The Globe and Mail: Provincial flip-flops on vaccine mandates are creating confusion for businesses

This is an excerpt of an article written by Rita Trichur originally published in The Globe and Mail. Read the full article here.

As more provinces prepare to relax COVID-19 restrictions, our premiers are seeking political cover from recent social unrest by punting the divisive issue of vaccine mandates to businesses.

“We’ve spent two years being terrified of catching COVID and I think it’s going to take some time for people to lose that level of fear,” said Janet Candido, a human resources expert who is also the founder and principal consultant of Candido Consulting Group.

“I hear from people who are saying ‘I don’t want to go back to the office because I have to travel, I have to use public transit and I don’t know who I’m sitting next to. I don’t know if they’re vaccinated or not.”

Businesses should also pay close attention to staff interactions in the office because vaccine mandates are proving to be a very divisive issue, she said.

“You’ve got to make sure you don’t have the two factions: the vaccinated sitting over there and the unvaccinated sitting over there,” Ms. Candido said. “Try to stay on top of people bringing their personal beliefs into the office and affecting the ability to work.”

Managing social tensions is tricky. But if the recent trucker blockades have taught us anything about managing risk, it is the importance of proactive problem-solving during this pandemic. Too bad that lesson seems to have escaped our elected officials.

“It’s easier to try and address it before it gets really bad than it is to wait three weeks and then try and fix it,” she added.

What you need to know about vaccine mandates in the workplace - CityNews Toronto

This is an excerpt of an article written by Dilshad Burman originally published in CityNews Toronto. Watch the interview and read the full article here.

If an employer chooses to frame a vaccine policy for their workplace, Human Resources expert Janet Candido says it is essential that they remain accommodating and adaptable.

“The issue as we’ve seen is very divisive and you’re either on one side or the other,” said Candido. “So employers have to be very flexible about how they approach any policy around this to their employees.”

Provide options and have good reasons

Candido suggests employers should offer three basic options to their employees:

• Get vaccinated and attend the office/workplace to work in-person

• If unvaccinated and attending the office/workplace, agree to COVID-19 testing at least twice a week 

• If able to work effectively from home, do not go into the office/workplace and work remotely, whether vaccinated/unvaccinated

She adds that working from home may not be the best solution long-term for some employers and in that case, they could consider a hybrid solution to help employees ease back into the routine — where people work from home for some part of the week and attend in-person for the rest of the week, working towards returning to in-person work full time.

“For two years, we’ve been hearing about the transmission of this and how dangerous it is and how easily transmitted it is. We can’t expect people to suddenly, come Monday, be prepared to all be in the same room together,” said Candido.

Candido says there are many benefits to having all employees in the office like being able to “access the collective brain of the people in the office, which you don’t have the same access to when you’re working remotely.”

“Anything that is improved by collaboration is best in person,” she added.

However, if an employer insists on having employees work in person, Candido says they should be able to back it up with some solid reasoning.

“Be prepared to answer the question ‘why?’ Why do you need me to come back to the office? What was not happening before that will be improved by my being in the office?” she said. “You really need to think through — do you need people to come back to the office and if so, what does that look like?”

Day-to-day management

Candido says while policy-making is tricky to navigate, it’s also important to be just as cognizant and careful when managing day-to-day workings once the vaccine policy is in place.

She cautions against unwittingly creating an ‘us versus them’ environment among employees based on who is vaccinated or unvaccinated and who chooses to come to the office as opposed to those who work from home.

“You have to be careful .. that you’re not pitting one group of employees against the other,” by treating them differently, she said.

In addition, Candido says to guard against the “out of sight, out of mind” mentality.

“It’s easy to fall into a trap of … inadvertently favouring the employees you can see, the ones that are there in front of you, at the expense of the ones that are working from home,” she said.

Most importantly, Candido says employers should focus on the work that is required from the employees and leave aside anything that is extraneous to that.

“It is not your place to convince them to get a vaccine or to not get a vaccine. It’s your place to make sure you’re accommodating their personal decisions in how the work gets done.”

