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Category: Voices of our Nation

The Unemployment Crisis of Indigenous People in Canada

How many Canadian Indigenous voices will it take for us to remember that unemployment is an intersectional issue? Unemployment among Indigenous communities is definitely not rooted in a singular factor, but rather, is a quilt of a multitude of reasons spanning generations.

The Indigenous population comprises 4.9% of the Canadian population, totalling a rough estimate of 1.67 million people. Of this, the unemployment rate of Indigenous people is 11.6%, compared to that of non-Indigenous people is 7.6% from June to August 2021 (Bleakney et al., 2021). Why do Indigenous people have substantially higher unemployment rates? What barriers might they face in their pursuit of employment?

It is undeniable that Indigenous communities in Canada suffer from socioeconomic disparities fueled by a long, tragic history of mistreatment. Through the Residential School system, the ‘cultural genocide’ enforced by foreign settlers, as per the Truth and Reconciliation Commission, established a deeply painful chain of generational trauma, the effects of which are still evident today. Generational trauma is passed down in the family through genetics, and is experienced through specific behaviours of family members and their treatment of a child during early development. These behaviours give rise to problems like self-esteem issues, loss of identity, depression, mistrust, fatigue, and imbalanced immune responses, as well as a family history of diseases (Gillespie, 2020).

With such an array of interpersonal conflicts, it is expected that the Indigenous population of Canada should also receive comparable assistance from the government. Unfortunately, that is not the case. Indigenous communities receive little to no mental health aid that is actually accessible, explaining its adverse impact on employment rates. How is it equitable to expect trauma-ridden individuals to focus on job stability when they are still striving for a chance at mental stability?

Along with intergenerational trauma, Indigenous communities face socioeconomic and environmental disparities, creating a gap between the resources accessible to Indigenous versus non-Indigenous populations. One significant example of that gap is the inaccessibility of funded educational services. Indigenous communities on reservations do have access to one or two schools on the reserve for children under 18, however, these educational institutions tend to be so remote (or rather, the Indigenous reserves are), that countless children are sexually assaulted, kidnapped, and murdered on their way to and from school and never make it home. And even out of those who get home safely, their dreams of pursuing post-secondary education are often crushed once tuition costs and location are factored into the picture.

In 2018, Indspire, a charity focused on making education financially accessible to Indigenous students in Canada, published a summary of an in-depth survey of the experiences of Indigenous students pursuing post-secondary education (Post-secondary Experience of Indigenous Students, 2018). The most common message in the students’ testimonies was the lack of funding and accessibility to financial aid in Canadian post-secondary institutions. Some students had no choice but to bring their children to class because they were unable to pay for childcare and were too far away from their family and community (Post-secondary Experience of Indigenous Students, 2018).

Stemming from this, another issue that the survey-takers mentioned is that without adequate financial aid for housing, childcare, food, and tuition, many students inevitably chose to drop out of school to work minimum wage jobs (if hired) to sustain themselves, and/or focus on their home life. Without a solid educational background and access to any external career-building resources, the youth remain unqualified for high-paying, stable jobs, and the unemployment rate increases.

Other major factors affecting Indigenous Canadians’ employment struggles include environmental racism, mental illnesses — which often inform alcohol and drug usage — and poverty. An example of environmental racism would be strategic policies, creation and locations of institutions and houses surrounding a target community, which gives that population a specific disadvantage. Indigenous reserves often receive muddy, dark brown, contaminated water, a problem which issues the Boil Water Advisory, and the prey that they consume is ridden with dangerous contaminants, because of their proximity to mining rigs (Luo, 2021). This results in chronic illness, gastrointestinal disorders, and cancer. Due to the remote nature of Indigenous reserves, most individuals don’t have quick access to reputable hospitals, public transportation, and driving tests, and cannot afford a car or be eligible for insurance.

There is also a very limited selection of minimum wage jobs in nearby communities. As a result, job security is scarce. When you pile on drug and alcohol usage triggered by mental illness and physical health issues, it is evident that an individual cannot possibly ace a job interview, or work efficiently in these conditions.

