Blog - Cambridge Chamber of Commerce

Disruption has become a familiar word in many workplaces as organizations search for ways to conduct business amidst a never-ending barrage of economic and social upheaval.

 

It occurs when are there are major changes to a business’ structure, competition, facilities, the economy, and even world events.

 

But how a business manages this disruption will depend on its leadership.

 

“I would say as an organization and a leader you need to embrace it,” says leadership coach and consultant Ricardo Camara, who operates Cambridge-based On This Rock Business Consulting Ltd.

 

As a leadership development professional who deals with ways to minimize management conflicts within organizations, he is very aware of the many disruptions that can befall a business, noting the pandemic has been the biggest disruption most business leaders have experienced.

 

“It was like a rude awakening for all of us,” he says, noting the trends it has spawned such a ‘quiet quitting’ or ‘The Great Resignation’ has led to the attraction and retention of employees becoming key priorities for many businesses. “But we have always had both internal and external factors that have impacted in how we do business.”

 

He says complaining about disruptions can create a negative work culture, but that by creating an environment of collaboration and innovation with employees helps build a higher level of trust and engagement that will benefit an organization as it deals with these changes.

 

“COVID-19 is a good example where organizations brought their teams together and they collaborated and everyone was engaged in that fight,” he says, adding staff is the No. 1 resource of any organization. “So why not give them a voice and make them feel part of the process? By doing that, you’re encouraging them to engage and buy into changes. Otherwise, if you force those changes upon your employees, they’re going to fight them.”

 

He says leaders who fear disruption can often paralyze an organization.

 

“It can create a sense of despair and uncertainty and adds to that mindset.”

 

Also, Ricardo says for businesses to successfully manage disruption it helps to have a pre-existing environment where collaboration and trust were already in place, especially when faced with a situation like a pandemic.

 

“I think disruption can also be short-term, long-term or even permanent,” he says. “We’ve seen that with COVID as businesses had to pivot and quickly develop new business models.”

 

But when it comes to preparing for disruption, he recommends leaders focus on developing their emotional and relationship intelligence, allowing them to motivate their teams in a compassionate way and connect with them on levels that will benefit the business.

 

“Leaders that have developed a higher level of these skills are more likely, statistically speaking, to be better at leading, guiding and coaching, and dealing with these types of situations more effectively,” says Ricardo. “Whereas individuals who do not have these struggle and often pass on that fear and uncertainty to their teams, and it can quickly become a wildfire that spreads through the organization.”

 

 

A few tips for managing disruption:

 

  • Think of disruption as an opportunity. Looking at disruption as an opportunity to create something better enables an organization as a team to move forward optimistically, and a better future.
  • Devise a plan to manage disruption. Creating a plan reduces confusion and allows your organization to a create strategy and allocate resources and responsibilities.
  • Communicate clearly and often. Consider holding town hall meetings, or one-on-one discussions because it’s vital to get in front of your team and working through the ramifications of disruption will be critical to your ability to engage and retain your key staff.

 

 

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As businesses continue to look forward as they develop staffing plans to tackle 2023, they may also wish to take a quick look back at new policies that have now been added to the Employment Standards Act, 2000.

 

These include the right to disconnect legislation first unveiled in Ontario Bill 27 in December of 2021, and the electronic monitoring policy outlined in Bill 88, Working for Workers Act, 2022, and added to the ESA in April of last year.

 

The new policies – the subject of much discussion since they were first introduced - directly affect employers that employ 25 or more employees as of January 1 of any year and must be in place before March 1 of that year.

 

We reached out to Meagan Swan, an employment law expert at Pavey Law LLP in Cambridge, to offer insight on what these new policies mean for employers:

 

 

Q. What should employers be thinking about when it comes to timelines surrounding these ESA changes?

 

Meagan:  Employers were supposed to have these new policies in place last year, but as we know for some employers it takes a new year to really start thinking about what needs to be done in 2023. If an employer now has 25 employees, inclusive of all the employer’s business locations, as of Jan. 1, these policies are to be in place by March 1 of each year and provided to their employees within 30 days.

The government has been very reasonable about rolling out the new requirements and giving lots of notice in advance. As we start a new year, employers need to think, ‘do I now meet the employee threshold’ and ‘if I do, how do I create the right policy for my business’. 

