Ultimate HR manUal - CCH · Ruben Benmergui, MIR, CHRP, is an Ottawa-based HR/IR Consultant and...

Ultimate HR manUalStudent Edition

CCH Canadian Limited300-90 Sheppard Avenue EastToronto Ontario M2N 6X11 800 268 4522www.cch.ca

Ultimate HR manUalStudent Edition

Human Resources Professionals Association (HRPA)2 Bloor Street West, Suite 1902Toronto, OntarioM4W 3E2

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ULTIMATE HR MANUAL — STUDENT EDITION

Editorial Board

HRPA EDITORIAL LIAISON

John Johnson, Information Specialist

CONTRIBUTORS

Allison Alexander, Senior Consultant, Metrix GroupRuben Benmergui, MIR, CHRPJohn H. BlakelyMichelle Chambers, BAH, HBBA, M.Ed., CHRPNeil Cohen, LL.B.Nadine Cote, LL.B.Jennifer A. Greenan, B.Sc., LL.B.Jon HarperDr. Edward B. HarveyPaul R. Hawn, CHRP, M.B.A.Darlene Hodgson, P.M.P., B.Sc.Kathline Holmes, CHRPJamie Knight, Partner, Filion Wakely Thorup Angeletti LLPRon A. LeClair, Partner, Filion Wakely Thorup Angeletti LLPAnneli LeGault, Partner, Fraser Milner Casgrain LLPRoslyn McGilvery, Associate, Filion Wakely Thorup Angeletti LLPTheo Anne Opie, LL.B.Maya Pocasangre, Consultant, Metrix GroupChristine Pylat, Partner, Metrix GroupNatasha Savoline, Associate, Filion Wakely Thorup Angeletti LLPHugh Secord, MBA, CHRPPaul Shemilt, CHRP

CCH EDITOR

Shirley Spalding, B.A.

Contributor Profiles

Content Liaison (HRPA):

John Johnson has been a Research Librarian for over 30 years and is currently an Information Specialist at theHuman Resources Professionals Association of Ontario (HRPA). John has been researching human resourcemanagement and legal issues, as well as contributing to HRPAO’s virtual newsletter, ‘‘Employment Law atWork’’, and other HRPA publications, since February of 2004.

Content Authors:

Ruben Benmergui, MIR, CHRP, is an Ottawa-based HR/IR Consultant and Practitioner with over 30 yearsof managerial experience in Business, Human Resources Management, Industrial Relations, and Dispute Resolu-tion in the private and public sectors. He has a Master’s Degree in Industrial Relations from Queen’s University,an undergraduate degree from McMaster University, and Certificates in Alternative Dispute Resolution and inMediation from York University, and has completed the Program on Negotiation at Harvard University LawSchool.

He also represents the HR Profession on the Ontario Pay Equity Commission Advisory Board, and in 2004, wasappointed Advisor/Mentor and Sessional Instructor to the Executive Certificate in Strategic Human ResourcesLeadership, Sprott School of Business, Carleton University.

Mr. Benmergui has contributed to the sections on Strategic Human Resources; Staffing; Compensation andBenefits; Performance Management; and Labour Relations for the Ultimate HR Manual.

John H. Blakely is a graduate of the University of Toronto, holding the Master of Industrial Relations degree.He is a specialist in the fields of compensation policy, pay equity, human resources policy and planning, andequal opportunity and managing diversity, and has written and consulted widely on these topics. He is co-authorof several CCH publications including Information Systems for Managing Workplace Diversity (1996), Re-Thinking HR Management: Strategies for Success in an Era of Change (1999), and Equal Pay (2000).

Mr. Blakely has contributed to the Compensation and Benefits section of the Ultimate HR Manual.

Michelle Chambers, B.A.H., H.B.B.A., M.Ed., CHRP brings over 17 years of management, consulting, andtraining expertise with leading edge organizations in various industry sectors, including financial services,education, manufacturing, health care, not for profit, and telecommunications.

Michelle is an organization development specialist with proven experience in leadership and managementdevelopment, team development, strategic planning, human resource management, change management, andprocess facilitation. She works collaboratively with her clients to create sustainable change and to inspire andultimately increase organizational effectiveness. As well, she is dedicated to building and improving communitycapacity and volunteers with the United Way’s Leadership Development Services, The ‘‘Learning Partnership’’,and Junior Achievement of Canada.

Michelle has an M.Ed. in Adult Education (Workplace Learning and Change Option) from O.I.S.E./University ofToronto, a B.A.H. in Industrial Psychology from Queen’s University, and an HBBA (Human Resources) fromBrock University. She also teaches for Brock University and Durham College.

Ultimate HR Manual — Student Edition

Michelle holds the designation of CHRP (Certified Human Resource Practitioner) and is an active member ofboth HRPAO (Human Resources Professionals Association of Ontario) and ACCORD (Association for CreativeChange in Organizational Renewal and Development). She is also a board member for the Toronto andDurham Chapters of CSTD (Canadian Society for Training and Development) and is a current member of theCentre for Creative Leadership and the Markham Board of Trade.

Ms. Chambers has contributed to the Strategic HR, Performance Management, and the Training and Develop-ment sections of the Ultimate HR Manual.

Neil Cohen obtained his Bachelor of Arts in Political Science from the University of Toronto in 1991. In 1994,he received his LL.B. from the University of Western Ontario. He was called to the Bar in Ontario in 1996 andhas extensive experience as a research lawyer and writer in the human resources field. Neil has worked as theSenior Editor of the CCH publication Canadian Employment Benefits and Pension Guide. He has also workedas a research lawyer with a major consulting firm. He is currently a freelance research lawyer and writer and thecurrent editor of the CCH publication, PENFACTS: A Guide to Pensions in Canada.

Mr. Cohen has contributed to the Compensation and Benefits section of the Ultimate HR Manual.

Nadine Cote LL.B. is an employment lawyer, author, and compensation consultant and is currently AVP andSenior Counsel at Manulife Financial. Nadine has expertise in executive arrangements, incentive compensation,employment standards, privacy, human rights, labour, pensions, and benefits. Nadine has drafted and advised onnumerous employment and severance agreements, executive contracts, change of control agreements, bonusplans, retention arrangements, and security-based compensation plans, including stock option plans, deferredshare unit plans, and restricted share unit plans. Nadine worked on the labour, employment, benefits, andexecutive compensation matters in numerous prominent corporate transactions.

