Mastodon

News

How is Systemic Racism Affecting Childcare Employees?

Childcare is an area of service that has shown to be the backbone of the economy. Without childcare, parent(s) would struggle to get out to work, making it an essential service. It also provides jobs to the three hundred thousand employees working within the industry in Canada. The Covid-19 pandemic has amplified issues within the childcare system that stem from the deeply rooted systemic racism that has cultivated within our society.

In our society today, we still see many examples of systemic racism that seep into every aspect of life. Those in racial minorities have to overcome hurdles that are not experienced by the racial majority and have a more difficult time obtaining the same opportunities. Occupational segregation, especially amongst high paying and white-collar jobs, spurs on a multitude of other inequalities; mainly income and housing. Due to this systemic racism, the demographic in many low-income neighborhoods is black, indigenous or other people of colour (BIPOC), furthering the pattern that has been laid out in the past. Many of these neighborhoods are in what is known as child-care deserts; defined as an area with an insufficient supply of child-care, making affordable childcare one of the most difficult services to find.

The Covid-19 pandemic highlighted this inequality as daycares and other childcare centres were forced to reduce the occupancy, making it challenging for parents to find suitable placements for their children – even more so in areas that were already lacking in childcare options. The over representation of BIPOC in low-income areas caused this change to affect them more so than those in the racial majority. Many families and individuals had to make the difficult choice on if they would be returning to work or remaining at home to take care of their child(ren).

Outside of the family, the pandemic negatively impacted those working in the childcare industry, many of whom are members of BIPOC communities. The reduction in capacity equates to a loss of revenue. With fewer children in their care and less revenue, a portion of employees were let go as they were not required. In an industry population where BIPOC individuals are overrepresented, these communities were heavily affected. According to Stats Canada, one third of workers in the childcare industry are immigrants or non-permanent residents, and even more identify in a visual minority. Not to say that this did not affect members of the racial majority, but that it negatively affected BIPOC exponentially more.

The Canadian government did offer some financial assistance to those working in designated essential services, who were unable to work from home, and required childcare. However, this assistance only helped in specific circumstances. Many families were left questioning what they were going to do in terms of childcare for the foreseeable future, especially those in jobs that were not remote nor classified as one of the designated essential services.

Hopefully the issues in access, cost, and employment that arose during the pandemic were enough to urge the government to make strides towards the implementation of a universal childcare system, as well as the improvement in the cost and location of childcare. At a minimum there should be an increase in the funding provided by the government, to keep the system running smoothly. The government should also increase the level of support they give, by making it easier for visual minorities to reach out and access aid. Besides those changes, the government could work towards the implementation of more flexible work schedules or increase the availability of remote positions, especially for parents, even after the pandemic has subsided. It would allow more options for those who choose not to or cannot afford to send their children to any of the childcare services. In addition to that, companies that already offer childcare benefits for their employees should increase the amount given. Those that do not offer those benefits, should work to integrate such incentives into their company.

There are still many steps that need to be taken to dismantle this inequality in the childcare industry. To allow this system to thrive once again, the government must take action to repair and enhance this essential service, with the livelihood of the parents and the workers at the forefront of their minds.

References

https://www150.statcan.gc.ca/n1/pub/11-627-m/11-627-m2021051-eng.htm
https://www150.statcan.gc.ca/n1/daily-quotidien/210625/dq210625a-eng.htm

This article was written by summer student Hannah Mastin and edited by summer student Adam Best. This article was funded by the Government of Canada.

What is Work Culture? Where does it come from and how do we change it?

There are few topics as broad, or fundamental as culture. Most of us only recognize the dimensions of our culture when we begin to compare our way of life to that of another. Workplace culture is built of all the customs, habits, traditions, values, skills, beliefs, and knowledge of the people included in the company. (Nelson, Quick, Armstrong, Roubecas, Condie, 2021) It affects everything that happens, every action taken, and is shaped by every person that is included. Culture regulates behavior through norms and values, and in so defines the character of a company. (Nelson, 2021)

To get culture right it is crucial to have an idea of what it should look like and a plan for its formation before the start of an enterprise. Defining what is desirable and undesirable behavior is necessary to guide staff toward business objectives in the best way. An inclusive and supportive culture leads to satisfied employees and can enforce those values into employee behavior. (Nelson, 2021) The same applies for a competitive or aggressive culture; its employees will work hard to achieve results but may focus less on their soft skills. (Nelson, 2021) When the values of the culture are the same as the values of its employees, it provides a sense of identity and motivates them to higher levels of achievement.

There are three different parts that compose the culture of an organization. There is the structural system consisting of policies, management processes, and plans. (Nelson, 2021) This structural culture of the organization is crafted by its leaders. It also includes objectives, the authority hierarchy, reward systems, recruitment, and training methods. (Nelson, 2021) As a result, the structural systems produce formal norms, traditions, values, and knowledge. Then there are expressive systems which are created by organizational history, the business environment, and society itself. (Nelson, 2021) These systems propagate the blueprint for how meanings, values, and beliefs are espoused within the organization. (Nelson, 2021) Finally, there are the individuals within the organization. Each person brings their own beliefs and personalities into the mix that shape the culture of the group.

