Voices of our Nation | Journey to Diversity Workplaces

This may be the future for diversity!

The future of diversity, what exactly is it? And how does it apply to the workplace environment and the employee?

The possible future of diversity may evolve based on how we think about topics related to diversity. For years, we have known that diversity plays a major part in creating an organization that is capable of functioning better in the long run.

The future of workplace diversity is becoming more reliant on how we think about others and our surroundings in all workplaces. Some studies have shown that if people are more educated about diversity and human rights, it has positive effects which can increase productivity in the workplace.

The topic of diverse thinking is not a relatively new topic. It has been around for a few years. Diverse thinking may have a chance to be able to grow and become a more recognizable topic.

There are a few tips that can be used as guidelines:

Recreate interview questions, to allow for an honest and open minded answer from potential employees.
Create a workplace that will offer and encourages new ideas.

This article was contributed by volunteer blogger Samantha Walton and edited by volunteer editor Louis Moran.

How to Deal with Change in the Workplace

It’s not the progress I mind; it’s the change I don’t like. – Mark
Twain

Let’s face it. No one really likes change – especially at work. Sure it’s okay when it involves something we don’t care about, but once it gets personal – we often resist.

Change in the workplace is vital for growth and development, but it can result in stress and have a negative impact on our psyche.

Resistance to change typically happens when our personal needs don’t match the new circumstances imposed at work. Simply put, these two opposing forces don’t connect. There is a driving force trying to promote change (typically your boss) and an opposing force trying to keep things the same (typically you).

Opposition and resistance to change is a very normal reaction – especially when you don’t see the change coming. Typically, resistance starts out strong when the change first happens and depending on how we respond – our level of stress varies. We can either participate and try to get more involved in the change or outright resist, which can sometimes make things much more difficult.

Why do We Resist Change?

The most common response is ‘fear of the unknown’. Most of us enjoy our security and control, and we don’t want to put this at risk – especially if we don’t understand the need for change. Change also has a habit of showing up at the worst possible time, which only magnifies our stress and resentment towards the people who make it happen. Rewarding and productive relationships with bosses can quickly be replaced by mistrust and stifle any potential change advantages.

Imagine a stressful change you experienced at work and how you reacted? If you could go back in time and help implement that change differently to reduce stress – what would you do? Interestingly, most people would recommend that communication is one of the most important steps to implement any change.

Instead of just quickly implementing something new, what if management got more people involved in the potential change early and asked for input and participation in making the change – would this improve the response and help reduce stress? As managers, it’s crucial to take a step back and understand the nature of people’s resistance – to help overcome any perception barriers to change. By communicating effectively and focusing on ways to reduce resistance to change, the results and implications can be much more positive.

Can Change be Positive?

I’m sure we’ve all been through a stressful change in our lives that ultimately led to something more positive in time. Maybe it helped us change our habits or helped to bring a new opportunity into perspective. It’s always beneficial to avoid getting stuck in old routines, and ways of thinking. Change can often be very beneficial when it comes to new ways of doing things, and each experience can ultimately make you stronger. Most people that become comfortable with change tend to be more flexible and open to adapt to new situations and challenges. Being outside your comfort zone might not be that pleasant, but it can help to build your self-confidence and personal development.

Our opposition to change is very natural and for any organization that wants to grow, understanding our resistance and how to manage it is essential. The trick for all of us when it comes to change is to be open and try to see the bigger picture. Look for positive ways to either overcome the change or provide constructive feedback to help improve the potential outcome. At the end of the day, most of us agree that change can make for a better tomorrow and when we’re in control of change – it helps make for a better today.

References

Boohene, R. (2012). Resistance to Organisational Change: A Case Study of Oti Yeboah Complex Limited. CS Canada. Retrieved August 24th, 2016 from http://cscanada.net/index.php/ibm/article/view/2293

Heathfied, S. (2016). How to Reduce Employee Resistance to Change. The Balance. Retrieved August 24th, 2016 from
https://www.thebalance.com/how-to-reduce-employee-resistance-to-change-1918992

Lawrence, P. (1969) How to Deal with Resistance to Change. Harvard Business Review. Retrieved August 24th, 2016 from http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#24c51d183393

Lorenzi, N. (1999). Managing Change: An Overview. Journal of the American Medical Informatics Association. Retrieved August 24th, 2016 from http://pubmedcentralcanada.ca/articlerender.cgi?accid=PMC61464

Quast, L. (2012). Overcome The 5 Main Reasons People Resist Change. Forbes. Retrieved August 24th, 2016 from http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#24c51d183393

This article was contributed by volunteer blogger Patrick Boshell and edited by volunteer editor Thomas Sosnoski.

