Eight in 10 (85 per cent) Canadians feel employee well-being is a human right, according to a new survey by First Onsite Property Restoration.
“People don’t want to just be a number,” says Leah Pearson, the organization’s senior director of human resources. “We spend more hours with our work family than we do at home, so it’s our responsibility as an employer to really look at [an employee] as a whole person, which [allows them] to . . . come to work as their best selves.”
The annual survey, which polled more than 1,500 Canadian adults, found nearly a quarter (22 per cent) said they were planning to quit or change jobs in 2024. To attract and retain top talent, executive teams and managers must understand their employees’ individual needs and aspirations, notes Pearson.
Flexibility is one of the top perks workers are seeking, so the organization does its best to accommodate and support employees in finding work-life balance. Some workers may prefer to work nine to five, while others may need need to work later hours and some prefer to be on call. It also offers both full-time, part-time and casual work. As well, there are different opportunities, depending on employees’ stage of life, and while some roles require workers being onsite or on location, others can be done remotely. There are also job-sharing opportunities.
The survey also found more than three-quarters (77 per cent) of respondents said they’d like to work in an industry where they’re helping people, with women (81 per cent) more likely to feel this way than men (74 per cent). Nearly half (46 per cent) said they want a greater sense of purpose in their work than they did prior to the pandemic, with respondents between ages 18 to 34 more likely to express this sentiment (56 per cent) than those ages 35 to 54 (41 per cent) and 55 and up (39 per cent).
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Employees of First Onsite Property Restoration, which has locations across Canada and the U.S., has provided help to millions affected by disasters, including Hurricane Milton and Hurricane Helene. “It’s such an undertaking to be able to work together and be able to support not just in one area, but across the nation, which I think is pretty phenomenal as well, to bring communities back to to life after such catastrophic events,” says Pearson. She notes employees see the impact of the work they’re doing firsthand, so, while the job is very demanding, it brings a great a sense of accomplishment.
But purpose isn’t always enough to retain employees — they also want opportunities for development and advancement in their careers. “They want to see long-term career path opportunities, so I think it’s critical for [employers] to be constantly having those conversations [with employees] and provide opportunities for development or to progress their careers.”
The organization’s onboarding program includes touch points during which employees and their managers discuss their ongoing development and the tools they’ll need to be successful in their careers with the company. Every six months, managers check in with employees to follow up. “We have annual performance reviews as well, where [managers] also touch base [with employees] to make sure they’re working on interesting things [and] that they’re always progressing and working towards their long-term goals.”
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