Blog - Cambridge Chamber of Commerce

Providing innovative programming that assists women business leaders reach their full potential as well as further their professional and personal goals is something the Cambridge Chamber of Commerce continues to do well. This will be especially apparent at our inaugural Women’s Well-Being Summit: Investing in Yourself to Achieve Your Goals on April 24 at Tapestry Hall. 

 

The summit features an array of expert speakers sharing their insight on areas centring on the theme of total well-being, focusing on both physical and mental health, emotional intelligence, as well as financial wellness.

 

“Helping to build a healthier community has always been an important role of the Chamber, and that includes not only economic prosperity but societal prosperity as well,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “Our Women’s Well-Being Summit fits right in with this role.”

 

Men are also encouraged to attend in hopes of creating more awareness and understanding in the workplace.

 

Greg notes that approximately 60% of Chamber Members are women and says the summit is the ideal extension of the many programs the organization already offers them.

 

Others include its popular Women Take Charge Breakfasts and Women’s Collective Series events, each featuring inspiring female speakers, plus the Chamber's annual Salute to Women in Business Luncheon which this year raised more than $13,000 for the breast reconstruction unit at Cambridge Memorial Hospital. To date, the Chamber has raised more than $143,000 from this event to benefit this important cause.

 

As well, its new Chamber Circles Program provides expert mentoring to women aimed at encouraging their professional and personal growth.

 

“Women business leaders play a significant role in our community and the Chamber is pleased to provide them with as many tools and supports as possible to ensure their continued success,” says Greg.

 

Summit speakers include:

 

  • Bridget Jensen of Better Bedtime will discuss the importance of good ‘sleep hygiene’ and how embracing your sleep-type sets the foundation for your day. 
  • Naturopath Dr. Henna Plahe will “break the silence” regarding menopause, offering valuable tips to navigating this natural life transition, especially as it pertains to the workplace. 
  • Ellyn Winters-Robinson, author, entrepreneur, mother, and storyteller will share her unique and positive insight on finding a transformative purpose in life after she was diagnosed with breast cancer.
  • Psychotherapist Carling Mashinter of Relationship Matters Therapy will look at self-acceptance surrounding the cultivation of emotional intelligence, providing summit participants with practical strategies to support personal growth.
  • Kathleen Beech and Jackie McMullen of Scotiabank will discuss the importance of encouraging women to build confidence in taking control of their finances and why a solid financial plan can benefit a women’s mental and physical health.
  • Chiropractor Dr. Mark Guker of ReAlign Natural Health Clinic will outline a comprehensive guide to aging naturally and gracefully and explore various aspects of women's well-being. 

 

Click here for more on the Women’s Well-Being Summit including information about the Early Bird registration price that is available until March 29.

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In the changing landscape of business, where uncertainty and rapid change are constants, effective leaders must adeptly manage chaos to ensure organizational resilience and success.

 

Navigating through tumultuous times requires a strategic and agile approach, says Linda Braga, Business & Executive Development Specialist with LMI Canada, which has provided leadership development for more than 50 years.

 

“I think there’s still a lot of uncertainty out there,” she says, referring to issues that now exist in workplaces surrounding remote working, labour shortages and retention. “I think leaders are still adapting to managing the workplace and the whole side of leading and actually developing their people because we are successful through our people.”

 

Unfortunately, Linda says developing employees now often takes a ‘backseat’ as company leaders navigate these issues, some of which have been magnified by major shifts in the workplace.

 

“There are four generations in the workplace right now and each come with different attitudes and different viewpoints,” she says, noting older employees prefer having that ‘physical’ presence in the office while younger ones are looking for more of a ‘social’ connection. “It’s about leaders being flexible and adaptable, and having more of an open mind to solicit feedback from their people. Empathy is huge right now.”

 

However, this could prove to be difficult considering statistics show that at least 60% of small and medium-sized businesses owners are aged 50 or older and many will soon be leaving their companies, making it harder for some to adapt to these dramatic workplace shifts before they retire.

 

Self-care important

 

To manage the chaos effectively, Linda leaders should first look at how they manage and lead themselves.

 

“I think it’s important they are able to put on their own oxygen masks first because they’re very busy dealing with the day to day trying to keep their companies running and keeping their employees happy,” she says, adding ‘self-care’ is something they should take seriously.

 

Linda says often leaders have difficulty asking for assistance, especially from their employees.

 

“Just because you’re a leader or manager, or a company owner, doesn’t necessarily mean you have all the answers and know everything,” she says. “That’s what I feel separates really good leaders from managers is that they empower their people.”

