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New Year HR and Employment Law Updates

On September 14, 2023, the Federal government further extended deadlines for Canada Emergency Business Account (CEBA) loan repayments, issued during 2020 and 2021 to small businesses and not-for-profit organizations to help cover their operating costs during the pandemic, with partial loan forgiveness offered in exchange for timely repayment.

Repayment by the new deadline of January 18, 2024 (or March 28 if a refinancing application is submitted prior to January 18 at the financial institution that provided their CEBA loan), will result in loan forgiveness of $10,000 for a $40,000 loan and $20,000 for a $60,000 loan. As of January 19th, outstanding loans will convert to 3-year term loans, subject to interest of 5% per year, with the term loan repayment date extended an additional year to December 31, 2026.

The following are some interesting trends and updates in Ontario employment legislation and caselaw:

Temporary Help Agencies (THA’s) and Recruiters must be Licensed

  • A temporary help agency (“THA”) or recruiter operating in Ontario is required to have a licence to operate. The original January 1, 2024 deadline was extended to July 1, 2024 for a THA or recruiter in Ontario to have a valid licence, or have submitted a licence application, in order to operate. Penalties may apply for non-compliance, and an organization may also risk penalty if it knowingly hires an unlicensed recruiter or THA. 
  • Note that licenses are not required for employees of organizations who recruit for other organizations. In that case, the organization requires a license, not its individual employees. Nor are licenses required for employees who recruit solely for their employers (e.g., recruiters in a bank).

Working for Workers Act, 2023 (“Bill 149”). If enacted, Bill 149 will amend various work-related statutes, specifically, the Employment Standards Act, 2000, Digital Platform Workers’ Rights Act, 2022, Fair Access to Regulated Professions and Compulsory Trades Act, 2006 and Workplace Safety and Insurance Act, 1997. Highlights to be prepared for, if enacted:

  • Employers will be required to disclose salary range information on job postings.
  • Employers in regulated professions will be prohibited from requiring “Canadian experience” (only) as a qualification for registration unless an exemption from the prohibition is granted in accordance with the regulations. 
  • If a prospective employer uses AI to screen, assess, or select applicants for a position, they must include a statement disclosing such use of AI in any job posting. This requirement may be subject to exemptions in the regulations.
  • Employers will be required to keep all postings and applications for 3 years in order to prove the above if needed.
  • Employers will not be able to use digital payment for tips on a platform which charges fees to the employee to access. Nor will establishment owners be allowed to participate in pooled tips unless they work alongside their staff in a similar capacity.  Employers will also be prohibited from deducting employee wages for losses incurred by customer behaviour such as theft, dine and dash, not paying for gas etc.
  • The vacation pay schedule must be set out in the employment contract for agreement by the employee if not paid out in advance of their vacation time via lump sum.

Potential Exposure Expanded in Wrongful Dismissal Cases

  • Caselaw continues to be upheld that a termination clause that provides in any way for less than the statutory minimum notice will be struck down in its entirety.  In that event, common law applies, and factors such as age, job level, length of service etc. are considered in determining the notice period a wrongfully dismissed employee is entitled to, with 24 months being the historic cap for C-suite or niche employees in exceptional circumstances.  In recent cases, the ON Court of Appeals has upheld longer notice periods for reasons such as age, longer service and specialized skills, considering the decreased likelihood of re-employment for these mid-level employees near retirement age. See Mildwid v IBM,  Lynch v Avaya.

Independent Contractor Agreements

  • Beware of engaging with an independent contractor for a fixed term. In a recent case, the company terminated the contract early and was required to pay for the balance of the term because there was no termination clause.  Because of their exclusive relationship, it was found to be more subject to employment law, and the contractor had no duty to mitigate as per typical contract law.  Monterosso v Metro Freightliner. 
  • Takeaway:  It is important to have an early termination clause in any fixed term agreement. Consider using an indefinite term contract with a termination clause.

COVID Decisions

  • Vaccine policies are dwindling but still being upheld when deemed necessary to keep employees and public safe, such as in a large hospital providing essential services. In a 2023 case, 47 grievances were dismissed in arbitration because vaccination was a condition of employment, therefore known up front, and considered necessary to protect the hospital’s reputation and ability to provide care to the public.
  • Human right exemptions to vaccine policies remain a necessary accommodation if for medical reasons or due to a sincerely held religious belief. It cannot be made up to support a personal preference.  It is expected that employers faced with such an objection will have an exploratory discussion with the employee and try in good faith to come to mutually agreeable resolution prior to any decision to terminate employment. 

More Human Rights – Accommodating Family Status

  • Family status accommodation tests vary by jurisdiction. In relation to requests to alter work arrangements in relation to childcare, typically the employee must demonstrate that the accommodation is genuinely needed and they have been trying without success to find a suitable alternative, including various forms of childcare, family members etc.  
  • As with other requests for accommodation under human rights grounds, the employer is obliged to give accommodation that is needed, not just what is wanted by the employee.  These discussions are not easy, but the employer can ask and explore what has been tried, and can decline a request that is simply a preference.  Ideally, mutual agreement can be reached for what is appropriate accommodation, the intended duration and what happens if it doesn’t work, and those considerations are then documented in an agreement.   
  • It is recommended to have a policy on family status accommodations, particularly with the increase in employees working from home. For example, it may be appropriate to specify that remote workers are expected to have a quiet, distraction-free workspace where they are able to focus on their work during their working hours. Remote workers may be expected to arrange for childcare if needed during working hours, with unplanned, temporary circumstances (like a school closure or sick child) accommodated on an exception basis.  Note that any changes to policy should be communicated with advance notice to allow impacted employees the opportunity to discuss with the employer if needed, and/or make any necessary arrangements.   

Note: My blog contains a general overview of legal cases, updates and perspectives from a variety of sources, and is not intended to be relied upon as legal advice or opinion.  Laws may change and should be interpreted in their context at the time. It is strongly encouraged to consult with an employment law professional for situation-specific advice.

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Making a Difference in 2024

Happy new year everyone!  Long time, no blog… My consulting practice and volunteer director work has shifted more to governance in the past year. I also traveled and spent a lot of time in the woods (literally, not figuratively!).  I will provide an update shortly on current trends in Ontario employment standards and common law, but decided to make this piece a little more personal as we think about and set targets for the new year.

Out of interest in the topic, I’m in the process of obtaining ESG certification through Competent Boards, an online program based in Europe but including US and Canadian speakers.  Europe is miles ahead of the rest of the world in climate and other forms of ESG action and regulation, but helping set the bar in the global economy.

I’m currently learning about the 17 Sustainable Development Goals (SDG’s) from the UN, ratified in 2015 by 193 countries with a 2030 target.  

When we read or listen to the news and some politicians on this side of the pond (ocean), it sounds like engaging in practices to stabilize carbon emissions, save the oceans and forests, reduce global and local poverty and food insecurity etc. is not economically viable and needs to be delayed. But data is indicating that investing and engaging in these practices is making companies more profitable.  And many experts are indicating that delay on the environment is no longer possible if the world is to avert further climate crisis and related fallout. 

We just learned that the global temperature rose faster than expected in 2023. https://www.cbc.ca/news/science/2023-hottest-year-on-record-1.7077959

I sometimes get discouraged by the news, or discussions with people who are skeptical about climate change or “woke” policies. But it has been encouraging and inspiring to me to take this course, to attend an ESG data conference in Toronto this past fall, and to hear about the many startup organizations at MaRS, where my sister works. There is a lot of activity happening behind the scenes by people who are not taking up all the airwaves, but doing good work for the betterment of the world or society, some for profit, some not. 

Contrary to what we might see or hear on the news, the global economy is focusing more time, energy, and financial investment on environmental and social goals and initiatives. That is a train that organizations who want to continue to attract talent, customers and perhaps even funding don’t want to miss, as more investors and financial institutions are looking more closely at and requiring sustainable and equitable business practices before committing financial support. 

The ESG course challenges participants to consider whether their organization is part of the problem (in which case what can they change or improve?) or part of the solution (in which case how can they gain more funding, partnership and/or scale?).