Nadine is the author of the first comprehensive book in Canada on executive compensation titled ExecutiveCompensation: A Director’s Guide. She is also the General Editor of quarterly newsletters on executive compen-sation, and she co-chairs an annual conference on executive compensation. Nadine has also written on con-ducting workplace investigations and has successfully defended many clients in responding to human rightscomplaints. Nadine was a regular contributing author to CCH’s Canadian Employment and Equality Rightsnewsletter and she continues to contribute to various legal publications.

Nadine obtained her Bachelor of Commerce from Concordia University in 1992 and she received her LL.B.from the University of Western Ontario in 1997. She was called to the Ontario Bar in 1999.

Ms. Cote has contributed to the Compensation and Benefits section of the Ultimate HR Manual (ExecutiveCompensation chapter).

The lawyers at Filion Wakely Thorup Angeletti LLP represent and advise executives, managers, and humanresources professionals covering all aspects of the law governing the relationship between employers and theiremployees. They advise public and private sector employers on their rights under labour relations, employmentstandards, occupational health and safety, human rights, workers’ compensation, pension benefits and pay equitylegislation and the common law.

The Filion Wakely Thorup Angeletti LLP team includes:

● Jamie Knight, a partner with Filion Wakely Thorup Angeletti LLP. Mr. Knight has 20 years of experience as aspecialist in labour and employment law, including numerous appearances before the courts, arbitration


boards and labour relations tribunals. Mr. Knight also has extensive experience in collective bargaining andassisting employers in dealing with trade unions. He is a well-published author and a frequent speaker andcommentator on labour and employment issues, and has taught supervisors and human resources managers inprograms at the University of Guelph for the past 15 years. Mr. Knight was a regular commentator on theNHL Lockout in the early part of 2005 and a featured analyst on ‘‘The Score’s To The Point with GregSansone’’.

● Ron LeClair, a partner working in the London office of Filion Wakely Thorup Angeletti LLP, practising in allareas of labour and employment law, including human rights and occupational health and safety matters. Ronis a member of the Labour Relations and Administrative Law sections of the Ontario Bar Association, the LawSociety of Upper Canada, and the Middlesex Law Association.

● Roslyn McGilvery is an associate with the firm practising in all areas of labour and employment law. Ms.McGilvery received a Bachelor of Journalism with a Minor in Sociology from Carleton University in 1999, anda Bachelor of Laws from the University of Western Ontario in 2003. Ms. McGilvery worked with the firm asan articling student and has now joined the firm as an associate. She is a member of the Law Society of UpperCanada, the Canadian Bar Association and the Labour Relations and Administrative Law Sections of theOntario Bar Association.

● Natasha Savoline is an associate with the firm practising in all areas of labour and employment law. MsSavoline received a Bachelor of Arts Degree in Labour Studies from McMaster University in 1998, and aBachelor of Laws from Queen’s University in 2002. Ms Savoline is a member of the Law Society of UpperCanada, the Canadian Bar Association and the Administrative, Labour Relations and Employment sections ofthe Ontario Bar Association.

Filion Wakely Thorup Angeletti LLP has contributed to the Employment Contracts section and the Health andSafety section of the Ultimate HR Manual.

Jennifer A. Greenan, B.Sc., LL.B. is currently a legal consultant/writer. She provides written commentary forCCH Canadian Limited’s Canadian Employment Benefits and Pension Guide and the Canadian Estate Admin-istration Guide. She has revised The Handbook of Canadian Pension and Benefit Plans, 12th edition and is theauthor of The Executor’s Handbook, both published by CCH Canadian Limited. Since her admission to theOntario Bar, she has worked as an estate and tax-planning consultant for an insurance company, and as a senioreditor for CCH Canadian Limited.

Ms. Greenan has contributed to the Compensation and Benefits section of the Ultimate HR Manual.

Jon Harper, President of Harper Safety Associates is a Certified Registered Safety Professional and AccreditedSafety Auditor with over 20 years of experience. Beginning his career in the mining industry with Domtar, Jonwas in charge of safety management at their mining plant near Hamilton and later as a safety auditor for theirhead office in Montreal. In the late eighties, he hung out his own shingle as a safety consultant to severalmunicipalities in south-western Ontario. In 1997 he relocated his business to Huntsville, where he conductshealth and safety training, workplace audits, program management, WSIB claims management, and strategicplanning for numerous businesses in the food, automotive, manufacturing, and construction sectors.

Mr. Harper has contributed to the Health and Safety section of the Ultimate HR Manual.

Dr. Edward B. Harvey holds BA and MA degrees from the University of British Columbia and a PhD fromPrinceton University. He is President of UDG Inc., a Toronto-based consulting firm specializing in human


resources management. In addition, he is President of the Foundation for Higher Education & Enterprise, anorganization with a mandate to build linkages between universities and colleges and the private sector. He is theauthor of 18 books, six of which have been for CCH Canadian Limited and have dealt with leading-edge HRissues.

Dr. Harvey has contributed to the Compensation and Benefits section of the Ultimate HR Manual.

Paul R. Hawn, B.A., M.B.A., CHRP is President of Hawn & Associates Inc., a management consulting practiceestablished in 1997. Paul is a Human Resource Professional with more than 25 years’ executive experience in thefield of human resource management and organizational development. Paul has both worked in and consultedto clients in the Gaming, Health and Municipal sectors, as well as the private sector. As both a Human ResourceManagement and Organizational Development practitioner and consultant, as well as an academic and author,Paul has invaluable knowledge and experience in the areas of Human Resource Management and Organiza-tional Design enabling his clients to maximize their effectiveness through the utilization of their humanresources in the attainment of corporate objectives.

Paul has an M.B.A., B.A. (Economics), Diploma in Public Administration, and is certified by two professionalassociations — Certified Human Resources Professional (CHRP) with the Human Resources Professionals Asso-ciation of Ontario (HRPAO), and Certified Health Executive (CHE) with the Canadian College of Health ServiceExecutives.

Skill areas include: Training & Organizational Development; Career Assessment & Planning; Conflict Resolution& Negotiation; Labour Negotiations & Employer Nominee on Boards of Arbitration; Compensation & WorkPlace Design & Evaluation; Organizational & Administrative Reviews; Strategic & Organizational Planning;Policy & Procedural Review & Development.

Mr. Hawn has contributed to the Staffing section of the Ultimate HR Manual.

Darlene Hodgson is a senior systems administrator in the Human Resources department of the BritishColumbia Institute of Technology. She has over 20 years of technology and managerial experience, includingrecent roles as a Project Director for a software manufacturer and a Manager of Information Technology for aninternational food manufacturer.

