Voices of our Nation | Journey to Diversity Workplaces

The Truth About Tech World Inclusivity In 3 Minutes

The Tech World and Inclusivity

Over the last few days, there has been quite a bit of buzz in the news about the Node.js community and it’s recent failed vote to get rid of a member of the project’s technical steering committee (TSC). The member, Rod Vagg had posted some controversial statements on Twitter about inclusivity in tech. I won’t go into all of the details here, but feel free to look it all up if you’re interested.

Reading about this event, and others like it, got me thinking about my own ideas on inclusivity in a tech environment. Let me start off by saying, I’m not perfect, and rarely have all the answers, but I would like to share a couple of personal experiences that hopefully can illustrate some ways we can be more conscious of inclusivity in our own environments. For me, the key is to realize that, no matter how inclusive we think we are, there are areas where we can improve. Accepting that we need to change the way we think and feel about the world, and how inclusive we are in our daily interactions, is a powerful first step.

Changing the way we talk changes the way we think

I think our end goal, when it comes to inclusivity, is to change the way we think. For example, we can read about it in a book, or online, and figure out all the right things to say, without actually believing or internalizing any of it. But actually changing our mindset can be extremely challenging.

While I was working in California several years ago, I had an experience that helped me see the power in changing the way we think about being inclusive, and what we can do to change it. There were three guys who I considered close friends. We would hang out socially outside of work, and often go to lunch together. However, we had a co-worker, a female employee, who we could not tolerate. Now, we were all pretty nice, and were friendly to her in person. But on our lunch breaks, and outside of work, we would constantly complain about all the things we didn’t like about this employee. This private bad-mouthing went on for some time actually.

At some point, the four of us came to the realization that our attitude and behavior towards this employee, even in our private interactions, was unacceptable. So we made a pact with each other. If, at any point, any one of us said anything negative about that employee, or another employee for that matter, the other three of us would have permission to punch the other person in the arm as hard as we could. I know, I know, a typical ‘guy’ way to solve problems, right?

The point though, is that we often think that inclusivity is a conversation only about how we treat other people in public settings. But the truth is, that inclusivity starts at home, in our private thoughts and conversations that are removed from the public sphere. Changing the way we interact, and our thoughts about being inclusive begins with changing our private thoughts and behaviors.

Now, with my experience in California, an amazing thing happened. It probably took a couple of weeks before all four of us had finally learned our lesson, and stopped all of the negativity outside of work. But the unexpected result was that we were happier at work as well. Our morale had lifted, and we actually all really ended up liking this employee. Our conversations inside and outside of the office changed to a more positive tone, and the way we felt while we were at work improved, and by default, our behavior at work became much more inclusive to all of the employees.

Get out of the comfort zone

My second experience comes from a conversation with my wife. I’m white, and my wife is multi-racial, and so naturally our life experiences, and thoughts about both race and inclusion are different. My wife pointed out to me one time that each of us have built in biases and prejudices. Of course my natural reaction was one of defensiveness. “Of course I don’t. I like everybody. I don’t have any biases.” So, she gave me a challenge. Throughout your day, just be conscious of who you talk to, and who you interact with. Are they all different genders and races? Or, are they most often people who look pretty much like you?

So I took the challenge and really thought about it as I interacted with people throughout my day. Sure enough, she was right. Almost 90% of the people I talked to and associated with were people who looked just like me. And, it wasn’t that I was being consciously un-inclusive, but I was just naturally more comfortable around people who looked like me. It was somewhat of a shocking realization.

At that point, my wife gave me another challenge, which was to just go out of your comfort zone and talk to people who are different than you. Now, as someone who considers himself mildly introverted, that can sometimes be difficult. However, since then, I do consciously make an effort to be more inclusive to everyone. Not just the people who look just like me.

It doesn’t have to be any grand gesture. Sometimes, for me, it’s simply saying “hi” to the woman behind me in line at the grocery store. And that’s the point of inclusivity. It doesn’t have to be any huge changes in our life all at once. But if we do try to make baby steps in changing how we think and how we act, eventually it will make us better people.

In conclusion

These are just a few experiences I’ve had, which have shaped my thoughts about inclusivity. Being conscious of it, both in the tech world, and elsewhere is invaluable. There’s definitely no ‘right way’ to be more inclusive, but the main point is to realize we can do better, and to find ways we can improve our own inclusiveness in the workplace and outside the workplace.

This article was submitted to us by author Ethan Jarrell.
The opinions expressed in this article are that of the author and may not necessarily reflect those of Journey to Diversity Workplaces

Seasonal employment’s effect on employee absenteeism

Employee burnout is considered as when employees have exhausted their physical or emotional strength. Employee burnout generally happens as the result of extended stress or frustration. Stressful jobs, lack of workplace support and resources, along with short deadlines, can all contribute to employee burnout. The seasons of the year can have an effect on the performance level of employees. Burnout can also occur when employees’ have high expectations of themselves or when an employee has stressful personal circumstances. Burned-out employees can be costly in terms of productivity, and if burned-out employees quit, there are costs of replacement searches and job training for workplaces.