Call to Action:

If I could wish for one thing for the coming year, besides world peace (literally, not figuratively), it would be for everyone to reflect, on an individual and organizational level, what they can do or contribute to environmental and/or social concerns.

If you are an employee, what idea can you share, or how can you respectfully challenge your employer to change or improve a business or operating practice to make it more sustainable, or perhaps support greater equity or inclusion in the workplace?  If there isn’t an opportunity in the workplace, is there an organization you can make a difference with by volunteering your time and expertise to a cause you feel passionate about?

If you are an employer or entrepreneur, how can you challenge yourself to improve as a leader or manager in guiding or supporting these types of goals, and how will you measure and track success of these goals, ideally created in collaboration with relevant stakeholders? 

Food for thought as we embark on 2024… Wishing everyone, a happier, healthier, safer, and more prosperous new year.

The 17 UN Sustainable Development Goals (SDG’s) targeted for 2030:

https://sdgs.un.org/goals

ESG Defined:

https://www2.deloitte.com/ce/en/pages/global-business-services/articles/esg-explained-1-what-is-esg.html

ESG Investing:

https://www.forbes.com/advisor/investing/esg-investing/

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Employment Agreements, Terminations and Important Updates to COVID Legislation

Further to my last blog, the Waxdale case remains valid precedent, indicating that an entire termination clause in an employment contract may be struck in a wrongful dismissal case if the “for cause” termination clause is too broad and overreaching.

The significance of just cause terminations is that the employer is not necessarily required to pay notice or severance to the employee. Therefore, it is a high threshold to reach and be upheld. Further, there must be willful misconduct, an even higher threshold, to deny an employee’s ESA entitlements.  

As in most situations, case decisions on wrongful dismissal are fact and context specific, considering factors including the culture of the workplace, power imbalance among the parties, relevant policies and training, the severity of the action or actions, employee accountability, investigation process and outcomes, and reasonable alternatives to termination as applicable.

Just cause for dismissal is supportable where the employee’s behaviour violates an essential condition of the employment contract, breaches the faith inherent to the work relationship, or is fundamentally or directly inconsistent with the employee’s obligations to his or her employer. 

A single act of harassment can justify cause. In Render v ThyssenKrupp Elevator, the respondent had no intent to engage in sexual misconduct, but also did not appear to understand or acknowledge the impact of his behaviour.  The court agreed with the employer’s position that the employee had no appreciation of his actions and could not be confident it wouldn’t be repeated. Termination for cause was upheld. Factors including workplace culture, imbalance of power and circumstances of the incident also played a role in the decision.     

In Hucsko v. A.O. Smith Enterprises Ltd., the Ontario Court of Appeals upheld that a series of acts of verbal harassment, along with other factors including imbalance of power and lack of acknowledgement, constituted grounds for just cause termination. 

However, in McKinley v BC Tel, where an employee withheld information from his employer about his medical condition and related treatments, the Supreme Court held that the punishment or sanction must be proportional to the severity of misconduct, and in that case, while the misconduct was intentional and harmful to the employer, for cause termination was too severe of a response.  The court found that the employee’s dishonesty was not in a manner that undermined, or was incompatible with, his employment relationship.

COVID-related cases

Johnson Controls v Teamsters illustrates that context matters, where a just cause termination of a long service hospital employee for violating COVID screening protocols was supported.  The employee came to work with upper respiratory symptoms over several days but denied it in screening, and had COVID.  The intentional dishonesty, particularly in the health care setting, was sufficient to uphold the cause termination. The employee’s prior record was also a factor.

However, in Tenneco Canada Inc. v United Steelworkers, an employee had a pre-existing respiratory condition, denied symptoms in workplace screening, and was terminated for violating the screening protocol. The arbitrator concluded that although the employee’s conduct was very serious, it did not warrant the penalty of discharge. Mitigating factors included the employee’s acknowledgement and likelihood not to repeat the behaviour. The employee was reinstated with no backpay.

Takeaways:

– Employment agreements should be reviewed by an employment law professional and updated if needed to ensure the termination clause is enforceable.

– Note that employment agreements limiting the rights of existing employees cannot be amended without proper consideration (something of value such as a raise, promotion or extra vacation etc.) and acceptance (signature), so timing and approach to updating existing employment contracts is critical to the receptivity of staff to the request.

– Employers have a statutory duty to ensure a safe workplace, free from bullying, harassment, violence and discrimination. Make sure relevant policies are up to date and clear, including procedures for raising concerns and investigations, consistently reinforced, and include training.

– Employers also have a duty to investigate – whether internally or by a third party – claims of harassment or discrimination . If there is a finding of that or other misconduct, several factors should come into play to determine appropriate consequences.  Termination may be appropriate, noting that just cause is a high but not insurmountable threshold. There may be alternatives to termination in some circumstances.

– In determining whether there is a reasonable response to misconduct besides termination, first there must be confidence the employment relationship can continue. Consider all possible disciplinary actions and their proportionality in the context of the severity of the behaviour(s), policy language, employee’s service and record, outcome of investigation, impact of the behaviour and the employee’s response (i.e., is there is a sincere apology from the employee, recognition that the conduct was wrong, and assurance it won’t repeat). 

– Reasonable alternatives to termination may include leave, suspension, training, or different roles or reporting structures.    

Note: My blog contains a general overview of legal cases, updates and perspectives from a variety of sources, and is not intended to be relied upon or taken as legal advice or opinion.  Laws may change and should be interpreted in the context of their circumstances at the time. It is strongly encouraged to consult with an employment law professional for specific advice in any particular situation.

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Current status of ON Employment Standards related to COVID

The following are some important updates to COVID-related ESA rules, as the virus and related policies continue to evolve this year.

Paid Infectious Disease Emergency Leave extended to March 31, 2023

Paid infectious disease emergency leave (“IDEL”) previously set to end July 31, 2022, was extended again to March 31, 2023.  The Employment Standards Act, 2000 (ESA) was initially amended in April 2021 to require employers to provide eligible employees with up to 3 days of paid infectious disease emergency leave for certain reasons related to COVID-19, such as when an employee is under medical investigation, supervision or treatment, or is required to provide care for a specified family member. Additional paid leave is not required if the employee’s absence was already covered by the company’s paid leave policy.

Eligible employers can apply to the Workplace Safety and Insurance Board to be reimbursed for these payments of up to $200 per day for 3 days for each employee who takes paid IDEL. Individual or grouped claims must be made within 120 days of the date the employer paid the employee, or by July 29, 2023, whichever is earlier. 

Unpaid IDEL continues

Unpaid IDEL will continue to be available as an ESA leave for as long as COVID-19 is designated as an “infectious disease”. Employees will continue to be able to access Unpaid IDEL where the employee will not be performing work for one or more of the following reasons in relation to COVID-19:

  1. The employee is under individual medical investigation, supervision or treatment.
  2. The employee is subject to an order of a medical officer of health or a court under the Health Protection and Promotion Act.
  3. The employee is in quarantine or isolation or subject to a control measure, including self-isolation, that is undertaken because of information or directions issued by a public health official, qualified health practitioner, Telehealth Ontario, the government of Ontario or Canada, a municipal council or a board of health.
  4. The employer directs the employee to stay at home because of concerns that the employee might expose other individuals in the workplace to the designated infectious disease.
  5. The employee is providing care to any of the specified individuals listed above, including because of closures of schools and daycares.
  6. The employee is directly affected by travel restrictions preventing the employee from returning to Ontario.
  7. Any prescribed reason.

Employers should continue to assess all requests for unpaid IDEL on a case-by-case basis, and can ask for “evidence reasonable in the circumstances,” “at a time reasonable in the circumstances,” to verify the unpaid IDEL, but are prohibited from requiring employees to obtain medical certificates to justify the leave. 

Temporary ESA rules no longer in effect

“Deemed IDEL”, the temporary relief measures from the termination and severance provisions of the ESA, ended effective July 30th. Implications are as follows:

  • The termination and severance rules under the ESA related to layoffs will again apply where an employee’s hours of work have been reduced or eliminated, or an employee’s wages have been reduced, for reasons related to COVID-19.
  • Certain actions of an employer made in response to COVID-19—a temporary reduction or elimination of an employee’s hours of work, or a temporary reduction in an employee’s wages—will no longer be deemed not to be a constructive dismissal.

