Author: Shannon Mack

There are several changes made to the Saskatchewan Employment Act effective January 1, 2026. Included is a summary of what is changing.  Please do your own research and adjust for your own business.  To ensure your business is compliant, Action Items are included to help guide what to do.

Work Schedules & Overtime

As an employer, you can choose whether a “workday” is a calendar day (midnight–midnight) or a 24-hour period for scheduling and overtime calculations.

Action Items:

• Decide how your company defines a workday (calendar day vs. 24-hour period)
• Confirm overtime calculations align with what you decide
• Update scheduling or payroll procedures if needed
• Update appropriate policies on schedules and overtime
• Communicate with all staff the definition of workday for your business

Tips & Gratuities

Employers can no longer withhold, deduct, or reclaim employee tips. Tip pooling can happen, but only under regulated conditions. The Amendment isn’t clear on what the regulated conditions are so if this applies to you, further research is needed.

Action Items:

• Review what you are currently doing with tips and tip pooling
• Confirm no deductions, withholding, or reclaiming of tips
• Document how tips are distributed and communicate to your staff

Sick Notes & Absences

Regarding an employee’s absence due to illness or injury or illness or injury of a member of the employee’s immediate family who is dependent on the employee, an employer cannot take discriminatory action against an employee for the above absences. You can only ask for a medical note when the employee has been off more than five consecutive workdays or has had two separate absences of two or more days in the past 12 months.

Action Items:

• Update policies on when medical notes are allowed and train managers who have direct reports
• Tighten up absence tracking to reflect the new standards
• Ensure procedures of “automatic sick note” practices no longer happen

Expanded Leave Provisions

Several statutory leaves are being expanded or clarified. Review the Amendment along with the full Saskatchewan Employment Act.

Long term illness or injury leave is extended from 12 weeks to 27 weeks in a 52-week period. That means, for a serious illness or injury, an employee’s job is protected for up to 27 weeks in any rolling 52-week period. Exceptions were added if an employee is on Worker’s Compensation Benefits as well. .

Interpersonal/sexual violence leave is expanded to include unpaid leave of up to 16 weeks for one continuous period or the current 10 days which the employee can take intermittently.  

Bereavement leave is more flexible and includes pregnancy loss. An employee can take up to five days for the death of an immediate family member or someone to be like immediate family, including the death of a pregnancy. The leave can be taken up to six months after a death.

Action Items:

• Revise current illness/injury leave policy to reflect the new entitlements
• Update bereavement leave timing and eligibility
• Update interpersonal/sexual violence leave provisions
• Add pregnancy loss to personal leave policy

Other changes made to the Act:

• The Director of Employment Standards can now order reinstatement and compensation if an employer takes discriminatory action against someone for using their employment rights such as taking a leave. 
• The threshold for group termination notice increases from 10 employees to 25 employees.

Reference is directly from the Government of Saskatchewan website summarizing the changes.  You can search for the publication and get a free PDF copy of the Amendments to the Act. Supporting Businesses and Workers Through Amendments to Employment Standards | News and Media | Government of Saskatchewan

I have experienced firsthand what it is like to be on an effective team.  Unfortunately, I also know what it feels like to be on a team that is not so effective.  There are common traits that are present in high-performing teams and missing one or all the traits can be detrimental to the effectiveness of the team. There are things you can do to foster a team that works well together producing great results.

1. Set expectations from the beginning. 

When you are clear on what is expected, people know what they are working toward. Not only for goals but how you want them to BE at work. Lay the foundation of how you expect your team to behave and then hold them accountable every time they try to lag.   Communicate your expectations and hold them capable to the results. Understanding what they are working toward helps guide behaviour.

For example, when a team member comes to you giving up on finding a solution, ask open ended questions to ensure they understand the task but do not take the task back.  If you expect your team to be independent thinkers, problem solvers and solution seekers, it is critically important they are given the opportunity to persevere to find the solution on their own and if that means making a mistake or doing it differently than you, so be it.  We all learn best by doing.  If we continue to find solutions for them, we will keep ourselves in the overwhelm of doing too much rather than developing others to help carry the load.  The team will become complacent, and we will end up becoming bitter and resent those around us.  But in essence, we created the situation. I am guilty of thinking it’s easier if I just do the task myself.  I’ll get it done faster.  But in the end, I continue to struggle with not having enough time to do the work that only I can do. Keeping myself accountable to develop those around me will help me save time in the end, plus develop another person.

2. Create a culture where it is okay to make mistakes

When people feel safe at work, physically and psychologically, it allows the team to settle in to experiment with best solutions without the fear of reprimand.  If intentions are pure to find the best solution, there should be no worry of getting yelled at or belittled.  I believe there are no such things as mistakes but only learning opportunities.  If something does not work out, it is a learning experience and something not to do again.  If however, there is a threat of being yelled at from our boss, that will definitely inhibit us from trying something new to create the best solution.  This limits our creative solutions which limits our ability to problem solve.  Allowing our team to be creative, to think outside of the box can lead to solutions we may not have thought of before. When we are comfortable at work to bring ideas forward or make mistakes, it builds trust.

3. Build the team approach

Have you heard the saying “we win as a team and lose as a team”?  What about “we are stronger together”?  When we reduce negative competition amongst our team, but rather create positive collaboration, the whole team, and those we serve, wins.  Being clear on common goals the entire team is striving for, will instill a sense of belonging. It is a human psychological need to feel connected to others.  When we feel connected, the natural tendency is to strive for the common good of the team.