Employee burnout cannot always be prevented, but it can be managed. Full-time, part-time, and seasonal employees can each present unique challenges that employers need to address effectively. Workplaces should understand the reasons for the burnout for their employers and employees. Workplace burnout is often still perceived as carrying a stigma, so staff may be reluctant to seek help at an early stage. Employers and employees should work together to find effective solutions to workplace problems such as burnout. A study of Canadian employees found that an increased salary, improving morale and employees being recognized for their accomplishments were the best ways for employers to improve their work satisfaction.

Absenteeism is an employee’s intentional or excessive absences from work. Some common causes of absenteeism include burnout, stress, depression, illness, harassment and work related injuries. Frequent employee absences can also have a major effect on workplace finances and workplace morale. While employers expect workers to miss a certain number of work days each year, many absences can cause decreased productivity. Seventy-five percent of Canadian employees studied considered the office as the most productive place to get work done. Sixty-eight percent of these Canadians felt that an increase in temperature was a contributing factor to employee burnout. Forty-three percent of Canadians have reported that they are working longer hours simply to catch up on work they couldn’t accomplish during an eight-hour day especially during the summer months.

Employers need to understand the laws governing the various types of employment for the different types of employees. Seasonal work has been an important aspect of the Canadian labour market throughout Canada’s history. However, employee performance can still be affected even when employees are only exposed to extreme temperatures for brief periods of time. Employers should be aware that completing certain tasks may be more challenging for disabled or elderly employees and make reasonable accommodations to assist their employees in completing their assigned tasks. Employers also must take reasonable precautions to ensure the safety and health of their employees.

Sources:
Absenteeism: What’s Missing in Canadian Labour?
Business Advantage Canada
Causes of Absenteeism
Causes of Employee Burnout
Statistics Canada

This article was contributed by volunteer blogger Shan Simpson.

Religion and the Modern Workplace

Freedom of religion is a constitutionally protected right in Canada. Freedom of religion allows religious believers to have the freedom to assemble and to worship without limitation or interference. However, freedom of religion has not always been granted in the history of Canada. There are numerous religions, and workplaces should be aware that an individual religious employee may have varying beliefs from other religious employees. Employers are required to provide reasonable religious accommodations to their employees. Employers also need to effectively incorporate Christians, with diverging views, into a diverse workplace culture for the workplace to be successful.

The workplace culture has continued to evolve and change over time. Modern workplace employees and employers are now faced with different challenges than previous generations of workers. Technology has changed modern workplace interactions as workplaces have opportunities to become more global and diverse. However, religious employees can still bring skills that will benefit the workplace when these employees are properly integrated with the skills of the non-religious affiliated workers.

Inclusion has become an increasingly important concept for workplaces. Equality forms the foundation of inclusion. Employers must understand that equality does not necessarily mean treating everyone the same, but rather appropriately taking into consideration the differences of employees. Inclusion focuses less on what makes people different and more on creating a workplace environment that encourages employees to bring various perspectives, contribute a variety of ideas, and where employers can be appreciated for all aspects of their diversity in the workplace. There are benefits to creating an inclusive workplace environment. Inclusive workplace cultures develop organizational practices and goals that allow employees having different backgrounds to be treated equally within the workplace. Inclusive workplaces generally have higher job satisfaction, lower employee turnover, higher productivity, increased employee morale, improved problem solving, additional creativity, and an improved quality of employees through better hiring and retention practices.

The integration of work and faith is an ancient concept for some countries. Employee integration is an important component of a successful workplace. The values that workplaces need for long-term effectiveness are similar to the values exhibited in the major religions such as loyalty, compassion, respect, integrity, humility and a belief in something greater than the job or the individual employee. Employee integration can be easier when a culture of respect, tolerance, and acceptance is established within the workplace. Diversity is based on a positive attitude to differences, along with recognizing that everyone is unique and that these differences should be respected for the benefit of the workplace. Workplaces need to develop employee integration strategies that will allow the workplace to maintain success in the future.

Employee integration strategies should recognize the strengths and weaknesses of individual employees. Diversity encourages the individuality of employees and the unique qualities that the employees can bring to the organization by seeing differences as a valuable resource to a workplace. When diversity is acknowledged and respected employers can find new ways to maximize and capitalize on the different skills and ideas. Employees that feel valued and respected are much more likely to be actively engaged or put forth their best efforts for the workplace. Employee integration is more effective when employees feel as though their relevant input is valued. Employers should eliminate employee stigmas and reduce conflict or issues that develop between employees. Employers need to promote a safe and healthy work environment especially as new employees are integrated into the workplace. A diverse workforce brings a unique set of experiences and perspectives, which are essential for developing new ideas and innovations. The management of workplace diversity focuses on integrating individual differences into the workplace to benefit both the individual employees and the organization. Communication is also an essential factor that will contribute to the success of any workplace.

Workplaces can significantly benefit from inclusion and diversity. Progress still needs to be made toward the goal of workplaces becoming more inclusive and diverse in the future. However, employee integration strategies should still remain effective when these strategies are implemented properly to improve the productivity, wellness, and success of future workplaces. Religious employees can provide unique skills and values that will benefit workplaces when these employees are properly integrated with other diverse groups of employees along with non-religious affiliated employees. Each employee should be made to feel valued, included, and respected. Future technology will continue to transform workplaces as employees will utilize various new skills to complete assigned tasks. Workplaces could potentially use improved technological advancements in communication that would make workplaces even more globalized. Employers and employees must cooperatively develop a positive workplace culture consisting of good habits, policies, procedures, and values that will allow the workplace to meet various challenges while remaining successful in the future.

