Blog - Cambridge Chamber of Commerce

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

 

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

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

 

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

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

“Those are key things,” he says.

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

Tips to prevent time theft: 

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

 

A few facts from Benefit Canada:

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

 Working for Workers Act at a glance:

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

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

 

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

 

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

 

What will you remember the most about the pandemic?

 

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

- Tony Rossel, Best Version Media

 

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

- Heid Brouwer, Galt Osteopathy

 

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

- Murray Smith, Blue Canoe Consulting

 

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

- Rick Gallinger, Top-Notch Concierge

 

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

- Maggie Herrington, Top-North Concierge

 

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

- Laurie Herald, Cambridge Tirecraft

 

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

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

 

 

 

 

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

The pandemic has created new opportunities for many workplaces.

 

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

But that return won’t come without its challenges.

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

Do:  

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

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

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

 

Don’t:  

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

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

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

 

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

The arrival of a third provincial shutdown could spell even more trouble to the food services sector, which has already been dealt a harsh blow since the pandemic began more than a year ago. 

 

According to a Statistic Canada survey (full survey: https://bit.ly/3t2CvbK) conducted from January to February of this year and released in March, nearly three-fifths (56.6%) of food services and drinking places were already anticipating their profits to drop between January and May of 2021 - even before this latest shutdown - compared to just over two-fifths (41.8%) of all businesses.

Tack these numbers on to the four-fifths (86.5%) of these businesses which already experienced a drop in revenue in 2020 compared to three-fifths (60.5%) of all businesses and it’s easy to see why those in this sector are feeling very frustrated.  

 

For Matt Rolleman, co-owner of Thirteen at the corner of Water and Main streets in Galt, learning to adapt to the roller-coaster of rules contained within the provincial COVID-19 Response Framework has been an ongoing challenge for him and others in the food services sector. 

 

“You don’t really plan for that,” he said, referring to the ‘up and down’ restrictions. “That’s been our biggest disappointment.” 

 

During the first lockdown last year, Matt said like many restaurants he was left with an abundant of product and nowhere to sell it. This included 22 kegs of beer which had been tapped and could no longer be sold.  

 

Like many other restaurant operators, he donated food to those in need in the community and had no choice but to dump the beer. 

 

“Since then, we’ve been more cautious when we bring in products,” he said, noting the introduction of a scaled-down menu which had been slowly increasing after the second lockdown ended in mid-February and Waterloo Region went into the ‘Red Zone’ allowing a maximum of 10 diners inside. 

 

In an interview just prior to this latest shutdown, Matt said he had brought back some additional staff and that a few above-seasonal days resulted in patrons enjoying the outdoors on Thirteen’s patio Main Street. In fact, he’s made an application to increase the restaurant’s patio along the Water Street side of the building.  

 

“Even being open in the modified Red Zone and business was good on the weekend,” he said, noting that patio season really won’t ramp up until the end of June.  

 

Add in takeout sales, something Matt said Thirteen did very little of before COVID-19, and he was seeing sales of up to 40% to 45% on a ‘good day’ of what he would have made prior to the pandemic. 

 

“But from that perspective, our business model wasn’t generated on the idea that we were going to do 50% to 55% less sales,” he said, adding utilizing the various support programs, such as the Canada Emergency Wage Subsidy (CEWS) and the Ontario Small Business Support Grant, are imperative to small business operators. 

 

“If there were no wage subsidies, we’d probably wouldn’t have re-opened, or we would have just been doing takeout at a very basic level because it just wouldn’t be worth it.” 

 

The survey shows that at their current level of revenue and expenditures, more than half (51.2%) of food services and drinking places are unsure how long they can continue operating. 

 

Fortunately, Matt said owning the building that houses the restaurant has helped but that many others are not in the same boat. 

 

“If I was a restaurant owner that had this much space that I was paying rent for I may have may have packed up my bags and went home for a while,” he said, adding that having cashflow on a busy day is helpful when it comes to paying the bills. 

 

“But the grant program (Small Business Support Grant) is crucial for us when we decide to increase our inventory and want to bring back more staff,” said Matt. 

 

He recommends SMEs like himself utilize as much government support as possible. 

“Just throw stuff at the wall and see what sticks,” he said. “If you truly need it to help your business survive, then get at it. We’re all going to be paying it back anyways.” 

 

Matt, who describes himself as a realist, said he remains confident in his business but admits it’s difficult for him and his staff to stay optimistic, especially when it comes to dealing with the COVID-19 safety protocols in addition to their regular work duties.  