Depending on the unique composition of a culture it can bring strengths or weaknesses that can make or break an organization. An outcome of the behavior controlling nature of culture, is that it can influence employees to be competitive, support creative thinking, demand punctuality, or signal how important it is to follow the policies of the organization. (Nelson, 2021) A culture that promotes open communication can reduce conflict or encourage relationship building, which in turn may increase productivity and improve employee satisfaction or stability within the workplace. (Nelson, 2021) In the inverse perspective, culture can lead to a variety of significant problems. A weak culture (which is one that can easily change from day to day) can result in instability that is stressful to some. (Nelson, 2021) A culture that is too strong may be resistant to change and prevent the development and adaptation that is critical for survival. (Nelson, 2021) It is also possible for a culture to walk astray from its founding values. If bad behavior is left unchecked, it can lead to its promotion as employees may interpret lack of punishment as a green light. (Nelson, 2021) Culture is a big attraction for the modern job seeker and having a misalignment between ideals and reality can lead to job dissatisfaction quite quickly.

It all starts with an idea. When an entrepreneur or founding party chooses their business, the environment that it operates within defines the first set of rules with its historical expectations. From there the values and beliefs of the founders are poured into the organization’s structure giving the second layer of culture. Jeff Bezos, founder of Amazon, once said “Our culture is friendly and intense, but if push comes to shove we’ll settle for intense”. (Nelson, 2021) The third layer comes as the structural systems of policy and plans are laid out by the founders. By now the expressive systems of beliefs and behaviors will have formed naturally in the process of the founders working together and will evolve as others are added to the organization. (Nelson, 2021) The culture will follow the personality of the CEO in a smaller organization but as it grows it will dilute to include the influences of other directors and members.

There are five points of attention that communicate the desired culture lying in the behavior of leadership. These include what leadership pays attention to, how they react to crises, how they behave, how they give out rewards and how they hire and fire. (Nelson, 2021)
What leaders pay attention to is one of the most obvious clues to what is most important within the organization. They will have a certain set of behaviors, metrics, or objectives they need to monitor. Employees will be aware of what their boss cares about and take direction from observations. (Nelson, 2021)

How leaders react to crises can reveal a mismatch between proposed values and real values within the organizational culture. (Nelson, 2021) Imagine a company that says that it cares about its employees but doesn’t hesitate to introduce layoffs in a touch of hard times. Employees will pick up on this and share the story of what happened revealing the true nature of the organization for a long time. How leaders behave is often replicated by employees and will reveal what is acceptable behavior. (Nelson, 2021) If a manager tends to swear or complain about certain customers, it sends a signal about perceptions and beliefs within the organization. (Nelson, 2021) Bosses are often tasked with being role-models and coaches, so it is no wonder that their actions can be interpreted as accepted norms.

How leaders distribute rewards must be on message with the intended values of the organization to ensure that employees’ perceptions of company values are the same. (Nelson, 2021) Rewarding staff for performance when espousing the value of tenure shows the true values of directors and CEOs.

How leaders hire and fire employees defines the culture in some of the starkest terms. The decision to fire or not to fire an individual for failure to perform or for unethical behavior communicates values of the company and will reinforce that culture by the impression formed by employees. (Nelson, 2021) Notably, when hiring, leaders often look for those who share similar beliefs to promote the desired culture in the organization. (Nelson, 2021)

Workplace culture is constantly changing. Through the shifting of society to the changing of the work team, it is always stepping forwards and back and side to side. Controlling the change is another matter entirely, as the myriad of factors that compose a culture are often invisible except in certain situations. Part of what makes up a culture is often unconscious as we can be unaware of our attitudes and beliefs, and this can make grappling with it a challenge. (Nelson, 2021)

Cultural intervention is a strategy wherein the leadership will review all communications, past and present, to make changes that reflect the new values they are trying to promote. (Nelson, 2021) After a period to allow staff to adopt the new values they will remove employees who do not keep up and hire new ones, with the hopes they will take to the proposed values. (Nelson, 2021) Changing culture takes time and requires constant effort on the behalf of management.

Citations

Organizational Behavior (2021). Nelson, Quick, Roubecas, Condie, Armstrong

This essay was written by summer student Adam Best and edited by summer student Hannah Mastin. This article was funded by the Government of Canada.

Sexism at work

Sexism has deep roots in history and unfortunately it is still an outstanding issue today. Many issues that arise with sexism translate into the workplace so it is essential to recognize these issues on both a systemic and interpersonal level and how this form of aggression can impact one’s ability to work.

First let’s define sexism; Sexism is any expression that someone is inferior because of their sex. This type of judgement typically occurs towards those that are female presenting. These sexist actions can create an unwelcoming environment within the workplace. There are two main types of sexism that can be seen: hostile and benevolent.

Hostile sexism is an aggressive and obvious form of harassment that can be quite apparent in the workplace. Statements that generalize the behaviour of women, typically implying that women are less competent than men, are the main culprit. However, hostile sexism also includes the use of negative stereotypes, evaluation based on someone’s gender, sexual harassment, or the idea that women are unintelligent, overly emotional or manipulative. This thought process leaves women feeling alienated or unwelcome in the workplace.

The other type of sexism apparent in the workplace is benevolent sexism. This form of sexism includes the idea and assumption that women are inferior to men and should be confined to traditional gender roles or require protection and support from men. This can be seen in the workplace in many ways. For example, assuming that a female employee would be too busy with their family and not inviting them to a company outing or outings with those in higher positions, such as the CEO.

These limitations and forms of harassment exclude women from opportunities to move up ranks in the company, or even have the same acknowledgement for their role as their male counterparts. These issues are not exclusive to the workplace environment but are apparent on a systemic level as well.

