Blog - Cambridge Chamber of Commerce

Ontario’s economic outlook remains uncertain for businesses and households as labour shortages, high energy costs, supply chain disruptions, and inflation continue to hit home. Ontario's business community needs a clear and predictable path forward to support economic recovery and growth. 

 

In preparation of the budget’s release, the Cambridge Chamber of Commerce and Ontario Chamber of Commerce (OCC) released the 2022 Ontario budget submission with recommendations to the Government of Ontario to ensure a strong and sustainable recovery. 

 

“In the upcoming budget, we would like to see the government direct sufficient resources towards the hardest-hit sectors, while laying the groundwork for a sustainable and inclusive economy,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “The submission notes that the crisis has created new problems and exacerbated pre-existing ones. Government must work to resolve these longstanding issues to ensure Ontario remains an attractive destination to start and grow businesses.”

 

OCC’s 2022 provincial budget submission provides recommendations to the Government of Ontario under the following categories: Economic Recovery; Resilient Communities; and Modernizing Regulation and Fiscal Policy.

 

Some key highlights include proposals to:  

  • Support entrepreneurship and small business growth with targeted business supports and access to public sector procurement.
  • Strengthen Ontario’s workforce by boosting immigration and training programs.
  • Make housing more affordable through increased supply and regulatory reforms.
  • Advance regional transportation and broadband infrastructure projects.
  • Bolster our health care system and address major backlogs in diagnostics and cancer screenings. 
  • Seize Ontario’s opportunity to lead in the global green economy. 
  • Remove barriers to interprovincial trade and labour mobility.

 

“The pandemic has made it clear that we cannot have a strong business community without a resilient health care system. Budget 2022 needs to focus on immediate measures that support business predictability and competitiveness while building health care capacity to withstand current and future challenges,” added Rocco Rossi, President and CEO of the Ontario Chamber of Commerce.

 

The recommendations outlined in the OCC’s budget submission were developed together with businesses, associations, post-secondary institutions, and the Ontario Chamber Network.   

 

Read the submission: https://bit.ly/3usBZa9

 

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

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

 

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

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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

Proposed provincial legislation requiring employers to tell their employees if, and how, they are being electronically monitored may prove to be both challenging and beneficial for business owners, say local legal experts Hina Ghaus and Tushar Anandasagar, of Gowling WLG (Canada) LLP.

 

The proposed legislation – announced February 28, 2022 – would require employers with 25 or more employees, as of January 1 of any given year, to implement a written ‘Electronic Monitoring Policy’ for their employees. Assuming the legislation is passed in its current form, the policy would require an employer to disclose whether it electronically monitors its employees.  If so, the employer would then have to outline how it monitors employees, the purpose(s) of such monitoring, and how the information may be used.

 

“Whether you are a delivery person being followed by GPS, a construction worker using a company phone, or an office worker logging in from home, you deserve to know if and how you are being tracked,” said Monte McNaughton, Minister of Labour, Training and Skills Development in a press release. 

 

If approved, Ontario will be the first province to implement this type of policy requirement. The legislation has passed first reading and is currently in front of the Standing Committee on Social Policy as of March 7, 2022.

 

“The draft legislation is built around privacy best practices,” says Hina. 

 

While initial responses to the draft legislation suggested that the proposed laws were decidedly “pro-employee”, Hina says the legislature’s intention appears to be more balanced.

 

“This seems to be about transparency – meeting this policy compliance requirement can help employers with modernizing their privacy best practices,” she says.

 

There are many unanswered questions about the scope of the draft legislation, including types of monitoring strategies or devices that may be affected.

 

For instance, Hina says: “There is ambiguity for employers − the proposed legislation is so broad and does not define the extent of electronic monitoring.  For instance, based on Minister McNaughton’s announcement, it is assumed that cellphone, GPS and computer tracking software will be included – but until the legislation is finalized, we don’t know this for sure.” 