The timelines each year do give employers a buffer to ensure they have any new policy reviewed before implementing them with employees.

 

 

Q. What are some of the steps employers should be taking regarding these policies if they haven’t already?

 

Meagan: The first step is to make sure they have the necessary policies in place by March 1 that work for their business. However, employers need to understand that these new policies do not give any new rights to employees. They are basically setting out what the expectations are when it comes to electronic monitoring and the right to disconnect. These policies are all about being transparent. 

An employer can tailor these policies to their business.  For the Right to Disconnect policy, an employer can outline the expectations for when an employee is required to review or respond to emails after hours or engage in other after-hours activities. 

An employer can also include exceptions in their policy to address urgent work that may arise. 

Communicating these expectations to employees is likely not new.  Rather, we are now requiring employers to have these expectations outlined in writing. I have seen some employers implement standard form policies – because there are lots of templates online – and then they end up restricting themselves more than necessary because many are very employee focused. 

These standard form policies don’t consider or address each employer’s specific business or its needs, so it’s important to obtain advice regarding the use of any template to see if it’s the right fit for your business. 

An employer should ensure their policy includes those exceptions and considerations needed for their own operations. Simply, an employer should consider obtaining professional assistance when creating their policies.

 

 

Q. What type of penalties could employers be facing surrounding lack of policy implementation?

 

Meagan: The government has not updated the regulations to include any specific penalties related to these new policies.  As of now, the standard complaint process to the Ministry of Labour is available to employees if an employer had not complied with its requirement to implement the policies.  This type of complaint will likely trigger a visit or communication from an ESA officer to investigate whether the employer is compliant.  If not, an Order requiring the employer to become compliant will likely be issued.

 

 

Q. Were there many changes to the Employment Standards Act in 2022 and did the pandemic play a role?

 

Meagan: COVID-19 has really pushed the government to implement new regulations through the ESA. For example, we had the Infectious Disease Emergency Leave (IDEL) regulation implemented to temporarily change the ESA rules related to reduction of hours, pay and layoffs.   We all know that the pandemic also required many employees to work remotely.  

Many of these employees began feeling the stresses of remote work and maintaining a balance between their home and work life. I believe the government was reacting to these pandemic related issues by implementing the requirement for employers to have Right to Disconnect and Electronic Monitoring policies in their workplace.

Many employers were hesitant at first and believed these polices would be onerous or would take away their ability to manage their own business.

But in reality, most of my clients have been able to implement policies that fit their business and it is now very transparent to employees what the expectations are for remote work and the monitoring of work.   

 

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A new year has begun and with it comes challenges ahead for businesses.

 

Even though there are signs economic conditions are improving, such as a relatively fast drop in inflation and labour market additions, many small businesses are likely to feel the pinch of rising interest rates, the threat of a looming recession, and persistent labour shortages in 2023.

 

We reached out to Noah Jensen, a partner at Racolta Jensen LLP in Cambridge, to get a sense of what businesses can expect in the coming year:

 

 

Q.  What priorities or potential pitfalls should businesses wishing to expand in 2023 keep in mind?

 

Noah: Keep acquisitions open as an option. There are quite a few business owners with established businesses who are looking to divest themselves into retirement. Lower-mid market acquisitions (say, less than $10 million in value) are starting to see more supply than there is capital for private equity/investment firms to invest, especially on smaller deals. Acquiring an established brand with a customer list and team of trained employees that have complementary customers, production process, and/or supply chain partners can help achieve more scale by eliminating redundancies in the combined business after the acquisition is complete.

 

Avoid over-committing on cash, or over-hiring of employees. In the start-up world they   call this “lengthening the runway” by containing overhead costs. Labour is a fixed cost in the short-term and a variable cost in the long-term, be selective on who is being hired for what as many customers in the business-to-business landscape are being more thoughtful about purchases and many things are being delayed.

 

 

Q. How should businesses prepare for potential economic slowdowns this coming year?

 

Noah: Evaluate pricing. Costs have risen substantially in the past two years and there are still some businesses that have not adjusted their prices to their customers. If you have not changed pricing because your competitors have not changed theirs, you may have an issue with productivity to look at. If the market price has gone up and you have not changed your price, look at a price increase as an option. If your customers are unable to accept a price increase, look at the profitability of the relationship and consider not serving the client any longer.

