View cases - Stewart McKelvey

34[156] According to Dr. Duxbury the data is clear that the predictability of a fixed scheduleallows a worker to set up her/his support network effectively. As Canada moves into a seller’smarket (more jobs available than workers to fill those jobs), Dr. Duxbury poses the question as tohow employers can afford not to accommodate workers with young children given thedemographic changes in our nation.[157] Canada’s fertility rate is critically low at 1.5. The fertility rate needs to be 2.1 to sustainitself and grow. During the ‘baby boom’ after World War II, Canada’s fertility rate was 4. Thisdecrease will result in a significant shortage in personnel over the next 25 years.2010 CHRT 20 (CanLII)[158] The average Canadian enters the permanent workforce at 25. The average Canadianprofessional woman has her first child at age 31. This older age is a factor in the numbers ofchildren being born because of fertility issues and time available.[159] Dr. Duxbury generally observed in her further testimony that recruitment, retention andsuccession planning have become crucial concerns in Canadian government and businessenterprises. In a seller’s market for labour, lack of accommodation creates a real challenge torecruit, retain and plan. In Dr. Duxbury’s view, doing nothing in this regard has a real andincreasing cost attached to it.[160] According to Dr. Duxbury, the costs associated with ignoring these demographic truths,changing attitudes toward work-life balance, and the impact on workers who are in the midst oftrying to manage competing demands result in a workforce were:- people are overloaded, burned out, stressed, depressed, and have more mentalhealth issues;- absenteeism increases due to health concerns and exhaustion;- workers are less committed, less loyal, and less satisfied;- prescription drug use increases;