When Work Works – Additional Resources

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ATTRIBUTES
  • Workplace Flexibility

SOURCE
  • When Work Works

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Development

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Workplace Gender Equality Indicators (Key Progress Indicators)

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ATTRIBUTES
  • Measuring and Evaluating
  • Organizational Culture
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • Our Watch

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Workplace Gender Equality Indicators (Key Progress Indicators)

Our Watch
This resource was developed to help workplaces collect, review, and respond to data about gender and diversity. It specifically identifies a number of gender equality indicators that organizations should be measuring and evaluating over time, and it provides information about how to collect and analyze these indicators in order to “make the case” for gender equality in the workplace.

This resource identifies eight key gender equality indicators and explains how to collect and measure the data:

  1. Ratio of men to women in workforce, overall and by teams.
  2. Ratio of men to women in leadership and management positions, including board, executive, senior and middle management level: For indicators 1-2, workplaces should collect and compare the number and percentage of women and men in each category.
  3. Ratio of male and female new hires and internal promotions, by level and department: Collect the number of female and males who are applying, and who have been hired and promoted across the organization in different departments and at all levels of seniority.
  4. Average salary gap between female and male staff members across the organization and by department: Collect and compare salary information from female and male employees across the organization and in different departments and levels of seniority.
  5. Comparison of male and female staff and managers who use flexible work arrangements.
  6. Comparison of male and female staff who use and return from parental leave with continued employment for 12 months: For indicators 5-6, workplaces should collect formal and informal data on the use of flexible work options.
  7. Changes in staff perception of workplace culture as measured by annual staff survey: Review questions being asked on annual surveys to ensure there are specific questions about gender equality.
  8. Reported incidents of sex-based discrimination and harassment: Track numbers, patterns, and responses.

To read the resource, click here.

Federal and Provincial and Territorial Maternity and Paternity Leave Information

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ATTRIBUTES
  • Workplace Flexibility

SOURCE
  • Various provincial, territorial and federal legislation

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Canadian Legislation, Development

TARGET UNIT
  • Human Resources, Legal

LINK TO RESOURCE

Federal and Provincial and Territorial Maternity and Paternity Leave Information

Various provincial, territorial and federal legislation
Global Compact Network Canada created a table that contains information related to pregnancy/maternity and parental leave at the federal level, and for each province and territory in Canada. Pregnancy/maternity leave allows pregnant employees to take leave, and parental leave allows new parents to take leave. The information has been collected from the Canada Labour Code and provincial and territorial Employment Standards Acts (as of May 2020).

To download this table, click here.

Creating a Breastfeeding Friendly Workplace

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ATTRIBUTES
  • Recruitment, Retention and Promotion
  • Workplace Flexibility
  • Workplace Wellbeing and Safety

SOURCE
  • Ontario Public Health Association

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Family-friendly, Strategy

TARGET UNIT
  • Human Resources, Senior Leadership

LINK TO RESOURCE

Creating a Breastfeeding Friendly Workplace

Ontario Public Health Association
This guide aims to assist employers when designing workplaces with accessible, well-equipped spaces for employees to breastfeed. This guide can also be used by employees who are attempting to establish lactation rooms or breastfeeding-friendly spaces at their workplace. It contains physical components that need to be in place for employees to breastfeed on-site, as well as cultural components that can help establish a company culture that respects breastfeeding and new mothers.

Essential components of a breastfeeding-friendly workplace:

  • Comfortable chair with supportive arms
  • Small table, chair and electrical outlet
  • Appropriatesignage (e.g. “ROOM IN USE”) to enhance privacy
  • Baby changing station or table with a means to hygienically clean area
  • Proximity tohand-washing facilities

Essential components that support breastfeeding in workplace culture:

  • Flexible time schedule to accommodate breastfeeding/pumping
  • Providing information to all employees
  • Ensuring that managers and employees are supportive of breastfeeding and working
  • Encouraging a network of women who can support each other when working and breastfeeding
  • No age limit regarding the breastfeeding child

To learn more, click here.

What is the Link Between Business Strategy and Workplace Design?

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ATTRIBUTES
  • Workplace Flexibility
  • Workplace Wellbeing and Safety

SOURCE
  • JLL

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Human Resources, Senior Leadership

LINK TO RESOURCE

What is the Link Between Business Strategy and Workplace Design?

JLL
This article provides recommendations for workplace wellbeing when considering office (re)construction, layout, and design with a focus on human experience, digital drive, continuous innovation, operational experience, and financial performance.

Employers can consult the Future of Work’s recommendations:

  • Start with your employeesFind out their needs and provide workplace solutions to engage and empower
  • Consider sustainable design from the outset. E.g. green walls, reclaimed building materials; water and plant features, energy-tracking
  • Engage a team of workplace professionalsHelp balance plans, budget, design, and change management
  • Keep mobility and flexibility at the front of mindSpaces should be multipurpose
  • BeadaptableSpaces should be updated every two to five years
  • Be bold, be courageousChange may be protested but progress is necessary

To learn more, click here.

Tackling Childcare – A Guide for Employer-Supported Childcare

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ATTRIBUTES
  • Workplace Flexibility

SOURCE
  • International Finance Corporation

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Family-friendly, Strategy

TARGET UNIT
  • Human Resources, Senior Leadership

LINK TO RESOURCE

Tackling Childcare - A Guide for Employer-Supported Childcare

International Finance Corporation
This report is based on practical insights from 10 companies and provides detailed information on the business case for employer-supported childcare, and how to design and implement a childcare strategy.Tackling Childcare is an initiative from IFC to better understand employer-supported childcare and to assess private and public sector dimensions to address childcare.