Darlene has an associate degree in Computer Information Systems, an undergraduate degree in BusinessManagement, and is a certified Project Management Professional. She has also served as a volunteer boardmember for a national non-profit technology society.

Ms. Hodgson has contributed to the Strategic Human Resources section of the Ultimate HR Manual.

Kathline Holmes, CHRP, founder of Gailforce Resources, is a human resources professional with two decadesof experience in management, career counselling, and adult continued education. She has supported industriessuch as Health Care, Municipalities, Non-Profits, Industry, Hospitality, and Actuarial.

Kathline is a Certified Human Resources Professional with Human Resources Management training fromCornell University. She serves on the B.C. Human Resources Management Association Advisory Council for theSouthern Interior Region, has contributed articles for HEART Business Journal for Women and Charity Village,is the HR Expert for Business II Business, and provides mentoring to women in business for the Women’sEnterprise Centre.


Kathline’s work has included performing HR audits, HR metrics, survey development and delivery, strategicplanning, job description development, employment branding, talent management, policies and procedures,collaborative work practices, employee engagement, recruitment and retention, workplace training, and profes-sional development.

Kathline supports employers to develop, track, and maintain blended workplace training and developmentprograms and systems specific to workplace needs.

Kathline has presented on various topics; her areas of facilitation expertise include the following:

● The Art of Delegating Effectively

● Closing the Generation Gap in the Workplace

● Diversity Training

● Effective On-Boarding

● Employee Engagement

● Customer Service Excellence

● Developing High Performance Teams

● Developing Workplace Coaching Skills

● Hiring Right

● HR for Supervisors and Managers

● Leadership Development

● Mastering the Art of Difficult Conversations

● Motivating Your Workforce

● Workplace Harassment — What It is and What To Do About It

Ms. Holmes has contributed to the Strategic Human Resources section of the Ultimate HR Manual.

Anneli LeGault is a partner in the Toronto office of Fraser Milner Casgrain LLP, a national firm with offices inVancouver, Calgary, Edmonton, Toronto, Ottawa and Montreal. Anneli served as the Co-Chair of the firm’sNational Labour Practice until 2003, and is currently the Manager of the Toronto Employment, Pension andResearch Department. Anneli also Co-Chairs the Privacy Law Practice Group. She obtained an Hons. B.A. in1977 and LL.B. from the University of Toronto in 1980 and was called to the Ontario Bar in 1982. She joinedFraser Milner Casgrain in 1983.

Anneli represents management in a wide variety of employment matters including human resources policies,corporate reorganization, mergers and acquisitions, labour standards, pay equity, privacy law, arbitrations, humanrights, and wrongful dismissal claims. She frequently gives speeches and seminars with emphasis on executivecompensation, labour standards, human rights, pay equity, privacy issues, discipline, and wrongful dismissal.Anneli was the founding editor of a monthly newsletter, Focus on Canadian Employment and Equality Rights(published by CCH Canadian Limited) from 1986 to 1999, and is the editor of Fairness in the Workplace(published by CCH Canadian Limited; 3rd edition 2002). She has been interviewed on Global TV, NewstalkRadio 570 and CFRB Radio on workplace legal issues.


Ms. LeGault has contributed to the Employment Contracts section of the Ultimate HR Manual.

Metrix Group is an exceptional team of business professionals, each eminently qualified with diverse back-grounds and skills, who all share the same passion for customers, design excellence, and Learning Solutions thatdrive performance.

For more than 15 years, Metrix Group has designed and created innovative, results-driven learning systems,specializing in custom Blended Learning Solutions that improve performance and meet the demands of theirglobal clients.

Metrix Group’s experienced Performance Consultants are experts in learning theory, with proven businessacumen and unique capabilities. They guarantee their Learning Solutions will tie directly to business strategy,produce measurable results, and enable their clients to achieve their goals to do better business. While they workin all sectors, Metrix Group specializes in Pharmaceutical & Biotech, Financial Services and GovernmentAgencies, and IT and Telecommunications.

The Metrix Group team includes:

● Christine Pylat, Partner: Has over twenty years of experience with a BSc from McGill University and CMC.

● Allison Alexander, Senior Consultant: Has over six years of experience with a BASc from the University ofGuelph, CMP and is working towards completing a M.Ed.

● Maya Pocasangre, Consultant: Has over five years of experience with a BA from Trent University and a Post-Graduate Certificate in Training and Development from Humber College.

Metrix Group has contributed to the Training and Development section of the Ultimate HR Manual.

Theo Anne Opie, LL.B. specializes in the areas of payroll, human resources, privacy, and employmentstandards law. Ms. Opie works closely with the Canadian Payroll Association (CPA) and is a member of theCPA’s Federal Government Relations Advisory Council. As well, she has written for Dialogue, the CPA members’magazine, and has presented at CPA conferences. She has written several book titles for CCH, and continues tocontribute to several subscription reporting services, including the Canadian Labour Law Reporter, PaySource,and HR Answers Now.

Ms. Opie has contributed to the Employment Standards and Human Rights section of the Ultimate HR Manual.

Hugh Secord, M.B.A., CHRP is a graduate of the University of Toronto and York University. He is currentlyenrolled in the Masters of Law program at Osgoode Hall, where he is studying alternative dispute resolution. Hehas 23 years of experience in human resource management and labour relations, the majority of which has beenat executive level, chiefly in the manufacturing and logistics industries. Mr. Secord has taught organizationalbehaviour and employment law, and has spoken widely on labour topics. He has authored various CCHpublications, including Secord’s A-Z Guide for Human Resources Practitioners.

Mr. Secord has contributed to the Strategic Human Resources; Staffing; Performance Management; and LabourRelations sections of the Ultimate HR Manual.

Paul Shemilt, CHRP graduated as a mechanical engineering technologist from Durham College, and laterobtained his Certified Human Resources Professional designation in 1990. Mr. Shemilt began his career as a


manufacturing supervisor in a unionized environment, and progressed in two global companies to director ofcorporate human resources. During his nearly 30-year career, he has obtained extensive practical experience aschief spokesperson in labour negotiations, employee relations, and health and safety. He has established,developed, and managed a number of HR functions in several locations. In March 2005, he established acompany, HR-HUB, that provides HR solutions to small- and medium-sized businesses.

Mr. Shemilt has contributed to the Staffing and the Labour Relations sections of the Ultimate HR Manual.