As well, when it comes navigating uncertainty and rapid change, setting goals is key for leaders.

 

“It’s important for our leaders and managers to have crystal clear goals, which they need to communicate,” says Linda, noting there is a big difference between efficiency and effectiveness. “They can be really good at being effective and doing things the right way. But are they doing the right things? Even as a leader, are you hitting your own goals? All leaders should be able to look at themselves in a mirror and be self-aware.”

 

 

Some key methods for business leaders to manage chaos:

 

 

Develop a Resilient Mindset:

Successful leaders should acknowledge that change is inevitable, viewing challenges as opportunities for growth rather than insurmountable obstacles. Embracing uncertainty allows leaders to respond with flexibility and creativity.

 

Establish Clear Communication Channels:

Leaders must provide regular updates, share relevant information, and foster a culture of open dialogue. Clear communication helps employees understand the situation, reduces anxiety, and builds trust in leadership.

 

Prioritize and Delegate Effectively:

Leaders must prioritize activities based on their impact on the organization's core objectives. Delegating responsibilities to capable team members ensures that tasks are handled efficiently, preventing overwhelm at the leadership level.

 

Encourage Adaptability:

Business leaders should encourage employees to embrace change, learn new skills, and remain agile in the face of uncertainty. An adaptable workforce is better equipped to navigate chaos and contribute to innovative solutions.

 

Invest in Technology and Automation:

Leveraging technology and automation can streamline processes and enhance organizational efficiency. Implementing digital solutions allows businesses to adapt quickly to changing circumstances and minimizes the disruptions caused by chaotic events.

 

Build a Diverse and Inclusive Team:

A diverse team brings varied perspectives and skills to the table, enhancing the organization's ability to address challenges creatively. Inclusion fosters a collaborative environment where team members feel valued, increasing their commitment to overcoming chaos together.

 

Conduct Scenario Planning:

Business leaders should engage in proactive scenario planning to anticipate potential challenges and devise strategies to address them. This foresight enables quicker and more effective responses when chaos unfolds, reducing the negative impact on the business.

 

Cultivate Emotional Intelligence:

Leaders with high emotional intelligence can navigate uncertainty with empathy, providing support to their team members and maintaining a positive organizational culture.

 

Learn from Mistakes:

Successful leaders acknowledge mistakes, learn from them, and apply those lessons to improve future decision-making. This adaptive learning approach contributes to organizational resilience.

 

Strategic Resource Allocation:

Business leaders must strategically allocate financial, human, and technological resources to areas that will have the most significant impact on maintaining stability and achieving long-term objectives.

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Navigating the intricacies of entrepreneurship and professional growth in the business world can be a daunting journey filled with challenges, uncertainties, and a constant need for adaptability. 

 

In this ever-evolving business environment, the mentor-mentee relationship can be a powerful and crucial catalyst for success and personal development, which is why our Chamber Circles program has been created. 

 

The program – one for women and another for entrepreneurs - offers business leaders a platform to not only expand their network but explore potential partnerships with peers as they advance their own growth both professionally and personally. 

 

The Chamber has enlisted a group of talented business mentors for each ‘Circle’ which consists of between four and five people who will discuss pre-selected topics once a month.

 

“Chamber Circles is a great way for business leaders to not only tap into our mentors’ knowledge and professional connections but can lead to networking opportunities with their peers as well as give participants the chance to cultivate their own skills and strengths,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “The monthly sessions will provide these business leaders with some added tools they need to enhance their businesses.”

 

He says the Chamber Circles for Women stream was created after the Chamber was approached by some female members requesting an opportunity to learn and collaborate with other women business leaders like themselves. The second stream, Chamber Circles for Entrepreneurs, is available to all business leaders.

 

“Having both streams provide a large cross-section of the business community the chance to thrive and succeed,” says Greg.

 

The program touches on a variety of topics, including bringing creativity into your work role, finding new ways to manage yourself and others, how to give and receive effective feedback, as well as a look at resiliency and the importance to continuously evolve. 

 

“These are topics we feel are very relevant to operating a business in today’s economic climate and will give these leaders an even better foundation,” says Greg.

 

Click here to learn more about joining Chamber Circles

 

A few reasons why joining Chamber Circles can assist your business:

Guidance Through Experience

By sharing their experiences, mentors provide invaluable insights that can help mentees avoid pitfalls and make informed decisions. 

 

Accelerated Learning Curve

Instead of relying solely on trial and error, mentees can leverage the wisdom of their mentors to gain a deeper understanding of industry intricacies, best practices, and strategies for success. 