Sources:
Benefits of Workplace Diversity and Inclusion
Diversity and Developing an Inclusive Canadian Culture
Diversity Management for the Modern Workplaces
Diversity in Canadian Workplaces: The Present Building to the Future
Integrating Health and Safety in the Modern Workplace
Stats Canada
Workplace Integration Strategies

This article was contributed by volunteer blogger Shan Simpson.

What you need to know about child labour

Child labour is the regular employment of Canadian children under the age of fifteen or sixteen. Attitudes toward child labour have changed since the late 18th century when it was generally assumed that children should contribute to the family economy from about age seven. Prior to the 19th century, children were often seen as economic assets to families. By the beginning of the 20th century, most provinces had enacted labour legislation to restrict the employment of children. The employment of people who have not reached the age of adulthood can cause significant workplace issues. Younger employees do have unique skills that can benefit a workplace. However, it is important that employees understand the Canadian laws that are associated with hiring younger employees.

In Canada, the provinces have established ages of majority for the purpose of determining when a child has the legal capacity to enter into contracts, is able to purchase restricted products, is free of parental control, and can exercise full civil rights. Child welfare and employment are within provincial jurisdiction in the Canadian Constitution, but most of the young worker legislation is created at the provincial level. The minimum age for working in Ontario is fourteen years for most types of work. However, fourteen through seventeen-year-olds are not to be employed during school hours unless they have been excused from school attendance under provisions of Ontario’s Education Act. The legislation governing minimum age for employment, the number of working hours per day and the time of day that a youth may work varies between the provinces and territories. Some provinces require parental permission for a minor to be employed. The Ministry of Labour enforces and promotes the awareness of employment standards, such as minimum wage, hours of work and public holidays. Explore the Ministry of Labour website to learn more about employee rights and employer obligations in Ontario. The legislation also exists to protect minors from working under dangerous or hazardous conditions.

Child labour consists of the employment of minors in any labour industry, particularly when it is illegal or exploitative. Labour shortage is a significant problem in some countries. Child labour’s main advantage is that compared with employing an adult child labour is remarkably cheap. Workplace expenses could be driven down by expanding the child workforce. Child labour potentially can teach children to help provide for their family or could be beneficial in earning and saving funds for educational opportunities such as tuition for college later in a child’s life. Child labour also could allow children to develop a variety of useful skills from a young age. Child labour is a prevalent driving force in countries such as China and Vietnam. It is easy to imagine that a wider scope of goods could are manufactured from such regions using child labour.

Child labour risks are rising around the world. Young workers are still developing their physical, social and mental skills or judgment. Young workers may find it more challenging to protect themselves from injury, overwork, or abuses than adult workers. Verbal abuse or sexual abuse can have a detrimental effect on a child’s mental health. More than two hundred million children today are child labourers worldwide. An estimated one hundred twenty million child labourers are engaged in hazardous work. Several countries now consider underage child labour as an unethical practice and a violation of human rights. The effects of some forms of child labour are traumatic, and the consequences can include long-term health or psychological problems for the children that are involved.

Child labour is still a significant issue that needs to be effectively addressed. There are many aspects to active child labour that employers might consider. Employers and employees have an interest in maintaining workplace health and safety standards. Laws can change suddenly and employers have a responsibility to understand how these laws affect their workplaces. Workers have the right to know about any potential or real workplace hazards that they may be exposed to. Workplace employers should not treat their employees as slaves, but rather employers must maintain respect for their rights as employees. Employers also should respect an employee who exhibits proper conduct toward their employees. Workplaces can operate more successfully when employees are encouraged to communicate their concerns and to provide input to employers or supervisors that cooperatively assists in resolving workplace issues.

Sources:
Child Labour: Canada’s Invisible Crisis
Pros and Cons of Child Labour
Statistics Canada
The Canadian Encyclopedia

This article was contributed by volunteer blogger Shan Simpson, and was edited by both volunteer editors Parul Datta and Peter Tretter

This is the future of employment for Millennials

Millennials, or Generation Y, are considered as the individuals that became adults around the 21st century. The Millennial generation represents approximately twenty-six percent of the Canadian population. Job hopping is considered as the practice of frequently moving from one job to another. For previous generations, job hopping was more commonly viewed as career suicide causing job-hopping employees to be viewed as lacking focus or as unreliable. Workplace employers were more reluctant to hire job-hopping employees with resumes consisting of several short-term employment experiences. However, the increased popularity of job hopping has lead to more acceptance of this practice by employers and job hopping has less of a stigma in the modern workplace.

The Millennial population is typically optimistic, but with unrealistic workplace expectations. These unrealistic expectations result in a very demanding, savvy generation with a lot of “entrepreneurial” spirit. The Millennials’ mentality makes these employees potentially difficult to manage and hold on to in the workplace. However, as an ethnically diverse generation, Millennials do tend to be more tolerant of differences in society within the workplace. The Millennial population is generally more innovative and able to adapt quickly to advancements in modern technology which can be an asset to workplaces.