ABOUT THE ULTIMATE HR MANUAL — STUDENT EDITION

Introduction

The ULTIMATE HR MANUAL offers practical advice and solutions to help HR practitioners deal with everyday HRand employment issues. It contains a wide range of time-saving tools and templates that can be used as a startingpoint for developing policies and practices, or for auditing existing ones. It is also a good starting point for thosewishing to learn about the HR function, processes, legislative framework, and practical application.

This HR information resource is a joint effort of CCH and the Human Resources Professionals Association ofOntario (HRPA), and is positioned to be a broad-based, user-friendly ‘‘how-to’’ HR manual, available bysubscription as an online or print-based service. This Student Edition E-book (non-subscription) version of theULTIMATE HR MANUAL aims to offer a valuable resource suitable for the new professional entering the world ofHR.

What Your Student Edition E-Book Includes

This HR information resource offers practical advice and solutions to help you deal with the HR and employ-ment issues you will face every day as an HR practitioner.

Based on survey feedback from over 2,000 HRPA members, the Manual was developed to target the mostimportant functional areas of Human Resources, as follows:

● Strategic Human Resources

● Staffing

● Employment Contracts

● Compensation and Benefits

● Employment Standards and Human Rights

● Health and Safety

● Performance Management

● Labour Relations

● Training and Development

A tenth section lists helpful sources of information for each chapter such as related organizations, publications,and Web sites, to aid further research. This is followed by a Topical Index.

Chapter Structure

The nine key sections are divided into topical chapters (over 80 in total) that each follow the same basicstructure:

● Overview — this provides a summary of the subject area.


● Practical Application — this provides in-depth commentary on the various aspects of the subject, includingflow charts and other visual aids, where appropriate.

Many chapters will also include some or all of the following practical tools:

● Checklists — where applicable, these provide step-by-step guidance to encourage best practices and to avoidcommon pitfalls.

● Sample Forms and Letters — these include forms and letters that can be adapted to suit individualorganizations.

● Model Policies and Procedures — these are policy and procedure templates that HR professionals can useas a starting point for developing their own policies and practices, or for auditing existing policies andprocedures.

Currency

The ULTIMATE HR MANUAL Student Edition E-book consists of all the material contained in the regularsubscription print and online service (excluding HR Training Tools in PowerPoint), current to the productioncut-off date of the Student Edition. The contents are not updated again until the next Student Edition ispublished.

What the Regular Subscription Service Includes

The ULTIMATE HR MANUAL print service is updated quarterly, and includes a monthly e-newsletter in pdf formatto keep subscribers up-to-date on the latest developments in the human resources field. Every quarter, subscribersto the print service receive an update release to file in their two loose leaf binders. Updates include amendmentsand additions to existing topics that reflect changes to legislation and best practices, and new topics.

The online subscription service is updated as information is processed, without the need for an updatingschedule. Subscribers to the online service receive the monthly e-newsletter, which is also posted and archivedonline.

Note about the Index

At the end of the Manual is a topical index, which references items covered in the Manual by paragraph number.The Manual’s contents are arranged under numbered subject headings, and in the print Manual, these paragraphnumbers (rather than page numbers) act as locators. The paragraph number of the subject matter on each pageappears at the foot of the page (the page number appears at the top). The topical index locations refer to theseparagraph numbers, not to pages. This is a feature of the loose leaf print product. However, the Index is stilluseful to skim as a further guide to the Manual’s contents, which can then be located as by paragraph number, asdescribed.

If you have any questions about this product, please contact 1-800-268-4522 or email [email protected].


1

TABLE OF CONTENTS

VOLUME 1

¶1000 STRATEGIC HUMAN RESOURCES

Developing a Human Resources Strategy

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1100

Practical Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1105

Human Resources Strategy Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1107

Developing a Human Resources Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1112

Components of a Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1120

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1175

Human Resources Strategy Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1177

Sample Forms and Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1185

In Preparation for the Development of an HR Strategic Plan — DiagnosticForm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1186

Model Policies and Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1190

Sample Human Resources Strategic Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1192

HR Audits

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1200


What Constitutes an HR Audit? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1207

Why Conduct an Audit? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1210

What an HR Audit Entails . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1220

Conducting an HR Audit: Sample Audit Questions . . . . . . . . . . . . . . . . . . . . . . . . ¶1230

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1275

HR Audit Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1277


2 Strategic Human Resources

Employee Surveys

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1300


Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1307

Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1320

Alternatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1345


Letter Introducing Employee Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1387

Employee Approval Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1388


Employee Surveys: Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1396

HR Metrics

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1400


How Metrics Are Used in the HR Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1407

Measuring the Effectiveness of HR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1415

Measurement and Interpretive Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1425

Application of Statistical Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1445

Sample Balanced Scorecard Framework for HR Function . . . . . . . . . . . . . . . . . ¶1450

Data, Surveys and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1452

Other Federal Government Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1453

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1475

HR Metrics Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1477

Organization Development

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1500


Principles of Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1506

Organization Development Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1507

Organization Development Competencies and Core Knowledge . . . . . . . . . . . ¶1530

Five-Step Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1550

Potential OD Interventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1560


Table of Contents 3

Social Network Analysis: A New OD Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1565

Organization Relationship Systems Coaching (ORSC) . . . . . . . . . . . . . . . . . . . . ¶1568

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1575

Organization Development Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1577

The Top 10 Questions To Ask Before Implementing OrganizationalChange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1579

Sample Contract Meeting Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1581

Developing a Corporate Social Responsibility (CSR) Strategy and Plan

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1600


Steps in Developing a CSR Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1607

What Should The CSR Policy Take Into Account? . . . . . . . . . . . . . . . . . . . . . . . . ¶1615

Implementing the Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1625

Evaluating the Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1627

Corporate Social Responsibility and Human Resource Management . . . . . . . ¶1630

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1640

Corporate Responsibility Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1642


Sample CSR Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1647

Change Management

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1700


External Forces That Drive Need for Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1707

The Process of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1710

Roles in Organizational Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1713

Change Management Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1716

Guiding Principles for Managing Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1719

Reasons Why Change Efforts Fail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1722

Resistance to Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1725

Change Management Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1731

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1775

Checklist for Implementation Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1777



The Top 10 Questions to Ask Before Implementing Organizational Change ¶1779

Leadership Development

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1800


Making the Business Case for Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1806

Characteristics of Effective Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1810

Basic Leadership Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1813

Leadership Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1816

Strategic Leadership Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1822

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1875

Steps to Successful Leadership Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1876

Leadership Development — Best Practices Checklist . . . . . . . . . . . . . . . . . . . . . ¶1877

Strategic Leadership Practices Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1878

HR Management Systems

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1888


Definition of HRMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1892

Essential Components of an HRMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1894