 

Building a Network

Building a robust network is an invaluable asset, often leading to collaborations, partnerships, and a broader spectrum of career opportunities.

 

Confidence and Emotional Support

Having a mentor provides a reliable source of emotional support and encouragement. This emotional support fosters confidence, helping mentees navigate uncertainties with a positive mindset.

 

Encouraging Innovation

Mentors not only guide mentees within existing frameworks but also encourage innovative thinking. This dynamic approach to problem-solving is essential in an era where innovation is often the key differentiator between success and stagnation.

 

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The one constant thing business owners can count on is change, something the last three years have clearly shown.

 

But as business leaders continue to navigate in a changing economy shaped in the aftermath of the pandemic, many have not taken a moment to appreciate how resilient they’ve become.

 

“A lot of people haven’t been able to validate how many changes they’ve had to make doing business, and the transitioning and pivoting,” says Tracy Valko, award-winning mortgage broker and owner of Valko Financial Ltd. “They haven’t been able to look at their business, their goals and what they value in life and take the time to realize how resilient they’ve been.”

 

Tracy says in particularly, women business leaders are less likely to appreciate themselves and what’ve they been through and hopes to help rectify that by leading an informative and interactive workshop at our Women Leadership Collective Breakfast Series: Resilient Mindset later this month at Langdon Hall.

 

“I still see so many women spending time second guessing their skill sets,” she says, noting men seem to have more resiliency and forgiveness for themselves when it comes to pivoting in business. “Women spend more time judging themselves, thinking ‘maybe I shouldn’t speak up because someone’s going to say something’. I think in this world, especially now, women have to stand their ground and come together to support each other.”

 

At our Women Leadership Collective event Tracy will provide strategies for women to become more resilient by offering them a look inside what she refers to as her ‘resilient toolbox’ and share personal stories of what she has gone through creating a successful business over the course of the last 25 years. Besides being named one of Canada’s top individual brokers, she is also a published author and motivational speaker.

 

“I will provide a lot of different affirmations of ways to look at resiliency,” says Tracy, referring to her presentation. “A lot of people just don’t take the time to appreciate how far they’ve come and be able to pivot very quickly in an ever-changing world.”

 

Click here to learn more, or to register for our Women Leadership Collective Breakfast Series: Resilient Mindset which takes places Wednesday, Nov. 29 from 9-11 a.m. at Langdon Hall.

 

Tips about a resilient mindset

 

Embracing Change and Uncertainty

A resilient mindset begins with the willingness to embrace change and uncertainty. 

 

Learning from Failure

Failure is a common part of life, and a resilient mindset allows us to see failure as a valuable teacher. 

 

Cultivating a Positive Mindset

Resilient people focus on the positive aspects of a situation and avoid dwelling on the negative. 

 

Building Strong Social Connections

Resilience is not a solitary endeavor. Building and maintaining strong social connections is a crucial aspect of a resilient mindset. 

 

Setting Realistic Goals

While having big dreams is important, setting smaller, attainable milestones helps build confidence and motivation. 

 

Practicing Self-Care

Resilient individuals recognize the importance of taking care of their physical and mental well-being. 

 

Adaptability

Those with resilience are not rigid in their thinking and are open to new ideas and solutions. They can adjust their plans as circumstances change and are willing to try different approaches to achieve their goals.

 

Developing Problem-Solving Skills

Resilient individuals are excellent problem solvers. They break down complex issues into manageable steps and work through them systematically. 

 

Seeking Support and Seeking Help -

Resilient individuals are not afraid to seek support and help when they need it. 

 

Maintaining Perspective

In the face of adversity, resilient individuals remind themselves of the bigger picture. They recognize that the current challenge is just a chapter in their life's story and that it will pass, making way for new opportunities and growth.

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The expression, ‘it’s lonely at the top’, may ring truer than ever these days as business leaders deal with a barrage of labour and financial issues which can not only affect their motivation but lead them to quickly becoming burned out.

 

In fact, Microsoft’s 2022 Work Trend Index - compiled via a global survey of workers across multiple industries and companies - indicated that 53% of manager reported feeling burned out at work.

 

This doesn’t come as a surprise to leadership coach and expert Julie Dupont, Principal Strategist and Owner of Cambridge-based Reimagine Leadership.

 

“We know there has been a bit of a mass exodus with boomers leaving (the workplace) and the onset of COVID, but still leaders have been expected to achieve the same results with even fewer resources,” she says, adding the ‘doomsday’ predictions of a potential recession have just exacerbated the situation. “It’s no wonder they are starting to feel burned out.”