Employers should carefully consider possible impacts of these changes for any COVID-related staffing decisions going forward, and keep aware of any other legislative amendments resulting from changes in public health.

https://www.ontario.ca/document/your-guide-employment-standards-act-0/infectious-disease-emergency-leave

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HR updates: Right to disconnect, vaccine policies, employment agreements

As we look forward to what we hope is the light at the end of the pandemic tunnel, we have started to see some easing of restrictions in Ontario and other jurisdictions as key public health and health system indicators starting to show improvements.  Meantime, a variety of government programs and legislation have ended, extended or come into effect.

On October 23, 2021, the federal government officially ended the Canada Emergency Rent Subsidy and the Canada Emergency Wage Subsidy, replacing them with two more specific and focused subsidy programs for businesses:  The Tourism and Hospitality Recovery Program (Tourism Program) and The Hardest Hit Recovery Program.

The Infectious Disease Emergency Leave (IDEL) has been extended again to July 31, 2022. The IDEL is an amendment to the Employment Standards Act, 2000 (ESA) that allows for non-unionized employees, whose wages or hours are reduced or eliminated due to COVID-19, to be placed on a job-protected leave and not be deemed laid off or constructively dismissed under the ESA.  However, it may not protect against a common law claim of constructive dismissal, absent a contractual right to lay off the employee. If IDEL is not further extended, the usual rules of the ESA will resume after July 31st, including the permitted timeframes for temporary layoffs.

Remote work has become the norm in Ontario for businesses that don’t require employees to be on-site, which has numerous advantages and disadvantages, for both staff and management.  Some prefer the flexibility afforded from working from home, while for others, the novelty has worn off and “pandemic fatigue” has set in.  Some workers hired since the pandemic have never met their colleagues or management face to face.  I’ve noticed in my practice many challenges around communication, performance management and relationship/team building becoming magnified by the separation and perhaps other stressors caused by the pandemic.  It’s been a very challenging time, as we all know.

The Working for Workers Act, Bill 27, was enacted in December, 2021. In response to increasing reports of employee burnout, mental health concerns and the overall impact the COVID-19 pandemic has taken on Ontario workers, it includes a “Right to Disconnect” law to address the blurring of the lines between work and home and being “accessible” at all hours of the day.

Requirements:  Employers with 25 or more employees as of January 1 of any given year (including part time and casual) must have a written policy for all employees with respect to “disconnecting from work” (defined as “not engaging in work-related communications, including emails, telephone calls, video calls or the sending or reviewing of other messages, so as to be free from the performance of work”) by March 1 of that year. Except employers have a grace period this year until June 2, 2022.  Employees should be given 30-days’ notice of the policy introduction or any changes.

The Act gives employers latitude to design a policy that suits their workforces and their operational needs.  So far, there are no exemptions for any class of employee – e.g., management, Sales, IT, shift or event workers, or employees with flexible work arrangements, for whom connecting after normal work hours is typical and sometimes desirable or necessary. However, according to separate guidance as to what should be contained in the policy, it is permissible to tailor the policy to different groups. 

For example, the policy could lay out a general expectation to all staff (including management) that no meetings should be scheduled, and no emails or voicemails are expected to be responded to after a certain time on weekdays or on weekends or statutory holidays.  The guidance does not appear to preclude emails being sent during those times.  Exceptions to after-hours meetings or responses it appears could be made in certain circumstances (e.g., emergency situations; client, business or operational needs; agreed accommodations or work arrangements etc.) which would likely be enforceable if reasonably necessary or requested by the employee. 

In order to have a useful policy, employers should understand by engaging with staff, either by survey or directly, the type and extent of challenges they face with after hours’ communications, whether due to workloads, managerial pressure or other reasons.  Encourage staff to bring any particular concerns forward to management or HR, in order to proactively address relevant issues and adjust to problematic situations.  These steps should help management to get in front of any issues, tailor the policy appropriately, coach staff and management about expectations going forward, including consequences for non-compliance, and determine how leadership and management will set the tone from the top.  This should help employers avoid challenges from staff once the policy is implemented.  It is advisable as well to ensure that the Disconnecting from Work policy language is aligned with the organization’s remote work policy.

Vaccine policies

There is a vast amount of evidence that vaccines have worked to reduce the spread and severity of infection of COVID 19 and its variants to date.  There is also evidence that vaccine mandates have worked to motivate a higher rate of vaccination in Canada and Europe (The Economist, January 22, 2022).

Toronto’s Medical Officer of Health currently maintains its recommendation that workplaces implement a vaccination policy in which employees, at a minimum, either:

  •  provide proof of vaccination;
  •  submit written proof of a medical exemption; or
  •  complete a vaccination education course

Although the majority of Canadians support COVID-19 vaccination mandates and have voluntarily complied, some employees view such policies as a violation of their human rights. Besides medical grounds, there is also a creed/religion exemption.  The latter is a murky area, but guidance from the HR Commission is that personal preference and individual beliefs are not protected grounds justifying a refusal to be vaccinated. 

An employer is entitled to ask an employee requesting accommodation for proof of medical exemption from a licensed health practitioner, or to ask questions about the basis for the religious exemption, ie., what about that religion prevents them from getting vaccinated.  If the organization questions the validity of the request and prefers not to be in the position of adjudicating it, outside services are available (for a fee) to independently assess requests for exemptions on human rights grounds.  Alternatively, they can contact employment counsel. 

Some vaccination policies include significant consequences, such as unpaid leaves or even termination in the absence of a human rights accommodation. Termination may be considered overreaching if challenged, unless other methods of compliance failed and/or the type of work or workplace makes accommodations unreasonable.  

Arbitration decisions so far appear to support strict enforcement of mandatory vaccination policies, as long as they are “reasonable” in the circumstances, including such factors as the industry, the workplace, the language of the policy, severity of consequence, and the threat of the pandemic at that point in time.  So far, case law is mainly limited to unionized, high risk settings.

It is recommended to include clear expectations in any policy and why they are there – i.e, protection of co-workers, clients, public safety etc., and continue to assess your workplace risk including factors like:  the ability of workers to maintain distance from each other and clients/the public while working; physical barriers, good ventilation and PPE; staff vaccination rate; the ability to provide accommodation, such as greater separation, continued masking, testing, remote work; and of course guidance from local and provincial public health officials.

Some employers have chosen testing as an alternative to mandatory vaccination.  However, this has been complicated by a shortage of rapid tests, confusion over where and how to provide it, and who pays for it.  Typically, the advice has been that if the employer is offering testing, they pay for it; if not, and if an employee is refusing to show proof of vaccination that has been offered for free, but the employer is allowing proof of a negative test to enter the workplace, the employee pays for it since it is their preference.

It will be interesting to see how vaccine policies will be enforced or challenged in the coming months, if the numbers continue to move in the direction of endemic and as government restrictions are lifted in response to facts and data about public health. 

Employment agreements

There are at least two important developments in the past year around employment agreements which should be noted. 

The Working for Workers Act, Bill 27 discussed above, also prohibits non-compete agreements, with the exception of employees involved in a sale of business or executives.  These clauses had become less prevalent anyway, as they were often found to be overreaching and not enforceable, while confidentiality and non-solicitation clauses are more easily upheld. 

Termination clauses also require attention to ensure all components are enforceable.  A 2020 Ontario case, Waksdale v. Swegon North America, remains valid precedent for most subsequent cases that all provisions in a termination clause should be read together, and if one portion is statutorily invalid, the entire termination clause fails, even if the offending provision was not relied on in support of a termination.  As a result, “for cause” termination provisions should provide for the possibility of minimum ESA entitlements if there is cause to terminate in the absence willful misconduct, the higher threshold for “just cause” terminations without notice under the ESA.

It is recommended to review and update employment contracts and ensure that possibly offending provisions are removed or reworded accordingly, as they may impact other provisions, including termination clauses.  Note that updated employment contracts may be used with new hires.  Consideration, such as promotion, vacation or salary increase, can be offered in exchange for updating an employment contract for an existing employee.

If you have questions or concerns, please contact me or employment counsel.