Job hopping creates significant workplace issues as this practice makes it more difficult for workplaces to establish consistency and cohesion among employees, with consistent employee turnover, among other workplace issues. Ninety-one percent of Millennials are expected to stay at their current job for less than three years. Several workplaces are struggling to keep their Millennial employees for more than two years. Job hopping can also lead to greater job fulfillment, which is more important to Generation Y workers than it
was to any previous generation and a better quality of work among Millennial employees.

Workplaces need to effectively address the differences in values and expectations of each employee generation. Employers can establish workplace strategies to maximize the potential of their employees. An effective workplace should maintain structure with clearly defined roles and expectations for the employers and employees. Employers should provide leadership and a workplace environment should be created where appropriate employee feedback is encouraged. Millennials have an attitude of being ready to take on the world. Their parents told them they can do it and they can. Employers should recognize this attitude as a strength of millennial employees and encourage the confidence of millennial employees to benefit the workplace. Employers must continue to find ways to implement changing technology to allow workplaces to be successful. Millennial employees are more comfortable in teams, than previous generations, and are more productive when their employers acknowledge their input. Millennial employees’ job satisfaction typically decreases quickly when these employees do not feel effectively engaged in the workplace or that their skills are not being properly utilized. Millennial employees generally need a wider variety of activities to stay engaged in their jobs than previous generations.

Millennials want to enjoy their work and these employees want to be involved in their workplace. Millennials want to make friends in their workplace and prefer to work in teams to accomplish tasks. However, employers must also recognize that maintaining a work and life balance is important to a millennial employees’ productivity. Millennials are more prone to work-related stress as this generation feels more pressure to keep up with the demands of the faster paced, modern workplace. Employers should be concerned if their employees aren’t laughing, going out with workplace friends for lunch, or helping to plan the next company event. Understanding the strengths and weaknesses of each generation of employees, along with how each generation of employee interacts with other employees, is an important element to a successful workplace. Challenges are ahead for workplaces expecting to retain and advance the Millennial generation of workers, but any workplace willing to meet those challenges can expect well-educated, hard working, and loyal employees in the future.

Sources:
How to Manage Different Generations
Millennials and the Workplace
Statistics Canada
The Pros and Cons of Job Hopping

Accessibility for Ontarians with Disabilities Act – What you need to know!

The Ontario government enacted the Accessibility for Ontarians with Disabilities Act in 2005, which set out a clear goal to make Ontario accessible by 2025. The Accessibility for Ontarians with Disabilities Act, or AODA, aims to identify, remove, and prevent barriers for people with disabilities. A barrier is a circumstance or obstacle that keeps people apart. Barriers can take many forms including attitudinal, communication, physical, policy, programmatic, social, and transportation. Standards are the laws that individuals, governments, businesses, non-profits, and public sector organizations must follow in order to become more accessible. A disability is a physical or mental condition that limits a person’s movements, senses, or activities.

The accessibility standards contain a timeline for the implementation of required measures. The standards also help organizations to identify, remove, and prevent barriers in order to improve accessibility for people with disabilities. This act lays the framework for the development of province-wide mandatory standards on accessibility in all areas of daily life. The start of a new year brings new AODA regulations for 2017. Under the AODA, employees include full-time, part time, seasonal, and contract workers that are being paid wages.

There are AODA requirements already in place, but Ontario workplaces must comply to additional requirements as of January 1st, 2017. An accessibility compliance report confirms that a workplace has met the current accessibility requirements for the AODA. If a workplace does not complete an accessibility compliance report, the business could receive severe punishments which can include substantial financial penalties. Small businesses, consisting of one to nineteen employees, must make public information accessible when asked. These small businesses must make public employment practices accessible, including workplace hiring policies along with retaining and providing career development opportunities to employees. This would include adding a notification in job advertisements and on job postings. Small businesses, consisting of twenty to forty-nine employees, are required to file an Accessibility Compliance Report, before the December 31, 2017 deadline in addition to the requirements to make public employment practices accessible, including workplace hiring policies along with retaining and providing career development opportunities to employees. Large businesses, of fifty or more employees, must make new or redeveloped public spaces accessible, including parking lots, public outdoor paths of travel, service counters, fixed waiting lines and waiting areas with fixed seating. Large businesses are required to also submit an Accessibility Compliance Report by December 31, 2017.

Everyone can benefit when more people with disabilities have access to places, people, and experiences. Ontario benefits daily from the many contributions made by people with disabilities. Improving accessibility is the right thing to do. It’s also the smart thing to do. People with disabilities have an estimated spending power of about $25 billion annually across Canada. People with disabilities also represent a large pool of untapped employment potential. When Ontario becomes more accessible to people with disabilities everyone benefits. Greater accessibility will also continue to assist Ontario preparing for the future. As the Canadian population ages, the number of people with disabilities will increase. Seniors and people with disabilities are projected to represent twenty to twenty-five percent of the Canadian recreation, retail, entertainment, workplace and housing marketplaces in the next ten years and beyond.