 

Like employees, Julie says a lack of motivation in leaders often manifests itself in either performance or attitude when it comes to work.

 

“With managers you will see a loss of enthusiasm in the goals of the organization because a motivated manager sees the vision and buys into it and wants to be part of it and rallies the troops to make it happen,” she says. “But when you start getting to that point of burnout or loss of motivation, you start feeling some apathy towards the goals of the organization. You become so busy trying to figure out what you’re going to do for yourself that the goals of the organization take a backseat.”

 

As a result, Julie says employees’ performance and growth is easily impacted since they are no longer being challenged.

 

“They get used to this of life just doing the bare minimum and it spirals, so it’s about not having opportunities missed because your manager just doesn’t have the capacity to perform.”

 

However, Julie says there are many ways business leaders can ‘reignite’ their motivation beginning with having the self-awareness to know what their triggers are when it comes to work.

 

“You can then be in a place to start taking steps to manage yourself when you start noticing the apathy and anxiety,” she says, adding keeping a journal can help, even creating a ‘gratitude’ journal. “Some people may say it sounds hokey, but it works and brings to mind things that are good in your life so it’s not all doom and gloom.”

 

Also, the need for self-management is key says Julie.

 

“Moods are contagious and if you’re that leader walking around with a cloud over your head all the time that spreads and can be very unproductive,” she says. “When your people see that you don’t care, why should they?”

 

Julie says when leaders receive the skills they need to make choices and handle stress, that helps build resiliency and suggests using the services of a professional coach as another option, especially if they don’t have anyone either personally or professionally, they can confide.

 

“Managers don’t always they feel there is someone at work they can confide in. They may feel they’re at the top and have to do it alone,” she says, adding a coach can become a great ‘thinking partner’ for a business leader. “This is a person you can off load to who isn’t judging you and there’s no repercussions to sharing your experiences, and they have the added benefit of having strategies or ideas that can help you overcome those hurdles.”

 

 

10 tips to combat leadership burnout

 

  • Know your early warning signs. Common burnout symptoms include poor sleep, loss of motivation, exhaustion, feeling every day at work is a bad day, increased irritability and engaging in escapist behaviours.
  • Increase your self-efficacy. Seek out coaching and professional development experiences to identify mastery experiences.
  • Empower your team and delegate more. Share your vision and purpose and reduce micro-managing.
  • Become more deliberate with your time. Use your leisure time wisely and seek out positive social support and sources of relaxation and achievement outside of work.
  • Take a break, 20 minutes a day. No texting, no internet, just you and an introspective practice (like mindfulness). Unplug out of work daily.
  • Rewind, reflect, remember.  Take time to remember why you’re doing what you do. What is your purpose?
  • Get the basics right.  Diet, sleep, and exercise.
  • Honestly assess your situation and work toward solutions. Ask yourself the following questions: How am I travelling? Am I doing those things? Why am I doing what I am doing?
  • Mentally remove yourself from the job. Step back and try to look at your job from an external objective point of view.
  • Manage your energy not your time. Work out when you are most productive and do important tasks then.

 

Source: HumanPsychology 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

 

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

 

How would you define ‘healthy’ workplace boundaries?

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

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

 

Examples:

 

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

 

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

 

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

 

How can an employer help employees communicate their needs?

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

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

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

 

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

 

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

 

  • Low retention
  • Employees edging on/experiencing burn out.
  • Lack of feedback from employees.
  • Hands-off management styles.
  • High sick calls/absenteeism.
  • Employees feel the need to answer emails regularly outside of work hours (and managers expect this).
  • Employees are unable to take vacation time, personal time.
  • Workplace gossip is rampant.
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Mental health in the workplace continues to be a major focus, especially as businesses continue to deal with labour shortages and adapt to hybrid work models.

 

“You have to prioritize it,” says Robyn Schwarz, Fund Development, Advocacy, and Communications Lead at Porchlight Counselling Addictions Services in Cambridge. “You have to see it as something you need to learn, the same way you need to learn anything else to grow your business.”

 

Despite the fact the pandemic is considered a thing of the past, she says for some fears and concerns surrounding COVID-19 – especially for those with ongoing health issues - continue to impact their mental health.

 

“I like to think the pandemic really escalated a lot of stressors and acted almost like a catalyst for things that were already just under the surface in our lives,” says Robyn, referring to it as “collective trauma” for the community in general.