Resources:

www.ontario.ca/laws/statute/s21035  (Working for Workers Act, 2021, S.O. 2021, c. 35 – Bill 27)

https://www.ontario.ca/document/your-guide-employment-standards-act-0/written-policy-disconnecting-from-work


https://www.bot.com/Portals/0/PDFs/Vaccination_Mandates_What_Your_Business_Should_Know_Ontario.pdf  

https://www.toronto.ca/city-government/accountability-operations-customer-service/city-administration/corporate-policies/people-equity-policies/covid-19-mandatory-vaccination-policy/

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Easing Workplace Discontent in Stressful Times

Besides more typical HR work for clients, my practice includes workplace investigations. I have been hired to conduct several workplace investigations this year.  Last year I had none.  So, I’ve been wondering why this year is more fraught with workplace complaints, in both remote and in-person work environments.  A contributor may be that people are frazzled, burnt out and not dealing as constructively with workplace situations as they did in the past. 

In a webinar I attended earlier this year on trauma-informed investigations, it was raised that everyone has gone through trauma in their life in some form and to some degree.  But not everyone has fully healed, and many are experiencing new or reawakened trauma due to the pandemic and/or other world events. 

Legitimate workplace concerns have been raised, but this year seems different and more intense. This past year has been heavy and traumatizing to the general population in many ways, and impacting some more than others very personally, including staff and management.  Some turn to work to keep busy, and may not even realize they are just hanging on below the surface, and perhaps unconsciously acting out, reading negativity into relatively normal interactions or leaking their unconscious biases into the workplace.

First, there is a lingering grief over the injustices and cruelty certain groups have been facing for generations, cracked wide open since last spring.  Positive steps have resulted, but it still seems like an open wound for many that is going to take time to heal, understandably. Members of many groups continue to experience significant trauma, pain and distrust, and exhaustion and overwhelm from processing so many feelings.

As well as the group-specific issues, we are all dealing with the stress of constant shifts in policy and status of a global pandemic, rifts over vaccines and masks, and what this all means to our health and safety, our families and friends, our work, workplaces, work-life balance and culture.  What will back to school be like this year? Will kids be forced to come home due to another outbreak?  Will they be safe?  Will I have the flexibility to work from home?  Will that be productive or distracting?  How will a hybrid model work?  Having all of this uncertainty go on for over a year is also quite exhausting, and we are facing another several months or more of restrictions, shifts and unknowns.

In addition, some may have friends or family members trying to flee a distressed or war-torn country, or recovering from devastating floods, fires, earthquakes or tornadoes.  Some consider global climate issues to be the main existential crisis of our time. 

If you are lucky, these issues may not occupy the front of your mind on a regular basis, but it’s a constant undercurrent for many, and some are dealing with several of these issues simultaneously while trying to have a productive life work and outside of it.  Many who didn’t already have a mental health issue are probably at least dealing with some form of mild anxiety – and hopefully recognizing and managing it effectively.

Work can be a great outlet and distraction from one’s own personal or the world’s troubles. Or it may seem insignificant by comparison, so it can be harder to keep some staff motivated.  Some go the other way, take a lot of pride in their work and feel it’s something they can control.  Therefore, some may not take feedback as easily. You may find people taking feedback more personally or critically than you are intending. You also may not be delivering it as well.

Being busy, impatient or frustrated sometimes as a manager is not harassment.  Neither is reasonable performance management.  However, you may be more on edge, or some staff may be more sensitive and on edge for their own reasons.  Staff’s personal issues are not your fault, but be aware of where your leadership or communication style may benefit from some adjusting to bring greater clarity, lend more of an ear, or ease pressure on staff as needed.  

A pretty consistent theme in investigations is that many people just want to be heard, and once an impression is made it can be hard to change. In the absence of good communication, negative perceptions and issues can snowball due to confirmation bias. Next thing you know, you may be faced with a harassment complaint. 

I believe that if managers or leaders spend more time with staff and really listen to them (assuming they are willing to share which is another issue and can’t be forced), many of them will not become complainants.  I am not suggesting to get into staff’s business if they don’t want to share personal information, but if concerns come up and management makes it known that they are accessible and willing to listen, genuinely, some initial uncomfortable conversations can effectively pre-empt larger issues later.

Other things management can do – perhaps obvious but good reminders heading into the next wave:

  • Ensure your staff know they are valued.  Make an effort to compliment and recognize staff more than ever.  And show it, not just tell. Try to find different ways.  Celebrate and reward wins of all sizes. Find ways for staff to socialize, have fun and occasionally blow off steam.
  • Take care of yourself too. Put the oxygen mask on yourself before assisting others, as the saying goes.  As a manager or leader, your role means staff are looking to you for guidance and support. They don’t necessarily realize (or care) if you are struggling to keep the wheels on the bus. Get whatever support you need, so you can help staff get through these difficult times toward your shared goals.
  • Cut some slack in timelines, and accommodate needs, where possible.  For example, distinguish what goals are required from what would be nice to complete this year.  If someone asks to work from home because they are afraid of getting Covid at work or on public transit, want to be home for their kids or just prefer it, you are not required by law to accommodate that request (i.e., those reasons aren’t medical).  However, it may make longer term sense to accommodate someone in the short term, which can be negotiated and put into an agreement with an exit clause if it’s not working.
  • Offer wellness (mindfulness, nutrition, sleep, exercise etc.) programs or allowances, and EAP (Employee Assistance Program – free, confidential counseling from qualified professionals).  Your group benefits plan may also cover a portion of counseling costs if staff want to source their own mental health professionals.  But that benefit is usually limited, whereas EAP is not.
  • Make yourself available and genuinely listen, to a point.  Empathy will probably be the most helpful thing you can offer.  But don’t become therapist.  If it gets too deep, it is appropriate to say, “I’m sorry you are going through this. I believe this topic may be getting beyond my realm of professional expertise and perhaps becoming more personal than I’m comfortable with, but I want to support you to get help.”  Suggest considering EAP, flexwork, maybe paid or unpaid time off, and other appropriate resources staff can turn to, such as family, friends, family doctors, counselors, clergy or other trusted advisors.

Small steps such as this can be greatly appreciated and make people feel heard and valued as a person, not just an employee. That can go a long way towards retention also.

It is also important to manage staff if they are not performing well.  If left unchecked, not properly managing poor or dysfunctional performers can lead to bigger issues in work outputs and drag a team down. Don’t ignore it or be afraid to talk to the person if they’re under stress.  Share the feedback as gently and constructively as possible, and ask them if everything is OK.  If outside issues come up, offer support such as referenced above, but reinforce the performance issues and expectations.  It is up to staff to manage their own health and personal issues so they can perform effectively to the expected level of their job. 

If a claim of harassment or discrimination is made, it is your obligation to get details and look into it.  You may need an independent investigator, but sometimes an inside look will suffice if done properly.

My intent here is to try to help avoid stress and misunderstandings from getting to a breaking point, and remind everyone to demonstrate empathy and understanding as significant workplace shifts will continue for a while.  Check in with yourself. Check in with others. Your staff, culture and business will benefit.

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Staying Positive and Resilient in the New Year

A year ago today, I was on a girls trip to Barbados. It was a bit more expensive travelling at that time, but it seemed worth it to see in the beginning of a new decade with other successful, independent, entrepreneurial women.  I brought a success planning journal, a book about how to be a bad-a–, and downloaded podcasts.  I/we were going to take on 2020 with gusto, both personally and professionally!

I’m sure many of you felt this way… and then we were all hit by the collective tidal wave called COVID-19.

The posts and memes and sentiments, including mine, about how awful this year was, and we can’t wait to kick it to the curb, are rampant.  There is no way to minimize the toll it has taken on so many individuals, businesses and families.  While vaccines are being approved in record time, it will be months, many months, before the majority of us are immunized. Meantime, we are breaking records we don’t want to be breaking, and being asked to stay home and not do anything for another month, which may be extended based on the numbers.  Not to be a bummer, but let’s remember that this pandemic is not going to magically disappear on January 1, 2021.  It’s important to manage our expectations.

