Current issue Newswire
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Website to help young workers be safe on the job |
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| Features separate zones for young workers, parents, teachers, and employers |
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Written by Laurie Blake
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Tuesday, 17 February 2009 |
The Canadian Centre for Occupational Health and Safety (CCOHS) has launched a new version of its young workers website, Young Workers Zone. This upgraded, redesigned website is a resource for young workers, parents, teachers, and employers includes a collection of information and tools from organizations across Canada.
Designed to help young workers stay healthy and safe at work, this website provides the tools they need when venturing out into the work force. According to the Association of Workers’ Compensation Boards of Canada (AWCBC), in 2007, every day, more than 40 workers under the age of 19 and 92 workers between the ages of 20 to 24 were injured on the job across Canada.
”We created the Young Workers Zone to provide a one stop source of educational tools and resources where young workers can learn how to stay safe at work,” says Dr. P.K. Abeytunga, CCOHS vice president and director general. “We also wanted to equip their teachers and employers with the tools and resources they need to reduce and, ultimately, eliminate workplace injuries and illnesses. We hope this website will encourage and enable young workers to educate themselves about workplace health and safety.”
The Young Workers Zone is dedicated to providing young workers, their parents, teachers and employers with free and easy access to a comprehensive collection of credible resources in Canada for keeping teenagers safe on the job. This website has the answers to questions young workers commonly have about their jobs, while emphasizing the importance of safety. Parents, teachers and employers will also find helpful tips to help spread awareness of workplace health and safety.
The Young Workers Zone can be found at www.ccohs.ca/youngworkers.
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Top green HR practices target printing and travel |
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| Employees buy-in when individual leads programs, Buck survey finds |
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Written by Laurie Blake
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Tuesday, 17 February 2009 |
Some 54 per cent of respondents incorporate environmental management into their business operations, according to "The Greening of HR Survey," conducted by Buck Consultants, an ACS company and one of the world's leading human resource and benefits consulting firms.
The survey analyzed responses from 93 organizations in the United States, representing a wide range of industries. The research was conducted during the fourth quarter of 2008, and examines the types of "green" initiatives employers are using in workforce management and human resources practices.
Whether they are part of a strategic business plan or a one-off practice, some common green human resource initiatives include:
• Using web or teleconferencing to reduce travel (78 per cent);
• Promoting the reduction of paper use (76 per cent); and
• Implementing wellness programs to foster employees' proper nutrition, fitness, and healthy living (68 per cent).
"Many employers now recognize that green programs in the workplace can promote social responsibility among workers and help retain top talent," says Don Sanford, managing director of Buck's Communication practice who directed the survey. "More than 60 per cent of survey respondents have made environmental responsibility part of their organization's mission statement."
The survey found employee involvement in green programs dramatically increases when organizations appoint an individual to lead the efforts. For companies with at least three-quarters of their employees actively involved in green programs, 71 per cent have appointed individual leaders whereas only 29 per cent do not have such a leader.
Among companies that provide rewards to encourage green behaviours, 77 per cent provide special employee recognition, 36 per cent give prize incentives, and 14 per cent provide a monetary reward.
"There is still much more that organizations can do," said Sanford. "We expect to see future growth in green training programs, environmentally responsible investment options, and recruiting employees with green skills."
"The Greening of HR Survey" report can be ordered online at www.bucksurveys.com.
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Canadian employers missing the mark in engaging visible minority employees |
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| Catalyst study offers examples of diversity practices from successful programs in coroporate Canada |
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Written by Laurie Blake
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Saturday, 14 February 2009 |
Employers that fail to address and implement policies aimed at attracting and retaining Canada’s visible minorities are not tapping into a large, dynamic pool of skilled and professional workers, believes Deborah Gillis, vice president, North America, Catalyst. In the fifth and final report of a groundbreaking research series on visible minorities in corporate Canada, Catalyst has uncovered a gap that exists between organizations’ intentions to create inclusive opportunities for its visible minority talent and career satisfaction among visible minority managers, professionals, and executives.
Catalyst research found that visible minorities had lower levels of career satisfaction than their white counterparts. They perceived that opportunities for advancement were not made fairly available, that who you know outweighs what you know, and they feel excluded from social and business networks. Perhaps most significantly, says Gillis, is their lack of access to critical relationships, such as mentors and others to champion their success and advancement.
