With perks under pressure and hiring cooling, experts say clear communication and targeted support are critical for Canadian employers
Years out from the post-pandemic days of ⁘wellness menus⁘, onsite yoga classes and aggressive hiring incentives, power is shifting back into employers⁘ hands as job-seekers find it increasingly difficult to find work.
On the job, many employers are pulling back on employee wellbeing strategies and focusing more on measuring performance and tracking attendance.
At Meta, a new performance evaluation program links an employee’s ⁘impact⁘ to their advancement in the company and compensation.
This summer, AT⁘T’s CEO told employees to prepare for a ⁘more market-based culture⁘ while telling them they had to come back to the office five days a week.
While it⁘s been mostly massive U.S.-based employers making recent headlines with tough ⁘get in line or get out⁘ type messages for employees, Zoe Kinias, associate professor of organizational behaviour and sustainability at Ivey Business School, says that higher costs and pressure to ⁘do more with less⁘ could mean wellbeing perks and hiring incentives are harder to justify north of the border as well.
Kinias also warns that even without the seemingly harsh methods of employers in the U.S., the wayCanadian organizations restructure their perks and incentives during economic uncertainty can still have negative consequences on employee retention and productivity.
⁘The risk is to do any slashing of things without really clear communication about what’s being cut, and why,⁘ she says.
Business Insider details a ⁘less cuddly⁘ white-collar workplace of late, as large U.S. employers such as Meta and AT⁘T link advancement and compensation more directly to ⁘measurable impact⁘ than loyalty. This reflects a wider pendulum swing back toward employer power after the pandemic and the ⁘Great Resignation,⁘ when workers briefly held more leverage on pay, flexibility and perks.
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