There does seem to be a renewed sense of optimism leading into the new year. It will be important to hold onto that as we enter the next quarter.  There will be highs amongst the lows – some we have to find, some we have to create.  That’s exactly what my most resilient friends and clients are doing.

Before we kick 2020 to the curb, have you taken the time to reflect on what you learned or gained from it?  Have you asked your staff (and your friends, family members, clients…) the same question?   It may be well into 2021 before we have fully processed that, but here are some of the insights I have heard from others or just observed:

– More gratitude – for health, good fortune, kindness, family and friends, people in your life you can count on, selfless volunteers and front line workers!

– Greater empathy – for those less fortunate socioeconomically, as well as marginalized individuals and communities impacted by institutionalized racism or bigotry.  2020 was a gigantic and long-overdue wake-up call.  It is encouraging to see more and more new voices in business, media and other sectors, particularly black, indigenous and LGBTQ+ members of our society, their issues staying on the table and greater equality being addressed.

– Greater appreciation for our communities and environment.  While we can’t gather, or go to restaurants or shows or sporting events, this year has really shone a light on our reliance on our local businesses which are such an important part of our communities, and the ability to go to a park or a trail or out on the water to get some fresh air and exercise and grounding in nature, unspoiled by pollution or commercialism. 

– New hobbies, or the self-permission to do nothing.  I will admit to getting on the sourdough train earlier this year, and really enjoying it!  Zoom cook-along classes got me through much of the early part of the pandemic in a creative, social and healthy way.  Realizing as well that I had perhaps an unhealthy need to stay productive, I also allowed myself permission to watch a lot of TV, and ignore things on my to-do list (!).  Whether you spent this year honing new skills or binging on Netflix, that was the right thing for you to do. 

– Improved employer-employee relationships.  This may not be universal, but in my observation, the pandemic forced many leaders and managers to communicate better, cut their staff more slack, listen to them, support them, leverage technology, and trust their staff to be productive at home. Those who did so have been repaid by greater loyalty and productivity.  I hope this is another trend that sticks.

I was able to stay pretty positive and resilient most of this year.  I am proud of the work I’ve done with clients and on my volunteer board.  I’ve been able to stay reasonably fit and sane, mainly thanks to cooking and my dog. 

Then I shattered my wrist in a cycling accident in November, requiring surgery.  My left wrist and hand are still out of commission.  While I still have the occasional rough day, I was and remain grateful that it was not my dominant wrist, or my head or my legs.  I am grateful for the kindness of strangers who were there when I crashed, the paramedics and all of the hospital staff in emergency, and when I came back for surgery. I probably interacted with about 40 healthcare workers who are there for us every day, now putting themselves at risk.

I am grateful to those who have helped me with chores and errands and the occasional meal over these last couple of months. For someone independent, not wanting to bother people, this was quite an adjustment. But it’s been so nice having people around me I can rely on, from people I’ve known for years, to newer friends, to strangers.  I’ve needed and supported local shops and restaurants.  I would be lost without Zoom and the voice to text feature in my phone and computer.  Still, the highlight of most days is the joy in the face and tail of my dog when we are going for a w-a-l-k.  Her giddiness in the snow makes me laugh out loud!  

This year has been a marathon not a sprint.  I recently asked some friends on a holiday email chain, some of whom are distance runners, what mindset tools they learned from running they apply to getting through life’s peaks and valleys, especially when it seems like the current valley won’t end.  My good friend, Murina, who is probably the most positive and resilient person I know, no matter what comes her way, said:

“…it takes a lot of grit to go the distance.  Though the year ahead will continue to have its ups and downs and the road may seem long, just keep digging down deep to move one step past the other. I think just remembering that even small steps matter, [keep] moving forward.” 

That seems like great advice.  Dig deep when you can, take the small steps when that’s all you can do, just keep moving forward, even a little bit.  It’s not always going to be easy, but when the road has been long and hard, the payoff for getting through to the other side is that much greater.  There will be sunshine again… It’s already there, waiting above the clouds.

Wishing everyone a happy, healthy, prosperous and inspiring 2021!

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Legislative Updates and Business Continuity Planning

Happy Halloween weekend everyone – hope you’re all faring well in these uncertain times….

In Ontario, there has been a steady, albeit expected, rise in average new COVID-19 cases this fall, a modified shutdown, and many legislative and government support updates to both employers and employees since my last blog post in late September.  Examples of the latter include:

Employer Updates:

  • Mandatory daily screening for workplaces in Ontario was implemented end of September for any “workers” or “essential visitors” entering the work environment. This includes staff, students, contractors or volunteers, as well as service providers. It does not include “patrons”.  The minimum of 3 required screening questions relate to symptoms, travel and close contact and should be asked before entering the workplace and a mechanism in place to ensure individuals stay home and isolate if their screening is rejected.  Many employers are using automated forms such as Google forms, MS forms, Formstack etc., for efficiency of use and record keeping. 
  • Canada Emergency Commercial Rent Assistance (CECRA) directed to landlords has ended. October 30 was the last day to apply which covers rent up to September, 2020. A new benefit, Canada Emergency Rent Subsidy (CERS) replaces the CECRA.  It will provide support rent and mortgage support directly to tenants and property owners (details to be announced) until June, 2021 for qualifying organizations.  Claims can be made retroactively for the period beginning September 27, 2020 to October 24, 2020.  
  • Canada Emergency Wage Subsidy (CEWS) will be extended until June, 2021 (further details to be provided)
  • Canada Emergency Business Account (CEBA) – An additional interest free loan of $20,000 will be accessible for eligible businesses and not-for-profits, effectively increasing CEBA loans to up to $60,000 from $40,000, of which a total of up to $20,000 would be forgiven if the balance of the loan is repaid before December 31, 2022. The application deadline for CEBA is being extended to December 31, 2020.

Employee Supports:

  • The CERB expired September 26, 2020, and was replaced by new temporary benefits, available from September 27, 2020 to September 25, 2021:  the Canada Recovery Benefit (CRB) – $500.00 per week bi-weekly for up to 26 weeks, the Canada Recovery Sickness Benefit (CRSB) – $500.00 paid sick benefit per week for up to 2 weeks, and the Canada Recovery Caregiving Benefit (CRCB) – $500.00 per week bi-weekly for up to 26 for individuals unable to work significantly due to providing care for a child or family member impacted by COVID-19.

Meanwhile, working from home has become the new normal, and “hybrid” models of work at a workplace combined with remote work are becoming the new trend. 

Given the months of uncertainty still ahead due to the pandemic, some large organizations are doing elaborate modeling to determine workforce planning based on projected revenues and costs and infinite what-if’s, and who needs to be in the workplace vs work remotely, resulting cost savings etc.

Small to medium size organizations with fewer resources can still come up with a framework to determine who comes back to work when, and how to work safely and productively remotely meantime. 

As part of risk management, it’s always wise to do business continuity planning for unforeseen or unwelcome events and interruptions.  Otherwise you are figuring things out on the fly, such as we have all been doing the last few months!  Even if you have a plan, the situation with COVID-19 is constantly changing, and could get worse before it gets better.  Having some decision-making criteria and contingencies set up in advance alleviates some stress and minimize gaps in productivity and other risks. 

Business continuity plans include many factors such as technology (access, data storage, security, infrastructure etc.), the workplace itself, staffing (type and number), vendor and client relationships and communications etc.  

You should absolutely give yourself and your staff a pat on the back for adjustments you have already successfully made during this challenging time, and keep finding opportunities to celebrate those wins!  More on maintaining your organization’s culture during COVID in an upcoming blog.

In terms of emergency staffing, you should at least determine your key employees/roles – and ensure cross training and access for back-up coverage in the event someone becomes ill, takes leave, vacation or leaves the organization entirely.  (Note: succession planning falls in the business continuity category, but has a longer term view than emergency back-up.) 

You should consider who can provide coverage within your organization, whether temporary services can fill a void (and from where – do you have a ready source), and how long it would take to onboard and train a new staff member.

If operating costs are an issue, look at the cost-benefit of termination vs layoff vs salary reduction, taking into account whatever government aid is available.  Are the tasks/responsibilities of each role essential?  Can others in your organization provide coverage, and for how long?  Can roles be restructured?  What burden would layoff or termination place on other staff?  Can you keep staff employed and engaged, with government aid and perhaps some shared sacrifice, vs layoffs or terminations?