 

Be clear on terms of payment with customers and suppliers to think through forecasting your cash flow over the next several months. Look into how this can be done with your accountant and/or bankers to see about a back-stop financing facility if needed. It is generally better to ask for financing facilities when your company is showing good financial results. You will not regret doing so now before things get too grim.

 

Think through your cost structure for any commitments to experiment with new products or services for your business that you thought would improve the productivity of your business. Are they all working? Is there anything that could be cut?

 

If you are in the business-to-business market, talk to your customers. What trends are they seeing from your competitors that they like or don’t like? How could you provide a better solution for them?

 

Do you have any redundant assets on your balance sheet? This would be assets that have no value to the operations of your company that have monetary value.

 

 

Q. Will this be a good year for businesses to make productivity investments?

 

Noah: Productivity investments will need to continuously be considered in today’s economic climate. Whether you are in dairy production or robotics, your competitors are purchasing equipment and/or software that is allowing them to get work done with less labour (a necessity in today’s labour market).

 

 

Q. How important is it for businesses to ensure they have a solid succession plan in place?

 

Noah: It is important to always consider the contingency plan of your business. If you are young with the intention of running your business for the long-term, failing to plan for what happens if you are suddenly disabled or facing terminal illness will put you and your family in a precarious position if any of those events transpire and you are unable to run the company. Certain insurance products mitigate the financial impact of this, but you still need to consider what shape your company will be in if you are eventually able to return to work.

 

If you are older and considering retirement, you should be thinking about this five-10 years out. Some considerations:

  1. Customer concentration: try to avoid having a lot of revenue tied to one customer relationship
  2. Supplier concentration: try to avoid having a lot of your inputs concentrated with one supplier.
  3. Management aptitude: always be grooming someone else (or a couple of internal candidates) to do your job.
  4. Cash flow: the valuation of the company is often determined on a multiple of cash flow. If you are selling at five times multiple, a $1 increase in cash flow increases your value by $5. So, make sure you are dialed in on profitability.
  5. Structuring: the structure of corporations will make a difference in the taxation of the sale, and you should be thinking of this a couple of years prior to sale.

 

Q.  What should business owners consider if they are planning an acquisition in the coming year?

 

Noah: Be aware of market trends. With uncertainty in the system related to financing costs (interest rate driven) and risk tolerance of people investing in private companies, there will be ebbs and flows in the low-mid-market mergers and acquisitions environment.

 

According to a recent poll, 2022 Q4 had a pull-back in interest on the buy-side of acquisitions which could indicate that the bargaining power could tilt in the favour of buyers rather than sellers. We have seen a lot of interest in our existing clients wanting to sell. Mainly related to age/retirement.

 

Be aware of the quality of earnings that are presented. While many people had an amazing fiscal 2022, if you broke it down by quarters, they were increasing prices to their customers faster than they were adjusting their costs for labour. Additionally, certain industries would have been on fire during the low-financing cost era (residential/industrial construction, auto sector manufacturing), that will be facing downturns in the upcoming year or two.

 

Q. Will 2023 be a good year to start a new business?

 

Noah:  Every year is a good year to start a new business if you have a good idea or good contacts in a particular field. The difficult thing about right now is that people currently employed will probably be seeing the best of the best in terms of offers for their labour time and talents due to the shortage.

 

The upside to starting a business right now is that a lot of people throw in the towel when there is the amount of uncertainty as there is right now with the changing economic landscape. This creates new opportunities for people.

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It has become an all too familiar scenario for many small businesses: a potential employee doesn’t show up for the interview or a new employee, perhaps after a single day or a few weeks, suddenly disappears, never to be heard from again.

 

For businesses already struggling with labour shortages, the phenomenon of ‘ghosting’ has grown into a real challenge as our economy continues to rebuild.

 

“The last time we checked, we had about 30% participation in live interviews,” says Mike Black, owner/operator of Valet Car Wash in Cambridge and eight other locations. “I’m also finding that many people go onto Indeed and apply to dozens of job postings and they have no idea why you are even contacting them because they have so many irons in the fire and are just picking and choosing.”

 

He’s not alone in this regard. According to a survey conducted by the Canadian Federation of Independent Business (CFIB), 37% of small business owners who responded said they have had potential hires suddenly disappear without explanation, while one out of three who’ve hired someone during the last year either had that employee not show up their first day or had them stop coming in shortly after being hired.

