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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

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

The number of employees returning to their workplaces has been steadily increasing since the start of the year, according to stats recently published in the Globe & Mail. However, as the months pass not all may be thrilled with the notion of going back to the office.

“We are hearing mixed reviews about returning to work and that has to do with both employee preference as well as the expectations that businesses put in place prior to the pandemic,” says Peninsula Canada Account Manager Victoria Vati, adding that if a business didn’t have a working from home policy in place prior to COVID-19 not many put one in place when staff began staying home. “This created confusion for staff who have been productively working from home for the last year or two, and now they are expected to return. Many of them feel as though it is not necessary to be there in-person and are pushing back.”

Victoria, an HR expert, says it’s imperative that workplaces ensure they have something in writing outlining what the expectation is for employees when it comes to returning to the workplace.

“It can be tricky to navigate this area completely,” she says, noting that some businesses have found it more lucrative to have employees work from home removing the financial need for physical office space. “Others may opt for a hybrid solution because they have the resources to accommodate and support both in-house and remote workers.”

When it comes to hybrid working, the JLL (Jones Lang LaSalle) Workforce Preferences Barometer report released in June notes that from among just over 4,000 office workers surveyed in 10 countries – including Canada - this type of work model was expected by 60% of respondents, with 55% already utilizing a hybrid approach.

The report also indicated that 73% of these office workers are going into the office at least once a week, an increase of 5% compared to March of 2021.

To ensure a hybrid model works, the report states that six out of 10 employees expect to be supported with technology and financial assistance for expenses linked to remote work and outlines the need for a ‘holistic’ approach to management since 25% of those surveyed felt isolated from colleagues, with 55% stating they missed the social interactions of the workplace.

“Many employees are mentally, physically and emotionally drained from the last two years,” says Victoria, adding that many employers are also feeling ‘burned out’ trying to juggle the day-to-day issues of operating a business amid financial worries and ongoing labour shortages. “The burnout is a little different for them, but they are facing it as well.”

She says not overworking their employees and themselves is very important.

“Employee retention right now is key for all employers. It is important for employers to provide support to their staff in as many ways as they possibly can. If an employee now suffers from anxiety due to the pandemic and would like to work from home on certain days, the employer has an expectation to (within reason) explore options to assist that employee. If remote working is not possible, then providing the employee with resources and guidance on where to turn to for help is also very important.”

Working for an employer that focuses on their health has become very important to many, as outlined in the report which states 59% of employees expect to work for a company that supports health and wellbeing and now rank them as the second biggest priority, after quality of life and before salary.

“It is important for employers to evaluate and understand the needs of the business and weigh the pros and cons of remote working,” advises Valerie, noting the recent implementation of Ontario’s ‘Right to Disconnect’ legislation is a great way to build transparency and trust in these changing work environments. “By enforcing this and educating staff on what their rights are, employers can create a culture of excellence and finding what works for both the business and staff.”

Visit Peninsula Canada for more information.

At a glance (Source: JLL Workforce Preferences Barometer)

• Hybrid work has reached an ‘optimal point’ – 60% of office workers want to work in hybrid style today and 55% are doing so already (These figures were about 63% and 50% a year ago).
• 55% of employees alternate between different places of work every week (+5% vs. March 2021).
• 73% of office workers are going to the office at least once a week (+5% vs. March 2021).  26% exclusively in the office.
• Six in 10 employees expect to be supported with technology and financial assistance for expenses linked to remote work. Less than four in 10 currently benefit from these types of initiatives.
• Enabling hybrid work shows your people that you are flexible and empathetic employer – This workstyle is especially appreciated by managers (75%), Gen Z (73%) Gen Y (69%) and caregivers (66%).
• Only 48% of the workforce believe that their company is a great place to work today.
• 38% would like to work in an office that is designed sustainably.
• 27% could leave their employer because they do not share the values promoted by their company.
• 59% of employees expect to work in a company that supports their health and wellbeing. This is now ranked as the second priority at work, after quality of life and before salary.

The lifting of provincial and regional mask mandates is welcomed news for businesses and customers alike.

While restrictions remain in place for public transit, long-term care and retirement homes, shelters and jails, the decision to keep masking, vaccination, or daily screening policies in place has basically been left up to individual employers who must also consider their obligation to protect workers under the Occupational Health and Safety Act.

When it comes to businesses that wish to keep masking in place, setting out clear expectations in a policy is essential – especially for businesses that are public-facing, says Dr. Nadira Singh, Chair of Business at Conestoga College Institute of Technology and Advanced Learning.

“The first thing you have to be clear about is posting your signage. You have got to let people know you are protecting your staff and your customers,” she says, recommending businesses also post any policies on their social media channels as well. “You want to make sure they feel safe being in your business.”

Carrie Thomas, founder of Nimbus HR Solutions Group, agrees and recommends changing the wording on signs to ‘freshen’ that messaging and suggests even moving them to another location in the business to draw renewed attention.