Canadian corporations cannot afford to underutilize the nation’s diverse talent pool – especially as Canadian business faces a turbulent economy and the need to maximize and leverage the best talent from an increasingly diverse workforce.
In this final report, Career Advancement in Corporate Canada: A Focus on Visible Minorities – Diversity and Inclusion Practices, Catalyst offers concrete examples of successful talent management practices that can improve engagement and career satisfaction among visible minorities and help develop, attract, and retain key talent.
“When you consider that talent management practices, such as mentoring, employee networks and diversity training for managers, increase career satisfaction scores for visible minorities by up to 22 per cent, the ROI for Canadian businesses is clear,” says Gillis. “Still, fewer than half of the employers surveyed reported policies and practices that address the concerns of visible minorities. By following the lead of the organizations and examples in this report, Canadian businesses can take an important leap forward in their support of diversity and inclusion and ultimately strengthen their competitive position.”
“Embracing a diverse workforce is a rich part of Canada’s economic history and now is the ideal time to leverage this national competitive advantage,” said Zabeen Hirji, chief human resources officer at RBC, the lead sponsor of the study. “Canadian companies have grown by welcoming the talent and ingenuity of diverse, smart, and energetic people from all over the world. Employers who take steps to eliminate the barriers facing visible minorities not only reflect the increasingly multicultural landscape of their client base, they attract and retain the talent they need for business success.”
According to Catalyst, Canadian organizations can learn from the experience of corporations with successful diversity and talent management practices to help improve career satisfaction for visible minorities and strengthen their bottom line. Gillis notes that the report contains specific information about 11 different programs from both Canadian and international companies. These programs could provide the templates that other organizations can adapt to suit their workplaces.
To this end, Catalyst recommends:
- Incorporating diversity and inclusion considerations into talent management processes, such as recruiting and promoting practices, as RBC does with its diversity recruitment team, to offer equal opportunity to all employees seeking career advancement. Not only does RBC have specific visible minority outreach efforts, it strives for a diverse slate of candidates for senior level job openings.
- Encouraging open dialogue to address sensitive issues, including race and ethnicities. Enhancing the exposure of visible minority employees to potential mentors and champions within the organization.
- Creating an inclusive environment where managers understand and respect employees cultural differences as IBM Canada has done with its “Mindsets” manager training program.
- Introduce critical relationship networks that provide employees with access to senior-level executives and employees from other departments and backgrounds.
- Help influence business partners who implement daily talent management practices by appointing a senior-level diversity and inclusion executive as Deloitte & Touche LLP Canada has done through its Chief Diversity Officer position.
“When organizations create a more inclusive environment, they also create and retain employees who are engaged, productive, and creative – and contributing fully to the success of that organization,” concludes Gillis.
RBC is the study’s lead sponsor. Deloitte and IBM Canada are the participating sponsors. The Ontario Ministry of Citizenship and Immigration is the supporting sponsor.
A full version of the report is available at www.catalyst.org.
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IRSST releases study on the rehabilitation of workers suffering from MSD |
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| Support at work crucial for successful rehabilitation |
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Written by Laurie Blake
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Thursday, 05 February 2009 |
A study published by the Institut de recherche Robert-Sauvé en santé et en sécurité du travail (IRSST) reveals, among other things, the disastrous consequences for injured workers when they do not feel believed or supported during their absence from work. Researchers actually observed the importance of workers' social reality for better understanding their rehabilitation process by listening to representations of health, illness and pain by workers unable to return to work due to musculoskeletal-related pain.
The results of this innovative study related to the rehabilitation of workers suffering from MSD are aimed mainly at occupational health and safety practitioners and rehabilitation counsellors. The latter will be able to use this research to establish action plans that are better adapted to the reality of people living with MSD. Studying and appreciating the testimonies promotes an in-depth understanding of the emotions, attitudes and behaviours that influence adaptation strategies for patients on the road to recovery or in rehabilitation.
The report on "MSDs The Impact of Health, Illness, Pain and Recovery-Strategy Representations on the Work Rehabilitation Process" can be downloaded free of charge at www.irsst.qc.ca/files/documents/PubIRSST/R-592.pdf.