Benefits of HRMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1896

HRMS and Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1898

Selecting an HRMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1900

Impact on the Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1902

Developing HRMS Specifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1904

Implementing an HRMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1906

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1915

Functional Requirements Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1916

Implementation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1917


ABC Company Basic HRMS Cost–Benefit Analysis . . . . . . . . . . . . . . . . . . . . . . . ¶1936


Table of Contents 5

Succession Planning

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1950


Why Is Succession Planning Important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1953

Benefits of Succession Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1954

Traditional Versus Leading Approaches to Succession Planning . . . . . . . . . . . ¶1956

Creating a Succession Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1958

Critical Success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1960

Challenges to Effective Succession Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1962

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1968

Succession Planning Checklist: Steps and Considerations . . . . . . . . . . . . . . . . ¶1968a


Sample Template for an Employee Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1970a

Sample Template for a Key Position Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶1970b


6 Staffing

¶2000 STAFFING

Human Resources Planning

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2100


Forecasting the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2107

Design of Planning Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2110

Benefits of Human Resources Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2115

Programming Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2125

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2175

Comprehensive Measure of Turnover Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2177

Job Descriptions

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2200


Areas of Use of Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2207

Preparing to Write the Job Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2225

Using Job Descriptions in Staffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2250

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2275

Checklist for Job Descriptions in the Staffing Process . . . . . . . . . . . . . . . . . . . . . ¶2276


Sample Questionnaire (Amended) (Pay Equity Commission of Ontario) . . . . ¶2286

Statement of Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2287

Recruitment: Sourcing Applicants

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2300


Sourcing Internally . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2307

External Sourcing of Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2325


Internal Postings Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2391

Policy Re: Recruitment Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2392


Table of Contents 7

Recruitment: Selection

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2400


First Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2406

Inputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2407

Screening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2420

Interviewing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2425

Panel Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2450

Assessment Centres . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2462

Reference Checking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2465

Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2470

Job Offers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2475

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2480

Successful Panel Process Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2481

Reference Checking Practice Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2482


Recruitment Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2496

Recruitment and Selection Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2497

Retention Strategies

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2500


Reasons to Develop a Retention Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2507

Attributes of a High-Retention Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2510

Reasons Employees Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2525

Aspects of Successful Retention Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2530

Retention and Human Resources Management Strategies . . . . . . . . . . . . . . . . ¶2555

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2575

Checklist for Developing a Retention Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2577


Exit Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2586


8 Staffing

Relocation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2600


Reasons for Relocating Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2607

Costs and Benefits of Relocation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2615

Considerations when Relocating Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2625

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2675

Relocation Policy Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2677


Relocation Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2691

Short-Term Employees

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2700


Contingency Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2710

Part-Time Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2715

Casual Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2720

Seasonal Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2725

Fixed-Term Contract Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2730

Interim Executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2735

Students . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2740

Agency Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2745

Professional Employer Organizations (PEOs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2750

Conducting a Staff Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2755

Using Temporary Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2760

Other Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2765

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2775

Employment Arrangement Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2777

Keeping ‘‘Leased’’ Workers from Developing Employee Status Checklist . . . ¶2778


Policy on Short-Term Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2796


Table of Contents 9

Independent Contractors and Outsourcing

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2800


Employees vs. Independent Contractors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2807

Independent Contractor/ Employee Tests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2820

Fixed-Term Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2840

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2875

Independent Contractor and Outsourcing Checklist . . . . . . . . . . . . . . . . . . . . . . . ¶2877


Contract for the Service of an Independent Contractor . . . . . . . . . . . . . . . . . . . . ¶2887

Fixed-Term Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2888


Independent Contractor Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶2896


10 Employment Contracts

¶3000 EMPLOYMENT CONTRACTS

Employment Contract Overview

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3100


Provisions of an Employment Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3107

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3175

Terms of Employment Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3176

Checklist: How to Achieve an Enforceable and Effective EmploymentAgreement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3177


Sample Clauses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3186

Sample Confidentiality Agreement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3187

Sample Employment Agreement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3188

Letters of Offer

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3200


Offer and Acceptance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3207

When To Use a Letter of Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3210

Benefits of a Letter of Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3215

Disadvantages of a Letter of Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3220

Enforceability Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3225

Contents of a Letter of Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3235

Conditional Offers of Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3255

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3275

Basic Letter of Offer Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3276


Letter of Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3286

Conditional Letter of Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3287


Letter of Offer Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3296


Table of Contents 11

Executive Contracts

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3300


Distinctive Features of Executive Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3307

Foundation: Employment or Contract for Services? . . . . . . . . . . . . . . . . . . . . . . . ¶3315

Term: Fixed or Indefinite? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3335

Restrictive Covenants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3345

Fiduciary: Definition and Obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3350

Confidential Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3360

Ownership of Intellectual Property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3365

Change of Control and Golden Parachutes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3370

Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3380

Immigration Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3385

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3390

Contractual Considerations Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3391

Advantages and Disadvantages of Golden Parachutes . . . . . . . . . . . . . . . . . . . . ¶3392

Post-Termination Settlements and Releases

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3400


Proper Settlement Mindset for Both Parties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3406

Types of Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3407

Essential Elements of a Settlement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3415

Tax Implications of a Settlement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3435

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3440

Releases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3450

Advising Other Employees of the Dismissal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3460

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3475

Negotiation of Settlement Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3476

Checklist: Tips for the Termination Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶3478


Elements To Include in a Comprehensive Release . . . . . . . . . . . . . . . . . . . . . . . ¶3496


12 Compensation and Benefits

¶4000 COMPENSATION AND BENEFITS

Salaries and Wages

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4100


Legislative Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4107

Wage or Salary Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4125

New/Innovative Pay Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4150

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4175

Compensation — Base Salary Strategy Checklist . . . . . . . . . . . . . . . . . . . . . . . . . ¶4177


Salary Survey Sample Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4186


Salary Administration Policy for Managers and Excluded Staff . . . . . . . . . . . . . ¶4191

Bonus and Incentive Programs

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4200


Total Cash Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4207

Types of Bonus/Incentive Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4210


Considerations in Design of Bonus/Incentive Plans . . . . . . . . . . . . . . . . . . . . . . . ¶4220

New/Innovative Bonus/Incentive Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4255

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4275

Bonus/Incentive Plan Design and Implementation Checklist . . . . . . . . . . . . . . . ¶4277


A Performance Planning Form that Supports a Performance-BasedApproach to Assessing Individual Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4286


Business Unit/Group-Level Gainsharing Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4291



Executive Compensation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4300


Perquisites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4310

Share-Based Compensation Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4340

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4375

Executive Employment Agreement Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4377

Job Evaluation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4400


Conducting a Job Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4407

Job Evaluation Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4425

Rating Jobs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4445

Determining Compensation Based on Job Evaluation . . . . . . . . . . . . . . . . . . . . . ¶4450