Even today examples of systemic sexism exist within our society. One of the most notable examples of this is the wage gap. In almost every country of the world, including Canada, there is a difference in the average pay between men and women. On average, women are paid less than men, even when comparing the hourly pay of full-time men and women. In this instance, women make approximately 87 cents for every dollar a man earns. These limitations create what is known as a ‘glass ceiling’ for women, preventing them from rising above a certain hierarchy level within their profession.

This inequality is increased when looking at women of racial minorities. Indigenous women who work full-time throughout the year, make on average 35% less than non-indigenous men. Meaning that they make 65 cents to every dollar made by non-indigenous men. Women in other racialized communities make 67 cents to every dollar made by non-racialized men. These numbers can be attributed to both systemic sexism and racism that remains apparent in our social structure today.

The lack of women in leadership positions and those who hold jobs that are high paying is causing a delay in the progress of closing the gender wage gap. Once again, we see the ‘glass ceiling’ limiting women from climbing to the top of the corporate ladder.

There needs to be more representation and examples of women in power to prove that one does not have to be a man or possess traits that are typically masculine to succeed in a leadership position. Additionally, workplaces need to educate their employees on how to respect all coworkers, not just women, and to put their prejudice aside and not let it affect how they behave in the workplace.

Strides have been made to equalize the discrepancies and inequalities to women in the workplace. Though we have seen these changes and acknowledge them, there are still many barriers that women must overcome to negate the systemic and interpersonal sexism that exists in our workplaces today.

This article was written by summer student Hannah Mastin and edited by summer student Adam Best. This article was funded by the Government of Canada.

Leadership in Times of Change

Change is constant. The good and the bad; change leaves us twisting and dancing. Leaders guide the pack through the change that is most certainly on its way. Every company and organization that is to survive requires a strong leader that can motivate and enable others to contribute to their goals. A leader often disrupts the status quo to pave the way for new plans through a combination of communication, managing the internal forces within the group, and removing barriers that hinder members from their shared success. The best leaders must be highly strategic, and both oriented to the task and people demands of managing others.

It is important to be aware that we will likely face change and to understand the ways in which to respond to it. Each force of change will bring barriers for the leader to remove. From within the company there may be forces that ignite change such as a loss of productivity, poor quarterly profits, strikes, or a disenchantment of the work force. The main external forces driving change are globalization, workforce diversity, technological change, and managing ethical behavior. We will look at these external factors briefly before examining one of the most popular theoretical models for understanding change, then we will consider the most important steps for leaders who want to stimulate change.

Globalization has opened opportunities for many businesses to interact with and serve markets anywhere in the world. Leaders must be aware of these changes to capitalize on all opportunities for growth, and to foresee threats from competitors who have access to the same markets they rely on. Workforce diversity is closely related to globalization. As the globe shrinks, demographics become more diverse which leads to a greater need to manage diversity and ensure inclusion. Technological innovation is changing the world every year; failing to stay at pace can result in loss of competitive advantage and income. Lastly, in a connected world that is striving for more accountability, inclusion and ethical behavior, a business may have cultural issues such as systemic racism or unethical practices that must be unrooted.

Kotter’s Change Model is one of the more popular models for understanding how to initiate and sustain change and describes the process through eight steps.  Kotter recommends first creating a sense of urgency. Using a strong, aspirational statement to communicate the urgency of change, will initiate motion. Second, Kotter advises implementing a guiding coalition. Preparing a team to spearhead and guide others on the pathway to change. This approach is more likely to succeed than attempting to initiate change alone. The third step is forming a strategic vision and initiatives. One must document how they will act and what success will look like once the plan is complete. This helps explain to newcomers why you are seeking change and what it will mean once it’s achieved. The fourth step is enlisting a volunteer army; more agents of change inevitably enhance the reach of the campaign and help spread the message. Next, the fifth step is to enable action by removing barriers. If no one is removing barriers then the coalition will be slowed down, and loss of momentum can very well lead to failure during such a demanding process. The sixth step is to generate short term wins. These are the building blocks that you show to others as proof of change in action. Kotter recommends celebrating short term wins to help motivate others. Step seven is to sustain acceleration; now is the time to keep pushing towards change goals and will demand extra effort to keep the ball rolling. Finally, step eight is to institute change. At this final stage Kotter recommends reminding followers of the change plan until the new behaviors become habitual and long lasting.

Kotter’s model is helpful to visualize and navigate the way through change but there’s still so much more to leadership in times of change. There is a quote attributed to Mahatma Gandhi: “Be the change you wish to see in the world”.  When tasked with leading through change it is essential to fully embrace it. To inspire others to follow, a leader must be maximally engaged and on task. Leading requires presenting oneself in a way that inspires confidence and an interest in goals. Change must be prepared like a dinner so that it is palatable and served on a regular basis so that the nutrients are sustained for the body to use as fuel.

References
https://www.kotterinc.com/8-steps-process-for-leading-change/

ORGB (2018) Nelson, Quick, Armstrong, Roubecas, Condie.

This article was written by summer student Adam Best and edited by summer student Hannah Mastin. This article was paid for by the Government of Canada.

The facts about workplace harassment

One of the most common issues that employees face within the workplace is harassment. Many Canadians over the age of 15 are likely to fall victim or be a witness to workplace harassment over the course of their career.