“Sometimes, we get so used to seeing something that we don’t see it anymore,” she says. “That’s how humans are built.”

Consistency, says Carrie, is key and that really knowing your customer base or employees can assist employers anticipate any potential reactions.

“You have to make sure you communicate your policy to them,” she says, noting that conveying to them the policy may be reviewed considering how rapidly public health directives can change may allay concerns, especially if someone is confrontational. “That would not be an untrue statement because many businesses may decide to review their policies on a monthly basis, while others may look at it on a weekly basis.”

Having a well-thought-out policy in place that employees can clearly deliver and understand will provide them assistance when working with customers.

“As individuals enter a business, hopefully they have seen the signage and will comply. But if they don’t, then we need to ask them for compliance,” says Nadira, adding training employees to read verbal and non-verbal cues has become vital during the pandemic when it comes conflict resolution. 

She says offering alternatives to customers, such as providing them with masks if they don’t have one with them or offering curbside pickup, may help. 

“You want to make sure you are keeping your customers and that at the end of the day, you are also protecting everybody,” says Nadira.

Carrie agrees and suggests keeping the politics surrounding COVID-19 out of any policy decisions, noting talking with employees should be the first step.

“You need to talk to your staff and figure out where the comfort level is for all of you,” she says, explaining that focusing any policy on the health and safety of your employees and customers sends a more positive message.

She says showing employees they are valued will go a long way.

“Trying to find employees is tough right now,” says Carrie. “I said at the beginning of the pandemic, how an employer treats their employees through this is going to determine how easy it is to find staff after it ends. The employers who have taken care of their people during COVID-19 are not the ones who are going to have a problem finding staff.”

For more about Nimbus HR Solutions Group, visit https://bit.ly/3DgoWve

Key pieces to a mask policy:

• Education & training
• Creating a clear policy
• Offering alternatives to customers
• Referencing Occupational Health and Safety Act regulations

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

It has been a tumultuous time for businesses since COVID-19 surfaced nearly two years ago, which is why the Cambridge Chamber of Commerce is encouraging business leaders to celebrate themselves at our annual Business Excellence Awards.

“It’s not only time to celebrate the achievements of businesses, but also to celebrate all the people who have endured the last couple of years,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “It’s time to raise our glasses to the very people and businesses that have given us all the opportunities we have in our community.”

The Business Excellence Awards is the Chamber’s premier event and has honoured the contributions and achievements of business leaders in the City of Cambridge and Township of North Dumfries since 2000, and features 11 award categories, eight of whom require nominations.

“We all know somebody in business who has done something generally remarkable during COVID-19,” says Greg, adding this may go beyond the concept of ‘pivoting’. “Maybe they have created a whole new line of products related to PPE? Or maybe they became very innovative in the way they operate due to staff changes or shortages?”

Also, he says there may be businesses out there that have successfully enhanced their workplace culture at a time when employees have had to distance themselves via Zoom or Microsoft Teams.

“Despite that, perhaps there are businesses that have found ways to bring their employees even closer together?”

As well, Greg says there are businesses that should be recognized because they have found ways to help the community, even during this tough time.

“There are many companies who have been successful through the pandemic but made a difference in the community by being generous with their profits and helping others who have been unable to help themselves whether this storm.”

He also encourages businesses to nominate themselves.

“It’s not a bad thing to nominate yourself because there may be others who don’t know or understand what you did, or the stress or strain you went through during this time,” says Greg. “These are stories that need to be told.”

He says the awards are a great way for the Cambridge business community to celebrate its hard work and efforts.

“We are an innovative and aggressive business community. We are a passionate business community, which makes us very busy every day,” says Greg. “But we can take a couple of minutes out of our day to look around at our peers and nominate them because we’ve all done something important and unique and special during the last two years.”

To make a nomination, visit: https://bit.ly/3rLwsdL

More details of our awards event will be announced soon.

Award categories open for nominations:  

• Spirit of Cambridge Award 
• Business of the Year (1 – 10 employees) 
• Business of the Year (11 – 49 employees)
• Business of the Year (More than 50 employees) 
• New Venture of the Year Award 
• Outstanding Workplace 
• Marketing Excellence 
• Young Entrepreneur of the Year Award

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

“Those are key things,” he says.

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

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

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

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

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

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

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

Tips to prevent time theft: 

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

A few facts from Benefit Canada:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 Working for Workers Act at a glance:

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

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

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

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

What will you remember the most about the pandemic?

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

- Tony Rossel, Best Version Media

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

- Heid Brouwer, Galt Osteopathy

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

- Murray Smith, Blue Canoe Consulting

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

- Rick Gallinger, Top-Notch Concierge

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

- Maggie Herrington, Top-North Concierge

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

- Laurie Herald, Cambridge Tirecraft

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

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

The pandemic has created new opportunities for many workplaces.

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

But that return won’t come without its challenges.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Do:  

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

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

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

Don’t:  

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

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

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