 

 “We also do not know if, and how, the draft legislation will apply to collaboration toolsm,” she says. “Tools such as Slack, Teams and other similar programs, may not be ‘actively’ monitored, but create audit trails that may be accessible to the employer retroactively.  Will these strategies be captured by the proposed legislation?  Does the monitoring need to be ‘active’ rather than ‘passive’?  These are just a handful of the many questions that remain unanswered at this early stage.”

 

Because of these issues, Hina suggests waiting for the legislation to pass before formal first steps are taken.

 

“Employers should look at what systems they may already have in place.  You need to know what practices exist in your workplace before you start developing a policy,” she says.

 

Despite the potential for challenges, both Hina and Tushar agree that this proposed legislation is necessary, particularly in the context of a pandemic when scores of employees have moved to partial, or permanent, WFH. 

 

 “Yes, assuming this legislation passes, companies will have to audit their systems, and this will create work,” says Tushar. “But they may very well discover gaps or vulnerabilities in their security protocols.  I view this as a significant opportunity − knowing about security and privacy vulnerabilities is a critical first step towards avoiding potential ransomware or privacy breach issues.  You can’t mitigate risks that you are not aware of.”

 

 “This is going to be a hot button employee relations issue, and employees will be looking for honesty, transparency and accountability from management,” says Hina. 

 

Hina, Tushar and the rest of the team at Gowling WLG continue to diligently sift through the latest legislative changes. For further information or specific questions, please contact Tushar at [email protected] and/or Hina at [email protected].

 

 

 

 

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

 

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

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

The decision to retighten restrictions in Ontario in hopes of curbing the spread of the COVID-19 Omicron variant and a rapid increase in hospitalizations has once again left businesses scrambling to make ends meet.

 

But with these latest restrictions, which includes cancelling in-door dining in restaurants and implementing capacity limits in the retail sector until Jan. 27, the lack of solid financial supports to assist businesses get through this latest wave is creating a great deal of frustration.

 

“If the government wants businesses to be compliant and agreeable with restrictions and be part of the solution to end this pandemic, then they are going to have compensate business,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “The Province has done a very poor job of doing that from the onset of the pandemic.”

 

A similar sentiment is shared by his counterpart at the Ontario Chamber of Commerce.

 

“We are all doing our part. Now, the government needs to do their part,” said Ontario Chamber of Commerce President & CEO Rocco Rossi in a Jan. 3 media release. “What additional steps does the government plan to take over the next 21 days and beyond?”

 

Greg says he welcomes the introduction of an Ontario COVID-19 Small Business Relief Grant announced Jan. 7 that will see eligible small businesses receive $10,000 throughout these current closures as well as electricity-rate relief but believes more supports are needed.

 

“It may be enough for three weeks they are proposing, no question about it,” he says. “But if the closures are going to be in place longer than three weeks, which I hate to even say, they’re going to have to up the ante substantially. Businesses are at their most vulnerable time right now and business owners are at their wit’s end and at the end of their bank accounts.”

 

An application portal for this program is expected to open in the coming weeks and eligible businesses include:

  • Restaurants and bars;
  • Facilities for indoor sports and recreational fitness activities (including fitness centres and gyms);
  • Performing arts and cinemas;
  • Museums, galleries, aquariums, zoos, science centres, landmarks, historic sites, botanical gardens and similar attractions;
  • Meeting or event spaces;
  • Tour and guide services;
  • Conference centres and convention centres;
  • Driving instruction for individuals; and
  • Before- and after- school programs.

Also, those eligible businesses that qualified for the Ontario Small Business Support Grant and are subject to closure under modified Step Two of the Roadmap to Reopen will be pre-screened to verify eligibility and will not need to apply to the new program. 

 

“The government can’t hesitate and must ramp up supports as quickly as possible, and as robust as they possibly can,” says Greg.

 

Greg says the new Ontario Business Costs Rebate Program unveiled before Christmas, which aims to provide eligible businesses with rebate payments equivalent to 50% of the property tax and energy costs they incur due to current capacity limits, doesn’t work for many businesses.