Workplace Wellness Programs Need a Big Dose of the Right Stuff

Workplace wellness is any workplace health promotional activity or organizational policy designed to support healthy behavior in the workplace. Employee wellness programs is an attractive benefit for potential employees and major perks for existing employees. Before instituting a wellness program, workplaces should carefully weigh the costs and benefits to determine if initiating a wellness program will serve the needs of the workplace.

Chronic diseases such as depression and hypertension can have a variety of negative impacts on an employee; decline in the overall health, an increase in health-related expenses, lower productivity, as well as days of work missed. Some workplaces have realized the benefits of health promotion, and to curb the costs of rising health care, employers offer workplace health programs to their employees. Ideally, the office should be a place protecting the safety and well-being of employees while providing them with opportunities for better long-term health.

Employee wellness programs can boost office morale and strengthen employee relationships. Whether a workplace institutes a weight loss challenge, a runners group or an on-site gym, the workplace can bring employees together who have a shared interest. Changing how employees interact and support one another can translate to a more supportive and a positive work environment overall.

The cost of employee wellness programs is something that every employer must weigh. Obviously building a gym or bringing in a nutritionist will cost money. Some workplaces may not have the sufficient resources available to implement wellness programs. Workplace wellness programs also include policies intended to facilitate employee health, including allowing time for exercise, providing on-site kitchens and eating areas, offering healthful food options in vending machines, holding “walk and talk” meetings, and offering financial and other incentives for participation. Effective workplace programs, policies, and environments that are health-focused and worker-centered have the potential to significantly benefit employers, employees, their families, and communities.

However, a workplace wellness programs may inadvertently discourage employees from participating in the company’s health benefits. The health within the workplace is made up of numerous factors and some are out of a person’s control. Some employees can be genetically predisposed to high blood pressure, high cholesterol, and even diabetes, and it is important to take these factors into consideration when developing an effective wellness program for a workplace. For some employees, the idea of required participation in a wellness program is intimidating. If an employee doesn’t reach the workplace’s goal and money is involved, it can potentially add stress within the workplace.

While it remains unclear how well workplace wellness programs are doing at achieving all of their original goals, one thing that is clear is that there are benefits to both the employee and the employer. Wellness programs have led to higher productivity, lower absenteeism with a greater job satisfaction and commitment by employees. By covering the cost of a wellness program, or even just covering a portion of the cost, employers have the ability to take the cost burden of the most efficient programs off of their employees’ shoulders. Investing in clinically-proven wellness programs fosters healthier, more productive, and happier employees. Making wellness a priority by providing incentives can attract the best employees to your workplace. It shows that a workplace will care about the well-being of your employees which will make the top employee prospects want to work for you. Between health benefits, financial incentives, and possibly even improved job satisfaction, workplace wellness programs may be worth implementing in the workplace.

This article was contributed by volunteer blogger Shan Simpson and edited by volunteer editor Parul Datta.

You would not believe what types of disabilities they have in the workplace!

A disability can be defined as the consequence of an impairment that may be physical, cognitive, mental, sensory, emotional, developmental, or some combination of these. A disability may be present from birth, or occur at any time during a person’s lifetime. A progressive disability is an illness or medical condition that is expected to worsen over time. Well known examples of progressive disabilities include multiple sclerosis, carpal tunnel syndrome, Parkinson’s disease, dementia, and Alzheimer’s disease. Intermittent disabilities are short-term impairments or temporary conditions that do not permanently disable a person. Examples of intermittent disabilities include arthritis, chronic fatigue or depression. Any person can be directly or indirectly affected by an intermittent or progressive disability at some point in their life.