Workplace harassment is defined as objectionable or unwelcome conduct, comments or actions against an individual within the workplace. This unwelcome verbal or physical behaviour is done in a way that is expected to offend, intimidate, humiliate or degrade. These actions can cause one to feel unwelcome and in some cases unsafe, causing productivity and overall job satisfaction levels to drop. Some forms of harassment include offensive jokes, intimidation, assault, sexual harassment, amongst others.

The most common type of harassment experienced in the workplace or in work related settings is verbal abuse. According to Stats Canada, 13% of women and 10% of men have experienced this within the past year. From discriminatory language, shouting, spreading gossip and/or lies, interrupting or undermining colleagues; verbal abuse can present itself in many ways. These negative verbal interactions can cause animosity between team members and lead to a hostile work environment, which over time can have a negative influence on the mental health of employees.

Unfortunately, most workplace harassment cases go unreported out of fear of retribution, especially if those responsible for the harassment hold higher positions of power than the victim. This power dynamic instills fear, and deters them from reporting. In many instances employees have suffered consequences, such as demotion or losing their job, as a result of filing a complaint. Additionally, many companies and organizations do not have adequate human resource services, making it difficult and unworthwhile to report as it is unlikely to produce results that favour the victim.

The government has policies in place that work towards a safer work environment for all. The Directive on the Prevention and Resolution of Workplace Harassment and Violence was created to protect employees and to ensure that there is an appropriate response when a complaint is made. However, it is up to the independent employers to see that this directive is followed.

Companies should be following this directive and actively working to protect their employees from all harassment within the workplace. From prevention to direct action, there are several steps that can be taken.

Raising awareness has proven to be effective by alerting employees of the common struggles faced and the signs to look out for to detect instances of workplace harassment. Alongside that, making certain that all employees know what constitutes acceptable behaviour within the workplace and what does not.

The employer and those in leadership roles should be demonstrating and promoting a safe and positive working environment. They should consistently stay aware of the atmosphere within the workspace and directly address any tension or issues that may come up.

To combat the fear that comes with reporting, there should be open lines of communication within the workplace. Each individual that comes forward with a complaint should be taken seriously and treated fairly, regardless of position within the organization. Those listening should do so carefully and respectfully, keeping in mind the vulnerable position that the individual is in.

Employees should also be alerted of any and all possible consequences of their actions. Knowing the consequence works to deter individuals from partaking in the actions that would warrant such a response.

Workplace harassment is something that has become all too common, and there is still more work that needs to be done. Education and awareness are the key to enacting change, and creating a safe and welcoming working environment for all employees.

This article was written by summer student Hannah Mastin and edited by summer student Adam Best. This article was funded by the Government of Canada.

The facts about workplace wellness programs

As much as a business is a vehicle for profit, it is capable of being a force for good. Workplace wellness programs help businesses by improving the physical and mental health of their employees.  This aims to give back to the business by increasing the capability of their staff to perform, and reducing expenses for health care coverage. In a 2014 U.S. study, workplace wellness programs were divided into the following categories, from most to least frequent:  Nutrition/Weight Management, Smoking Cessation, Fitness, Alcohol and Drug Abuse, Stress Management, Health Education, and Other. Many businesses use financial or social incentives to help motivate staff to participate.

Workplace stress influences behaviours like productivity, staff turnover, employee satisfaction, and absenteeism. A 2017 survey said 25 percent of Canadians have left jobs due to stress and 17 percent were considering it. Furthermore, a study from Health Canada in 2000 showed the increased health risks of high stress environments. When expected to contribute high effort for little reward there is a 2-3x increased risk of injuries, 2x risk of substance abuse, 3x risk of heart problems and back pain, and a 5x increased risk of certain cancers. In a high-pressure environment where employees have little control over their work, there are 2-3x risk of infections, mental health problems, and conflict; as well as greater risks of cancer and injury.

Depending on which study you look at, the efficacy of workplace wellness differs. An abstract posted in the Journal of Occupational and Environmental Medicine in 2011 claims measurable improvements in “those who are underweight, those with high systolic or diastolic blood pressure, high total cholesterol, high low-density lipoprotein, low high-density lipoprotein, high triglycerides, and high glucose.”. Another study, from Rand Health Q. in 2013, concluded that the impacts of a wellness program are sustainable and “clinically meaningful” but estimated that savings on health coverage could be lacklustre.

Other studies, including a publication from Harvard, cited no clinical differences and cautioned that return on investment (ROI) would be underwhelming in the short term. It should be obvious that aside from smoking and other dangerously bad health habits, no one should expect a large ROI in as little time as a year or two. Workplace wellness is a long-term investment that protects the longevity of workers and improving fitness and wellbeing takes time.

When administering a wellness program, large companies have the benefit of a greater administrative task force, bigger budgets and facilities. Small businesses must overcome potentially rural settings with less access to providers, smaller budgets, fewer management hours, and increased difficulty of protecting employee privacy.  Employee assistance programs are popular among big businesses offering aid with mental health issues or substance abuse problems. Big firms also occasionally have 24/7 Teladoc services, paid naps, in-house chefs to cook nutritious meals, free gym memberships, on site fitness classes, and unlimited paid time off. These perks sound great, but what about small businesses?

A small business can either build their own program or hire an external provider to manage the program.  If going it alone there are two pillars to nailing wellness for small businesses. The first one is to be creative and aware of the needs of the workforce. Doing a little research in the form of surveys can help illuminate needs and wants of employees. Be weary that surveys aren’t always 100 percent reliable. The second is having a strong communication strategy; winging it can run the risk of coming off as unprepared and can damage employee buy-in.