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Most Canadian organizations have no plans to lay off employees, Hewitt survey finds |
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| Employers are focusing on smart use of human resources budget |
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Written by Administrator
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Monday, 02 February 2009 |
Even though Canada and much of the rest of the world is in the midst of a recession, the majority of Canadian employers are proceeding with caution, avoiding layoffs where possible, according to a recent survey conducted by Hewitt Associates, a global human resources consulting and outsourcing company. Instead, organizations are looking at alternative solutions to manage human resources budgetary constraints, while still investing in those programs that drive employee engagement.
Survey results indicate that, for the most part, employers are considering changes with an eye to the future. Few are cutting back on employee benefit programs: any reductions are focused on discretionary spending, such as business travel. "Employers recognize that the recession won't last forever and they don't want to find themselves short of employees or skills when things improve," states Tim Clarke, Hewitt Canada's benefits practice leader.
Limited layoffs but fewer new hires
Fifty-three per cent of survey respondents are scaling back recruitment efforts and 47 per cent have put a stop to plans for new hires. In comparison, thirty-one percent of the 192 companies surveyed indicate some layoffs are expected. Most of these layoffs will occur in the manufacturing sector, or at retail, financial, and pharmaceutical companies.
Early retirement programs are not figuring heavily in companies' plans at this time. Only 15 per cent of those surveyed indicate that they currently offer, or expect to offer, early retirement incentives; 80 per cent do not expect to utilize early retirement programs to manage workforce numbers.
Benefit programs tighten but remain intact
Few organizations are planning to make cuts to employee benefits. Eighty per cent intend to leave their medical, dental, and disability benefit plans unreduced. Some employers are even planning to expand their benefit programs. Benefits that improve employees' overall well-being and help them manage stress seem to be particularly popular, including health and wellness programs and coverage for paramedical services such as physiotherapy or massage therapy.
"In lean operations where every employee counts, companies need staff to contribute by staying healthy and engaged," says Rochelle Morandini, a senior organizational health consultant with Hewitt. "Employers understand that they need to support their employees in managing their stress and staying well, so that they can maintain productivity."
Certain other benefits will also remain intact or even be enhanced. "As far as benefits like employee recognition and loyalty programs, and training and development, it seems that the majority of employers view these programs as good ways to maintain engagement – employees' desire to stay with an organization and put in their best effort on the company's behalf," says Clarke. "Moreover, most of these programs do not cost a lot, as compared to other benefits, so it's money well spent from both the employees' and employer's perspective."
Most retirees and near-retirees are no more likely to be affected by tighter human resources budgets than others, according to the survey data. Only five per cent of respondents plan to cut retiree benefits, and even fewer plan to cut retirement contributions or member services. This is good news for older workers and current retirees whose retirement savings have been hard hit by the meltdown of the markets.
Many employers are looking to reduce their benefits costs where possible, primarily in ways that will have no direct impact on employees and their families. About 25 per cent will be seeking a reduction in benefit insurers' administration fees, commissions and outside supplier fees. Only about 11 per cent plan to cut internal pension and benefits support staff.
The biggest cuts will occur in business travel: 58 per cent of respondents plan to cut back either substantially or slightly. Holiday celebrations also seem to be on the wane, with ten per cent of organizations cutting back significantly this past season and a further 22 per cent cutting back slightly.
Communication is key
Despite widespread reports of the economic downturn, few organizations are dealing directly with the stress that may be caused by fears of cutbacks and layoffs. Over 35 per cent of employers are not planning any communication to employees about the situation or its impact on their workforce. Of those who do plan to communicate with employees about the economy, most organizations will discuss the business climate in general, rather than specifics about human resources strategies, pensions, benefits or compensation.
"Employer silence at this time may unnecessarily raise employee anxiety," says Morandini. "This is a perfect opportunity for organizations to reach out to employees to explain their approach, the actions they are taking to cope with the recession and their rationale. Clear communication will not only allay fears, it will help employees feel somewhat more in control, and even have further benefits such as getting employees on side and participating with cost-saving measures."
For more information, please visit www.hewitt.com.
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