It’s not that people don’t want to work. It’s that work has changed.

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If you’ve heard leaders say, “People just don’t want to work anymore,” you’re not alone. It’s a common frustration across Canada right now — especially in high-demand, high-pressure industries like manufacturing, food production, logistics, and frontline operations.

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But the truth is far more complex than “work ethic isn’t what it used to be.”

And the good news?

It’s fixable.

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What's actually happening? 

Work has become heavier, faster, and more mentally demanding than it was even a decade ago. Stress levels are rising — and the data shows it clearly.

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In 2023, more than 4.1 million employed Canadians (about 21% of the workforce) reported high or very high work-related stress. And every week, 500,000 Canadians miss work due to mental health challenges. That’s not a small dip in motivation — it’s a shift in how work impacts people.

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And it’s changing what employees expect from their workplace:

• clearer communication

• fairness

• psychological safety

• realistic workloads

• supportive leadership

• consistent recognition

• and healthy boundaries

This isn’t a “work ethic problem.”

It’s a workplace experience problem.

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Where organizations get stuck

When leaders see employees struggling, it’s easy (and human) to default to frustration:

• “They don’t care.”

• “People don’t try anymore.”

• “No one wants to work.”

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But those reactions can mask the real issues — the ones leaders can control:

• expectations that shift daily

• mixed messages

• inconsistent follow-up

• supervisors without training

• unmanageable workloads

• unclear roles

• recognition that feels unfair or unpredictable

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These factors drain motivation faster than any generational stereotype ever could.

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Why this matters

If we blame the people, we ignore the problem. If we look deeper, we can actually fix it.

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Employees today — regardless of age — want:

• stability

• fairness

• clarity

• leadership support

• and a workplace that doesn’t leave them burnt out

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These aren’t unreasonable requests. They’re the foundations of a healthy, high-performing workforce.

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The fix: Strengthen the basics

Organizations that adapt to today’s workforce are focusing on simple, high-impact fundamentals:

1. Clear communication

Daily expectations.
What success looks like.
No surprises.

2. Training for supervisors

Documentation, coaching, conflict resolution, and consistent messaging.
Leaders can’t deliver what they were never taught.

3. Realistic workloads

Staffing aligned with safety — not wishful thinking.

4. Fair, predictable recognition

Clear criteria.
Accountability for leaders to follow through.
No favourites.

5. Boundaries and balance

Especially for frontline teams who can’t work from home or “make up time later.”

When these pieces fall into place, performance rises naturally — because people feel supported, respected, and set up for success.

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The outcome

When organizations understand why expectations have shifted, the path forward becomes much clearer.

You get:

• better performance

• stronger relationships

• safer workplaces

• more trust

• lower turnover

• fewer conflicts

• and supervisors who feel confident instead of overwhelmed

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Work ethic isn’t disappearing.
It’s evolving — and the organizations that evolve with it will thrive.