Designing a childcare strategy:

  • Assess employees’ needs for childcare (i.e. availability, affordability, accessibility, quality)
  • Review options for meeting employees’ needs including:
    1. Regular and/or intermittent childcare needs options: on-site childcare, cooperation with other companies, bring-your-child-to-work options
    2. Options for facilitating parental caregiving: maternity, paternity, and parental leave; breastfeeding; flexible work arrangements; information and referral services

Finalizing and implementing a childcare strategy includes:

  • Review business goals and resources that support childcare strategy
  • Understand the regulations and partnering possibilities
  • Communicate widely and seek input
  • Pilot programs
  • Set baseline, establish metrics, assess program impact and success
  • Integrate childcare strategy to broader corporate objectives (i.e. gender equality strategy)

To obtain more detail on this report, click here.

Want to Improve Gender Equality at Work? Help Men Take Parental Leave

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ATTRIBUTES
  • Organizational Culture
  • Workplace Flexibility

SOURCE
  • MERCER

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Employee Support, Family-friendly

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Want to Improve Gender Equality at Work? Help Men Take Parental Leave

MERCER
This article is based on MERCER’s 2018 “Global Parental Leave Report” and provides an overview of some of its most relevant findings. Additionally, it provides five key areas for employers to consider with regards to men, parental leave, and gender equality.

  1. Review parental leave policies to either match paternity and maternity leave policy or implement a “non-gender-biased” parental leave policy.
  2. Gain leadership support by increasing awareness of paternal leave and its benefits through data.
  3. Build a corporate culture that supports paternal leave in all levels of the organization. This may require education, establishing resource groups, reviewing other HR and departmental policies.
  4. Educate and support managers on how to manage leave as their direct relationship with employees is essential.
  5. Improve social support for leave to reduce stigma that may impact men by communicating the organization’s efforts and actively confronting gender and social stigma.

To learn more, click here.

Making it Work! How to Effectively Manage Maternity Leave Career Transitions: An Employer’s Guide

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ATTRIBUTES
  • Career Development
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • Canadian Education and Research Institute for Counselling

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Family-friendly, Strategy

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Making it Work! How to Effectively Manage Maternity Leave Career Transitions: An Employer's Guide

Canadian Education and Research Institute for Counselling
This guide is a comprehensive manual to help employers tailor specific strategies to the needs of their organization and employees as a result of pregnancy, birth, or adoption.

Some recommendations found are:

  • Before maternity leave:
    • Conduct exit interviews with employees before they leave to discuss questions and possible concerns, as well as expectations from both sides
    • Establish a communication plan to determine how often communication will take place during maternity leave
  • During maternity leave:
    • Provide women with optional opportunities to participate in team events, meetings, training seminars, etc.
    • Organize “Comeback Coaching” to support the transition before returning to work and reinforce organization’s support on women
  • After maternity leave:
    • Conduct return to work interviews to assess possible challenges, re-engage in the career dialogue, and determine further support required
    • Encourage mentorship and sponsorship opportunities (different from “buddy system) to support women’s career development and progression opportunities

To learn more, click here.

Workflex and Small Business Guide – Big Ideas for Any Size

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ATTRIBUTES
  • Workplace Flexibility

SOURCE
  • When Work Works

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Development

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Workflex and Small Business Guide – Big Ideas for Any Size

When Work Works
This resource addresses workplace flexibility for small businesses and describes the benefits specific to small organizations in addition to commonly known benefits of work flexibility.

Some benefits for small businesses are:

  • Ability to grow without necessarily growing their real estate
  • Lower need for formal systems when implementing workflex arrangements
  • Flexible work arrangements can leverage staffing to compete against larger companies
  • Remote employees can expand organization’s reach into new locations and areas

Leveraging small teams for increased flexibility:

  • Cross-train employees on job tasks and expand skills sets
  • Emphasize regular and consistent updates on strategy, work progress and client relations
  • Position workflex to get ahead of crises and as a return on investment tool

To learn more, click here.

Workflex and Managers Guide – Setting You and Your Team up for Success

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ATTRIBUTES
  • Workplace Flexibility

SOURCE
  • When Work Works

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Development

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Workflex and Managers Guide – Setting You and Your Team up for Success

When Work Works
This resource provides an in-depth review of workplace flexibility targeted specifically towards managers to help them look into flexible work as an opportunity to support employees’ success. Likewise, it provides information on the benefits of flexible work for managers, identifying the workflex that works for them, implementing workflex plans, integrating workflex with team’s plans, managing workflex performance, as well as maintaining fairness when adopting workflex.

Recommendations for managing performance with workflex:

  • Metrics of work success: Establish clear measures of employee success using job descriptions as a guide and avoiding using physical presence as a form of performance.
  • Metrics of flex success: In addition to overall work metrics, create employee’s workflex expected outcomes to prevent burnout and ensure deliverables achievement.
  • No cannibalizing the success: Make sure that every position has consistent expectations regardless of workflex arrangements to avoid increasing someone’s workload because of it.
  • Communicate expectations: Make sure all employees know what is expected of them regardless of their work arrangements and communicate how updates and check-ins will be handled.
  • Accountability: Keep everyone accountable and reinforce people’s understanding of the responsibilities to be fulfilled to make workflex work.
  • Removing workflex is a poor punishment: This can add unnecessary stress and reduce employee performance. If needed, make adjustments to resolve poor performance.

To learn more, click here.