Disabilities are a significant concern in Canada due to an aging Canadian population. Approximately 3.8 million Canadians have a disability. Disabilities are categorized as visible or invisible. A visual disability is an impaired condition or function that is noticeable to other people. Seventy percent of Ontarians have a visual disability including autism, down syndrome, and epilepsy. Invisible disabilities are impairments that are not immediately perceivable by other people. Thirty percent of Ontarians have an invisible disability. Examples of invisible disabilities include fatigue, pain, cognitive dysfunctions and mental disorders, as well as hearing and eyesight impairments.

People with disabilities in Canada represent a large, untapped, labor pool. There are reportedly 443,900 people with disabilities who are ready and able to work but are unable to find employment. Almost half of these individuals have a post-secondary education. In order to have a fully inclusive workplace, a work environment must be created that is physically, technologically, and attitudinally accessible. Ontario was the first Canadian province to implement accessibility legislation. The Accessibility for Ontarians with Disability Act, or AODA, was designed to improve the accessibility standards for Ontarians with disabilities. The goal of this legislation is to provide people of all abilities the opportunity to participate in everyday life and to eliminate the barriers that limit the effectiveness of an employee. These barriers include physical, architectural, informational or communicational, and attitudinal barriers.

Physical barriers are feature of a building or premises which puts a disabled person at a substantial disadvantage compared to non-disabled people when accessing employment opportunities. These barriers limit or impede access to an area of a building or denies access altogether to services that a person may require to effectively complete their job. Architectural barriers are architectural features that are not compliant with accessibility for disabled users or prohibits usage or access to a building. Reasonable accommodations or adjustments should be made to eliminate these barriers so that each employee can maximize their potential and workplace’s goals for success can be achieved.

Communication barriers are obstacles in a workplace that prevent an effective exchange of ideas or thoughts. These barriers to communication can substantially distort or prevent communication within a workplace. The ability for workplaces to recognize the communication issues and come to a resolution can drastically improve working conditions and business culture of a workplace. Status differences can also be a barrier to workplace communication. This type of communication barrier exists due to differences in workplace hierarchy where employees have difficulty communicating either up or down the corporate ladder. This difficulty can be eliminated by management personnel who are able to understand their employees and address concerns about the important issues that must be addressed in the workplace.

Attitudinal barriers are behaviors or perceptions that prevent employees from communicating properly. Attitudes are commonly formed by an individual’s opinions or personal feelings on a subject or person. Sometimes these opinions may be difficult to alter. Attitudinal barriers may take the form of imposing a preconceived inferiority upon a disabled worker. This inferiority can root from causes entirely outside the work environment and be attributed to a person’s bias or bigotry. Attitudinal barriers can lead to people with disabilities being patronized by those around them. Employees with disabilities should be hired based on their ability to do the job. There are no special processes or procedures for disciplining or firing employees with disabilities who are not meeting performance expectations. An effective way to decrease a workplace’s attitudinal barriers is to increase the level of awareness and knowledge of disability issues.

Employers should be proactive and make accessibility part of the workplace culture. It is critical to assure that the workplace is accessible for current employees and for future employees. The workplace can become more successful when strategies are implemented that increase the accessibility and eliminate the barriers within a workplace.

This article was contributed by volunteer blogger Shan Simpson and edited by volunteer editor Parul Datta.

Challenges to Rural and Urban Workplace Diversity

The concept of diversity encompasses both acceptance and respect. Diversity requires understanding that each person is unique while recognizing the differences between each employee. These differences can include race, ethnicity, gender, sexual orientation, age, physical abilities, religious beliefs or political beliefs. A diverse workplace requires the exploration of these differences in a positive environment. Diversity is about understanding each other and moving beyond simple tolerance to embracing the richness of diversity contained within each individual.

Workplace diversity refers to the variety of differences between people in an organization. Diversity related challenges are present in almost every Canadian workplace from the larger, urban corporations to the smaller, rural businesses. Diversity not only involves how people perceive themselves but how they perceive others. Those perceptions affect the daily interactions within a workplace. A workplace’s success depends upon its ability to embrace diversity and also to realize the benefits of diversity.

There are significant challenges that exist when attempting to create a diverse workplace environment in rural areas. A lower rural population would decrease the number of perspective employees. Which in turn may limit the potential for a diverse workplace. Rural workplaces typically have modest resources available which in turn may prevent a rural workplace from offering a competitive salary/benefits in comparison to urban workplaces. The technological limitations and accessibility issues that exist within rural areas that may pose problems to overcome to when creating a diversified workplace.