 

While salary is a clear motivator for many job seekers, Mike also believes there has been a cultural ‘shift’ as opposed to just an economic one in terms of how people currently look for work.

 

“There almost seems to be a complete lack of courtesy and respect for others,” he says, noting the adage ‘never burn a bridge’ no longer seems to apply.

 

Janice McVey, Manager Partner at the Dean Group which specializes in employment recruitment, says the fact there are so many jobs available and that accountability no longer seems to be there when it comes to referencing, are a few of the key factors.

 

“It used to be that having a good job reference was important and not having one used to be a real impediment,” she says. “Now, again with unemployment so low and good people hard to find, companies are lowering the bar. The job candidate understands that lack of investment from the client’s perspective, so it becomes a bit of a two-way street.”

 

Janice says conducting a short Zoom interview may not necessarily win over a potential employee and make them feel invested enough to sign on.  However, she acknowledges that most companies also no longer have the luxury due to staff shortages to properly acclimate a new employee –spending additional time on training or introducing them to all their co-workers - because they need them to start working immediately.

 

“As a result of tightening up the interview process, they actually lose that ability to truly engage somebody in the role and therefore they can lose them,” says Janice, noting ‘A list’ companies that offer higher salaries and benefits tend to have fewer ghosting issues. “I think what it boils down to is there are too many options out there and therefore people do not worry about not finding a job when they need one.”

 

To help combat this, she encourages her clients to really promote why a person should want to work for them.

 

“You have to make sure what you’ve got to offer is what the candidate is really looking for. You as an employer, have to be clear on why people want to work for your organization,” says Janice. “Because now, they’re interviewing you more than you’re interviewing them.”

 

And if the candidate accepts the job but there is a concern they could soon be looking elsewhere, she recommends reminding them why they accepted the job in the first place.

 

“What was their motivation; if money was the reason, you’re never going to keep those people because they’re going to go to the next guy who pays them more,” says Janice. “I think you’ve got to make sure you’re lining up what it is you’ve got to offer with what it is an individual is looking for.”

 

Mike agrees noting potential employees are paying much closer attention to a company’s core values and how it projects itself, especially online.

 

“You are definitely selling yourself more today,” he says, adding that communication is vital, especially during the initial interview process and explains how his company keeps in close touch with a potential employee once contact has been made.

 

“We stay in constant touch with that candidate, reminding them about the interview and confirming the date and time,” says Mike, adding they have had great success with video interviews which can also lead to an in-person meeting depending on the position they’re trying to fill.

 

Also, he says that close communication continues for the first few months after a new person has been hired.

 

“You really need to build a relationship that makes them feel welcomed and appreciated, and make sure they have everything they need,” says Mike. “You also have to be aware of how your employees are interacting with your new hires because they can play a major factor on whether they will stay or leave. It only takes a couple of bad apples to taint someone.”

 

Janice agrees, explaining leveraging your internal network can help an organization retain new employees.

 

“Your best salespeople as a good organization are your current employees,” she says, adding the pandemic has made the work of HR departments even harder. “I’m afraid the downside is they haven’t been able to do some of things that helped with engagement of candidates like they used to.”

 

When it comes to recruitment, Mike has purposely entrusted that responsibility to someone else in his organization.

 

“If it’s not something you’re comfortable with, you really have to delegate it to someone who is,” he says, adding each January his company also does an analysis of its turnover rate during the previous year. “We compare it with previous years to see if we’re getting better or worse. If we’re getting worse, then we really need to look at why and look at solutions as to why that rate when up.”

 

 

Employment turnover at a glance:

 

  • More than one-third of Canadian companies (35%) say employee turnover has increased compared to last year, a significant rise from the nearly a quarter (24%) who said the same thing in 2021.
  • According to the survey, employee turnover costs companies an average of over $41,000 each year (including the cost to rehire, lost productivity and more). Those costs are even higher for some employers, with more than 1 in 10 hiring managers (16%) reporting $100,000 or more per year in turnover expenses.
  • For companies with increased turnover this year, the main causes identified include better pay and/or benefits offered elsewhere (36%), employees resigning (35%), employees feeling overworked (33%), retirements (30%), increased workplace demands (29%) and better perks elsewhere such as summer Fridays and unlimited vacation days (28%).
  • Two-thirds of companies agree that employee turnover places a heavy burden on existing employees (64%). This is especially the case with large employers with 100 or more employees (75%) compared to small businesses with fewer than 10 employees (50%). With the added complexity of the current labour shortage, companies are having to lean heavily on their current employees.