Once the foundation is laid a quick trip to Google will net hundreds of creative options that work for a wide variety of unique business formats. The program can be as simple as encouraging extra walking breaks, free healthy snacks, or putting together an email newsletter to educate staff on the benefits of different healthy activities. These days it is not enough to just pay your employees, and most will appreciate the extra care and investment in their well being. 

References

https://www.monster.com/career-advice/article/companies-good-wellness-programs

https://journals.lww.com/joem/Abstract/2011/07000/Effectiveness_of_a_Workplace_Wellness_Program_for.15.aspx#:~:text=In%20addition%2C%20studies%20have%20shown,behaviors%20and%20long%2Dterm%20health.

https://hms.harvard.edu/news/do-wellness-programs-work

https://pubmed.ncbi.nlm.nih.gov/33289018/

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4945172/

https://www.reference.com/world-view/percentage-lives-spent-working-599e3f7fb2c88fca
ORGB (2018) Nelson, Quick Armstrong, Roubecas, Condie

This article was written by summer student Adam best and edited by summer student Hannah Mastin. Thia article was funded by the Government of Canada.

Vaccination etiquette in the workplace

In these unprecedented times, the Covid-19 pandemic has brought to light many questions. As the world is moving towards reopening, employees and employers are concerned about what the etiquette surrounding vaccination status will be. Whether or not the question of vaccination status can be posed, not only by customers, but also by employers as a condition for the job. Should employers be allowed to require the disclosure of their employees vaccination status as a condition of employment?

There are two sides to every argument. In this instance, the two opposing sides are those that are in favour of mandatory vaccinations for employees and those that are on the side of personal freedoms. Each side comes with pros and cons. Mandating vaccinations for those who wish to work is not only protecting the safety of the workers, but also encouraging public health. Those who take a stand for personal freedoms also argue that they have a right to their own privacy. When all is considered however, in the midst of a global pandemic the largest factor should be public health and safety.

Taking a look at the current situation and the laws and regulations that the Canadian government has in place, there are many reasons why employers would not be able to require this information. Individuals’ health care information is protected under the Personal Health Information Protection Act, which grants individuals the right to consent to or refuse the disclosure of their personal health information (Personal Health Information Protection Act, 2004). Under this act, it is not within the rights of one’s employer to access any part of their personal medical history without consent (Personal Health Information Protection Act, 2004). This includes vaccination status. However, there is a clause in this act which states that there can be exceptions made in certain circumstances, possibly allowing this act to be overlooked for the sake of public health and safety (Personal Health Information Protection Act, 2004). Looking beyond, it may also come across as unethical to require vaccinations as a requirement for a job, as it could be considered a form of discrimination against those who choose not to or are unable to get it. Workers are protected from discrimination under the Canadian Human Rights Act ensuring that there is equal opportunity (Canadian Human Rights Act, 1985). As there are currently no laws or policies in place that override this act, it remains unethical for employers to require vaccinations as a requirement to work.

This however, brings the question of whether or not there needs to be an amendment to these rules in light of the current situation the world is going through. Given the need for public health and safety, it would be ideal to mandate vaccinations to those that are able to safely receive them, especially if they work in high-risk areas. Taking a look at the medical field, the Canadian Medical Association (CMA) and the Canadian Nurses Association (CNA) have been advocating to have employers require Covid-19 vaccinations for those working in healthcare (Canadian Medical Association, 2021). Their reasoning for wanting this mandate is to maintain and protect the patient’s and healthcare worker’s health (Canadian Medical Association, 2021). The benefits of the vaccine not only directly affects these individuals, but also impacts the capacity of hospitals . Less Covid-19 cases means less patients, clearing up space and staff for other individuals (Canadian Medical Association, 2021). This is just one example of a professional field that benefits greatly from mandatory vaccinations.

Aside from the legality, there has been concern about the etiquette in the workplace in regards to asking individuals what their vaccination status is. Some workplaces have asked their staff and guests to limit their discussions about Covid-19, in particular the vaccination status of employees and patrons. One local spa in Cobourg, Ontario took to their instagram to ask their guests to “keep [their] personal thoughts and questions to [themselves]” (Nourish, July 12, 2021) in relation to “the exhausting conversation” (Nourish, July 12, 2021) that is Covid-19. They went on to suggest acceptable conversation topics such as family, pets, and future vacation plans (Nourish, 2021) . This kind of censorship is something that may become common within the workplace, but limits one’s freedom of expression which is protected in the Canadian Charter of Freedom (Canadian Charter of Rights and Freedoms, 1982).

Having mandated vaccines is nothing new, as there is a myriad of vaccinations one must have to attend public school. To attend public primary and secondary school in Ontario, unless exempt, children must be vaccinated against polio, measles, mumps, rubella, and several other illnesses and diseases (Gov. of Canada, 2015). The attitude surrounding the Covid-19 vaccination is vastly different than that of these vaccines.