There are also challenges to creating a diverse workplace environment in urban areas. In Canada, more than 80% of the population lives in an urban area, which is one of the highest rates for countries in the world. The important issues of urban regulation and monitoring urban land use affects Canadian urban businesses. A competitive job market may make it difficult for workplaces to retain employees which would be disruptive to cohesiveness and productivity within the workplace. Scheduling issues can be a challenge to workplace diversity when potential employees are not willing to work certain shifts or are only available to work part time. Financial issues can also be a challenge to diversity in urban workplaces as it can become expensive to accommodate the needs of individual employees even though it is important for businesses to make these specific accommodations. Typically more employees are required to effectively maintain a larger corporation in comparison to the smaller businesses in rural areas.

Rural and urban workplaces need to develop strategies and goals that will meet the specific needs of the workplace. Workplace diversity elevates businesses because it provides many different perspectives during decision making, broadens the business’s reach in the global market and allows everyone an equal chance for advancement. Staff training programs can promote workplace diversity by increasing the employees’ skills. A workplace must recognize and appreciate their employees by maximizing these employees’ skills and talents. Utilizing the available technology can increase the communication of a workplace and also can allow a workplace to be successful globally instead of merely having limited success in a localized area.

Developing a workplace environment of empathy, tolerance, and respect will help to promote workplace diversity. The benefits of diversity may not be seen immediately. However, workplaces should continue to encourage a diverse workplace environment that will further the goals of the workplace while also providing the workplace with a better opportunity to achieve long-term success.

This article was contributed by volunteer blogger Shan Simpson and edited by volunteer editor Parul Datta.

Workplace wellness

Workplace wellness is any workplace health, promotion, activity or organizational policy designed to support healthy behavior and improve health outcomes. Employee wellness programs are attractive for potential employees and major perks for existing employees. Before incorporating a workplace wellness program, employers should carefully weigh the pros and cons of each program.

Chronic diseases such as depression and hypertension can lead to a decline in the overall health of employees in a workplace, contribute to an increase in health-related expenses for employers and employees, and lead to lower productivity and/or days of work missed. Some workplaces have realized the benefits of health promotion, and to curb the costs of rising health care, offer workplace health benefits to their employees. Ideally, the office should be a place protecting the safety and well-being of employees while providing opportunities for better long-term health.

Employee wellness programs can boost office morale and strengthen employee relationships. Whether a workplace institutes a weight loss challenge, a runners group or an on-site gym, a workplace is bringing employees together in interest groups with likeminded colleagues. Changing how employees interact and support one another can translate to a more supportive and positive work environment. A healthy work environment in turn positively affects productivity.

The cost of employee wellness programs is something that every employer must consider. Building a gym or bringing in a nutritionist will cost money and some workplaces may not have the sufficient resources available to implement wellness programs. Some of the wellness employees a workplace brings in can be paid a salary like other employees, but facilities will generally need upfront cash in order to begin building.

Workplace wellness programs also include policies intended to facilitate employee health, including allowing time for exercise, providing on-site kitchens and eating areas, offering healthful food options in vending machines, holding “walk and talk” meetings, and offering financial and other incentives for participation. Effective workplace programs, policies, and environments that are health-focused and worker-centered have the potential to significantly benefit employers, employees, their families, and communities.

However, workplace wellness programs may inadvertently discourage employees from participating in the company’s health benefits. The health within the workplace is made up of numerous factors and some are out of a person’s control. Some employees can be genetically predisposed to high blood pressure, high cholesterol or diabetes, and it is important to take these factors into consideration when developing an effective wellness program for a workplace. For some employees, the idea of required participation in a wellness program is intimidating. If an employee doesn’t reach the workplace’s goal and money is involved, it can potentially add stress within the workplace. Participation then becomes unaffordable and an employee may seek health benefits elsewhere.

