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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 

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.

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.

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.