Policy updates also need attention, with best guesses in many areas.  A recent webinar by the Employment Law Alliance provided many thought-provoking questions, and not many answers, because we don’t know yet how some of these new risks will play out once challenged in court, and which will become common practice.  Examples include:

  • Who should pay for equipment if a staff member needs an ergonomic chair or desk?  What is the potential risk if staff are allowed to take chairs, desks and other equipment home from the office? 
  • Is the employer liable if an employee has an accident at home while working?  What are the differences in potential liability if work from home is required vs requested?  There are fewer employer obligations if it is requested, but not erased.  
  • There are indications that law and policy on sexual and other harassment, and workplace violence, does extend to remote workplaces, so employers should ensure there are discreet and secure ways to report this remotely. 
  • Does sales or marketing from home makes it a commercial establishment? 
  • Privacy and IT policies should also be addressed regarding remote working.  Some organizations already had rigourous standards, firewalls and VPN’s, but there are new risks to companies and employees, and new expectations to establish, with increased reliance on videoconferencing, for example.  
  • If employees are using their own computer equipment, there are no controls over home systems or firewalls.  Can the IT department run forensics on a home computer if there is a suspected cyber attack?   At minimum, staff should be reminded in the policy to log off, change passwords, and maintain privacy and security of confidential information if sharing space.  There may also be minimum home internet requirements, and if so, who pays for that?
  • Some employers are offering an allowance for home office equipment, some are managing case by case as a business expense.  

These are the kinds of questions that would keep me up if I were still an in-house HR professional!  My intent is not to scare you, but rather encourage some time with your team to address these issues together. Collaborative risk identification, planning and preparation can keep those hamsters off the wheel in the middle of the night, and help connect your team and build management capability. 

Ultimately my advice is control what you can, and be extra kind and patient with each other.  Going the extra mile for your staff will both minimize risk and boost morale, both of which offer greater rewards in the long run – and the short run.

RESOURCES:

Updates to government aid to businesses:

https://www.canada.ca/en/department-finance/news/2020/10/government-announces-new-targeted-support-to-help-businesses-through-pandemic.html

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Remote Work Indefinitely? Deciding When and How to Return to the Office

Ontario remains in phase 3 of the COVID-19 pandemic reopening plan. As of early September, government support for employers and employees has been extended, and positive COVID cases are rising again in Ontario and Toronto.  Due to recent spikes, public health is further restricting the number allowed to gather indoors (and outdoors).  While there is not another shutdown (yet), technically, small numbers of staff are currently allowed to be in their workplaces under public health guidelines.

This change of scene is welcome to some staff who prefer to work at the office than remotely for various reasons, and for some leaders who prefer to have their staff working face to face – or at least in close physical proximity – due to beliefs about morale, collaboration, innovation etc. Some are paying for nice office space and they want to see people in it!  Some are simply fed up with the pandemic, or afraid of loss of business or productivity, and just want things to get back to normal. 

Employers can insist on staff returning to the workplace, but many employment lawyers would not recommend this during an active pandemic, especially if their work is not considered essential or without other compelling reasons, such as necessary in-person interaction with the public or clients to operate, access to large equipment etc.  Many of my clients have kept their offices closed during COVID-19 so far, and have all staff working remotely in light of the health and safety risk.

Employers are responsible for providing a safe workplace.  Employees also have a responsibility to their colleagues, as well as their families and communities.  The Employment Standards Act allows for work refusals by staff if they can establish that their working conditions are unsafe.  In practice, that has been a high standard to uphold.  However, in the interests of general safety and virus containment, the ON government has stated that:  “Remote work arrangements should continue where feasible.”

Over the last few months, we’ve learned that more people than we imagined can work remotely.  It will remain to be seen what “sticks” as the new normal going forward. New ways of working have already been adopted and continue to be adapted.  There are huge benefits to learning to work more independently, adapt to flexible work arrangements, collaborate differently and perhaps more broadly, and leverage technology more creatively. We have also seen significant changes around health and safety in the workplace in order to minimize viral spread.  None of this is a bad thing.

It has also been established in a Harvard study that knowledge workers are more productive working from home.  Many of my clients and colleagues are doing this, and happy to continue, for a while at least, maybe not indefinitely. 

As time goes on, some employees and leaders are getting restless and want to get back to the office.  The novelty of Zoom calls in sweatpants has worn off.  They want to see people in person again (I get it!).  It’s particularly frustrating after several months of restrictions.  But with the prospect of a second wave looming, we can’t drop our guards, despite how tiring this is.  This unwanted guest is a huge challenge, and potentially lethal.

If Ontario stays in stage 3 for several more months, there are considerations of morale and other aspects of productivity and profitability that may also be challenged from having all staff working remotely long term.  The consequences from the loss of shared physical space and interpersonal experience is hard to quantify.  These may include impromptu idea sharing, sense of collegiality and bonding with co-workers derived from sharing physical space, and the mental and practical aspects of separation of work and home environments. 

The decision whether, when and how to bring staff back to the workplace during an active, ongoing pandemic involves risk for leaders and anxiety and uncertainty for all involved. 

To add some objectivity to the decision, based on a recent exercise with one of my clients, below are some examples of factors for consideration.  Leaders need to find the right balance between the health and safety risks of returning to the office during an active pandemic, and attempting to resume some pre-pandemic sense of normal functioning.  This will be unique to the needs and challenges of their organization, and also while determining what the “new normal” may be in the longer term. 

Sample Criteria for Re-Entering Office Decision:

Internal (organization-specific):

  • Added costs of cleaning services, supplies, PPE, installation of barriers (if needed), ventilation access (e.g., ability to open windows in winter and regulate temps), HVAC effectiveness and upgrades etc.
  • Added time/cost to develop new office safety policies and protocols relating to minimizing viral spread; training by and from Health & Safety Committee
  • Added time and complexity of managing rotating schedules, supervision and office safety protocols, opening and closing procedures
  • Reliability of staff to comply, self-regulate and self-disclose illness or symptoms
  • Degree of interaction with the public or clients
  • New cases of COVID-19 or exposure of staff or in the building
  • Temporary vs permanent cost/investment in technology, security or infrastructure
  • Barriers to program, product or service delivery due to lack of access to equipment etc.
  • Staff concerns, morale, or decline in productivity due to remote work
  • Possible change in liability insurance risk or premium increase

External factors:

  • Public health notifications: 
    • Number of new cases in ON over several days or weeks. Below 200 new cases per day for an extended period was the threshold for entering the next phase of re-opening. There is no published number for removing all restrictions.
    • Number of new cases in Toronto may be more relevant, indicating activity in the community.  This would be an arbitrary number and formula, such as fewer than 30 or 50 new cases per day over a 2-week period in a declining trend.
  • Legislative updates – e.g. the ON government recently amended the ESA to extend the Infectious Disease Emergency Leave to Jan 2, 2021 (from September 4, 2020).  The CERB, CEWS and CECRA have also been extended by the federal government.  These extensions reflect expert projections of pandemic status and resulting continued business and economic disruption.
  • US border/international travel restriction extensions (if applicable).
  • Access to immediate COVID-19 testing (self-screening and temperature checks are helpful but not fully reliable)
  • Access to an approved vaccine.  Note:  This does not imply everyone will take it, or that it can be required by employers.

Whenever the decision to re-open is made, staff should be given ample notice so they can plan accordingly, particularly if child or elder care is involved. I would recommend a minimum of 2 to 4 weeks, and frequent pulse checks meantime. 

It is important also to manage expectations that the decision to re-open the office may be temporary if there is a local outbreak, which may also be disruptive. And the decision may not be one size fits all for staff.  There may be valid reasons for certain staff to continue working remotely or have flexible work arrangements for a period of time or ongoing.  These situations must be handled case by case, and advice from an experienced HR consultant or employment lawyer is strongly recommended. 