Regardless of the etiquette surrounding this topic, it is imprudent to ignore the facts brought forth by scientific experts. The World Health Organization (WHO) made a statement on mandatory vaccinations stating that “[w]hile interfering with individual liberty does not in itself make a policy intervention unjustified, such policies raise a number of ethical considerations and concerns and should be justified by advancing another valuable social goal, like protecting public health” (World Health Organization, 2021, p. 1)
They go on to state several criteria that help define the circumstances in which human rights can be overridden to mandate vaccinations to mass populations(World Health Organization, 2021) . These criteria include necessity and proportionality, sufficient evidence of vaccine safety, sufficient evidence of vaccine efficacy and effectiveness, sufficient supply, and public trust (World Health Organization, 2021). All of these different factors seem to be met in regards to Covid-19, which would make it ethical to require vaccinations for the good of the public.

Looking at the United States as an example, New York City was recently the first major city in the U.S. to require proof of vaccination in several public amenities. These include restaurants, gyms and other businesses. The mayor of New York, Bill de Blasio, was quoted stating that “if you want to participate in our society fully, you’ve got to get vaccinated” (Benveniste, A, 2021). New York has seen a decline in cases as they work towards creating a safer city (Benveniste, A, 2021). On the other side, the governor of Florida, Ron DeSantis, has been seeking to remove the mask mandate from the state saying that “There will be no restrictions and no mandates in the state of Florida” (Reimann, 2021), even as case numbers have begun to rise to a dangerous level and continue to rise.

Overall, the ‘are you vaccinated’ question is a sensitive topic that has very strong and entrenched ideologies on either side. But scientific research and the cost- benefit analysis makes vaccinations- at the very least in some sectors- a requirement for work in order for the economy to open up and the public to be safe.

Citations

Benveniste, A. (2021, August 3) New York City will require vaccines for entry to restaurants and gyms. CNN: Business. https://www.cnn.com/2021/08/03/business/new-york-city-vaccine-requirements/index.html

Canadian Charter of Rights and Freedoms (1982). Retrieved from the Government of Canada website: https://www.canada.ca/en/canadian-heritage/services/how-rights-protected/guide-canadian-charter-rights-freedoms.html#a2a

Canadian Human Rights Act (1985, c. H-6). Retrieved from the Canadian Department of Justice website: https://laws-lois.justice.gc.ca/eng/acts/h-6/page-1.html#h-256819

Canadian Medical Association. (2021, August 3) CMA and CNA call for mandatory COVID-19 vaccinations for health care workers. Retrieved from the Canadian Medical Association website: https://www.cma.ca/news-releases-and-statements/cma-and-cna-call-mandatory-covid-19-vaccinations-health-care-workers

Caspani, M. & Whitcomb, D. (2021, August 3) New York becomes first U.S. city to order COVID vaccines for restaurants, gyms. Reuters. https://www.reuters.com/world/us/nyc-require-proof-vaccination-indoor-activities-mayor-2021-08-03/

Government of Ontario. (2015) Vaccines for children at school. Retrieved from the Government of Canada website: https://www.ontario.ca/page/vaccines-children-school

Nourish [@nourishboutiquespa]. (2021, July 12). Privacy Policy: We all have strong opinions about the choices we make. Let’s also choose to be mindful and respectful of our right to personal privacy… [Instagram photo]. Retrieved from https://www.instagram.com/p/CRPVUVQLyVS/

Personal Health Information Protection Act (2004, c. 3, Sched. A). Retrieved from the Government of Ontario website: https://www.ontario.ca/laws/statute/04p03

Reimann, N. (2021, July 30) Florida’s DeSantis Signing Order To Block Mask Mandates In Schools. Forbes. https://www.forbes.com/sites/nicholasreimann/2021/07/30/floridas-desantis-signing-order-to-block-mask-mandates-in-schools/?sh=24433d1d3d87

This essay was written by summer student Hannah Mastin and edited by summer student Adam Best. This article was funded by the Government of Canada.

Evolution of Labour: The 4-Day Workweek

Search Google right now for the four-day work week and you are bound to find multiple new articles spinning their take on this hot topic. Writers are hailing the onset of a labour revolution; a shift unseen since the 20’s and the historic transition from six-day weeks to five. The Cliffs Notes version is that the four-day work week is currently entering trial across the globe, following the success of a handful of early experiments. Countries and companies are rolling out pilot programs, egged on by the promise of reducing economic waste and permanent long weekends. In some fortunate positions employees who can complete the same work as before, in four days, receive the same compensation as if they had worked five days.

There are two organizational theories that are interesting to look at before we consider the possibility of condensing five days into four. The Punctuated Equilibrium model says that groups do not actually get down to business until halfway through their deadline, at which point behaviour shifts and production ramps up. Parkinson’s Law, defined in 1955 by British Historian Cyril Parkinson, states that people have the tendency to fit their work to the time allotted. People can work faster when they need to, but tend to act leisurely, chit-chat, or do non-essential tasks if there is no looming deadline driving them.

The most notable test run of reduced hours with the same pay may be Microsoft Japan’s. Through August of 2019 Microsoft Japan ran a four-day work week with great results; productivity measured in sales went up by 40 percent; paper printing went down 59 percent; and electricity fell by 23 percent. 94 percent of employees were happy with the program. Jack Kelly insightfully notes in his report published for Forbes however, that the numbers are not everything here. He suggests that staff could have worked exceptionally hard during the trial period or may eventually take the new system for granted once it becomes the standard of operating; one month does not necessarily mean productivity would be sustained.