Example of Factor Point Rating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4455

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4475

Job Evaluation Preparation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4477

Employment Insurance

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4500


Types of Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4507

Funding of Benefits Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4515

Employer Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4520

Administrative and Policy Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4525

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4575

Company Management and Administration of Employment InsuranceChecklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4577


Explanation of Record of Employment Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4586


Employment Insurance Coverage Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4592

Maternity, Parental, and Compassionate Care Leave Policy . . . . . . . . . . . . . . . ¶4593



Workers’ Compensation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4600


Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4607

Employer Obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4620

Management Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4625

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4675

Employer Compliance Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4677


Return-to-Work (RTW) Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4686

Modified Work Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4687


Effective Management of WSIA Claims Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4692

Joint Health & Safety Committees and Health & Safety Representatives . . . ¶4693

CPP / QPP / OAS

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4700


CPP/QPP Payment Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4707

Employee Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4715

Employer Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4720

Excluded Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4725

Retirement Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4730

Death Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4735

Survivor Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4740

Disability Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4760

Appeals Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4770

Old Age Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4772

OAS Maximum Monthly Benefit Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4773

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4775

Factors to Consider with the Canada Pension Plan Program . . . . . . . . . . . . . . ¶4777

Checklist: Developing CPP Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4778




Pensions: Employer Sponsored Plans

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4800


Types of Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4807

Plan Text . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4820

Other Retirement Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4870

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4880

Checklist of Factors To Consider When Starting a Retirement Program . . . . ¶4881

Developing of Pension Policies Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4882


Letter Introducing Pension Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4886

Letter on Termination of Employment with a Registered Pension Plan . . . . . ¶4887

Provincial Health Care

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4900


Canada Health Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4907

Provincial Legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4910

Eligibility under Provincial Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4915

Coverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4925

Prescription Drug Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4930

Dental Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4938

Vision Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4940

Medical Coverage — Out of Province . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4942

Medical Coverage — Out of Country . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4944

Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4955

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4975

Taxation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4977

Medical Care and Hospital Care Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶4978

Group Life Insurance

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5000




Employee Eligibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5006

Benefit Amounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5010

Premium Payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5015

Employer and Employee Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5020

Selection of Coverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5025

Selection of Insurance Carrier and Broker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5028

General Provisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5030

Types of Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5050

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5080

Advantages of Group Life Insurance Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5081


Group Life Insurance Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5091

Flexible Benefit Programs

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5100


Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5107

Benefit Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5120

Plan Designs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5140

Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5165

Communication of Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5167

Post-Retirement Coverage and Flexible Benefits . . . . . . . . . . . . . . . . . . . . . . . . . ¶5169

Income Tax Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5172

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5175

Implementing a Flexible Benefit Plan — EmployerAdvantages/Disadvantages Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5177

Implementing a Flexible Benefit Plan — EmployeeAdvantages/Disadvantages Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5178

Implementing a Flexible Benefit Plan — Third Party Administrator Checklist ¶5179

Implementing a Flexible Benefit Plan — How to Select a Third PartyAdministrator/Vendor Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5180

Sample Forms And Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5185

Enrolment Form. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5186



Employee Assistance Programs

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5200


EAP Services Provided . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5212

EAP Features . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5215

EAP Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5225

EAP Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5230

EAP Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5235

EAP Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5240

Evaluation of an EAP Provider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5245

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5260

Factors to Consider When Starting an EAP — Checklist . . . . . . . . . . . . . . . . . . ¶5261

Corrective Referrals Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5262

Safeguarding Confidentiality Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5263


Letter Introducing a New EAP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5266

Letter Introducing an Employee Satisfaction Survey . . . . . . . . . . . . . . . . . . . . . . ¶5267

Employee Satisfaction Survey Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5268

Telework

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5300


Implications of Adopting Telework as a Work Method . . . . . . . . . . . . . . . . . . . . . ¶5310

Advantages and Disadvantages of Telecommuting . . . . . . . . . . . . . . . . . . . . . . . ¶5320

Telework and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5335

Privacy and Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5345

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5375

Suitability of Telework for the Workplace Checklist . . . . . . . . . . . . . . . . . . . . . . . ¶5377

Telecommuting Agreement Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5378


Telework Agreement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5388


Telework Guidebook — Suggested Sections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶5396


18 Employment Standards and Human Rights

¶6000 EMPLOYMENT STANDARDS AND HUMAN RIGHTS

Defining and Regulating the Employment Relationship

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6100


Jurisdiction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6107

Employee or Independent Contractor Relationship . . . . . . . . . . . . . . . . . . . . . . . . ¶6120

Minimum Age for Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6130

Documents Required by the Employer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6140

Mergers and Acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6175

Do Employment Standards Apply to All Employees? . . . . . . . . . . . . . . . . . . . . . . ¶6180

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6185

Employee or Independent Contractor Relationship Checklist . . . . . . . . . . . . . . ¶6186


Independent Contractor Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6191

Minimum Wage

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6200


History and Purpose of Minimum Wage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6206

Application of Minimum Wage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6207

Calculation and Payment of Minimum Wage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6220

Current Minimum Wage Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6225

Charges and Deductions from Minimum Wage . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6230

Priority of Claims to Wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6240

Recovery of Unpaid Wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6250

Call-In Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6260

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6275

Minimum Wage Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6276

Hours of Work and Overtime

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6300




Hours of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6307

Breaks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6320

Days of Rest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6330

Scheduling Work Hours . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6340

Rest Periods and Shift Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6345

Overtime . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6350

Application of Hours of Work and Overtime . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6360

Calculation and Payment of Overtime . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6365

Hours of Work Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6385

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6390

Hours of Work and Overtime Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . ¶6391


Hours of Work Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6396

Overtime Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6397

Statutory/General Holidays

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6400


History and Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6406

Length of Employment Necessary for Entitlement to Statutory Holiday . . . . . ¶6407

Public Holiday Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6408

Pay for Holidays Worked . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6410

Pay for Holidays Not Worked . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6420

Continuous Operations and Special Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6430

Holidays Occurring on Non-Working Days . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6440

Exemptions from Statutory Holiday Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6450

Qualifying for and Disentitlement to Statutory Holiday Provisions . . . . . . . . . . ¶6460

Collective Agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6465

Greater Right or Benefit: Ontario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6466

Civic Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6470

Statutory Holidays Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6475

Statutory Holidays Requirements Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6478

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6480



Statutory Holiday Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6481


Statutory Holidays Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6491

Vacations With Pay

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6500


Vacation Entitlement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6506

Effect of Statutory Holiday . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6530