Resources: 

Risk mitigation tool for workplaces/businesses operating during the COVID-19 pandemic:  https://www.canada.ca/en/public-health/services/diseases/2019-novel-coronavirus-infection/guidance-documents/risk-informed-decision-making-workplaces-businesses-covid-19-pandemic.html

Determining When to Ease Public Health Measures in ON: https://files.ontario.ca/mof-framework-for-reopening-our-province-en-2020-04-27.pdf

City of Toronto Guidance for Workplaces:  https://www.toronto.ca/wp-content/uploads/2020/03/9538-Fact-Sheet-for-Workplaces-Non-Healthcare_final.pdf

Harvard:  Who Guarantees Your Workplace is Safe for Return? https://hbswk.hbs.edu/item/who-guarantees-your-workplace-is-safe-for-return?j=1220613&l=7154_HTML&sfmc_sub=516245433&u=47896247&jb=98&mid=6336743&ucid=0030H000057s8KpQAI&em=20200907-Leadership-Insights-REMV-9/10/2020-1220613

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Advice to Employers Preparing for Fall School Re-openings and other Legislative Updates

There are many new developments for employers, staff, business owners, schools, parents and children in Ontario as we have entered Stage 3, the Recovery phase, of the COVID-19 reopening plan.  The declaration of emergency was lifted July 24th, but the province will continue to maintain and encourage public health guidelines to try to decrease COVID-19 cases and spread, and monitor and address as necessary any emerging risks or outbreaks.

Legislative Updates:

Last month’s temporary regulation (Bill 195) – deeming temporarily laid off employees due to COVID on a job-protected “Infectious Disease Emergency Leave” – expires September 4th (6 weeks after July 24th).  At that point, standard ESA rules on temporary layoffs apply, and the clock will start ticking effective September 4th on COVID-related leaves.  Employers need to be aware of these dates and develop a recall plan for laid off employees in order to avoid risk of unplanned terminations and associated costs.   

In terms of government financial relief efforts, the federal government plans to transition individual recipients of the Canada Emergency Response Benefit (“CERB”) to the Employment Insurance (“EI”) program on October 3rd.  They are however considering a “transitional” benefit, similar to EI, for those who don’t qualify for EI, e.g., contract and gig workers.

For employers (in order to keep employees on payroll), the Canada Emergency Wage Subsidy (“CEWS”) has been extended until December 19, 2020.  It has become more complicated however, and it is intended that the subsidy will decrease over time.  In the coming months, the CEWS will be available to a broader group of employers, and benefits will be provided on a sliding scale based on the degree of lost revenue. The Department of Finance has released a backgrounder detailing these changes, and the CRA website has a calculator.  The calculations have become more complex, helping keep accountants and bookkeepers in business.

Implications to Employers of School and Daycare Re-openings:

It has been announced that Ontario schools and daycares will be re-opening this September, while COVID-19 is in decline but still exists, and there is no vaccine yet available.  This will allow parents to go back to work, and children to stay on their education track, and perhaps more importantly, get out of the house and interacting again with their teachers and classmates in a structured learning environment.  Parents can get off the home-schooling hook as well.  All of this is good in many ways, including collective socio-economic and mental health.  

However, public health is still at risk, and there are still many uncertainties.  So, this scenario sets off a range of emotions for everyone involved. The sense is that most want to get back to some sense of normalcy for children and the economy, but of course there is some fear associated with getting kids back in the classroom, including for teachers who are also employees and have a right to feel safe at work.  Cases may spike in some schools, with the potential then for the virus to be transferred home or elsewhere in the community. 

The hybrid plan of classroom and/or at-home (remote) learning allows schools to plan for these various contingencies.  Teachers, students and parents are asked to be flexible to adjust to a situation that has potential to change on a dime.  For parents with children in more than on school with different reopening models and approaches, this adds an extra challenge in their ability to plan their workdays and arrange day care at short notice, especially when day care is also in shorter supply. 

For employers and employees, it’s important to remember that no one wanted or asked for this pandemic (unless you are a conspiracy theorist which I’ll leave there).  The reality is that this is a very stressful and fluid situation, and everyone is doing their best.  Businesses are trying to get back on track, while there will likely be sudden requests from staff to take time off or work from home to deal with day care or other COVID-related issues.

Advice for Employers (Employment Law and HR related):

Make sure relevant policies are up to date – including workplace safety, time off and leaves.

Medical notes are tricky.  You are not allowed to request evidence of a positive test case for COVID, but I’m told by an employment lawyer that you are allowed to request third party medical evidence that a staff member is immune compromised (not the underlying condition).  For non-COVID related medical time off, you can still request evidence of an employee’s capabilities, their limitations relative to the role, and predicted return to work date. 

You can ask for a letter from the school or daycare to prove they are closed due to COVID. In that case, the parent is still entitled to job protected leave, or accommodation.  

Communicate proactively.  It’s best not to assume…

  • Find out collectively (via team meeting or survey) what your staff want, expect and suggest to feel safe and supported. 
  • Reach out one-to-one as well to find out individual circumstances staff are facing. Sometimes the strong, silent types are suffering quietly.  Just being asked can mean a lot to your staff, and go a long way in terms of engagement and retention. 

Try to be creative and open-minded with staff concerns.  

Depending on the situation, accommodation may be required (e.g. there is a real family care or medical need, not just a preference). However, you don’t have to agree with the employee’s first proposal.  Accommodation is a 2-way street, and the employee is expected to have exhausted all other options.  You can work together to arrive at a compromise solution, not ideal for either party but reasonable for both. 

Flexible work options are not required by law, but can be a very practical, temporary accommodation, without causing undue hardship.  

  • It is advisable to put the arrangement in writing, with the reason for it, a timeline attached, an “out” clause and ongoing communication so expectations are clear and monitored.  This can include working from home, and flexible or reduced hours.
  • For example, if your staff member decides on their own to keep their child at home and home school, ask them questions and see what you can work out with them.  They may think unpaid leave is the only option, but there may be other flexible work arrangements that would be a better solution for both of you. 

Work refusals should be handled case by case, depending on each individual scenario, and governed by your policies, as well as the ESA and OSHA (employment standards and health & safety legislation).

  • Ask questions and make changes in response to reasonable requests or suggestions from employees to make them feel safe, in addition to safeguards already put in place.
  • If the employee still refuses to work in the office, you can bring in a Health & Safety inspector to determine if there is a legitimate reason for the employee not to feel safe to work there.  At this point, the refusal may become disciplinary. 
  • If the employee’s role requires that they must be present in the workplace, then unpaid leave may be the best option until they feel comfortable returning, with coverage from another staff member or temporary services.

It’s a good idea to cross-train employees for back-up and potential job-sharing (wise anyway for vacation coverage, promotions etc.)

My overall advice is to try to be patient, flexible and give your staff member (or your boss) a break if they’re struggling to manage things, and offer ideas, suggestions and solutions, not just complaints.  This is a particularly challenging year, and a little venting from time to time with a trusted friend or colleague can be a healthy outlet as well, as long as you can move on before it becomes too much of a stressor or distraction to others.  You can also encourage support groups or cheerleading squads via your social committee or your internal communications platform. 

The organization’s EAP (Employee Assistance Program), if you have one, can be a great outlet and source of professional mental health support and advice to managers, staff and their family members.  If you don’t have one, the province offers free services (call 211 or https://211ontario.ca ).

Please contact me or an employment lawyer (I can recommend several) if you need assistance navigating any of these issues, or want to discuss a more proactive approach and options.

We really are all trying to get through this together like never before.  Let’s lift and support one another wherever possible.

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Talking about Racism and Inequality in the Workplace

A few weeks ago, a university friend posted a link to a video of Hal Johnson describing discrimination against him at TSN, leading him to create Body Break.  Mr. Johnson was candid about his experiences, but not bitter.  It’s been one of many interviews I’ve watched in the last few weeks of black Canadians sharing their own personal stories of discrimination in the workplace, and what they’ve tried to do to overcome it, while suffering in silence. It’s been very moving and humbling, to say the least. 

I commented on my friend’s post that I admired Hal’s resolve and positivity, and that he turned unfair treatment into a positive contribution in ways he may not have planned for or foreseen, including normalizing bi-racial couples. My friend’s point was that he shouldn’t have been disadvantaged at work in the first place because of his skin tone. I was seeking the bright side, as Hal seemed to be, but he’s of course right about that.   