The AODA is made up of five standards with a standard covering an aspect of daily living. These standards are the customer service, employment, design of public spaces, transportation, information and communication standards. The AODA standards are part of the Integrated Accessibility Standards Regulation. The IASR covers accessibility standards in information and communication, employment, transportation and built environment. There are specific deadlines for compliance that will range from 2010 to 2021. AODA standards change annually in an effort to make Ontario more accessible, and additional requirements will be coming in 2018. Organizations are still required to accommodate employees with disabilities to the point of undue hardship. Independent contractors are not employees, but their work under a workplace must also be AODA compliant and you may need to train them in the standards. The AODA’s broadest workplace requirements had only applied to large organizations. However, in 2017, the AODA will now require smaller organizations of up to fifty employees to implement a new set of standards.

The customer service standard is intended to make an organization’s customer service operations accessible to disabled people. Accessible customer service is about understanding that people with disabilities may have different needs while implementing the best way to help them access goods and services. The Accessibility Standard for Customer Service applies to all organizations that provide goods or services either directly to the public or to other organizations in Ontario and that have one or more employees in Ontario.

The design of public spaces standard covers a variety of public spaces such as exterior sidewalks and walkways, entrances to buildings, outdoor public eating areas and play spaces, accessible parking, waiting areas, and service counters. These standards sets requirements for specific features of public structures that allow for easier access for disabled persons. Considering the needs of disabled people is important from the earliest stages of designing, planning, and constructing public buildings to ensure that Ontario is more accessible for everyone. The built environment standard for public spaces only applies to new construction and planned redevelopments. Accessible public spaces will make it easier for people with disabilities to move through and use the environment.

The transportation standard requires transportation services to prevent and remove barriers so that people with disabilities can more easily access transportation services across the province. Requirements for accessible transportation apply to organizations that offer transportation services to the public or to employees. Organizations providing transportation services are required to establish, implement, maintain, and document accessibility training policies or procedures that are specific to transportation-related duties concerning disabled people.

The information and communication standard helps people with disabilities access sources of information that many of us rely on every day. The main goal of this standard is to promote an inclusive design of information and communication platforms. The information and communication standard specifies requirements to prevent and remove barriers to persons with disabilities when creating, conveying, distributing, obtaining and receiving various information or communication by organizations.

The employment standard requires an organization that is an employer to engage in the identification, removal, and prevention of barriers hindering the full participation in employment of persons with disabilities. The purpose of the employment standard is to integrate accessibility into regular workplace process. The employment standard also requires that an organization have policies and procedures for establishing individual accommodation plans where barriers cannot be removed and shifts the responsibility from the individual, who needs the accommodation, to the person who provides it. This standard should be implemented to ensure that employers provide for accessibility across all stages of the employment cycle.

The AODA requires every employer and employee in Ontario to take training on the AODA and the Ontario Human Rights Code. Accessibility Ontario offers AODA training in many different formats and can also customize training to meet the specific training needs of a workplace. The Ontario Human Rights Code took effect in 1962, and it was the first Human Rights Code of its kind in Canada. This code prohibits actions that discriminate against people based on a protected ground in a protected social area. This law, in Ontario, gives all people equal rights and opportunities without discrimination in specific areas. The Human Rights Code prohibits discrimination on grounds of race, ancestry, place of origin, color, ethnic origin, citizenship, creed, sex, sexual orientation, gender identity, gender expression, age and marital status, family status, disability, public assistance for housing, reprisal, and association. The Code is divided into an introductory section, or “preamble,” followed by seven parts.

Workplaces must be compliant with the AODA standards and new regulations for 2017. Ontario should be a place where everyone has a chance to be successful. An improvement in the accessibility of workplaces could create more job opportunities for disabled people which would significantly benefit Ontario workplaces. Training can be implemented that will allow workplaces to understand these standards. Canada will benefit if everyone has access to places, people, and experiences.

Sources:
Access Ontario
Canadian Society of Association Executives
Employment and Human Rights Law in Canada
Royal Bank of Canada
Statistics Canada

This article was contributed by volunteer blogger Shan Simpson

What you don’t know about substance abuse in the Workplace

Substance abuse is the harmful or hazardous use of prescription or illegal drugs for non-medical reasons. The use of drugs cause several physical harms, but these drugs mainly affect the way a person thinks, feels or acts. Abusing drugs can also lead to a physical dependence and addiction. Many workplace substance abuse issue related costs are hidden by general absenteeism or illnesses, an unnoticed lack of productivity, or a reluctance to link substance abuse directly with causes of accidents. Educating employees about the dangers of drug use is the main way to prevent substance abuse. Early intervention workplace programs can reduce substance abuse related issues in the workplace when these programs are implemented effectively.

Alcohol is a socially accepted part of everyday life for most Canadians as almost eighty percent of Canadians consume alcohol. Canadians associate drinking with pleasurable social, community, or workplace events such as festivals, sports or workplace parties. Alcohol and drug abuse among employees and their family members can be an expensive problem for workplaces causing significant issues such as a lost of productivity, absenteeism, injuries, decreased employee morale, an increase in health care costs, legal liabilities and employees’ compensation costs. The cost of drug abuse runs approximately $22 billion per year. Alcohol abuse and alcoholism accounts for $14 billion of this cost and illegal drug use account for the remaining $8 billion.