 

“I think they’re just getting worn down,” he said, adding even seeing the framework return to the ‘Orange’ or ‘Yellow’ zones would boost morale. 

 

“I would love to see the Drayton theatre (Hamilton Family Theatre) open again but am not sure how that’s going to happen. It’s such a vital part of the downtown core just to bring people in.” 

 

But in the meantime, Matt said he finds hope in seeing more people being vaccinated and remains passionate about running his own business, which includes pitching in to help his staff as much as he can. 

 

“You need to go back to your grassroots of what you can do,” he said. “If that means I’m sweeping the floor and washing dishes, that’s life. It’s not necessarily where I saw myself being, but that’s what you do to keep your business alive if you truly believe in your business.” 

 

StatsCan survey at a glance: 

 

  • In 2020 nearly one-fifth (19.4%) of food services and drinking places made 30% or more of their total sales online, more than double the proportion that did in 2019 (9.1%).
  • Over four-fifths (86.5%) of food services and drinking places experienced a decrease in revenue in 2020 compared to three-fifths (60.5%) of all businesses.  
  • A decline in revenue of 40% or more in 2020 was a reality for over two-fifths (42.9%) of food services and drinking places, with those in Quebec (50.9%), Manitoba (47.9%) and Ontario (44.9%) most likely to see this level of loss. 
  • At their current level of revenue and expenditures, over half (51.2%) of food services and drinking places do not know how long they can continue to operate before considering closure or bankruptcy. 
add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Like many parents, the pandemic forced Alexandra Allen to drastically alter her family’s routine when it came to child care as she and her husband came up with ways to juggle work and their children’s needs.

 

Trying to work a full-time job while also being a full-time child-care provider is enough to make you go crazy,” says the Cambridge mother referring to the period when she pulled her two-year-old son and four-year-old daughter out of daycare after the centres were first allowed to reopen last June, relying instead on family supports.

 

However, when they returned to the YWCA child-care centre they attend at a local school in the fall, Alexandra says this proved difficult since she was required to still pay for her spots even if the children were unable to attend due to illness.

 

“It became financially taxing in November, especially when it got colder and the kids couldn’t spend as much time outside,” she says, adding even a case of the sniffles meant keeping the child at home. “There needs to be bigger help.”

 

Rosalind Gunn, Director of Marketing and Communications at YWCA Cambridge, agrees and says the need for a national child-care strategy to foster economic growth and stability was first identified in 1967’s Royal Commission on the Status of Women, but little has transpired since that time to address those concerns.

 

“It’s actually not a new problem. Just like so many other social services or conditions of living, the pandemic has only really exposed the fault lines,” she says. “There have always been these issues.”

 

She says our region, which has seen at least 40% of its child-care operators remain closed since the start of the pandemic, was already experiencing a shortage of spaces and estimates before COVID-19 there were only 216 child-care spots available for every 1,000 kids looking for space.

Rosalind says many operators have stayed closed due to lower enrolments since the ratios were reduced in the beginning and that many parents - whether they were working from home, lost their jobs or had safety concerns – started keeping their children out of daycare full time.

 

“Even though we’re now able to operate at full capacity, many providers don’t want to do that because they don’t want to risk any outbreaks,” she says, adding more staff is needed to ensure the safety of fewer children which leads to higher costs. “It’s sort of the perfect storm.”

 

For Alexandra, who works as a volunteer program co-ordinator at Hospice Waterloo Region, she says having family members help them out in the summer was a luxury that many parents aren’t fortunate enough to have.

“But by the end of summer, we had grown really tired of making it work so we put the kids back in child care by September,” she says. “Right away it was challenging.”

 

Alexandra says she’s fortunate Hospice Waterloo Region let her adjust her work schedule accordingly, but that her husband, who does shift work at Toyota Motor Manufacturing, isn’t able to do the same.

 

“It would be nice if some money could flow towards child care so that parents like us don’t have to struggle so hard,” she says. “It’s a tough situation for parents who want to keep working.”

 

Rosalind agrees, explaining that since women make up approximately 40% of household incomes and that the COVID-19 crisis has had a disproportionate economic impact on women, there is already a significant ripple effect occurring.

 

“We know that investing in child care brings money into the entire economy and bolsters everyone,” she says, noting for example that subsidized daycare in Quebec results in $147 being put back into the economy with every $100 of publicly invested money. “There is a direct link there with child care.”