These socioeconomic factors tie into self-esteem issues and the emotional and physical effects of intergenerational trauma. This is hardly a position conducive to job interviews and employment, is it? And the undeniable, glaring topic of racism in the hiring process and work environment has not even been touched upon yet.

It is clear that there are many hurdles that Indigenous job seekers in Canada must overcome to simply get a foot in the door. Most non-Indigenous Canadians have never had to, and may never will, think about these issues, further contributing to negligence from recruiting agents and coworkers. It is important for all of us to stay educated and aware, seek out ways to help, ensure we are not unconsciously contributing to the aforementioned negligence, and have compassion when amplifying Indigenous voices.

SOURCES
Bleakney, A., Masoud, H., & Robertson, H. (2021, November 16). This article uses data from the Labour Force Survey to examine trends in employment, unemployment and labour force participation among indigenous people in the 18 months following the onset of the COVID-19 pandemic. trends for indigenous and non-Indigenous people, by age group, sex, region and occupation, as well as for First Nations people and Métis, are presented. Labour market impacts of COVID-19 on Indigenous people living off reserve in the provinces: March 2020 to August 2021. https://www150.statcan.gc.ca/n1/pub/45-28-0001/2021001/article/00037-eng.htm

Luo, C. (2021, November 14). The water crisis in Canada’s First Nations communities. ArcGIS StoryMaps. https://storymaps.arcgis.com/stories/52a5610cca604175b8fb35bccf165f96

Gillespie, C. (2020, October 27). Generational trauma might explain your anxiety and depression-here’s what it means. Health. https://www.health.com/condition/ptsd/generational-trauma
Post-secondary experience of indigenous students following the Truth and Reconciliation Commission. (2018, September). https://indspire.ca/wp-content/uploads/2019/10/PSE-Experience-Indigenous-Students-Survey-Summary-Sept2018.pdf

This article was written by summer student Ilesha Prabhudesai and edited by summer student Cossette Penner-Olivera. This article was funded by the Government of Canada.

Mental Health in The Workplace Part I

Disclaimer: There will be two parts to the “Mental Health & Its Impact in the Workplace” blog. The first part consists of the overarching “issue” and why it is important to address mental health in our day to day work environments. The second part will consist of physical and mental strategies I would like to see incorporated into the hussle of a 9-5 culture.

You awake to the unsettling pounding of your alarm at 7am sharp but to your surprise it is 8:32. Running fashionably late to work, you throw on your attire that, may I mention, was more wrinkled than your fingers after a 40-minute bath. Why? Lack of motivation to iron your clothing stemming from the depression you acquired constantly pondering on your miserable, repetitive lifestyle . Okay, you’re out the door and into the car, but as traffic seamlessly pursues the idea of being late you’re lost in your thoughts. “Oh no, I forgot to eat breakfast” , “will I have enough money to feed myself this week” , “shoot! My brother’s birthday is next Saturday and I haven’t gotten him a gift” . Just like that you find yourself stressed, on top of the depression, anxiety, and eating addiction you have been fighting to overcome for the last few months. These thoughts eat away at you throughout your work day, and because you have been so caught up in all the things you have done wrong, you realize your boss wanted a project done you completely abandoned.

Many of us spend a majority of our lives at work, and struggling with a mental illness can be extremely difficult to recognize in our coworkers, and even in ourselves. Worldwide, an estimated 264 million people suffer from depression, in which many of these people also suffer from related symptoms/illnesses. What I found particularly interesting was that depression and anxiety disorders alone cost the global economy $1 trillion each year in lost productivity (World Health Organization 1), yet the leaders of our workplaces are doing little to nothing to improve this number. When mental health is not prioritized, poor communication and management practices, limited participation in decision making, and even the disregarding of health and safety protocols all become prevalent in a work environment that multiple individuals share. Quite frankly, If I am someone who has been struggling with anxiety over a drastic life decision awaiting response, why would I want to contribute to a decision that only affects a job I can not wait to get home from every night. Similarly, if I am someone who has been struggling with persistent suicidal thoughts, I may choose not to abide by the safety protocols in my workplace which puts everyone in danger. Now more than ever, mental health needs to be accommodated. Due to the recent events of the COVID-19 pandemic, people were trapped in their households and coming back to work can be a difficult transition for those that have completely altered their lifestyle, and have been able to hide away from the outside world.