Risky drinking means drinking at levels that put a person at risk of medical or social problems. Problem drinking means drinking too much and having a medical or social consequence. Alcohol abuse means drinking too much too fast while alcohol dependence is drinking too much too often. At least three million drinking Canadians risk acute illness, such as injury and at least four and half million risk chronic conditions such as liver disease and cancer. Canadian children grow up seeing alcohol in many aspects of their environment and approximately three thousand Canadian children are born with an alcohol abuse syndrome per year. Approximately 47,000 Canadian deaths are linked to substance abuse annually.

Workplaces should recognize that substance use, misuse, abuse and coping strategies can have a significant impact on mental health at work. Addictions and mental health conditions are often related. This is called a concurrent disorder. However, it is often the addiction that first gets noticed, especially in the workplace. Some signs of substance abuse are similar to those caused by increased stress, lack of sleep and physical or mental illness. Employers should look out for warning signs that indicate an employee may be struggling with substance abuse.

Canadian substance abuse laws include the Controlled Drugs and Substances Act which is Canada’s federal drug control statute. The Controlled Drugs and Substances Act established eight Schedules of controlled substances. Canada’s Drug Strategy is an important policy by the federal government which addresses the harmful effects of substance use and abuse on individuals, families, and communities. The four main components of Canada’s modern drug strategies remain prevention, treatment, harm reduction and enforcement. Workplace policies should also address these four components of substance abuse prevention strategies.

Substantial progress has been made in developing prevention programs for adolescent drug abuse. Canada’s Substance Use and Addictions Program provides $26.3 million annually to support evidence-informed and innovative initiatives across the health promotion continuum for substance use prevention and treatment, targeting a broad range of licit and illicit substances including cannabis and prescription drugs. The well established pattern of onset and progression of substance abuse during adolescence has led to the development of a variety of prevention initiatives for children. The majority of adults with substance abuse problems begin to use substances during their formative years and therefore fewer prevention efforts have focused on adult substance abuse prevention. Preventing early-stage substance use or delaying the onset of use is a goal of many of these prevention programs.

Numerous strategies have been developed to address substance abuse problems when they arise, or to prevent these issues before they become a larger issue. Some of these strategies include workplace policies or programs mandating drug and alcohol testing to both potential hires and existing employees. Workplace prevention programs should include both primary and secondary prevention. Primary prevention aims to keep alcohol problems from developing, and secondary prevention seeks to reduce existing problems. An effective workplace drug program establishes a list of procedures to follow with regard to illegal drug use, such as testing, prevention, and how to handle substance abuse policy violations. Workplace substance programs have a clear benefit to the workplace who implement them. By setting up assistance programs, and encouraging treatment for their employees, employers can have a significant role in reducing the huge negative burden of workplace substance abuse. Addressing substance abuse issues can be costly, but effectively addressing these issues will create a more productive and safe workplace environment.

Sources:
Canadian Centre for Substance Abuse
Statistics Canada

This article was contributed by volunteer blogger Shan Simpson

How to deal with religious accommodations in the Workplace

Freedom of religion, in Canada, is a constitutionally protected right that allows religious believers the freedom to assemble and worship without limitation or interference. Religious discrimination is treating individuals differently in their employment because of their religion, their religious beliefs and practices, denying their reasonable request for accommodation or a change in a workplace rule or policy that denies employees equal opportunities due to their religious beliefs or practices. Canadian employers are required to accommodate the reasonable needs of religious employees in the workplace.

A workplace accommodation is any change in the working environment that allows a person with limitations in their abilities to do their job. These can include changes to physical workspace, adaptations to the equipment or tools used, flexible work hours or job sharing, relocation of the workspace within the greater workplace, the ability to work from home, reallocation or exchange of some non-essential tasks for others, or time off for medical appointments. Accommodations can be temporary, or long term, depending on the employee’s disability or medical issue.

In Canada, the limits to accommodation are described as either a “reasonable” accommodation or an accommodation to the point of “undue hardship.” In Ontario, under the Ontario Human Rights Code, three criteria are used to determine whether undue hardship exists which are cost, whether other sources of funding are available or health and safety requirements that may exist. Canadian employers are required to accommodate the Sabbath observance of their employees by permitting employees to take the day off unless doing so would create a hardship for their employers. Each Canadian province and territory has human rights legislation that covers religion protections.

The Ontario Human Rights Code makes religious discrimination illegal. Everyone should have access to the same opportunities and benefits. Religion includes the practices, beliefs and observances that are part of a faith or religion. Religion does not include personal, moral, ethical or political views. Religion also does not include religions that promote violence or hate towards others, or that violate criminal law. Christianity is the largest religion representing approximately sixty seven percent of the population while Muslim is the second largest religion accounting for three percent of the Canadian population. However, approximately twenty four percent of the Canadian population have no religious affiliation. If employees are asked to do something that would violate their religious beliefs, practices or customs, they may be able to get an exemption from these requirements for religious reasons. People should be treated with equal dignity, and respect, regardless of their religion. Workplaces can improve employee satisfaction and productivity by helping employees feel like they can be themselves and not having to hide a part of themselves in the workplace.