While it remains unclear how well workplace wellness programs are doing at achieving all of their original goals, one thing that is clear is that there are benefits to both the employee and the employer. Wellness programs have led to higher productivity, lower absenteeism and greater job satisfaction. Investing in clinically-proven wellness programs fosters healthier, more productive, and happier employees. Making wellness a priority by providing incentives shows that a workplace cares about the well-being of employees which will make the top employee prospects want to work for you. Between health benefits, financial incentives, and possibly even improved job satisfaction, workplace wellness programs may be worth implementing in the workplace.

This article was contributed by volunteer blogger Shan Simpson, and edited by volunteer editor Parul Datta.

Accessibility Barriers in the Workplace

Accessibility refers to the design of products, devices, services, or environments made available for people with disabilities. There are several types of accessibility issues that can act as a significant barrier within a workplace including physical, technological, and attitudinal accessibility issues. In order to have a fully inclusive workplace, a work environment must be created that is physically, technologically, and attitudinally accessible for all.

Physical barriers are the physical features of the workplace that are act as obstacles putting disabled people at a substantial disadvantage compared to non-disabled people. Some countries have legislation requiring physical accessibility. In Canada, relevant federal legislation includes the Canadian Human Rights Act, the Employment Equity Act, and the Canadian Labour Code. Workplaces must make reasonable adjustments to overcome the physical barriers for disabled people. Workplaces can do this by removing the physical feature altogether, changing the physical feature so it no longer creates a barrier, or providing a reasonable method of allowing disabled people to avoid using the physical feature so that it does not reduce a disabled person’s effectiveness by impeding disabled people from doing their job. Physical barriers need to be addressed to maximize the job performance of a workplace.

Technology is being used in almost every workplace to accomplish specific tasks. Technological advancements have changed the way employers and employees accomplish these tasks. Several workplaces are using various technologies to change the way their employees interact and communicate. Technology reduces human errors which can be caused by stress. Technology has also eliminated some workplace boundaries and can facilitate the quick movement of information across the world, which can accelerate decision making at the workplace.

Technology can also decrease the effectiveness of the workplace if employers and employees become lazy in their job performance. Technology can be expensive and some workplaces do not have the financial resources to implement the most modern technological advancements. Technology can be a significant distraction that can negatively affect the employers and employees. Some workplaces have decided to block access to specific websites, such as social networking websites, because of the unlimited distraction these websites can cause. Workplaces should decide whether the available technology will realistically increase productivity and also assist in accomplishing the specific goals of the workplace.

Attitudinal accessibility refers to eliminating attitudinal barriers that discriminate against people with disabilities. Attitudinal barriers include thinking that people with disabilities are inferior or assuming that a disabled person with a speech impairment never understands you. Discrimination is an action or a decision that treats a person or a group negatively based on their race, age or disability. Canadian employers are not allowed to discriminate against their employees. Employers are obligated to make every effort to accommodate an employee’s individual circumstances that relate to protected grounds of discrimination.

Discrimination can be decreased when there is awareness of the potential misconceptions or negative attitudes towards employees, including disabled persons, within the workplace. Employers must not discriminate on the basis of a disability or a perceived disability. Employers must make it clear that harassment in the workplace will not be tolerated. Harassment must be investigated and corrected as soon as employers become aware of it. An effort must be made to eliminate the various types of discrimination, and the associated social stigmas, that can exist in workplaces.

An accessible workplace effectively addresses the physical, technological, and attitudinal accessibility issues in the workplace. An accessible workplace can maximize productivity by eliminating barriers that can prevent people with disabilities from working to their potential. People with disabilities have skills, abilities and experience that can add value in the workplace. An assessment should be made of the accessibility barriers of the workplace. It is important for employers to be aware of accessibility issues and to make reasonable adjustments to meet the needs of employees within the workplace.

This article was contributed by volunteer blogger Shan Simpson, and edited by volunteer editor Parul Datta.

Diversity Trends All Workers Should Know

Canada is a nation of newcomers and diversity has played an important role in Canada’s history. Originally inhabited by Aboriginal people, immigration to Canada began with the French and British colonization in the 17th century. This trend continued through the 18th and 19th centuries with United Empire loyalists who fled the United States during the American Civil War.  A wave of immigration from Europe after the two World Wars brought many new cultures, languages and religious groups to Canada, resulting in many changes in government policy and the first laws to protect diversity.  During the last 60 years, immigration has continued to flourish with newcomers arriving from every corner of our world.  In 1971 Canada became the first country in the world to enact an official policy of multiculturalism, showing the value of diversity in Canada’s political and social landscape.  The Canadian constitution, implemented in 1982, contained a Charter of Rights and Freedoms that protected multiculturalism.  The Canadian Multiculturalism Act was introduced in 1988 and federal funds began to be distributed to ethnic groups to assist them in preserving their cultures.