My mother has worked in the mental health field for 20+ years, and whenever she gets home from work I often find myself wondering, has she been taken care of by her coworkers in an environment where she is constantly fighting to protect the will of other people’s lives? I spoke to her recently and she explained to me how different not just the performance of employees, but the attitude of the employees could be if there were more mental health practices implemented in the workplace which I will talk further about in part two. She said that her team is so focused on helping other people, that it is so easy to ignore the problems she may be experiencing that day. I have witnessed first hand that mental health workers are taught to not allow their own internal issues clash with the work they do for others, rightfully so, but these experts are just as vulnerable to the feelings of depression, anxiety, addiction etc. and often that is disregarded by head staff.

The most important takeaway here is that poor mental health not only hurts employees, it also reduces in-house profit. We are all extremely different as individuals, and one of us may be struggling much more than our desk buddy, so it is vital to recognize there is no one “right way” to create a mentally healthy workplace because every workplace is different. Maybe you work for a big law firm where you are constantly being thrown tasks, or maybe you work at a small journaling company, virtually where you have a flexible schedule, educating all staff members about the importance of psychological health in the workplace is equally as important across the board.

In part two I will dive into some activities/practices all workplaces can implement into the day to day chaos of a 9-5 luxury.

SOURCES
World Health Organization. (n.d.). Mental health in the Workplace. World Health Organization. Retrieved July 10, 2022, from https://www.who.int/teams/mental-health-and-substance-use/promotion-prevention/mental-health-in-the-workplace

This article was written by summer student Bayden Summers and edited by summer student Ilesha Prabhudesai. This article was funded by the Government of Canada.

A Moment on Conflict

I think everyone has experienced workplace conflict at least once in their life. Conflict is highly common and although it’s generally seen as a negative clash of personalities or needs, much like stress, there is a positive side to conflict that can yield internal growth. Depending on the length and severity of the interaction, conflict can be emotionally exhausting.  This is dependent on how resilient the individuals are to stress and conflict. It can be hard on some people. The good news for those that really don’t enjoy this part of life is that it’s something that does get easier with time.  Hopefully when you’re done reading this post, you’ll have some better tools to help frame your next conflict in a positive light.

Interpersonal conflict is enjoyed by few. It’s a highly documented topic that can be studied, and practiced, and with enough work can be made to work for you. Dale Carnegie in his famous people handling book “How to Win Friends & Influence People” offers a myriad of good advice for avoiding the triggers that tend to stir up an individual’s self defense mechanisms. A study of conflict in Canada found that 86% of reported conflict involved egos and personality incompatibility. 67% of reported conflict involved a lack of honesty. 76% of respondents said they have seen conflict led to personal insults. Despite these statistics, 77% said that conflicts lead to better understanding between individuals. Over half of respondents stated that conflict has led to better problem solving.

The beneficial consequences of conflict include stimulation of creativity, innovation, stimulation of change, helps people establish their identities, and helps to reveal problems that may be brewing within a group or team. When conflict results in positive results, it’s known as functional or constructive conflict. The alternative would be known as dysfunctional conflict. Any conflict tends to move through four distinct phases. The first phase is when conflict is latent, lying underneath the visible surface. In this phase all that is necessary is for personalities to clash and conflict will occur. The second phase is known as the trigger event, when the conflict happens and becomes known. The third phase is the actual conflict, when opposing views and feelings are being expressed, which is then followed by the final phase resolution and settlement. The outcome of each stage of conflict will refer to the personalities involved; depending on how strong each personality or belief is will determine how the individuals will act as they transition through the conflict.