 

•    Info provided by The Harris Poll commissioned by Express Employment Professionals

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The living wage in Waterloo Region has increased to $19.95 an hour, according to the latest report from the Ontario Living Wage Network, which represents an increase of $2.75 from 2021.

 

But what impact this hike has on businesses that are certified living wage employers, or those considering a certification, continues to be weighed.

 

“It depends on the nature of the business,” says Jason Dean, Assistant Professor of Economics at King’s University College at Western, who also teaches at Wilfrid Laurier University, and notes that maximizing profits is the key focus of any business. “Any economist would tell you that profit is good in the sense it ensures as a society that our scarce resources are used efficiently, so without profit, we would not have that.”

 

However, Jason says increasing wages can be done in a way that it can boost the bottom line of a business.

 

“In principle, if you do it right, it can be a benefit to business,” he says.

 

Sabrina McGregor, Branch Manager, YNCU in Cambridge, agrees.

 

“By providing a living a wage, we’re helping reduce stress as many have struggled with increased costs,” she says. “Our employees are very important to us; we want to make sure they have the tools to thrive inside and outside of work.”

 

YNCU is one of about a dozen businesses in Cambridge that are certified with the Ontario Living Wage Network, which charges annually between $100 to $1,000 depending on the size of the private sector business. (Lower rates apply for public sector businesses and non-profits).

 

“We want all of our workers to feel empowered by their employer so they can flourish in our communities,” says Sabrina, noting taking this step helps improve health and morale within the workplace.

 

Stephanie Soulis, founder, and CEO of Little Mushroom Catering, which has provided a living wage to employees since 2017, says it’s something that has always fit nicely within her business plan.

 

“When we started out, we knew we wanted to be a socially responsible business in that paying a living wage makes sense. It fits our culture,” she says, adding she does understand why businesses with many part time workers would find it hard to justify an hourly rate of $19.95. “But I’m also one of those businesses. I have a lot of 18-year-olds who work for me and are living at home with their parents, and they still need to pay car insurance and try to save up money so they can move out.”

 

Sabrina says the minimum wage is not a living wage and providing one can help companies save on things like vacant positions, training, and recruitment.

 

“It should be helping with things like retention and talent attraction. We’d like to think it does but there is definitely a labour war going on,” says Stephanie, noting more restaurants and event companies are now paying higher wages. “In the last four or five months we’ve noticed a big shift. But even with the minimum wage being $15.50 and living wage now $19.95, there’s still that middle ground where other restaurants and event companies are going to pay a bit more than minimum wage – say around $17 – so we still have a bit of that leading edge advantage.”

 

As well as attracting more talent, she says being part of a growing network of businesses has resulted in her company being sought ought by others, both in and outside of the network.

 

“We have many companies, especially non-profits, who want to work with us because we are a living wage employer. It’s not just for talent attraction, but client attraction as well,” she says, adding that education is key before any business decides to become a certified living wage employer. “It’s about weighing the pros and the cons.”

 

 

Breaking it down

 

What is a living wage?

 

“There is no universal definition. It is essentially a poverty line with specific characteristics,” says Jason. “Generally, a living wage is the hourly wage that reflects what people would need to earn to cover the actual costs of living in their particular area. A popular definition: A living wage is a socially acceptable level of income that provides adequate coverage for necessities such as food, shelter, child services, and healthcare. The living wage standard allows for no more than 30% to be spent on rent or a mortgage and is sufficiently higher than the poverty level.”

 

Why are businesses hesitant about offering a living wage?

 

“Businesses exist solely to make profit. Which can be a good thing as this is good for society as a whole because it ensures our scarce resources (labour, land, natural resources etc.) are used efficiently which is translates into a higher standard of living,” says Jason. “Many business owners do not believe their goal is to alleviate poverty and would suggest that this is the role of the government. Moreover, most businesses that pay a non-living wage (such as the minimum wage) have narrow margins and probably would not be able to pay a living wage even if they wanted to.”

 

Can increasing the minimum wage to a living wage help alleviate poverty?