 

“Right now, many businesses that don’t have a separate tax or hydro bill because it’s included in the rent they pay will be ineligible to get that recovery,” he says, adding the mid-January timeline announced by the Province before it activates the portal for businesses to even apply just adds to their growing financial burdens. “The portal was already available after the government initiated a property tax and hydro rebate program a year ago. They should have opened this up right away.”

 

In response to these restrictions, the Ontario Chamber Network sent a letter Jan. 6 to Ontario Finance Minister Peter Bethlenfalvy calling for the following:

  • Extend the Small Business Support Grant for a third round targeted towards all businesses whose revenues are directly and/or indirectly impacted by current public health restrictions. Eligibility should include businesses previously eligible for the Ontario Tourism and Travel Small Business Support Grant and businesses losing revenue because of restrictions affecting their clients (e.g. food service suppliers); 
  • Work with the federal government to increase rental subsidies provided under the newly expanded Local Lockdown Program like the enhanced Ontario-Canada Emergency Commercial Rent Assistance Program for businesses directly or indirectly impacted by public health restrictions; 
  • Immediately open the recently announced portal which would allow businesses to access rebates for property taxes and utilities, accompanied by rapid disbursements for eligible business expenses; 
  • Expand access to rapid antigen tests and PCR testing, with priority given to Ontarians unable to work from home, both to limit unnecessary isolation time and allow workers to demonstrate eligibility for paid sick days and other supports; 
  • Work with financial institutions and the federal government to forgive loans for businesses most severely impacted by public health restrictions. 

While the urgency for immediate assistance is needed, Greg says he fears these supports won’t be released quick enough to assist businesses, noting many of whom were starting to realize significant growth in the latter part of the summer and early fall.


“There are so many small businesses that have mounted a great deal of debt and it’s going to be extremely difficult for them to survive,” he says, adding for many it will be like starting from square one. “And we all know the survival rate for small businesses in the first five years is low.”

 

As well, he says businesses that have been around for a decade or two and were in ‘growth mode’ prior to the pandemic are also facing tough times ahead.


“It’s all been taken away from them now and the government just doesn’t seem to be there for them,” says Greg.


While he says while stricter health measures may be needed with this more easily transmissible COVID-19 variant, the line between science and politics has become somewhat blurred.


“There is a divide between science and politics and the two can never come together simply because politicians are trying to please the masses and science is trying to avert the predictable and therein lies the difference,” says Greg. “For the most part, I think government has been trying to take the science data and apply it to political realities and that’s never going to create a good scenario for anybody.”


He says there were measures the Ontario Chamber Network called upon the Province to take prior to the start of the second wave, such as mask mandates requiring surgical-grade and N95 masks being a requirement in public.


“Again, we still don’t have that,” says Greg. “I think there were other measures they should have invoked many months ago that would have probably put us in a better position going into this latest wave. The reality of the situation is the government has become so reactionary they tend to take longer to make decisions.”

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

The decision by Premier Doug Ford’s government to extend its COVID-19 sick days program has pushed the issue of paid leave back into the spotlight for many employers and their employees.

 

The province announced Dec. 7 that it’s COVID-19 Worker Income Protection Benefit, which require employers to provide up to three paid days off related to the pandemic and was to expire at the end of December, will continue until July 31.

 

But what happens after that date remains unclear, especially as the pandemic continues to drag on.

 

“In terms of what we do going forward, this is a question that deserves debate and discussion because on the one hand, there is a sound rationale to having a program like this in place, but the government can’t be footing the bill for everyone endlessly,” says Daniel Safayeni, Vice-President of Policy for the Ontario Chamber of Commerce. “And on the other side, small businesses have been disproportionately impacted by the crisis and the cost of doing business has gone up.”

 

He says it is worth noting the government budgeted $1 billion for the provincial program and that less than one-tenth – approximately 10% - has been used since it was launched last April. Under the program, employees receive a maximum of $200 per day, with the province reimbursing the employer. To date, employers have submitted more than $80 million in wages for sick pay claims for more than 235,000 workers.