Why managers must develop new skills to manage remote teams - Talent Canada

When the COVID-19 pandemic hit in March 2020, employers felt the pressure as they were required to quickly deploy staff to work from home overnight. Most of us thought that this was going to last a couple of weeks and we’d back in the office in no time, however after almost two years, many organizations are still working remote.

When looking ahead to the future of work, employers need to rethink the remote workforce environment and ensure that in-person office experiences are being reworked to accommodate a virtual environment.

Janet Candido’s article in Talent Canada outlines various techniques to help and guide managers in leading a remote team successfully.

AM640 Interview with Jeff McArthur: Signs of Employee Burnout

Dating app Bumble gives employees a week off to prevent burnout. What are the signs of burnout? And what are the costs to companies of ignoring it?

To learn more, listen to the full clip here:

Not like 'the before times': what work could look like for Edmontonians returning to the office

This article was originally published in the Edmonton Journal.

As COVID-19 vaccination numbers ramp up and the Alberta government considers its economic reopening plan, many Edmonton workers returning to the office, in the coming months, may find it has changed since the pandemic.

Janet Candido, founder and principal of human resources firm Candido Consulting Group, said those who have been working from home likely won’t be returning to the same work environment or nine-to-five routine they remember from 14 or 15 months ago.

“I don’t think we’re going to be going back to the office the way we were doing it in the before times,” said Candido.

While the idea of working from home might have been popular in the beginning, it’s left many workers exhausted and disengaged, she said.

A recent survey conducted by Angus Reid for ADP Canada reported that 44 per cent of remote employees are working longer hours, and stress levels are also on the rise, hitting 41 per cent, up from 34 per cent in April 2020.

It also found that 46 per cent of remote workers surveyed were feeling less engaged with their work since the start of the pandemic.

“I did hear from a lot of people, ‘well you know, I don’t have anything else to do so I might as well do the work.’ But it’s gone on for a long time, and they’re a little sick of not having anything else to do. The other problem is that their employer has gotten used to an increased volume of productivity, creating expectations that are not necessarily well received,” said Candido.

Of those who spend an increased amount of time working, paying a kind of “COVID-19 tax,” one in 10 reported working an additional eight hours or more per week.

But many Canadians see the perks of continuing to work virtually, at least for some of the time.

A recent survey from KPMG found that most Canadian workers want to get back to the office, but about three-quarters prefer a “hybrid” model that allows some flexibility to work remotely.

“I think we’re going to see more flexibility and more hybrid situations. Some people really enjoy working remotely and would rather continue to do that, some people really hate it, and then there’s a whole bunch of people that say, ‘well, I’d like to come into the office a few days and work at home a few days,'” Candido said.

She added the challenge will be for employers to figure out how they’re going to accommodate that.

Felicia Mutheardy, Edmonton’s acting chief corporate economist, said in an email the return to work may be industry-dependent, with some in the professional services, finance and insurance industries more likely than others to permanently offer employees the possibility of remote work after the pandemic.

Candido said after months of working in relatively isolated spaces, workers value in-person social interaction and the opportunity for group work even more – which could change the way office space looks.

“Instead of individual offices you might have more communal spaces, you might reduce your footprint. You might even decide to make some changes to how you work together, like capitalizing on the in-person time for innovation and collaboration and, tapping into the collective brain of colleagues,” she said.

She added that she hopes the resources employers have put into mental health supports continue beyond stay-at-home orders.

“Up until now we’ve done little other than just pay lip service to mental health,” said Candido, adding she’s concerned about the number of people who have opted not to take time off, like a vacation, which can lead to burn out.

'Burning out': Remote workers report paying a price for increased productivity

This article was originally published by CTV News.

TORONTO -- Remote workers in Canada are logging more hours, experiencing more stress, and feeling less engaged with their work, according to a new survey.

The online survey, conducted by ADP Canada and Angus Reid, asked 1,501 Canadians working remotely and in person to evaluate their experience working during the pandemic, including their work hours, productivity, engagement, stress levels, and quality of their work.  

The survey found that 44 per cent of remote workers reported they were logging more hours of work than they were in pre-pandemic times. Of those, one in ten reported working an additional day, or more than eight extra hours per week.