The excitement for three-day weekends is so universal that it has become political as governments and politicians are showing their support. The government of Spain is offering to help businesses pay for expenses incurred in a national four-day work week experiment.  Andrew Yang, a progressive Democrat who ran in the 2020 U.S. election, said the country should “seriously” consider making the switch on his Twitter account, expressing the benefits for worker wellness and work life balance.  In Ireland, there is a conglomerate of organizations putting together a pilot of the four-day week with mentoring and assistance for companies willing to give it a shot. The government will provide funding for researching the social, environmental, and economic results of the experiment.  Scotland and New Zealand are also reported to be involved in talks for the four-day work week.

It is not all sunshine and rainbows though. Concerning four ten-hour days there are voices of opposition. The primary concerns are worker efficiency, stress accumulation, and competition. Some are of the view that if the week could be condensed workers must not have been efficient or focused. The suggestion here is that management needs to do a better job controlling employee production. Another counterpoint is that working four ten-hour days accumulates more fatigue and stress than does five eight-hour days. There is also an argument based on the idea that competition will gain an advantage by continuing a five-day week, possibly contacting your customers while you are unable to respond. Other voices of concern are focused on the loss of work culture, the fostering of relationships and a possible loss in career development.

The organization of work is an ever-evolving beast that rides on the saddle of technology. Most businesses that can cut hours for the same pay are either tech or knowledge enterprises, wherein the product for sale is often knowledge or information. The question of a four-day work week will most likely prove to be a circumstantial tool. Some industries and corporations could thrive with periodic use, some may use it year-round, and some may never see a positive implementation. Will this be a worldwide change in labour practices, or will it fizzle out as incompatible dream material? The answer might be right around the corner. Oh, what a time to be alive.

References
https://www.history.com/this-day-in-history/ford-factory-workers-get-40-hour-week#:~:text=On%20May%201%2C%201926%2C%20Ford,office%20workers%20the%20following%20August.https://www.workstars.com/recognition-and-engagement-blog/2020/03/25/six-businesses-that-have-moved-to-a-four-day-working-week-and-what-they-found/

https://www.theguardian.com/world/2021/mar/15/spain-to-launch-trial-of-four-day-working-week

https://www.nbcnews.com/business/business-news/four-day-work-week-might-be-exactly-what-u-s-n1229631

https://www.businessinsider.com/andrew-yang-4-day-workweek-longer-weekend-improves-mental-health-2020-5

https://news.osu.edu/why-a-four-day-workweek-is-not-good-for-your-health/

https://personalmba.com/parkinsons-law/

ORGB. (2020) Nelson, Quick, Armstrong, Roubecas, Condie. 

Minimum Wage, Minimum Effort?

From beginning to end, challenging the status quo is the incremental path of social and societal evolution. When dust settles and senses rest on something out of place, what starts as an individual musing grows into initiative for change. From one mind, or more likely, a hearty discussion of many: a framework erects and is bolted together by sound reasoning and good intentions for the future. At last, change finds its way to the hands of a doer; a creator.

There has been a traditional belief that to maximize profit, low skill labour must be paid the bare minimum. Within the last two decades a selection of large companies have made headlines by choosing to pay greater than minimum wage for their general labour and service needs. Much interest and discourse has been made of these progressive resource strategies and an examination of outcomes serves to educate on the wins that are being recorded for those capable and brave enough to raise the bar; those banking on the human factor.

Perhaps the most well-known example of this is Costco. Costco has ranked as the fourth largest retailer in the world, clearing over 100 billion dollars in sales in 2018. In 2019 Costco raised its minimum wage four times while also increasing wages for supervisors. At first it was $14, then $14.50, $15, and then $15.50. Employees receive two raises per year, and more than half of Costco’s employees make more than $25 an hour. CEO Craig Jelinek finds pride in Costco’s employee retention. On the benefits of paying more Craig said, “We feel the experience level and loyalty of our employees is a significant advantage for our company”. Happy experienced staff upsell more products, resolve complaints more efficiently, and get more done.  Reducing employee turnover will also mean less spent on the expenses of hiring and training.

Costco is not the only company who has seen the light. Trader Joe’s, QuikTrip, Mercadona, The Gap, Starbucks, Wells Fargo, Walmart, Ikea, and even Mcdonalds have all implemented internal minimum wages. In a lot of cases these changes have produced positive results along key performance indicators, such as turnover and customer satisfaction. Gravity Payments, a company that handles credit and debit transactions, gave a 20 percent raise to all employees in 2012. What they recorded was a profit increase substantially greater than the expense of the wages.

The next year Gravity bumped wages up yet another 20 percent. Once again, profits shot up proportionately; productivity rates increased by a whopping 30 to 40 percent. It was also reported that “Gravity’s customer retention rate rose from 91 to 95 percent in the second quarter.” That increase of 4 percent in customer retention can be the same as cutting expenses by one fifth.

When Gravity Payments CEO Dan Price announced a three-year plan to phase in a minimum wage of $70,000 and that he would immediately reduce his salary from $1.1 million to $70,000 there were over 500 million mentions on social media; a video from NBC covering Gravity became the most shared within network history. This kind of good publicity makes a huge difference when it comes time for the customer to choose a service provider. Not only are they now aware of the company, but good actions build trust, and trust is everything when deciding on who to do business with.

Higher wages attract more applications and being able to select from a greater pool of applicants will offer opportunities for greater talent. In 2014 when The Gap announced they would raise their minimum wage in the United States to $9 an hour, there was a sharp increase in applications. The Global Head of HR at The Gap said, “almost immediately, we saw our applications increase by double digits”. After Gravity’s well-earned publicity, they reported receiving over 4500 new applications in the first week after the announcement they would phase in the $70,000 minimum wage.