 

“Likely not,” says Jason. “It is also important to point out the following statistics from a Fraser Institute Study: 8.8% of all workers earn the minimum wage; 92.3% of minimum wage earners live in households that are above the LICO (Low Income Cutoff); most minimum wage workers are not primary breadwinners: and 53% of all minimum wage workers are between the ages of 15 and 24.”

 

What advice can you offer businesses who are considering about taking this step?

 

“It can be profitable to pay higher wages in an effort to boost productivity and reduce turnover,” says Jason. “Efficiency wages: refer to employers paying higher than the minimum wage to retain skilled workers, increase productivity, or ensure loyalty.”

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Quiet quitting, thanks to viral posts on social media, has become a term very familiar in workplaces worldwide.

 

It describes the phenomenon of employees who no longer go above and beyond by doing only what is expected in effort to maintain jobs that may no longer interest or inspire them.

 

This disengagement from work has grown exponentially since the pandemic. In fact, the 2022 State of the Global Workplace report from Gallup shows only 21% of employees are engaged at work.

 

“We’ve come through such a crisis over the last couple of years. To some extent, I think we’re over it now, but it has forced people to make different decisions about work, especially if they were burnt out already,” says Frank Newman, CEO of Newman Human Resources Consulting, who will explore quiet quitting at a Cambridge Chamber of Commerce webinar Dec. 1 entitled Is Your Team Quietly Quitting?

 

He will not only touch on some of the top reasons why employees quietly quit as well as the warning signs but provide insight on how employers can alter their work environment so they can not only attract but, more importantly, retain employees.

 

“You want to make sure you create the best work environment as possible,” says Frank, acknowledging the existence of an “employees’ market” due to labour shortages.  “That really means taking a very critical look at your work environment. Do you know what people need? Is it benefits? Is it better management? This is the ideal time to do an employee survey or workplace assessment to provide you with some sort of tool you can use to get a fix in terms of what are you going to fix first.”

 

He says this process may not prove to be a comfortable experience for some workplaces, however, insists this information can go a long way in assisting an organization set benchmarks regarding branding, image or even compensation.

 

“There are so many changes happening right now and if you don’t understand where you’re going or where you’re at, it’s pretty hard to make any progress,” says Frank.

 

He also recommends employers conduct exit interviews, formally or informally, to get a sense of why an employee has decided to leave.

 

“Make sure you understand what people are feeling. Also, spend some time with your newest employees and ask them what attracted them to your organization.”

 

Frank says in the age of social media, it’s important to encourage people who leave to remain an ambassador for the organization adding that bad reviews tend to get more traction than good ones.

 

“Organizations need to think about that as they manage those who are quietly quitting and those who suddenly walk out the door,” he says. “I always encourage my clients to search various job boards to see what’s being said about them.”

 

Frank admits it’s a tough time to be a manager right now, noting that employees have become much more critical on how their companies are managed than they were in the past.

 

“People looking for work have so many options out there now, and if you’re a hiring manager, it’s putting more pressure on management to get work done with less resources,” he says, noting the difficulty this causes employees who are now required to pick up the slack due to staffing shortages.

 

However, Frank says he’s optimistic as the economy continues to readjust following the pandemic there will be less quiet quitting.

 

“As companies get smarter in managing their businesses and people, I think you’ll see less of that," he says.

 

Work Trends Facts:

  • Burnout is a big risk in the workplace, especially amongst younger Gen Z professionals aged in their 20s, research shows. A survey of 30,000 workers by Microsoft showed 54% of Gen Z workers are considering quitting their job.
  • In its 2021 Global Risks Report, the World Economic Forum ranks “youth disillusionment” as eighth of 10 immediate risks. Findings include deteriorating mental health since the start of the pandemic, leaving 80% of young people worldwide vulnerable to depression, anxiety, and disappointment.
  • Workforce data from organizations including McKinsey & Company suggests 40% of the global workforce are looking to quit their jobs in the next three to six months.

Source: World Economic Forum website

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The issues and possibilities facing Cambridge will be the focus when City Manager David Calder and Cambridge Chamber of Commerce President & CEO Greg Durocher sit down for a one-on-one discussion at our ‘Good Morning Cambridge’ Breakfast on Nov. 1 at the Galt Country Club.

 

To get a small sense of what participants can expect, we reached out to Mr. Calder to ask a few questions. (To register for this in-person event, visit https://bit.ly/3D2omlh.)