Many individuals have significant difficulty handling conflict, due to fear or lack of understanding. Mishandling conflict is easy. Common behaviors that do not help deal with conflict are avoidance, hostility, retaliation, character assassination and coalition building. When two parties engage in conflict it can quickly spiral out of control. Choosing to avoid conflict usually results in it coming back later, as it tends to fester beneath the surface. Reacting with hostility and engaging in the conflict with retaliation just adds fuel to the fire. In some cases, one party may decide to spread rumors and turn others against the other party, escalating the issue. this also escalates the issue.

Instead, leaders should lead the charge in conflict resolution. When given organizational power, a leader should attempt to reduce conflict through education and mediation first. If education and negotiation doesn’t work, then a leader can opt to alter the workplace structure. A leader can make changes so that two parties interact less. They may also attempt to ease trouble by reframing the conflict so that both parties are focused on the same goal.

If you find yourself dealing with conflict the best solution is to educate yourself in conflict management. Understanding the mechanisms of conflict will help to properly manage the situation. If you can’t make it work on your own then enlist the help of your leaders, it’s what they’re there to do.

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

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

The Structure and Growth of Teams

Talent wins games, but teamwork, and intelligence win championships. – Michael Jordan

Few things are as important as teamwork and the intelligence required to steer the team. From the systems of government to the microchip that processed this document for you to read, all of humanity’s greatest achievements came from groups of people working together. Let’s look at team formation and the benefits of dialling in the social parameters surrounding them.

In the beginning a group may be formed from the shared interests of its members. To become a team, there must be an underlying goal that is to be accomplished. Most teams are built of members that hold complementary skills to each other and hold each other accountable for the success of the group. There are a variety of theoretical models that describe the formation of groups. The general idea is that groups progress from their initialization to their end moving through common steps along the way. In the beginning, they must organize themselves for the task ahead and sort out any conflicts. Once the way is clear the group can move on to their purpose and focus on the achievement of the goal.

It’s highly possible for a team to have multiple leaders that split management tasks amongst themselves. The effectiveness of a team depends significantly on two factors: norms of behaviour and group cohesion. Norms of behaviour are a cultural benchmark for action. The signals for what is acceptable and unacceptable might come from within the group; this would be known as an organizational subculture. They may also come from the organization itself. These norms will influence several dimensions of performance as they define the competitiveness, values, and adherence to policy within the group.

Group cohesion is the level of influence members have over each other to hold each other accountable for the success of their mission. Cohesion typically forms over time as members get to know each other and the accepted norms at play. Cohesion is a powerful factor that is often planned for by business leaders that are attempting to maximize results.

Team building is an important activity that we have all engaged in at one point in time or another. The focus is to develop group cohesion, define role expectations, and develop interpersonal relationships. Exercises where we introduce ourselves and talk a bit about ourselves help to get the ball rolling but there are many more options; many of which don’t shy away from making fun their primary function. Fun can certainly bond people together.

Teams come with their own sets of advantages and disadvantages. Diverse teams can bring many perspectives into focus on a single problem, opening the door to greater innovation and creativity. Groups also have the benefit of being able to check their own work. Whereas an individual may not be able to see their own mistakes a group has more opportunity to clean up after each other. When a team is functioning well it can produce more work in a shorter period than an individual may. When the team is not coordinating so well it is entirely possible to be less productive, known formally as a process loss. Teams also bring fulfillment to individuals through shared achievement.

Studies have shown that teams frequently do worse than individuals do. What gives? Here are the main problems: Poorly defined team goals can cause the group to have a hard time falling into step towards their goals. Weak leadership leads to poor coordination and lack of direction and so is a necessary pillar of success. Team members must do their part to make the teamwork, if too much time is spent resolving conflicts or developing relationships the team itself can falter. The challenges of coordination can drag a team down with their sheer gravity. Performing as one can be very demanding to get right. Lastly an imbalance between collectivism and individualism can stifle the individual’s voice which will silence the innovative benefits of a diverse team.