 

“What we’ve seen in the numbers, on average by those who’ve used it, is no more than two sick days,” says Daniel.

 

The idea of transitioning this support to a more permanent sick day program of 10 days is something the Ontario Federation of Labour has been lobbying the provincial government to implement. In fact, a poll conducted by Envrionics Research in the last two weeks of November of 2021 indicated that 80% of the 1,210 respondents supported the Federation’s call for 10 permanent employer-paid sick days. 

 

“It is far past time for Ford’s Conservative government to finally do the right thing and introduce permanent, adequate, employer-paid sick leave and Ontarians overwhelmingly agree,” said Patty Coates, Ontario Federation of Labour President, in a Dec. 9 post on the group’s website. “The Worker Income Protection Benefit is temporary and inadequate. While Ontarians face the rise of a new COVID-19 variant and flu season, we urgently need this common-sense health measure to keep ourselves and our communities safe.”

 

But rising inflation and budgetary constraints faced by many businesses at this time would make implementing such a permanent program difficult, which is why Daniel says careful discussion is imperative.

 

“Ideally, there is a balance that can be struck in some future version of this program (Worker Income Protection Benefit) in which the government can still support these three sick days, particularly for smaller businesses that are in-person and don’t have the remote capabilities or don’t necessarily have the resources to fund an additional benefit like this,” he says, adding many larger businesses may already have sick day policies in place. “Perhaps there is some evolution that can occur for those that don’t, and that expense is eventually transitioned over to the employer. But this stuff needs to be done in consultation with the business community and the timelines need to match the economic backdrop.”

 

Daniel says implementing a more permanent paid sick leave program should not be part of any election promises.

 

“Right now, it’s getting mixed up within the context of an election,” he says. “It also has to be thought of within a broader package of benefits and compensation that employers are providing.”

 

And while the pandemic continues, especially for workplaces like smaller manufacturers, Daniel says the need to extend this program is important.

 

“The other backdrop to this is there is a war on talent and labour shortages and you’re seeing businesses trying to compete in the benefits they offer and to try and be an attractive place to work,” he says, adding providing a safe workplace for employees should remain the top priority right now, especially in the ‘essential’ sectors of retail, administration, and manufacturing. “It’s in no one’s best interest for a business to be in a situation in which they are risking the health and safety of their employees and by extension, the continuity of their business operation.”

 

Daniel says now is the time to investigate where this paid sick day benefit program can lead.

 

“It was wise of the government to extend this program, but let’s use the time we have between now and July to determine what the next step for this will look like,” he says. “As a Chamber network, we need to continue to do more work to understand where our members are at this time and what avenues for us going forward could be used to have a productive solution in place.”

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

For the first time since March of 2020, the Chamber hosted its first in-person Business After Hours event on Dec. 13 at Four Fathers Brewing Co.

 

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

 

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

 

What will you remember the most about the pandemic?

 

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

- Tony Rossel, Best Version Media

 

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

- Heid Brouwer, Galt Osteopathy

 

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

- Murray Smith, Blue Canoe Consulting

 

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

- Rick Gallinger, Top-Notch Concierge

 

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

- Maggie Herrington, Top-North Concierge

 

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

- Laurie Herald, Cambridge Tirecraft

 

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

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

 

 

 

 

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

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.”

 

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

The pandemic has created new opportunities for many workplaces.

 

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

But that return won’t come without its challenges.

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

Do:  

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

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

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

 

Don’t:  

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

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

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

 

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

Contributors

Blog Contributor Portrait
Brian Rodnick
98
May 20, 2022
show Brian 's posts
Blog Contributor Portrait
Greg Durocher
40
June 25, 2021
show Greg's posts
Blog Contributor Portrait
Canadian Chamber of Commerce
24
January 29, 2021
show Canadian Chamber's posts
Blog Contributor Portrait
Cambridge Chamber
2
March 27, 2020
show Cambridge 's posts

Latest Posts

Show All Recent Posts

Archive

Tags

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