In contrast, only 15 per cent reported working fewer hours and 38 per cent said there was no change in the hours they worked.

Janet Candido, a human resources professional of 20 years and founder and principal of Candido Consulting Group, said she thinks people are working longer hours because they’re not as busy in the evenings or on weekends due to pandemic-related restrictions.

“I heard this from my own team a year ago: ‘Well, I don't have anything else to do so I might as well get this done,’” she told CTVNews.ca during a telephone interview on Thursday.

Candido, who was not involved in the survey, said workers’ output is increasing as a result, and this increased productivity has almost become an expectation.

“I don’t think it’s an expectation so much in terms of companies saying, ‘Well, now you can work 10 hours a day.’ I think the expectation is around the production,” she said.

It seems employees agree their output has increased as a result of their long workdays with 42 per cent of remote workers reporting that they feel more productive and 37 per cent saying they have noticed an increase in the quality of their work.

While increased productivity sounds good on paper, the survey also showed that employees’ stress levels were on the rise and engagement with their work was down.

Stress levels rose seven per cent over the past year, from 34 per cent in April 2020 to 41 per cent in April 2021.

In terms of engagement, the survey reported that 46 per cent of remote workers said they felt less engaged with their work since the start of the pandemic.

Candido said these findings should be a cause for concern for employers.

“They’re burning out,” she said. “They’re exhausted.”

WHAT CAN EMPLOYERS DO

Candido said a lot of employees haven’t been taking their vacation days during the pandemic because they’re not able to travel or do a lot of the activities they would normally do.

“They can't go play golf, they can't travel, they can't go to a concert. So they kind of feel like it's a waste of their vacation,” she said.

This only adds to employee burnout and stress, according to Candido. To prevent this, she said employers should force their employees to take their vacation time so they can have a break.

And Candido says employers should strongly discourage workers from putting in longer hours on the job.

“[Say to them] ‘I don't want to hear from you after six o'clock, I don't want to hear from you on the weekend.’ If you don't reward it, the behaviour will stop eventually,” she said.

Candido also recommended that employers pay close attention to their remote-workers’ mental health and well-being by scheduling regular check-ins.

“Do you see signs of anxiety? Are they short-tempered? Do they appear to be really tired? Or, like, ridiculously awake? Are you seeing any signs that not all is well? And then you have to address it,” she said.

From her own experience, Candido said she’s had employees tell her they’ve really appreciated hearing from their manager or their supervisor while they’ve been working from home.

“They're not telling me that they're happy their manager called to find out if the report was done on time, they're happy the manager called just to check in on how they're doing,” she said.

Candido said it’s also important for companies to have mental health resources available to their workers, even when they’re not physically in the office.

“We all pay lip service to it, but it's not always effective,” she said. “So they have to put more effort into making those resources available and making it OK for employees to access them.”

If you or someone you know is in crisis, here are some resources that are available.

Canada Suicide Prevention Helpline (1-833-456-4566)

Centre for Addiction and Mental Health (1-800-463-2338)

Crisis Services Canada (1-833-456-4566 or text 45645)

Kids Help Phone (1-800-668-6868)

If you need immediate assistance call 911 or go to the nearest hospital. 

Advantages and tips to implementing a hybrid work model

According to a new study from Microsoft, the wave of remote work caused by the pandemic is leading to a bigger – and more permanent – disruption to the workplace: hybrid working. This means that some employees may work from home while others go to the office, or a mix of both.

However, business leaders may be ill prepared to deal with this, from employees with a lack of home office supplies to unreliable internet connections. And, while productivity of working from home is high, so is employee exhaustion – with many feeling overworked and lacking a work-life balance. A number of employees are reportedly considering leaving their employer sometime this year -- a feat made easier with the abundance of remote working possibilities. This is supported by another study, by Robert Half, which found that one in three employees would consider quitting if they are required to return to the office full time. 

But in order for a hybrid workforce to work well, the normal structure of the workplace needs to be updated. As offices in Canada prepare to reopen now that vaccinations are underway, what do employers and employees need to consider as they shift to the new workplace model? 