Diversity in the workplace is natural to Canada with its multicultural population and more than 250,000 newcomers entering the country every year. One of the distinguished features of Canada’s current workforce is its growing diversity. It is a significant challenge for both employers and employees to learn to value of diversity and to embrace differences. There is a great need to learn about diversity by talking to people, asking questions and listening. Workplaces should know about differences and diversity issues. When workplaces understand the importance of diversity, it creates an environment where employers can appreciate and value each individual employee’s contributions to the workplace. Employers need to learn how to integrate and manage their diverse workforce while employees must recognize the challenges diversity brings, and then be adaptable to a more diverse workplace in these modern times. It is a process of cooperative efforts whereby everyone wins while acquiring new knowledge, leading to new opportunities. It is not possible to find effective workplace solutions without recognizing differences and finding similarities at the same time.

A diverse workplace is more quite common in Canada today. It is a reflection of Canada’s unique communities and philosophies. A diverse workplace can create a culture of innovative thinking by tapping into a broader range of ideas. The definition of diversity is not limited by ethnicity, culture or religion. It is important to be aware that diversity can include many factors including economic status, beliefs, gender, first language, religion, sexual orientation, skill-sets, inclusion of people living with disabilities and countless other factors. Having a positive work environment for all employees is an essential key to success for any business or non-profit.

Diversity in Canada extends beyond race and ethnicity but spans language, gender, religious affiliations, sexual orientation, abilities and economic status. Canadian employers have taken strides to ensure their workplaces are representative of the diverse Canadian population. If current trends continue, Canada’s labour force is going to change drastically over the next two decades. By 2031, 29% to 32% of Canada’s population—between 11.4 and 14.4 million people could belong to a visible minority group, which is nearly double the proportion (16%) and more than double the number (5.3 million) reported in 2006. In contrast, the rest of the population is projected to increase by up to 12%. Sustained immigration, and a younger population will bolster the minority population’s growth.

Canadian communities are diverse and workplaces with an emphasis on diversity can often understand their target markets better. A workplace should be a reflection of the people it serves where people within the workplaces feel empowered and thrive in a culture that recognizes, appreciates and utilizes the unique perspectives and background of everyone. When workplaces capitalize on the strengths of each employee, and leverage his or her differences, the workplace will be allowed to function more successfully as a diverse, inclusive and cohesive unit.

Source: Statistics Canada

This article was contributed by volunteer blogger Shan Simpson, and edited by volunteer editor Parul Datta.

What Happens When Workers Get Real About The Biggest Problem In America.

Workplace ethics and integrity are crucial elements of employment; both these elements contribute to workplace profitability. Every workplace should clearly specify what is acceptable behavior and what is not at the outset of hiring. It is important for workplaces to summarize expected conduct in job descriptions or outline these expectations during the interview process. Behavior guidelines should typically address topics, such as harassment, work attire and acceptable language. Employees who don’t follow the rules outlined in a code of conduct may receive written and verbal warnings, and ultimately be fired.

A key component to workplace ethics and behavior is integrity, or being honest and doing the right thing at all times. Workplace integrity starts with honesty and trustworthiness. Integrity requires following through with our word and being honorable with our actions. When employers and employees have integrity, it can create a workplace environment that is respectful and professional. Honesty should be valued in every communication and transaction between employers and employees. Integrity stems from employees being honest with themselves, completing tasks effectively and meeting workplace expectations. Ethical employees are what build a good reputation for a workplace.

Ethics are the glue that can hold workplaces together. Employers must understand the differences between moral values and ethical principals. Moral values are what guide our behaviour while ethical principals are the ways we are expected to act in the workplace. It is also important employees understand the meaning of each of these terms and understand what they can do to ensure their behavior aligns with workplace expectations.