 

She says for working parents who had to find ways to support their children through school lockdowns while trying to balance their work life, it has proven particularly hard as they face rising costs. In fact, according to a recent Wellbeing Waterloo Region report Cambridge residents, despite having lower income levels, work more hours to make ends meet. The report shows 6.2% work 55 hours a week or more at than their main job and a 28.3% of respondents work 20 or more hours a week at a second job.

 

“I think as a community, we’re trying to figure out what do our lives look after this while also really struggling cognitively with our brains,” says Robyn.

 

As a result, she says it’s important for employers to be able to read the signs an employee may be dealing with mental health issues.

 

“Looking at different behavioural changes can be really helpful,” says Robyn, noting that sudden tardiness, anger issues, or signs often associated with being a ‘bad’ employee could really indicate a mental health concern. “A mental health issue is one of those things that shows up so different with everyone and we all have different understandings of what emotional dysregulation look likes.”

 

As well, she says addiction issues could also be a byproduct as employees try to find ways to cope with anxiety and depression.

 

“A couple of things we’re hearing in the community is an increase in normalized addictions because many people were at home during the pandemic,” she says, referring to alcohol consumption. “That is something we’ve been really concerned about because it’s something you can hide really easily until it becomes life or death.”

 

As a result, she says creating a supportive workplace environment through trust and open communication is important for an employee to address their mental health issues.

 

“It’s all about finding ways to build those spaces into your work and obviously, every workplace is different. There is no one ‘right’ way to do this,” says Robyn. “It’s about knowing how to talk about mental health and being able to communicate that in a kind and compassionate way. Many employers themselves are also under stress and when an employee knows that they can mutually support each other.”

 

She says just sending employees emails with links to mental health resources isn’t enough, and in fact, could exacerbate the situation.

 

“In that case, you’re putting the onus on your employee to do something that they might not even have the capacity to do and you’re also creating a situation where they feel you’re actually giving them more work to do.”

 

Finding resources can be difficult, says Robyn, noting that private therapy in Canada can cost between $160 to $250 an hour, and that on average between six to 10 sessions are usually needed for a person to make any progress.

 

“Most benefit packages I know, unless you work for a very large corporation, cover perhaps $500 a year,” she says, adding Porchlight, which offers a variety of services, is a good place to discover local resources. “The system right now is a great big puzzle and is very confusing, so an organization like ours we can do the heavy lifting for people to help them access affordable mental health and addictions support.”

 

 

Recommendations from the Ontario Chamber of Commerce’s Mental Wellness in the Workplace: A Playbook for SMEs

 

Develop a comprehensive mental health strategy

•    Develop a mental health strategy that is linked to your EDI strategy.
•    Measure baseline workforce mental health through qualitative (e.g., regular pulse checks and surveys) and quantitative measures (e.g., absenteeism, presenteeism, short- and long-term disability, etc.).
•    Set specific performance targets based on baseline data and the unique needs of your organization and employees.
•    Monitor progress to assess whether intended outcomes were achieved and what steps are needed to improve psychological health and safety.

 

Build a psychologically healthy and safe workplace culture

•    Invest in mental health training to ensure leaders can recognize distress and support employees.
•    Pay attention to the quality of social connections and consider team building options (that adhere to public health guidelines) to foster camaraderie.
•    Encourage employees to practice self-care that includes daily relaxation to decrease stress and healthy habits (e.g., adequate sleep, exercise, etc.).
•    Consider small gestures of appreciation (e.g., a gift card or simple “thank you”), which can impact someone’s day.
•    Consider building a mental health committee or peer support program.

 

Communicate widely, regularly, and effectively

•    Encourage leaders to model open and authentic communication about their mental health challenges – to reduce stigma and encourage employees to seek support.
•    Create spaces for conversation between leaders and employees to share how they feel, check-in with one another, and build a sense of community.
•    Repeat key messages throughout the year to create lasting cultural change and using various formats (e.g., team meetings, posters, etc.)

 

Ensure adequate resources and supports for employees and their families

•    Ensure supports are varied, visible, and accessible – in-person and virtually.
•    Invest in leaders’ wellbeing so they can provide support to employees.
•    Support employees along the full continuum of mental health – from prevention to early intervention to recovery.
•    Review your company’s health plan with your benefits administrator to examine what supports you currently provide and what could be added.

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

 

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

 

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

 

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

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

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

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

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

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

 

 

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

 

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

 

 

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

 

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

 

 

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

 

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

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

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

 

 

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

 

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

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

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

 

 

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

 

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

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

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

 

 

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

 

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

 

 

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

 

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

 

 

Q.  How will compliance of the legislation be monitored?

 

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

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

 

Pros of a four-day work week

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

 

Cons of a four-day work week

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

 

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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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