So what’s the secret?

The secret is there is no secret. The underpinning of all these qualities is clear communication, trust and collaboration.  High performing teams are based on relationships.  Being clear with our communication, creating a psychologically safe work environment, having trust in each other knowing we have each other’s back increases the effectiveness of what we can accomplish.  If you want a high-performing team, what are the ways you can help create it?

Lately, I’ve had some interesting conversations with business leaders about the younger generation and their work ethic. They expressed frustration with the younger generation’s lack of drive. We talked about when we were growing up, work often meant doing what we were told, not questioning authority, and working as much as possible. It seems that isn’t the case with those entering the workforce now. This shift is creating a fascinating discussion about motivation in today’s workplace.

Today, things may look a little different.  To some who have been in the workforce awhile, “kids these days” don’t seem to have the same drive or motivation we had when we started working. But before jumping to stereotypes, let’s acknowledge that times have changed, and so have the factors shaping work ethic. While I won’t dive into all those factors here, I want to share some practical tips to help you motivate your team—because as the leader, the tone starts with you.

As humans, we feel first and think second. To truly influence and inspire others, we must appeal to their emotions rather than relying solely on logic. Maya Angelou said it best: “People will forget what you said. People will forget what you did, but people will never forget how you made them feel.” This rings especially true when it comes to motivating people at work.

To get the best from your team, it’s crucial to connect with them on a human level. This isn’t about checking a box or having one good conversation—it’s about building meaningful relationships over time. Developing the relationship with the intent to build trust naturally increases the team to go above expectations. Below are five actionable ways to foster connection and improve employee motivation.

Step 1: Develop Your Leadership Skills

It all starts with you. Self-awareness is a cornerstone of great leadership. By understanding yourself—your triggers, strengths, and growth areas—you’re better equipped to respond thoughtfully in challenging situations. This builds trust and creates a positive work environment.

Improving your self-awareness also lays the foundation for developing emotional intelligence (EQ), which some argue is even more impactful than IQ. Leaders with high EQ create stronger connections, handle stress well, and inspire greater loyalty from their teams.

Step 2: Cultivate Empathy

Empathy isn’t sympathy or pity; it’s about understanding someone else’s perspective and feeling with them on some level. It’s a powerful tool for deepening connections and building trust.

When you’re socially aware, you can better appreciate your team’s challenges and successes. Understanding someone from their perspective breaks down barriers and increases connection. This helps foster a positive work environment, where employees feel valued and committed to their roles. A little empathy goes a long way toward boosting morale and motivation.

Step 3: Improve Communication

Good communication is at the heart of every great relationship. Active listening, clear language, and tailoring your approach to each person’s style are essential skills for leaders.

When you communicate effectively, you can:

• Set clear expectations.
• Provide constructive feedback.
• Navigate tough conversations with ease.
• Recognize and appreciate your team’s efforts.

Clear and meaningful communication fosters a sense of purpose and alignment with common goals, sparking greater motivation.

Step 4: Give Praise and Recognition

Acknowledging your team’s efforts, even in small ways, can have a big impact. A simple pat on the back can indicate you recognize their efforts.  A “good job” goes a long way in showing you value your team. It may sound like common sense, but some leaders do not see the need to recognize a job well done, however, it does make a difference.

Celebrate successes, both big and small. Even when goals are missed, a pep talk can inspire your team to try again. Personalized recognition boosts morale, increases job satisfaction, and motivates employees to give their best. When mistakes are made, people don’t need anyone yelling or finger pointing but coaching on where they went wrong. Praise the effort and recognize a job well done while coaching on development.

Step 5: Get to Know Your Team

Every employee is unique. By understanding each team member’s behavior, strengths, and growth areas, you can tailor your approach to what motivates them most. Some people thrive under pressure; others need more guidance and reassurance.

Taking the time to truly get to know the people on your team builds trust and connection. It also allows you to challenge employees in ways that inspire growth without overwhelming them. When your team feels seen and valued for who they are, they’re more likely to rise to the occasion.

Final Thoughts

Motivating today’s workforce might look different than it did a few decades ago, but the fundamentals remain the same: connection, trust, and communication. As a leader, it’s up to you to create an environment where your team feels inspired to bring their best selves to work every day. By focusing on your own growth and genuinely investing in your team, you’ll not only motivate them—you’ll build a culture where everyone thrives.

As business leaders, creating workplaces that are people centered deepens employee’s connection to the business, decreasing the likelihood of them leaving and increasing their motivation to serve others, ultimately benefitting your business.

It is my belief that HR walks a fine line between supporting employees and managing the needs of the organization. I believe that hard, unpopular decisions need to be made in business when we are dealing with people’s lives.

As a small business owner, think about what sets you apart from others. It’s a tough question, but it’s essential for thinking about what makes your business unique. If you’re unsure of your differentiators, take some time to reflect and let them shine brightly through your business.

The transition from ‘I’ to ‘we’ marks a critical evolution in how we define success within our organizations. Collaborative environments foster innovation, encourage diverse perspectives, and cultivate a sense of shared purpose among teams. As leaders, when we prioritize collaboration, we unlock the full potential of our workforce, driving creativity, and achieving collective goals with greater impact.