Poverty Is at Work – and What You Can Actually Do
For a long time, poverty has been treated as something separate from work — a social issue for governments to solve, not something that belongs in a conversation about workplace culture.
But that distance is an illusion. Poverty is here — and it’s shaping people’s experiences at work, whether we see it or not.
It sits quietly in team meetings, logs into Zoom calls, and takes its place in office kitchens and on warehouse floors. And far too often, it goes unnoticed — not because it isn’t real, but because our workplaces are not designed to see it. Many employers still assume that if someone is working, they must be doing ‘fine’. But as the latest Maytree report shows us, that assumption is not only flawed — it’s harmful.
In 2023, more than 1.7 million Ontarians lived below the poverty line. That represents 11.1% of the province’s population — and for certain groups, like single working-age adults, that number is far higher. Child poverty has more than doubled in just three years. And despite full-time employment, many Ontarians continue to fall behind.
Poverty is not about personal failure. It is the result of systemic barriers, stagnant wages, rising costs, and inadequate support. And in a moment where so many are struggling silently, leaders have a choice to make: look the other way, or build workplaces that acknowledge what’s really going on — and respond with empathy, action, and care.
what poverty actually looks like at work
One of the reasons poverty remains invisible in professional settings is because we’ve been taught to associate it with extreme images — homelessness, unemployment, visible distress. But in reality, poverty in the workplace often looks like normalcy.
It might be the employee who routinely skips lunch — not because they’re focused on their work, but because food prices have gone up and they’re stretching what’s left for the week. It’s the parent who turns down a promotion, not due to a lack of ambition, but because the increase in hours would mean losing access to subsidized childcare they rely on. It’s the colleague who leaves right at 5:00 p.m., not to unwind, but to head straight to a second job that helps them make ends meet. It’s the new hire who keeps their camera off during meetings, not because they’re disengaged, but because privacy is not something their current living situation affords. And sometimes, it’s the team member who appears to be doing just fine — who shows up on time, meets deadlines, and always has a smile — while quietly juggling unpaid bills, rising rent, and decisions no one should have to make.
Most people navigating financial hardship won’t say so out loud. Many won’t even name it as poverty. But the stress is there — in their bodies, in their focus, in the way they move through their workday. If leaders are willing to see it, the signs are everywhere. And if they’re willing to respond, the opportunities to make a difference are real and within reach.
The Conventional Supports: Doable and Meaningful
Before exploring creative or “out-of-the-box” solutions, it’s important to reflect on the supports that every organization can already have in place. These are the basics — foundational offerings that create stability and dignity — yet too often they’re either missing, inconsistently applied, or offered in ways that are inaccessible.
Offering financial literacy programs is one way to help, but only if these programs are designed with care. That means ensuring they are optional, trauma-informed, culturally relevant, and rooted in the understanding that financial hardship is not a failure of responsibility. These sessions should support learning and goals.
Benefits also need to be clearly communicated and easy to navigate. Far too many employees are unaware of the resources available to them, or they encounter too many barriers when trying to access them. Translation, simplified processes, and multiple formats can make a significant difference.
Paying a living wage — not just a minimum one — should be standard, particularly in sectors where wages have long been stagnant despite increased expectations. Full-time work should lead to stability, not more struggle.
Discount programs for things like cell phone plans, home or car insurance, and essential services aren’t just employee “perks” — for many, they’re practical supports that help stretch every dollar. Partnering with vendors or member organizations to offer reduced rates on necessities can ease financial strain in quiet but meaningful ways.
Food support may not seem like an obvious employer offering, but for employees experiencing food insecurity, a free or subsidized meal during the day can reduce stress and support wellbeing. Ordering in for a team event? Consider ordering extra and encouraging employees to take food home when it’s available. These subtle, dignity-preserving actions can go a long way.
And finally, any conversation around employee wellness must include financial wellbeing. It’s not enough to talk about stress, productivity, and performance if we’re not willing to name one of the root causes affecting all three.
Going Deeper: Human Centered, Out-of-the-Box Solutions
While conventional supports matter, they are often not enough to address the complexity of poverty in today’s context. Many employees are navigating housing insecurity, caregiving responsibilities, broken public systems, and a constant sense of scarcity. Supporting them requires creativity, courage, and a willingness to do things differently.
Create quiet, opt-in pathways to navigate social systems. Partner with housing support organizations, tenant advocates, or financial navigators to help employees understand and access benefits, subsidies, and legal protections. Bring the community into your workplace — not as charity, but as partnership.
Offer flexible scheduling where possible — through a lens of stability, not just efficiency. Employees balancing caregiving, long commutes, second jobs, or financial strain may not always have the same predictability in their day. Flexibility doesn’t mean lowering standards; it means building in a little breathing room — whether through block scheduling, protected “no-meeting zones,” or shift planning that accounts for real-life pressures. Even small adjustments can make people feel less stretched and more seen.
Train leaders to recognize the quiet signals of financial strain. When someone pulls back, stops contributing, or disengages, it's easy to default to performance management. But financial distress can mimic disengagement. Teach managers to pause and ask, with care, “What’s going on?” — not “Why aren’t you delivering?”
Add financial wellbeing questions to your culture audits and surveys. Go beyond standard engagement measures. Ask: Are you able to meet your basic needs with the pay you receive? Have you had to choose between essential expenses recently? Don’t just assume — get curious.
Offer anonymous pathways for employees to request short-term supports. Create a quiet, internal system where employees can confidentially access help — whether it’s extra food, referrals, or connections to community supports — without needing to explain their situation.
Provide free access to “life navigation” support. Consider contracting a part-time resource who can assist employees in understanding tax credits, locating affordable child care, or completing housing paperwork. Think of it as a workplace concierge for real-life logistics — the kind people often handle at 11 p.m. when the kids are finally asleep or when they’ve returned from their second job.
Reallocate unused perks toward essential needs. If your company has a budget line for unused swag, seasonal gifting, or team-building retreats, consider diverting a portion to grocery gift cards, emergency transit passes, or back-to-school kits for employees with kids.
Encourage dignity-driven generosity. Normalize messages like, “We always order extra — please take what you need,” or “There are grocery cards available for anyone who could use a little extra support this month — no questions asked.” When compassion is embedded in culture, people don't feel exposed for accepting help.
Use storytelling — wisely. If a leader or colleague feels safe sharing their past experiences with financial strain, that storytelling can humanize the issue and reduce stigma. But it must be done with consent, care, and clarity that the goal is not inspiration, but connection.
This Isn’t About Solving Poverty - It’s About Refusing to Ignore It
No single organization can solve poverty — that work requires systemic change across government, policy, and community. But employers do play a critical role, especially when they choose to look inward and ask how their systems, culture, and leadership might either quietly sustain the struggle… or offer something different.
Workplaces have an opportunity to be different — to be one of the few systems in a person’s life that doesn’t make them feel like they’ve failed simply because they’re struggling. Employers have the chance to respond not with pity or performance, but with policies, practices, and leadership grounded in dignity and real support. If you’re designing your workplace for the average employee, it’s worth remembering that average likely includes someone navigating food insecurity, working a second job, or quietly doing the mental math to make rent.
The question isn’t whether poverty is present. The question is whether your workplace can meet it with care. If workplace culture is what people experience every day at work, then how we choose to acknowledge or ignore poverty is a reflection of that culture.