 

However, there is a glimmer of hope for change. According to the Ontario Chamber of Commerce’s recent report The She-Covery Project: Confronting the Gendered Economic Impacts of COVID-19 in Ontario, both the federal and provincial ggovernments are supporting licensed providers with funding to absorb added costs, including nearly $147 million through the Canada-Ontario Early Learning and Child Care Agreement and $234.6 million through the Safe Restart Agreement.

 

Also, in the last election, Prime Minister Justin Trudeau promised to address shortcomings in the system by creating 250,000 additional child-care spaces across Canada, with at least 10% reserved for care during extended hours, and establishing a national secretariat to lay the groundwork for a pan-Canadian child-care system.

 

“We’re all really latching on to this opportunity to keep pushing for actual tangible change,” says Rosalind, adding support for change from organizations like the OCC and Canadian Chamber of Commerce is helping.

 

Earlier this month the Canadian Chamber of Commerce’s Council for Women’s Advocacy released a statement offering five recommendations to the federal government to support women and foster economic growth due to the pandemic.

 

These included: working with province, territories and stakeholders to ensure schools and daycares remain open through subsequent waves across the country; establishment of an inclusive Task Force to focus on child-care capacity and support through the ongoing crisis; removing tax barriers for child care; providing enhanced opportunities for women-owned businesses to meaningfully access public procurement contracts, including federal government diversity targets specifically for women-owned business and female workforces; and supporting job pivots for women, including training, upskilling and job transitions.

 

As well, the OCC’s The She-Covery Project report recommended several child-care reforms, including increased investment, subsidizing parents and providers, prioritizing equity, and addressing the shortage of early childhood educators. Also, the report suggested both the federal and provincial governments ‘explore’ creative solutions ranging from in-program changes to workplace-based child care.

 

“There is hope when we’re seeing such cross-sector acknowledgement that there is a need for child care that is good for the entire economy,” says Rosalind. “I do think there is hope for change.”

 

Read The She-Covery Project report at: https://occ.ca/wp-content/uploads/OCC-shecovery-final.pdf

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

This year, the conversations around proper mental health resources and funding are more important than ever.  A recent poll shows that 40 percent of Canadians have reported their mental health declining over the past year as a result of the COVID-19 pandemic, highlighting the continued enormous pressure and strain families, employees and employers have been dealing with. There is no question this pandemic has taken a toll and as we continue to navigate a second wave and ongoing lockdowns, now more than ever it is important we take a moment to remember our own needs and support each other to get through these challenging times. While we are physically apart, no one is alone when it comes to dealing with mental health issues.

 

We have put together a list of resources that business owners, employers and employees can use to help navigate and manage mental health when it comes to our daily lives, the workplace and longer term tips and tricks. You can take a look at our full list of health resources here and even more resources from Bell, here.

 

Wellness Together Canada

Wellness Together Canada provides mental health resources and direct access to peer support workers, social workers, psychologists and other professionals for confidential chat sessions or phone calls.

 

Mental Health Commission of Canada
The Mental Health Commission of Canada has developed a hub of credible information and resources about maintaining mental health during this time of crisis and supporting people managing a mental illness in this new context.

Workplace Strategies for Mental Health by Canada Life

Canada Life’s Workplace Strategies for Mental Health website is a leading source of free, practical tools and resources designed to help Canadian employers with the prevention, intervention and management of workplace mental health issues.

 

Lumino Health Stress and Anxiety Guide from Sun Life

Sun Life’s Lumino Health platform, which is free to use and available to all Canadians, features a wide variety of mental health information and tools, including a Stress and Anxiety Guide that helps Canadians easily navigate to resources that fit their needs.

 

Workplace Mental Health Solutions from Sun Life

Sun Life’s Workplace Mental Health Solutions website provides organizations and their plan members with relevant resources that support all stages and needs, including free mental health e-training and industry-leading thought leadership.

 

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

Contributors

Blog Contributor Portrait
Brian Rodnick
103
June 27, 2022
show Brian 's posts
Blog Contributor Portrait
Greg Durocher
40
June 25, 2021
show Greg's posts
Blog Contributor Portrait
Canadian Chamber of Commerce
24
January 29, 2021
show Canadian Chamber's posts
Blog Contributor Portrait
Cambridge Chamber
2
March 27, 2020
show Cambridge 's posts

Latest Posts

Show All Recent Posts

Archive

Tags

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