| Journey to Diversity Workplaces

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

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

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

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

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

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

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

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

Sources:
Canadian Centre for Substance Abuse
Statistics Canada

This article was contributed by volunteer blogger Shan Simpson

How to deal with religious accommodations in the Workplace

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

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

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

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

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

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

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

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

This article was contributed by volunteer blogger Shan Simpson

Why No One Talks About Leveraging Workplace Diversity Anymore

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

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

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

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

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

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

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

Source: Statistics Canada

This article was contributed by volunteer blogger Shan Simpson

This what happens when Ontario is more accessible

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

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

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

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

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

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

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

The information and communication standard helps people with disabilities access sources of information that many of us rely on every day. The main goal of this standard is to promote an inclusive design of information and communication platforms. The information and communication standard specifies requirements to prevent and remove barriers to persons with disabilities when creating, conveying, distributing, obtaining and receiving various information or communication by organizations. Accessibility is not just about complying with the law.

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

This article was contributed by volunteer blogger Shan Simpson

Workplace Wellness Programs Need a Big Dose of the Right Stuff

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Challenges to Rural and Urban Workplace Diversity

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

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

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

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

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

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

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

Workplace wellness

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

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

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

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

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

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

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

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

Accessibility Barriers in the Workplace

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

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

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

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

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

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

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

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

Diversity Trends All Workers Should Know

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

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

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

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

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

Source: Statistics Canada

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

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