In the end, a team requires a lot of work to perform at its peak potential. It’s important to know what it takes to develop and run a team, or you can quickly find yourself wishing you had just left it to the individual. To quote Henry Ford “[if] everyone is moving forward together, then success takes care of itself.”. Teamwork makes the dream work, but you have to get that team locked in and ready to perform.

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

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

Inclusion, The Global Directive We Love

Hello Traveller! Today I am fortunate enough to be able to write about something I feel close to, inclusion. Inclusion matters because it is a critical component of a high functioning team, and it is an excellent philosophy to practice as the world is becoming more diverse. Please adjust your thoughts now and focus on inclusion, a state of being included. A recent study by Mckinsey, and the ensuing “slew” of articles that followed, has been looking at the idea that diverse and highly inclusive workplaces can lead directly to higher sales, and innovation. This seems to be great news if you’re in favor of either money, technology, or the cultural revolution we are headed through now. I’m speaking of course about the abolition of hate speech directed towards traits and differences; notable segments, like the education field, business and tech, the United Nations, government, and invested citizens, are voting inclusion with their actions and words, which is a good thing because the population may want to work together on account of the planet heating up and the icebergs melting.

Now inclusion, has been identified as separate and vital to achieving a diverse workplace and being able to use the benefits as such. Meaning, you might hire people who are diverse, but said employees must also interact, and develop as a team that manages inclusion in good faith. A different report from Mckinsey recommends having diversity in all levels of the business. Making diversity and inclusion (DI) every manager’s job from top to bottom level, developing transparency for rewards and promotions to reduce ambiguities. Adopting a zero-tolerance policy towards discrimination to allow for people to feel more relaxed, and actively embracing new types of diversity that are receiving attention. This sounds like it would bring inclusion front and center, but like everything else it will require oversight to ensure progress is being made and ethics are being upheld.

DI strategies have developed in recognition of the fact that there must be time spent managing and promoting inclusion for it to thrive. People must feel the positive connections that come from trust and close relationships to reach their potential in the workplace. To access the potential gains of diversity, we must be allowed to relax a bit. One must be able to be their true authentic self to get there. Furthermore, feeling included can lead to the development of loyalty and group cohesion. Cohesion is how groups hold each other accountable and more developed cohesion will increase their ability to reliably complete their group tasks. It seems fitting to discover that in business it is good to work with diverse people when put it in contrast to growing legislation and deliberation on reducing racism.

So, it becomes no wonder that inclusion is the topic of the day then. By opening ourselves to others we craft a community and find enrichment in our lives. This a marathon though not a sprint. By leading the way in inclusive and ethical business we are opening the doors for a better future in communication. Thankfully, this will mean fostering a global outlook in all our dealings, ideally until it has become the standard of business in the 21st century. The positive effects of good faith business practices on our society and conscience can not be overstated.

Attaining true inclusion culture for the long term isn’t a walk in the park though. To be inclusive a company needs to make sure its employees are inclusion minded and share the same values on the matter by checking, constantly. This can mean a lot of training and repetition until the values of the training set in. Eventually though, with enough hard work a culture can become inclusive and diverse and may even reach into the next level of innovation and performance.

References

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters
https://www.cio.com/article/3262704/diversity-and-inclusion-8-best-practices-for-changing-your-culture.html
https://knowledge.wharton.upenn.edu/article/inclusion-helps-companies-succeed/
https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters

This article was written by summer student Adam Best. This article was funded by the Government of Canada.

How is Systemic Racism Affecting Childcare Employees?

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

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

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

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

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

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

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

References

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

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

Sexism at work

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

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

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

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

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

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

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

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

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

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

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

Leadership in Times of Change

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

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

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

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

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

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

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

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

The facts about workplace harassment

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

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

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

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

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

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

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

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

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

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

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

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

The facts about workplace wellness programs

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

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

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

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

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

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

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

References

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

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

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

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

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

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

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