Harassment is a form of discrimination. Harrassment involves any unwanted physical or verbal behavior that offends or humiliates someone. Harassment is usually behavior that persists over time. However, serious one-time incidents can sometimes be considered as harassment. Bullying is usually seen as acts or verbal comments that could ‘mentally’ hurt or isolate a person in the workplace. Bullying usually involves repeated incidents or a pattern of behavior that is intended to intimidate, offend, degrade or humiliate a particular person or group of people.

The cost of accommodations for individual employees can be a significant concern as some workplaces lack the resources to effectively meet the needs of their employees. A reasonable accommodation can vary from employer to employer which may not adequately address the needs of the individual employees. Accommodating an employee could cause the unintended consequence of sterotyping the employee which could increase incidence of bullying or harrassment. Accommodations for attending religious services increases absenteeism, which can lower workplace productivity, or cause more stress on the other employees. Employers may find it difficult to provide non-religious employees with equal benefits to religious employees when religious accommodations are considered for a specific individual, or group, of employees.

Individuals with disabilities are entitled to be included in the workforce. Treating people equally does not always mean treating them the same. In some situations, equal treatment for employees with disabilities may require different treatment. It is important to remember that disabilities do not fit into a single category. While we all have an idea as to what constitutes a disability, these preconceived ideas are often quite limited. Employers have an obligation to accommodate workers who have a disability. This accommodation must be provided in a manner that respects the dignity of the person. There are no prescribed formulas for accommodations as every case is unique and should be pursued based upon the individual medical and employment realities. The interests of a workplace are best served by retaining people with injuries Retaining them means knowing how to plan and implement workplace accommodations. By effectively accommodating its employees a workplace cultivates a competent, effective, diverse and healthy workplace environment that can benefit everyone in the workplace.

Sources: Benefits Canada
Canadian Centre for Occupational Health and Safety
Ontario Human Rights Commission
Statistics Canada

This article was contributed by volunteer blogger Shan Simpson

Why No One Talks About Leveraging Workplace Diversity Anymore

Diversity is a variation and variety of differences within a group of people. Leveraging workplace diversity fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization. Diversity is an inclusion of individuals representing more than one national origin, color, religion, socioeconomic status or sexual orientation. In the workplace, a diverse group of people can be considered as a team. Diversity extends beyond gender, race, age, education, disability, religion, sexual orientation, background, and family situations. Our challenge is to build a workplace where everyone feels valued and respected. There are several benefits of workplace diversity. However, the differences between people can have positive or negative consequences depending upon if these people are being effectively utilized within the workplace.

Inclusion is a feeling of belonging, being treated fairly, and providing people with an equal opportunity to be successful in the workplace. Employees should feel comfortable about their workplace environment, be allowed to express their appropriate ideas, be encouraged to collaborate with other employers or employees to develop strategies for solutions to workplace issues, and also be fully engaged as a productive member of a team. Individual employers and employers’ ideas should be allowed to remain genuinely authentic, because their specific life experiences, skills, or ideas can be a significant asset to a workplace.

An inclusive workplace enables workplaces to embrace the diversity, richness of backgrounds and perspectives of our people. Inclusion also encourages workplaces to leverage their employees’ diverse talents to arrive at effective organizational solutions. Inclusive workplaces allow everyone to have equal access to opportunities. There is also open communication and information sharing as well as shared accountability and responsibility. Research has shown that a diverse and inclusive workforce is more productive and innovative. The diversity of Canada’s population is expected to increase significantly in the next two decades which should provide more opportunities to strengthen workplaces by infusing a wider range of beneficial ideas through inclusiveness. By 2017, visible minorities are expected to represent one in five people in Canada’s available workforce. However, workplaces are still reluctant to employ visible minorities as approximately 17% of Canada’s visible minorities are currently employed.

The benefits of having cognitive diversity in the workplace are generally the same benefits that workplaces try to attain through strong leadership and great communication. Cognitive diversity is considered as a more inclusive and collaborative form of diversity where people feel empowered to create and implement their ideas. This type of diversity can create a workplace environment of ingenuity and innovation when various diverse groups come together to successfully with the common purpose of obtaining the goals of the workplace.

There are different levels of cognitive diversity which are the primary, secondary, and organizational levels. The primary level consists of the legal aspects of diversity. This level factors are generally more focused on compliance to various laws or requirements regarding age, ethnicity, sexual orientation, physical or mental abilities, race, and gender of employees. The secondary level considers workplace factors such as social status, nationality, location, and the overall level of educational experiences. The secondary level also is concerned with the personal differences of individuals composing the workplace teams. The organizational level considers the level of effectiveness at which people are operating within a business. The organizational level introduces factors such as proper team functioning, workplace location, team division or sector issues and career motivation. This level also aims to improve the interactions and communication within the workplace. An analysis of problem-solving techniques is also generally conducted at this level of cognitive diversity.

