There will still be a need to facilitate different kinds of irregular work patterns based on business needs and employee preferences.”

Employee support is key says Joe when it comes to implementing such a drastic change, which means taking a hard look at how an organization operates, noting that introducing a shorter work week could be met with fear and skepticism.

“This is something that really works in organizations with very strong work cultures,” he says, adding going through a thorough evaluation process can galvanize a team as efficiencies are found so they can accommodate that addtional time off. “There is a real collectiveness at the heart of this and it relies on a commitment within teams and departments to find ways to change how they do things together to make it a success.”

Joe is confident within the next few years shorter work weeks will be the norm in sectors like information and communication technologies, software companies, and financial services. He also notes that two Canadian law firms, YLaw in B.C. and The Ross Firm in Ontario, have both switched to a four-day work week, something many in the legal industry deemed would be impossible due their current billing systems.

Joe says YLaw accomplished this shift by finding efficiencies in its operations and the latter firm did it by implementing a fixed fee billing system.

“My prediction is that in five years’ time, this is going to be the norm in some sectors and in 10 years it’s going to be more common than a five-day week,” says Joe, adding the potential is there to implement this concept in many sectors, including manufacturing. “I think there is an opportunity here for proactive leaders and strong organizations. Now is the time to really set yourself apart from the competition.”

Pros of a four-day work week

• Productivity may increase
• Workers can take care of medical and other appointments on their days off
• Recruitment and retention may be easier by offering flexible work hours
• Reduced stress and a better life-work balance, allowing employees more time for other activities and hobbies
• Commuting less by employees could have environmental benefits

Cons of a four-day work week

• For hourly paid jobs, employers should check if they will need to pay overtime if staff work 10 hours a day
• If may be difficult to find daycare open for a 10-hour day to meet childcare needs
• Working longer days or trying to complete tasks in a shorter timeframe could have health impacts
• This may not work for all industries, such as farming, customer service and restaurants
• Ensuring customer and client coverage can require scheduling employees over different workdays

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