Be Flexible: There is no single policy or plan that would likely fit all the circumstances of the hybrid work model, so ensuring a flexible work environment will promote productivity and help maintain a work-life balance. For example, some people may be strictly in-office, others strictly at home, and some a mix of both. Some may also put in time before or after typical 9-5 hours, so acknowledging that but still keeping emails and texts to within typical office hours will help prevent burnout. The time to experiment with a range of solutions is now. 

Create New Norms: When part of the team isn’t in the office, it’s important to create new norms that are beneficial to both onsite and offsite teams. For example, in an office setting, if there’s a team meeting, everyone gathers in a conference room and bounces ideas off of each other or updates colleagues on their part of a group project. As a new norm, group meetings that include off-site employees should be conducted as if everyone is working from home, where onsite employees connect from their desks. This allows offsite employees to better hear and see their in-office colleagues and can help those working remotely to feel more comfortable participating.

Maintain Social Connections: Studies throughout the pandemic have shown that those who are able to maintain connections to their colleagues are more productive now than ever before. Encouraging colleagues to keep in touch, even about matters not related to work, is important. Setting aside time before or after meetings for colleagues to catch-up, setting up casual group chats via text or organizing regular video lunches are all ways that employees can maintain contact with one another.

Once a hybrid workforce has been established, there are a variety of benefits that everyone can take advantage of: 

• Freedom and flexibility of where and when to work. And with that autonomy, employees have an increased satisfaction of the job

• With less employees in the office, costs of overhead are reduced as employers find themselves needing to rent less office space to accommodate the in-office workers

• Since those who work best in the office can be in an office, and those who work most effectively at home can work from home, there’s increased productivity 

• A better work-life balance as a result of the hybrid model also encourages increased productivity, as it promotes mental wellbeing, prevents burnout and minimizes stress

COVID-19 has provided a stage for change to how the world works, and by implementing a hybrid work model now, you’re setting your business – and employees – up for success in the future.

Navigating a toxic workplace is a risky and lengthy process, experts say

This article was originally written by The Canadian Press and includes coverage in The Toronto Star

TORONTO - In the wake of Julie Payette’s resignation from the role of governor general on Thursday after an investigation into harassment allegations, some Canadian workers may find themselves relating to the rank and file at Rideau Hall.

In many cases however, workers who have the courage to complain about mistreatment from their managers find all too often that their boss doesn’t face any consequences, notes human resources consultant Janet Candido.

“If it’s somebody that nobody likes, or if it’s a fairly low-level person, companies are usually much more apt to take action,” says Candido, founder of Candido Consulting Group.

“The problem really comes in when the person is very senior, or popular, or a good producer. And then people turn a blind eye.”

Candido says that any employee experiencing bullying should take detailed notes about each clash, including the day, time and whether there were any witnesses. Workplaces should focus on anti-harassment training that empowers managers from other departments to step in when they see a fellow manager bully a subordinate, she says.

“Don’t expect a subordinate to be able to stand up to their boss and say, ‘You are harassing me and haven’t stopped,’ she says. ”They’re afraid of being ostracized. They’re afraid of their career being finished.“

Many workplace policies, however, do exactly that, says Fredericton employment lawyer Dan Leger. Most workplaces are required to have policies to deal with harassment, but many vary in how they define harassment or require employees to start with informal discussions.

“It all starts with confirming to the individual that behaviour is not welcomed,” says Leger. “We all know what it looks like, at the far end: If somebody’s making a sexual advance to a subordinate employee, that’s easy to classify. But what about the employer or the boss or the manager who decides to shun an individual in the copy room?”

Leger says workplace policies are often designed to mediate and diffuse disputes without ever reaching the point where investigators are called in. A good policy, Leger says, includes at least one backup mediator if an employee cannot safely complain to the manager.

“That’s not uncommon in workplaces: A boss might have an employee in the management team that they’ve worked with, that they go camping with, and employees know that,” says Leger. “If you can’t go to your immediate supervisor, then who is the default after that, and who was the default after that?”