Vacation Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6535

Vacationable Earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6540

Payment of Vacation Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6545

Exemptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6555

Payment on Termination of Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6565

Minimum Vacation Entitlement Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6570

Vacations with Pay Requirements Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6571

Vacationable Earnings Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6572

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6580

Vacations with Pay Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6581


Vacation Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6591

Maternity and Parental Leave

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6600


Qualifying Period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6607

Notice of Intent To Take Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6618

Length of Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6628

Entitlement to Benefits and Seniority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6640

Reinstatement Following Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6650

Employee Protections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6660

Special Provisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6667

Maternity/Parental Leave Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6675



Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6680

Maternity/Parental Leave Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6681


Maternity and Parental Leave Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6691

Miscellaneous Leaves of Absence

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6700


Sick Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6710

Emergency Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6715

Compassionate Care Leave/ Family Medical Leave . . . . . . . . . . . . . . . . . . . . . . . ¶6725

Bereavement Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6745

Reservists Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6750

Time Off for Voting at Elections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6760

Time Off for Jury Duty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6770

Personal/Family Responsibility/Democratic Leave Chart . . . . . . . . . . . . . . . . . . . ¶6778

Compassionate Care Leave Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6779

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6780

Personal/Family Responsibility/Democratic Leaves Practices Checklist . . . . . ¶6782


Absence Request Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6787


Bereavement Leave Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6792

Compassionate Care Leave Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6793

Personal Days Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6795

Jury Duty Leave Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6797

Short-Term Illness Leave Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6798

Individual Termination of Employment

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6800


Notice by Employer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6807

When Notice of Termination Not Required . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6820



Payment of Wages in Lieu of Notice of Termination . . . . . . . . . . . . . . . . . . . . . . ¶6830

Temporary Lay-off as Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6840

Notice by Employee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6855

Special Provisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6860

Individual Termination Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6870

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6875

Individual Termination of Employment Practices Checklist . . . . . . . . . . . . . . . . . ¶6876

Group Termination of Employment

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6900


What is Group Termination? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6907

Notice by Employer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6915

Employer/Employee Duties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6925

Group Notice Requirements Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6945

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6975

Group Termination Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶6977

Administration: Employee Records, Postings/Required EmployeeInformation, and Penalties

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7000


Employee Records . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7007

Statement of Wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7030

Posting and Required Employee Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7040

Penalties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7050

Employee Records Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7055

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7080

Record Keeping and Posting Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . ¶7081

Privacy

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7100




Current Privacy Provisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7107

Federal — PIPEDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7125

Current Provincial Private Sector Privacy Legislation . . . . . . . . . . . . . . . . . . . . . . ¶7145

Implications for the HR/Payroll Departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7165

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7175

Collection and Use of Data Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7177

Disclosure of Information to Third Parties Checklist . . . . . . . . . . . . . . . . . . . . . . . ¶7178

Privacy Policy Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7179


Privacy Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7191

On-the-Job Accommodation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7200



Legal Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7215

Duties and Responsibilities in the Accommodation Process . . . . . . . . . . . . . . . ¶7225

Disability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7230

Creed/Religion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7245

Sex (Pregnancy) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7250

Family Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7255

Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7260

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7275

Duties and Responsibilities in the Accommodation Process Checklist . . . . . . ¶7276

On-the-Job Accommodation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7277

Severance Pay

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7300


Entitlement to Severance Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7308

Calculation of Severance Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7325

Exceptions to Entitlement to Severance Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7340

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7380



Severance Pay Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7381

Discrimination and Harassment

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7400


Evolution of Human Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7407

What is Discrimination? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7410

Types of Discrimination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7420

Who Can Be Held Accountable For Discrimination? . . . . . . . . . . . . . . . . . . . . . . ¶7422

Prohibited Grounds of Discrimination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7425

Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7475

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7485

Checklist — Creating a Harassment-Free Workplace . . . . . . . . . . . . . . . . . . . . . . ¶7486

Checklist — Developing an Effective Harassment Policy . . . . . . . . . . . . . . . . . . ¶7487

Checklist — Dealing With Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7488

Checklist — Discrimination/Harassment-Free Workplaces . . . . . . . . . . . . . . . . . ¶7489


Sample Discrimination and Harassment Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7496

Policy: Freedom of Religion and Accommodation . . . . . . . . . . . . . . . . . . . . . . . . . ¶7498

Wrongful Dismissal

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7500


Nature of the Employment Relationship and the Contract of Service . . . . . . . ¶7507

Termination of the Employment Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7520

Just Cause for Dismissal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7525

Burden of Proof . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7535

Reasonable Notice of Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7540

Damages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7545

Wrongful Dismissal and Specific Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7560

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7575

Avoiding a Wrongful Dismissal Suit Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7577

Avoiding a Constructive Dismissal Suit Checklist . . . . . . . . . . . . . . . . . . . . . . . . . ¶7578



Hiring: Advertisements, Application Forms, and Interviews

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7600


Prohibited Grounds of Discrimination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7607

Advertisements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7620

Employment Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7625

Customer Preference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7630

Application Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7635

Job Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7640

Exceptions to Prohibition of Discrimination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7650

Pre-Employment Tests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7665

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7675

Permissible Questions Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7677

Hiring Practices Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7678

Employment Tests Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7679


Application for Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶7686


26 Health and Safety

VOLUME 2

¶9000 HEALTH AND SAFETY

Employer and Worker Duties, Rights, and Responsibilities

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9100


Internal Responsibility System (IRS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9107

Employer Duties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9110

Supervisor Duties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9125

Worker Duties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9130

Duties of Other Workplace Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9135

Refusals to Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9145

The Right to Refuse Unsafe Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9155

Corrective Action Plan (CAP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9160

Progressive Discipline as Part of CAP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9162

Progressive Discipline System — Stages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9163

Progessive Discipline Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9164

Standards for Discipline and Value of Progressive Discipline . . . . . . . . . . . . . . ¶9165

The Canada Labour Code, Part II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9170

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9175

Due Diligence Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9177

Health and Safety Policy Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9178

Document Posting Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9179

Health and Safety Program — General Elements Checklist . . . . . . . . . . . . . . . . ¶9180

Training Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9182

Determining Appropriate Disciplinary Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9183


Hazardous Conditions Report Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9187

Refusal to Work Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9188




Health & Safety Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9196

General Health & Safety Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9197

Hazardous Conditions Reporting Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9198

Refusal to Work Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9199

Workplace Inspections

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9200


History of Workplace Inspections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9207

Conducting Inspections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9210

Legislated Duties. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9215

Pre-Start Health and Safety Reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9245

Workplace InspectionPlanning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9260

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9275

Physical Conditions Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9276

Physical Inspection Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9277


Workplace Inspection Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9286

Equipment Check-Off Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9287


Workplace Inspection Procedure — JHSC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9296