 

 

Q. What are some of the challenges the City of Cambridge will be facing in the next several few years?

 

A.  The City of Cambridge is expected to grow by 70,000 people by the year 2050.  With more people living in the community, we will also see a growth in local business as well as a need to expand the facilities and services that we currently offer.  With growth comes the challenge of how to accommodate. 

The old solution of growing outward isn’t sustainable, and creates a need for public input into the current policies for denser communities.  Although people understand and support development, it becomes more challenging when developments are closer to home.  This creates a balancing of the needs of neighbourhoods with the needs of the community, both those currently living here and those that will be calling Cambridge home in the future.

 

 

Q.  How has the pandemic changed the way many cities, such as Cambridge, operate?

 

A. The focus of our City staff during the pandemic was to continue to deliver programs and services in a variety of ways that met the needs of our community all while ensuring safety for everyone. In the process, staff have found more efficient, open, transparent and accountable ways to deliver many of our services. As we transition back to in-person and the “new normal” staff are applying their pandemic learnings to offer more options for the public to access us.

 

 

Q.  What is one key lesson the City of Cambridge learned from the pandemic?

 

A. The experience of delivering services during the pandemic taught us how committed City staff are to serving the public in innovative ways. From offering services remotely, transitioning to hybrid and returning to in-person situations, staff rose to each occasion with renewed enthusiasm.

 

 

Q.  Should Cambridge residents be hopeful for what lies ahead for this community?

 

A.  Cambridge will be celebrating its 50th in 2023 and we have a lot to be proud of as a community. We’ve seen tremendous growth and development across Cambridge and a commitment to improving our distinct cores in a way that creates places and spaces for people to gather. The City has committed close to $150 million to three large recreational projects which will come to fruition in the next few years.  A Parks Master Plan as well as an Arts & Culture Master plan are also underway along with an Older Adult Strategy.

These plans will help us to map our recreational and creative activities in a way that the future community can enjoy.  Next year, a Recreational Master plan is scheduled to begin reviewing what other Recreational activities would be needed to help accommodate the anticipated growth and change in our community.

Our Transportation Master Plan has many recommendations as to how best to move people from place to place, including better linked multi-use trails and making public transit more attractive. This will help us to prepare for the growth in population and ensure they have choice in how they move around the city.

 

 

Q. What is the best part of your work for the City of Cambridge?

 

A. The people. The past few years have been challenging for everyone. I am extremely proud of what we were able to achieve through our foundational commitment to excellence in customer service, while tapping into what makes Cambridge unique. This commitment and openness to new opportunities has not only encouraged growth in our community but also created opportunities for future prosperity.

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The cumulative energy of Chambers nationwide took the spotlight at the Canadian Chamber of Commerce’s recent CCEC Conference and AGM in Ottawa.

 

More than 400 delegates representing Chambers from across Canada gathered Oct. 12-15 in our nation’s capital to brainstorm and attend presentations pertaining to a variety of issues to help these organizations assist businesses. These included everything from generating revenue ideas and the importance of digital transformation, to promoting advocacy and promoting staff growth to create more impact in helping to recruit Chamber Members. As well, the AGM featured several interesting panel discussions and guest speakers, among them U.S. Ambassador to Canada David Cohen who outlined the importance of business relations between the two countries and potential hurdles, as well as John Graham, President and CEO of the Canada Pension Plan Investment Board.

 

 

 

“The calibre of the discussion at the CCEC (Chamber of Commerce Executives of Canada) and AGM is always top-notch and provides the Chamber network with new ideas that can go a long way in helping our Members succeed,” says Chamber of Commerce President & CEO Greg Durocher, who received a special nod of recognition from Canadian Chamber of Commerce President and CEO Perrin Beatty during his opening remarks at the AGM for his work in creating the pilot rapid antigen screening kit program for businesses. To date, Mr. Beatty said the program has resulted in the distribution of more than 10 million kits to businesses nationwide.

 

During his address, Mr. Beatty touched on current labour and supply chain concerns facing communities nationwide and the importance of the Chamber network in developing growth minded policies to assist the economy to flourish.

 

“Growth doesn’t just happen spontaneously, it takes planning,” he said, noting the value and strength contained within the Chamber network to implement change. “Nationwide, Canadian Chambers are fighting for Canadian businesses.”

