Many organizations that implemented post-COVID-19 work models (remote, hybrid or in office) should be evaluating their choice regularly, to ensure that they retain their competitive advantage and continue to attract the right human resources. It is my recommendation that a review be conducted after the first six months to ensure that the model continues to support the strategic direction of the organization.
61% of Canadian organizations have moved to a hybrid work environment because this was the preferred model by many employees.[1] We know that a hybrid work environment assisted with employee engagement and made some jobs more appealing to individuals who preferred to work from home some of the time.
Fully remote work (or working from home) provides organizations with a greater geographical human resources pool to harness. Remote workers can live far away from the office, and as long as their IT systems are intact and they have high speed internet, they are productive. There is a very limited requirement to return to the office for work.[2]
When re-evaluating your model, organizations need to review several steps to determine the best model prior to making any changes. These steps must consider the organizational philosophy/ culture, rules of work including collective agreements and employee relations, and ongoing productivity.
[1] Benefits Canada Staff. (2022, August 3). 61% of Canadian employers using Hybrid Work Model: Survey. Benefits Canada.com. Retrieved November 23, 2022, from https://www.benefitscanada.com/news/bencan/61-of-canadian-employers-using-hybrid-work-model-survey/
[2] Wigert, B. (2022, March 15). The future of hybrid work: 5 key questions answered with data. Gallup.com. Retrieved November 23, 2022, from https://www.gallup.com/workplace/390632/future-hybrid-work-key-questions-answered-data.aspx
Working with progressive business leaders for over 15 years, Helen Roditis helps co-create sustainable high-performance, and retain top talent by delivering customized, blended, and holistic leadership development programs that engage team members and their customers. She also brings forward her diverse experience in finance, marketing, talent management, and consumer experience best practices to offer a balanced approach that links people and business strategies. Wellness practices for stress relief and high-performance are also integrated throughout her coaching programs. Helen is the author of LITE Up Your Work and Life, and the creator of the Circle of LITE personal leadership framework.
For many years I have been interested in, and excited by, the strong evidence of the effectiveness of Cognitive Behavioural Therapy (CBT) to treat a host of symptoms and behaviours commonly associated with depression and anxiety disorders. These symptoms include lack of motivation, feelings of being overwhelmed, feelings of inadequacy, and loss of interest in activities and relationships that used to bring joy and fulfillment to a person.
The world of work is changing, and the most successful organizations and practitioners are those that understand how these changes impact the way they do business. To help them do so, and to foster further dialogue, Queen’s IRC hosted the Workplace in Motion Summit in Toronto on April 16th, 2015. Over 100 human resource, labour relations, and organizational development professionals from across Canada attended the Summit. Chaired by IRC facilitator Brenda Barker Scott, the Summit provided a forum to stimulate new ideas and new perspectives on the dynamic new world of work.
Can you recall a time when you experienced a major change in your organization? Perhaps like others around you, you experienced a roller coaster of emotions: excitement that at long last something was going to happen to change the status quo, confusion about the specifics of the intended changes, and anxiety about what it could mean for you, your team, and even your family. Change can be disruptive, both professionally and personally. Change can affect the nature of our work, where we work, when we work, how we make decisions, and how we communicate. Change can impact our identity, our sense of belonging, and our relationships with coworkers, clients, and customers.
Kate Sikerbol, M.Ed, MA, is a facilitator with the Queens IRC 
Twenty years ago we used to call him or her a “workaholic.” This is someone who compulsively works long and hard hours, not being able to leave the work at work, but instead fixates over uncompleted tasks throughout the evening. Today it would be difficult to find a professional that does not fit into this category. Some might blame technology for this world pandemic of workaholism. Our work is simply a click away – waiting for us – tempting us to answer that one last email, or complete that one last task.
Blaine Donais (B.A., LL.B., LL.M., RPDR, C. Med.) is President and Founder of the Workplace Fairness Institute. Blaine is a labour lawyer and an expert in labour/management facilitations, mediation, and investigation. He teaches human resources professionals, labour leaders and others in areas such as human rights, labour and employment law, human resources, collective bargaining and conflict resolution. Blaine is author of Workplaces That Work: A Guide to Conflict Management in Union and Non-Union Work Environments (Carswell, 2006), and of Engaging Unionized Employees (Carswell, 2010) and The Art and Science of Workplace Mediation (Carswell, 2014). Blaine is an Adjunct Professor of Workplace Conflict Management, and Advanced Mediation Academic Director at York University. He also teaches at the Centre for Industrial Relations and Human Resources at the University of Toronto and at Royal Roads University.
Dr. Joel Moody (MD, PhD, MPH) is the Director of Safety, Risk, Policy and Innovation with the Electrical Safety Authority (ESA). He leads a diverse group of scientists, engineers and analysts that provide leadership in regulatory best practice, compliance, public risk, and harm reduction related to electrical safety. Prior to joining ESA in 2011, Joel used his experience and expertise in applying clinical and epidemiological principles to investigate and design prevention activities for environmental and occupational health, and chronic disease at local, national, and international levels. Joel holds a Ph. D. from the University of Toronto, a Doctor of Medicine from George Washington University, a Master of Public Health from the University of Alabama at Birmingham, and a Bachelor of Science in Engineering from Duke University.
Introductory Case Study: Transition to a Flexible Work Environment
With an impressive line-up of guest speakers and facilitators, the Queen’s IRC 2015 Workplace in Motion Summit brought together over 100 leaders in HR, OD and LR from across the country to engage in conversations about the workplace of the future, and the trends that are driving new models for organizational planning.
Facilitator Diane Locke led a discussion around HR practices in a new work model, and introduced guest speakers from Telus and Samsung to share their best practices for attracting, developing, engaging and retaining talent.
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In the Labour Relations session, Anne Grant noted that, by 2031, it’s expected that one in three Canadian workers will be born in a different country, and that there will be roughly three people in the labour force for each retiree. Grant shared stories of unions cultivating strategic allies and partnerships, rather than adversarial rivalries in order to succeed in the global world.
In modern society, safety and privacy interests frequently seem to conflict, particularly in the workplace. Random drug and alcohol testing is one instance when these interests may conflict. Employers are obligated under occupational safety legislation to provide a safe workplace for employees. The risk of workplace accidents increases if employees are working under the influence of drugs or alcohol. To mitigate that risk, some employers have implemented policies of random drug or alcohol testing. Employees and unions often object to such policies on the basis that random drug or alcohol testing infringes employee privacy interests.
The sons and daughters of “baby boomers” are sometimes called “the sandwich generation”. This cohort has the unenviable task of both raising their own families while often also taking on financial and caregiving responsibilities in respect of their aging parents. As a result, it is becoming increasingly common for employers to be faced with scenarios which require its consideration of an employee’s entitlement to accommodation under the ground of “family status”. This enumerated ground under Ontario’s Human Rights Code and under the Canadian Human Rights Act has resulted in recent decisions relating to the balance between work and family obligations and accommodation requirements. The Ontario Employment Standards Act also provides protection to families under its Personal Emergency Leave provisions.