Ethical and behavioural guidelines in the workplace often place a high amount of importance on dedication. Although possessing the necessary skills is essential, a strong work ethic and positive attitude can carry an employee a long way. Dedication is often viewed in the business world as contagious, meaning that employees putting forth a solid effort can often inspire their co-workers to give the same level of effort to their job – ultimately enhancing the productivity of the workplace. Employers and employers taking responsibility for their actions is essential when it comes to workplace ethics and behavior. This means showing up on scheduled workdays, as well as arriving on time and putting in an honest effort into completing assigned tasks while on the job. Employees who exhibit accountability are honest when things go wrong and then work toward a resolution while remaining professional at all times.

A vital aspect of the workplace is working well with others in all levels of a company. Ethics and integrity can help to increase the morale and productivity within a workplace. In many instances, those who are not considered “team players” can face demotion or even termination. On the other hand, those who work well with others can advance.

Following the outlined workplace behaviour may not always eliminate all unethical issues. The best defense against unethical issues is to train employees on how to properly handle unethical situations with integrity. Successful workplaces understand the causes and detrimental effects of negative ethical behaviour. Employers then attempt to limit the amount of unethical issues by creating a code of workplace ethics that encourages behavior that is professional and ethical. It is important that employers understand the strengths and weaknesses of each employee to be able to maximize the potential of each employee. When employers are willing to implement strategies that promote integrity along with ethical and professional behavior, it allows the workplace to be productive and successful.

This article was contributed by volunteer blogger Shan Simpson, and edited by volunteer editor Parul Datta.

Workplace safety

There are various safety issues that workplaces must effectively address. Due diligence is the level of judgement, care, prudence, determination, and activity that a person would reasonably be expected to do under particular circumstances. Due diligence means that employers must take all reasonable precautions, under the particular circumstances, to prevent injuries or accidents in the workplace. This duty also applies to situations that are not addressed elsewhere in the occupational health and safety legislation. Reasonable precautions are also referred to as reasonable care. It refers to the care, caution, or action a reasonable person is expected to take under similar circumstances. Employers must do what is reasonably practicable to ensure the safety of their employees. Reasonably practicable means taking precautions that are not only possible, but that are also suitable or rational, given the particular situation. Workplaces must implement policies that will create a safe workplace environment for each employee. Employer must implement a plan to identify possible hazards and carry out the appropriate actions to prevent accidents or injuries from occurring in the workplace.

Harassment is a serious issue that needs to be properly addressed to allow workplaces to function more effectively. Harassment can make an employee feel unsafe in workplaces and can be a form of discrimination. Harassment involves any unwanted physical or verbal behavior that offends or humiliates someone. Harassment is a harmful behavior that usually persists over time. However, serious one time incidents can also sometimes be considered as harassment. Physical harassment in the workplace takes many forms. Sexual assault is one form of widely known physical harassment. Unlike physical harassment, emotional harassment is unnoticeable and also viewed as being more socially acceptable. One common form of emotional abuse in workplace is bullying. Workplace bullying is a long lasting, escalated conflict with frequent harassing actions aimed at a targeted person. All employees should be expected to act professionally and respectfully toward each other and to speak out against unacceptable behaviours in the workplace in a skillful and sensitive manner.

A poisoned work environment refers to a workplace where comments or behaviors create a hostile or offensive environment for individuals or groups and negatively affects communication and the workplace productivity. Policies should be implemented that eliminate harassment and allow every employee to feel safe within their workplace. 28% of Canadians have reported experiencing sexual harassment in their place of work. Women are three times as likely than men to experience a form of harassment. Young men are the least likely to have such experiences while 47% of middle-aged Canadian women reported being harassed in the workplace. Workplaces should implement a strong anti-harassment policy prohibiting harassment and include a description of disciplinary consequences that will be applied. Training can be provided to educate employees harassment and remind employees of the importance of maintaining a harassment free workplace. The benefits of harassment prevention training programs include establishing a more employee-friendly work environment. From a management perspective, this training reduces the chance of legal action against the workplace based upon a harassment complaint. It can be possible to create a safe workplace environment where harassment decreases while the level of employee productivity is increased when the employees feel comfortable and respected.

Source: Statistics Canada

This article was contributed by volunteer blogger Shan Simpson.