Leger says any workplace policy should also have a clause that protects good-faith complainants from retaliation. If violated, that could be a violation of a work contract — and entitle the employee to monetary damages, Leger says.

Ottawa lawyer Yavar Hameed says more workers have reported feeling isolated and vulnerable to difficult employers during the COVID-19 pandemic. Hameed says that there are several different routes of recourse for workers who are being bullied. For example, a unionized workplace may allow an employee to file a grievance.

If an employer request is unlawful, discriminatory or a threat to health and safety, Hameed says that merits workers raising an instant alarm, and can open the door to the province’s human rights tribunal or Ministry of Labour. A traumatic workplace incident that ends in a diagnosis of post-traumatic stress disorder means that an employee now has a medical condition that must be accommodated by the employer, Hameed says.

On the other hand, if a workplace is proven to be so toxic that a worker is impeded in carrying out their duties, Hameed says an employee could try to build a legal case for constructive dismissal, sometimes called “quitting with cause.”

But each legal option has its risks, Hameed says, as does the option of “going public” with complaints without having a lawyer or union to advocate for you.

“The caveat for all of these kind of interventions is that legal processes are long and drawn out,” says Hameed.

“The danger of going public with something is ... you have to have the confidence that then you will be able to weather a vigorous response by the employer.”

When harassment is between two co-workers, the worker on the receiving end should make a complaint to management requesting protection, says Hameed.

“The liability of management is triggered when you let management know that this co-worker is harassing you, and they just condone that behaviour,” he says.

What’s tougher, he said, is when management is accused of abuses. Hameed says workplace complaints are more likely to be investigated if there are multiple employees willing to come forward with similar experiences — which, he admits, is easier said than done.

“Even if there’s a group of them, they may still not feel that they have that safety,” says Hameed. But, he adds, when it comes to a group complaint, “in most circumstances, it would be highly imprudent of management to just sort of whitewash that or dismiss that.”

Why COVID-19 shouldn’t cancel the annual holiday party

As we approach the holiday season in the wake of rising COVID cases, many businesses may have thought of cancelling the annual holiday get together. But before they write it off, there’s a strong case to be made for bringing the team together – virtually – is more important now than ever.

Canadians’ mental health continues to be significantly more strained than prior to the pandemic. Employers play an important role in supporting employee wellbeing, and this can extend to creating critical opportunities for them to connect and build community – and the holiday party is a good example. With no shortage of companies offering a host of interactive virtual events, there are plenty of solutions for businesses to find fun and engaging ways to provide some much-needed levity and camaraderie for employees working at home or remotely.

The winter season, and the holidays in particular, can already be stressful or even depressing for many people. Add to that the social isolation from work and fears about COVID, and it can really have a negative impact on people’s motivation, productivity and – ultimately – their mental wellbeing.

Why it’s important

This is the one time of year when everyone expects to have a party and -especially now – it’s a good idea to do something fun and different to provide a mental shift. It’s hard to care about the work we do every day if we feel disconnected to the team that surrounds us. The holiday party can be a good reminder of this and add social glue that helps keep teams motivated.

Be inclusive

Whether planning it yourself or outsourcing it to pros, make sure you get some input from employees – it is for them after all. The key is to design events for a virtual environment, which means plenty of interactivity to keep people engaged and having fun. Be inclusive in your planning; consider things like culture, food allergies, disabilities and even time zones if your team is spread out geographically.

Go pro

The holiday party is a ‘thank you’ for employees. Without the need for expensive venue rentals or transportation costs this year, there’s plenty of room to hire professional companies that can deliver amazing virtual experiences – from hosted trivia games or creative activities to holiday-themed cooking and cocktail classes. Unless you’re a wizard at virtual party planning, consider going pro.

There are good reasons why it’s important to keep to tradition and celebrate the season, even if it needs to evolve to accommodate the new normal. Luckily, a virtual holiday party doesn’t need to be particularly stressful. Unlike an in-person party that requires longer lead times and many facets to coordinate, virtual events can be planned and executed quickly and still shows appreciation for your employees.