 

Policies helping businesses

 

This year, 61 policy resolutions were up for debate in a variety of categories including agriculture, international affairs, human resources, transportation, natural resources and environment, and finance and taxation.

 

The Cambridge Chamber of Commerce's policy calling for the creation of a more equitable tax distribution plan to assist Canadian municipalities was among 53 approved by delegates. Our policy calls for the review of current funding mechanisms to ensure municipalities can fund their needs, including physical and social infrastructure to set the stage for economic recovery in communities, which in turn is good for local businesses. Besides carrying the lion’s share of Canada’s public infrastructure funding, municipalities have continued to face additional pressures surrounding a myriad of issues including housing, public transit, public safety, the opioid crisis, telecommunications and broadband, to name just a few.

 

“Our policy calls for all levels of government to sit down at the same table to work out a fairer tax distribution plan to meet the needs of Canadians and formulate local solutions that will help businesses succeed,” says Greg. “Having the backing of the Canadian Chamber network can go a long way to create positive results in the right direction.”

 

The approved policies now become part of the Canadian Chamber’s policy ‘playbook’ in its efforts to advocate for change.

 

To learn more about our advocacy and policy work, visit https://bit.ly/3ez63vZ.

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

 

How to identify potential issues in the workplace

 

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

 

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

 

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

 

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

 

 

What can be done when an issue is discovered?

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

 

Are workplaces getting better at curbing sexism and ageism?

 

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

 

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

 

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

 

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

 

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

 

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

 

 

A few steps to creating an open and equitable workplace:

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

Source: Monster.ca

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The word ‘diversity’ has become commonplace in most workplaces.

 

But according to a local expert in the field, the definition of that concept may be difficult and even confusing to pin down.

 

“Diversity is like the big buzz word right now and it’s a big topic that’s on everyone’s mindset,” says Dr. Nada Basir, Assistant Professor at the Conrad School of Entrepreneurship and Business at Waterloo University. “Companies are putting money into it because we all know that it’s important. But business leaders, when they think about diversity, tend to think of it on the surface level.”

 

As a result, she says the deep level of diversity, not just the observable points relating to gender, race, and nationality, often get overlooked.

 

“While we understand diversity is about differences, we sometimes narrowly focus on one type, and I think that’s where there is confusion and that’s where we need to think a little bit more outside the box.”

 

Dr. Basir will delve into this subject even deeper at our Women Leadership Collective Series event entitled: ‘Collaboration Between Men and Women to Empower Each Other, Inspire Each Other, and Lead Together’. During this in-person event Oct. 21 at Langdon Hall, she will explore what kind of diversity matters when it comes to producing benefits in the workplace.

 

“But I don’t want to make a case as to why diversity is important because we already know it’s important,” she says, noting introducing diversity in the workplace is not just about hiring or collaborating with diverse people. “It’s about the context that diversity is in and how do we make sure the teams or companies we are building are harnessing that diversity. What does it mean to have people come to the table and feel engaged and welcomed, and how do we tap into their identity-related knowledge?”

 

Dr. Basir says many companies may have a 50/50 split between male and female employees and feel they are doing well when it comes to promoting diversity, but this is not always the case.

 

“Who is making the decisions in that company? Who are in the leadership roles?” she says, explaining research surrounding motherhood show that women tend to leave the workforce more than men because they may not feel supported enough when it comes to such things as childcare or fertility issues. “We can have a diverse workplace but if the environment does not cater to it and leverage it, then what’s the point?”

 

When it comes to creating a diverse and collaborative workforce in a post-COVID-19 environment, Dr. Basir says companies have learned about the importance of being more agile.

 

“The world is complex and complicated, and things change very quickly in business since customers and stakeholders are involved in everything that’s happened and we have to keep them engaged, and it can be really costly if we don’t pay to attention to diversity,” she says.

 

Dr. Basir says relying on different perspectives and lived experiences can help the decision-making process at any company and hopes to convey that to participants at the Oct. 21 event.

 

“I hope it’s a workshop of reflection in terms of what people thought diversity was and why it’s important and maybe when they leave, they’ll have a different perspective on what diversity should look like,” she says, referring to the research she will also introduce to build a business case for diversity. “I want to talk about what do we know about diversity in terms of ROI (Return on Investment).”

 

To find out more, visit our Events Calendar.

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