Daily News Alerts
Joe Hornyak
Former editor of Benefits and Pensions Monitor and founder of Joe Hornyak Communications
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Caregiving Stresses Employees
If the juggling of priorities wasn’t hard enough pre-pandemic, COVID-19 added a layer of complexity for those caring for family, friends, or neighbours, says a Telus Health ‘Benefits Hub.’ Caregiving hours are on the rise, with?31 per cent of Canadian caregivers?providing more than 10 hours of care per week , compared to 26 per cent who were doing so before the COVID-19 pandemic. Ironically, It’s also worth noting that?four in 10?caregivers say it cost more of their own money to provide care during the pandemic. Employers should take note of this, given that the bulk of caregivers are in their peak earning years and among the most tenured, experienced employees. The?vast majority (more than 80 per cent) are women?and may be part of the ongoing?exodus of women?from the workforce. In addition to facing the same pandemic pressures as the rest of the workforce, these employees also faced the stress and burnout caused by less access to healthcare, along with financial and time pressures and the increasing emotional toll of caring for anxious patients. As Canadian caregivers hit their limits, they could be part of the so-called?disability deluge confronting employers and carriers. Employers and advisors can start supporting caregivers in their workforce by doing a?detailed claims analysis?to assess how many employees might be providing unpaid care to someone else. To do so, they could include a caregiving question in employee surveys; train managers to identify and support carers; review coverage for allied practitioners, such as chiropractic or physiotherapy services; and expand access to care with virtual care and pharmacy services. Unpaid caregiving is a reality for all employers, it says. With the right support, employers can engage their caregiving employees and help improve health outcomes and quality of life for millions of Canadians.
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Return-To-Work Provides Opportunity
The pandemic has created seismic shifts across Canadian workplaces, says Derek Dobson, CEO and plan manager of the CAAT Pension Plan. The mass migration to the home office (or, for some, the dining table) and growth of the digital-based gig economy is changing the way employees and employers see the future of work. And with the labour force already shrinking, employers need to act fast and invest in a company culture that is tailored to the needs of workers – if they want to recruit and retain top talent during and after the pandemic. Workers are rethinking their career commitments, workplace conditions, mental health, life goals, and financial priorities, he says. They don’t want or need to return to the office and can now more easily entertain offers from across the country and around the world without needing to move. As well, the ‘great resignation” is a 21st?century labour movement?– a collective action across the workforce, not just individual workplaces. Overstretched and over-stressed employees feel empowered to demand better work conditions, total compensation, and a mindful workplace that nurtures their complete wellness, from on-boarding to retirement. This means when assessing return-to-work plans, employers should look beyond the flexibility factor and redesign the suite of employee-focused benefits to incorporate all aspects of well-being in an authentic, sustainable way. An employer’s return-to-work strategy is an “opportunity for leaders to demonstrate with words, actions, and investments that we recognize the role and responsibility employers have in aiding the long-term wealth and wellness of employees, from on-boarding to retirement,” says Dobson. Those who fail to seize this moment to create a nurturing, compassionate, and employee-centric experience are at risk of undoing years, or in some cases decades, of conscientious culture work.
For details on these stories, visit www.bpmmagazine.com