This story made me reflect on the many work environments, especially in the ‘80s and ‘90s, with virtually no minorities or female representation in leadership roles (still the case in many organizations unfortunately), and pretty rampant harassment and discrimination, cloaked in jokes and practices which were acceptable then.  It was “just how it was” and few or no options for greener grass if you challenged or left it. 

There was very little to no challenging or complaining by anyone those days, at least less than now. Most people kept their stories and feelings to themselves or close friends.  It was the context of work at the time, which enabled a lot of bad behaviour that would be considered unacceptable now under many office policies and employment laws. 

Upon further reflection, I’m sure there were times in my career that I benefited from being a white female, and other times that was a disadvantage.  Overall though, I acknowledge the privilege of being a white female, now more than ever.  I worked hard and put myself through university and law school, but appreciate now that those jobs would probably not have been available to a BIPOC, looking back on those work environments at the time. 

I moved to Kentucky with my mother and stepfather as I was entering grade 3,and grew up in Lexington, a relatively affluent and educated city, until sophomore year at University of Kentucky, then moved back to Canada and transferred to University of Western Ontario to complete my undergraduate degree.  My family was middle class but there were no black people in my neighbourhood or school.  All the black people lived in another part of town.  It was evident.  No one spoke about it.  It was just how it was.

I was assigned a black roommate on campus first year at UK.  She was from Louisville.  We got along well, laughed a lot, but she hung out with her black friends, and I hung out with my white ones.  She joined a black sorority, and I joined a white one.  They were segregated, and had different recruitment (“rush”) times of year.  We never spoke about it.  It was just how it was.  I remember wanting to have a joint party of her sorority and mine, and my boyfriend’s fraternity and her boyfriend’s fraternity, which seemed mirrored to each other. We never spoke about it, and I moved to Canada.  Opportunity missed. 

I lived with this girl for 8 months, and have no idea if (i.e., how many times) she felt discriminated against at school or shopping or walking down the street.  To me, she had no cares in the world.  She was always laughing, joking, and carried herself with such confidence, way more than I felt about myself.  I admired her.  It never occurred to me that she may have been hiding some pain.  We got along great, but we didn’t ask each other a lot of questions.  It was mostly banter about the day to day, classes, boys. I didn’t know or have the confidence to ask her if she experienced any racial injustices, and she wasn’t forthcoming on the topic.  She did not appear to need an ally, but not knowing her better is another missed opportunity.  I suppose I kept my cards close to my chest too, but that’s another story…

When I came to Canada, especially Toronto, it was a whole new world, that seemed so much more inclusive and progressive. Towns, schools and workplaces were much more integrated. Everyone peacefully co-exists, and even hangs out together!  I love living here, the diversity, the vibrancy, the tolerance and sense of community and belonging.  This is how it should be!  Right? Well, not entirely.

I still think Canada is the best, but it is not without flaws. Some have known, and some are now learning, that it’s not perfectly equitable.  Relatively good, or better than it was, is not enough. There has been progress, but systems and practices and mindsets (many unconscious) are still in place that hinder historically oppressed or disadvantaged groups.  There is lots of room for improvement.

Fortunately, in this province and country we have a Human Rights Code supporting protected groups who have been disadvantaged, and a court system that favours the less advantaged (employee) in the workplace power imbalance.  There is also the court of public opinion, reputation and brand.  Companies are coming to realize that news travels fast via internet and social media, and how leadership and management treat people can come back as loyalty, new sales – or to bite them, in both a business and recruitment sense. 

At least in corporate settings, I’ve seen many shifts and steps towards education and more diverse and inclusive representation in many workplaces. There is less tolerance of harassment and discrimination, and more proactivity to prevent it.  We can’t change the past, but we can continue to strive to educate ourselves, do better and teach the others to do better than we did – and let others teach us. 

It’s a watershed moment with a more collective conscience and momentum now, an inspiring time.  It is also a good time to ask yourself if you want to be part of these positive changes, or sit on the sidelines. 

This River I Step In, Is Not The River I Stand In – Heraclitus proverb on Riverside Bridge, Toronto

The attention on black racism right now is much needed, and also bringing up a lot of pain for people who have been historically disadvantaged, including Indigenous, LGBTQ+ and people of colour.  We need to allow people space to feel it, express it, release it, then work together to make the changes that are needed. 

I have heard on more than one occasion since the public execution of George Floyd and recent Black Lives Matter movements, right here in Toronto, the that no one at “the office” is asking how they are doing, whether managers, HR or even colleagues.  This is causing them more pain. 

I also know there is a lot of fear of misstep, of doing or saying the wrong thing. 

Recently, I facilitated an employment law refresher with a white and Asian executive team.  Topics included interview pitfalls and micro-aggressions – e.g., well-meaning comments or jokes, even compliments, that inadvertently offend individuals or groups, typically by reinforcing negative stereotypes.  As usual, managers and leaders are afraid to say anything to anyone after one of these sessions, which I don’t mind.  Awareness has been raised, and hopefully more caution and clearer communications will result.

What I’m hearing from black friends and colleagues is don’t be silent; reach out, be available, try, and assume you will mess up.  Be open to learning a different perspective than what you thought you knew.

What this translates to for leaders and colleagues is have the conversations, listen, be humble.  Get comfortable with being uncomfortable.  Learn from someone else’s experience.  Leaders can also offer EAP benefits for those who need further counseling or confidential advice.

Supporting/encouraging a multi-racial diversity & inclusion (D&I) committee can also be a great step in some environments, where members can feel safe to share experiences, educate others in the organization, and share concerns as well as proposed ideas and solutions with management for creating greater equity in the organization.  Manage committee expectations that not all requests may be adopted immediately, but there is receptivity to new ideas, processes and structures, and a willingness to dialogue.  It is important as well to ask for volunteers, but not appoint staff to serve on this committee.  You want to avoid burdening marginalized staff with additional unwanted unpaid service.  Best to encourage volunteers who are passionate about the message, who want to make this contribution to the organization and their colleagues.  Alternatively, you can hire a paid consultant with expertise and lived experience in a disadvantaged group to engage with your staff and management for custom training or other program. 

There is no better time than now to be a Servant-Leader, or take on some of those qualities.*  Be a trusted person to come to, to confide in.  Find out what your staff need from you in order for them to be successful at the plan you designed or agreed to, remove obstacles, coach and mentor, and get out of their way – as long as they are aligned with your strategy (unless you need a new strategy)!  This is good for business performance and morale.

Hopefully you got your team’s input on your strategy, and everyone is bought into the overall goal.  Giving staff some leeway how they get there, combined with clear expectations for performance and results, can be the most effective way to innovate and pivot as circumstances or information changes.  If there is one thing we can count on going forward, it’s change and uncertainty!

Allow your teams to innovate how they work, to find efficiencies, to provide upward feedback, to develop new products or services that meet the needs of your clients and customers they are face to face (mask to mask) with.  If you are pivoting more to online, and customers are telling your account or client service reps that your user interface is cumbersome to use, or has only white people in the pictures, you’re probably losing business from that.  If your staff suggest a new or improved health & safety protective measure, that’s valuable feedback too.  Taking the advice from your front lines and acting on it is a great way to show you care about your staff and customers.

It’s important now more than ever to listen more than talk, and invite others to take the floor too.  Give space to learn, grow, evolve.

Take a good look as well, if you don’t have a very diverse team, why is that?  You may want to take a closer look at your recruitment and retention practices.  It makes a difference who is representing you on campus and on interview panels, and screening your applications. 

This may also be a good time to conduct an anonymous staff engagement or feedback survey, which can give you valuable insights about how staff perceive things like their jobs, workplaces, management, colleagues, culture, diversity, training and organizational effectiveness.  I can help manage this, present results, and facilitate action planning. 

Please contact me if you would like to discuss any of the above, or any HR solutions or advice I may be able to offer.

Good luck, keep safe, and keep the lines of communication open. 

Hal Johnson story (June 16, 2020): https://www.cbc.ca/news/entertainment/hal-johnson-racism-body-break-1.5614395

*Servant Leadership: https://www.greenleaf.org/what-is-servant-leadership/