Substantial criticisms of cognitive diversity exist as some people question its effectiveness after cognitive diversity is implemented in the workplace. Cognitive diversity requires that employers help the individual employees become fully aware of their strengths and weaknesses. The cost can be significant in regards to developing techniques that allow each employees’ strengths and weaknesses to be properly identified. Workplaces, with limited resources, may find it to be impractical to adequately address employee weaknesses even though doing so could improve the overall quality of a workplace. Dividing people into diverse groups or teams could potentially create more workplace issues if people in the teams are not willing to cooperatively work together to achieve the workplace goals. People can process information differently which makes it challenging to use resources effectively to develop training programs that will maximize the potential of the individual employees. Cognitive diversity assumes that people can work together and realistically some people may always struggle to relate to their team members in order to be able to work cooperatively with them. It can also be challenging for employers to fully understand each interaction that takes place between their employees, especially when some interactions can be “hidden,” or non-verbal communication, to come up with solutions to barriers to communication and other important factors that can negatively impact a workplace.

Workplaces should assess whether cognitive diversity will be beneficial to their organization. A workplace’s success typically depends upon its ability to embrace diversity and also to realize the benefits of diversity. However, taking full advantage of the benefits of workplace diversity is not without its challenges such as communication barriers, resistance to change, ineffective implementation of diversity policies, and improper workplace diversity management. Strategies should be developed to effectively address these barriers to allow workplaces to be more productive and successful. Attitudes toward diversity originate at the top and filter down to the employees. Management cooperation and participation is required to create a culture that is conducive to the success of an organization. A diverse workforce that feels comfortable communicating varying ideas and experiences can assist a workplace to achieve its objectives and goals.

Source: Statistics Canada

This article was contributed by volunteer blogger Shan Simpson

This what happens when Ontario is more accessible

Disabilities are a significant concern in Canada due to an aging Canadian population. Approximately 3.8

million Canadians have a disability. The Accessibility for Ontarians with Disability Act, or AODA, was designed to improve the accessibility standards for Ontarians with disabilities. The Accessibility for Ontarians with Disabilities Act became law in 2005. The AODA was a statute enacted in 2005 for the purpose of improving accessibility standards for Ontarians with physical and mental disabilities by 2025. The AODA requires public and private sector organizations to comply with mandatory standards that remove and prevent barriers to accessibility for people with disabilities. From the AODA came the Accessibility Standards for Customer Service in 2007 and Integrated Accessibility Standards Regulation in 2012.

The AODA is made up of five standards with a standard covering an aspect of daily living. These standards are the customer service, employment, design of public spaces, transportation, information and communication standards. The deadlines for compliance range from 2010 to 2021. The customer service standard was the first standard to come into effect and all of Ontario’s businesses should be compliant to this standard. Businesses are required to let the Canadian government know of their compliance by 2017.

The customer service standard is intended to make an organization’s customer service operations accessible to disabled people. Accessibility is not just about complying with a law, but also about giving consumers with disabilities the opportunity to use or buy services. The customer service standard establishes requirements for the provision of accessible customer service. This standard applies to all organizations that provide goods or services either directly to the public or to other organizations and that have one or more employees in Ontario. The Integrated Accessibility Standards Regulation requires that private and not-for-profit businesses with fifty or more employees, who operate in Ontario, must provide accessible formats and appropriate communication for goods and services to people with disabilities. If services are unable businesses should let disabled people know how long disruption of these services are going to last. Customers should be asked about feedback regarding eliminating any barriers that may have been overlooked and it is important to respond to any feedback that is received. A business plan or policy should be posted publicly when a strategy is developed to eliminate barriers for the customers.

The employment standard is intended to help organizations support and keep more skilled employees. The AODA defines an employee as someone who works seasonal, full-time, part-time, is contracted, or a non-volunteer. The purpose of the employment standard is to integrate accessibility into regular workplace process and to ensure that employers provide for accessibility across all stages of the employment cycle. This standard makes accessibility a normal part of finding, hiring and communicating with employees who have disabilities.

The design of public spaces standard is an accessibility standard that is part of the AODA’s Integrated Accessibility Standards Regulation. This standard regulates the design of newly constructed or redeveloped spaces used by the public. The elements covered bythe design of public spaces standard include exterior spaces such as sidewalks and other pedestrian walkways, parking lots, outdoor public use eating areas, beach access routes, recreational trails and playgrounds. The requirements of this standard are also included for some design elements associated with providing public access to services.

The transportation standard requires transportation services to prevent and remove barriers so that people with disabilities can more easily access transportation services across Ontario. Requirements for accessible transportation apply to organizations that offer transportation services to the public or to employees. Organizations providing transportation services are required to establish, implement, maintain, and document accessibility training policies or procedures that are specific to transportation-related duties concerning disabled people.

Workplaces should be compliant to the AODA standards. Ontario should be a place where everyone has a chance to be successful. An improvement in the accessibility of workplaces could create more job opportunities for disabled people which would significantly benefit Canadian workplaces. Training can implemented that will allow workplaces to understand these standards. Canada will benefit if everyone has access to places, people, and experiences. As the Canadian population ages, the number of people with disabilities will rise. It is estimated that seniors and people with disabilities represent twenty to twenty five percent of the Canadian recreation, retail, entertainment, workplace and housing marketplaces in the next ten years and beyond. Ontario benefits daily from the many contributions made by people with disabilities. Consumer spending increases when businesses are accessible which stimulates the Canadian economy. Greater accessibility can help to prepare Canada for a better future and also would provide a better quality of life within Canada.

This article was contributed by volunteer blogger Shan Simpson

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