When a company has enough cash flow and organizational structure in place, it certainly appears that providing a higher wage can result in improved customer and employee loyalty. Investing in front-line workers is now a well documented way to compete on service and motivate efficiency from employees and the hiring process. Should there be transparent systems for evaluating and rewarding performance in more workplaces? Leave a comment, tell us what you think! If you liked the article, share it with your friends and get a discussion going!

Sources

https://nrf.com/resources/top-retailers/top-100-retailers/top-100-retailers-2019
https://ca.finance.yahoo.com/news/why-costco-pays-its-180000-workers-way-more-than-the-minimum-wage-120358716.html
https://www.mashed.com/224884/heres-how-much-money-costco-employees-really-make/
https://www.investopedia.com/articles/markets-economy/081416/top-8-companies-raising-minimum-wage-mcd-sbux.asp
https://www.washingtonpost.com/news/wonk/wp/2015/03/31/higher-wages-boosted-gaps-applicant-pool-will-it-do-the-same-for-productivity/
Lamb, Charles W.; Hair, Joe F.; McDaniel, Carl; Boivin, Marc; Gaudet, David; Shearer, Janice. 
         (2019). Principles of Marketing.

This article was written by summer student Adam Best and edited by summer student Hannah Mastin. This article was funded by the Government of Canada.

How to combat transphobia in the workplace

As pride month comes to an end, we take a moment to pause and re-evaluate the changes that still need to be made in our world today. Each individual should have the right to an environment where they feel free to express themselves and be accepted for who they are. Do those who identify as part of the LGBTQIA+ community feel safe, secure and accepted in their workplaces? The answer to this in 2021 is still an unsatisfactory no.

In almost any aspect of life, we can find examples of rules and norms that conform to and enforce gender binaries. Society has cultivated a culture that fears deviation from the norm and ostracizes those that do. From birth people are pressured to conform to traditional role expectations. These ideals are reinforced throughout the course of life and have become ingrained into society. Individuals who identify outside of the male and female binaries, or those who identify as different from their birth sex, are likely to experience many kinds of discrimination and harassment especially within the workplace.

Microaggressions are the most common form of harassment experienced by transgender and gender non-conforming individuals and are defined as subtle behaviours or verbal language that invalidates a person’s identity or their experience. Classified under the microaggression umbrella are things such as the denial of bodily privacy, an outward discomfort or disapproval of the LGBTQIA+ experience and the endorsement of heteronormative cultures and behaviours. These microaggressions disrupt one’s ability to be happy and productive in their place of employment. It can cause these individuals to feel isolated and unwelcome, which in turn could lead them to feel forced to present themselves in a way that is disingenuous. Another example of a microaggression that is specific to the workplace is the reduction of hours due to an individual’s identity. Nyx, who identifies as non-binary, stated that;

[quote]When I first started to change my appearance it affected my workplace quite a bit … I found weird things started to happen when I cut my hair short and even more when I wore my binder to work.[/quote]

Their workplace which has been inclusive began to change as their appearance changed and shifts were lost for no reason. As well they began to experience a general coldness from management.

Outside of microaggressions, it is not uncommon to see direct examples of transphobia. This presents in many ways: transphobic language or slurs, explicit exclusion in workplace happenings, the demand to wear uniforms that conflict with their gender identity or refusing to use an individual’s personal pronouns. All of these discourage individual expression and can cause individuals to feel alienated.

What needs to be seen is employers who cultivate an environment that supports all workers. To do this, they should put forth an effort to educate their employees through diversity training, as well as providing more resources to aid those who are struggling with conflict amongst their co-workers. Additionally, more trans-inclusive policies should be put in place; things such as an option to use non-gendered washrooms, the implementation of a standard employee dress code (as opposed to one that is dependent on the gender binaries), and the proper use of individuals names and pronouns.

The restaurant chain Chipotle has been an example of a workplace that is putting in the effort. As of 2021, they received a 100% rating on the Corporate Equality Index, a measurement of corporate policies, practices and benefits pertinent to LGBTQ+ employees. Their code of conduct explicitly denounces discrimination and hate of any kind, as well as maintaining an open-door policy so employees do not feel as though they are alone. In their 2020 Sustainability Report, they stated that all new restaurants would have the inclusion of gender-neutral single-use washrooms, unless prohibited by law. Going beyond that, for the past several years they have donated to LGBTQIA+ charities throughout the month of June; this year included a partnership with several well-known drag queens.

The issues mentioned previously are ones that occur within the workplace, but many trans and non-binary individuals see this discrimination even before starting their jobs. In recent years there has been less legal discrimination from employers and hiring managers in Canada, as the Canadian government amended Bill C-279 in 2013 and now extends human rights protection onto members of the transgender and gender non-conforming communities. However, there are still many individuals within these communities that feel they did not get hired because they do not conform to their birth sex, or that they get laid off or fired due to that though it can be difficult to confirm.

It is very unfortunate that we still live in a society where we see so much discrimination and hatred, especially when it pertains to the workplace. More efforts need to be put forth to end the stigmatization and fear of transgender and non-binary individuals, and maybe then we would see a change in attitude. No one has the right to tell them to change or be disingenuous to themselves.

This article was written by summer student Hannah Mastin and edited by summer student Adam Best. This article was funded by the Government of Canada.