Workplace Inspection Procedure — Management . . . . . . . . . . . . . . . . . . . . . . . . . ¶9297

Joint Health and Safety Committees

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9300


Employer Duties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9307

Where Committees/Representatives Required . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9315

Selection of Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9320

Committee Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9325

Duties and Functions of the Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9330

Certified Members of Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9335

Confidentiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9345



Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9375

Joint Health and Safety Committee Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9377

Checklist: Making your Committee Effective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9378


Letter Inviting Employees to Fill a JHSC Vacancy . . . . . . . . . . . . . . . . . . . . . . . . ¶9386


Employee Reporting Responsibilites Policy: Hazards . . . . . . . . . . . . . . . . . . . . . ¶9391

Sample Guidelines for the Structure and Function of a JHSC . . . . . . . . . . . . . ¶9392

Accident and Incident Investigations

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9400


Notification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9407

Proactive Steps for Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9435

Investigating Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9445

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9475

Accident/Incident Investigation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9476


Accident/Incident Investigation Report Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9486

Critical Injury Form — Witness Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9487

Critical Injury Form — Injured Worker’s Statement . . . . . . . . . . . . . . . . . . . . . . . . ¶9488

Critical Injury Form — J.H.S.C. Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9489

Critical Injury Form — J.H.S.C. Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9490

Critical Injury Form — Employer’s Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9491


Accident and Incident Investigation Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9496

Personal Injury Reporting Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9497

Emergency Guidelines and Procedures

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9500


Reasons To Implement Emergency Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9507

Legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9510



Fires . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9520

Emergency Spill Kits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9535

Housekeeping and Emergency Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9540

Developing an Emergency Response Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9545

Severe Acute Respiratory Syndrome (SARS) Control Program . . . . . . . . . . . . ¶9560

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9575

Emergency Action Plan Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9576

Checklist: Auditing Your Emergency Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9577


Contractor Responsibilities Sign-Off Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9586

Monthly First Aid Supplies Check . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9587

Housekeeping Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9588

First Aid Injury Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9589


Bloodborne Pathogens Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9596

Bomb Threat Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9597

Emergency Response Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9598

Occupational Health and Safety Training

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9600


Legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9610

Evaluating Training Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9625

New Employee Orientation Topics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9635

Supervisor/Manager Generic Health and Safety Training Topics . . . . . . . . . . . ¶9645

Health and Safety Training Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9660

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9675

Checklist: Auditing Your Training Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9676

New Employee Orientation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9677

Checklist: Tips for Trainers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9678


Course Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9686

Training Sign-Off . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9687

Employee Training Record . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9688



Letter from Training Consultant/Supplier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9689

New Employee Health and Safety Orientation Practical Test . . . . . . . . . . . . . . ¶9690


Procedure: Training Program Effectiveness Assessment . . . . . . . . . . . . . . . . . . ¶9696

Procedure: New Employee Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9697

Manual Material Handling

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9700


Legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9707

Health Effects of MMH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9710

Chronic Back Pain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9715

Pushing and Pulling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9745

Relevant Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9755

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9775

Checklist: Factors to Consider in an MMH Workplace Audit . . . . . . . . . . . . . . . ¶9776

Reducing Material Handling Injuries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9777


Physical Demands Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9786


Safe Lifting and Carrying Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9796

Safe Pushing and Pulling Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9797

Chemical Hazards

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9800


Legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9807

Designated Substance Exposure Limits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9825

Health Effects of Hazardous Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9835

Variables Affecting Hazardous Substance Exposure . . . . . . . . . . . . . . . . . . . . . . ¶9845

Solvents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9850

Control Methods Used for Prevention of Hazardous Substance Exposures ¶9855

Control Locations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9870



Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9875

Auditing Hazardous Substances and Control Checklist . . . . . . . . . . . . . . . . . . . . ¶9876

WHMIS: Workplace-Specific Training Outcomes Checklist . . . . . . . . . . . . . . . . . ¶9877


Controlled Product Approval Request Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9886

WHMIS Controlled Products Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9887


Chemical Procurement Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9896

Ergonomics and Workplace Design

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9900


Role of Ergonomics in the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9907

Musculo-Skeletal Injuries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9915

Work Station Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9935

Work Environment Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9945

Tool Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9955

Machine-Paced Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9965

Relief from Repetitive Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9970

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9975

Ergonomic Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9976

Ergonomic Chairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9977


Ergonomics Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9986

Work Station Ergonomics Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶9987


Procedure for Setting up an Ergonomics Program . . . . . . . . . . . . . . . . . . . . . . . . ¶9996

Ergonomics Procedure: Video Display Terminal Operators . . . . . . . . . . . . . . . . ¶9997

Stress Management

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10000


Sources of Stress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10007



Employer/Employee Costs of Stress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10040

Dealing with Workplace Stressors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10045

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10075

Signs of Stress Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10076

Alcohol and Drug Addiction

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10100


Employer and Employee Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10107

Drug and Alcohol Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10120

The Role of Employee Assistance Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10145

Cases Involving Workplace Drug or Alcohol Use . . . . . . . . . . . . . . . . . . . . . . . . . ¶10165


Drug and Alcohol Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10191

Fragrances in the Workplace

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10200


The Issue: Reactions to Chemicals in Fragrances . . . . . . . . . . . . . . . . . . . . . . . . ¶10207

Tackling Indoor Pollution. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10210


Fragrance Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10301

Pandemic Flu Preparation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10400

Current Experience with Medical Emergencies . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10402


Obligations on Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10406

Essential Steps To Prepare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10412

Application of Fundamental Employment Legislation — Health and Safety . . ¶10418

Health and Safety — Bill C-45 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10435

Employment Legislation — Human Rights and Public Health . . . . . . . . . . . . . . ¶10439

Employment Legislation — Employment Standards . . . . . . . . . . . . . . . . . . . . . . . ¶10447



Employment Legislation — Workers’ Compensation . . . . . . . . . . . . . . . . . . . . . . . ¶10449

Other Legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10455

Federal Legislation To Prepare for Public Emergencies . . . . . . . . . . . . . . . . . . . ¶10463

Quasi-Criminal Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10469

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10475

Key Elements of a Pandemic Flu Preparation Checklist . . . . . . . . . . . . . . . . . . . ¶10476

Workplace Harassment and Violence

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10500


Evolution of Workplace Harassment and Violence Legislation . . . . . . . . . . . . . ¶10507

Ontario’s Legislation 2009-10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10510

Workplace Harassment Investigations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10516

Workplace Violence Risk Assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10520

Internal Responsibility System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10530

Work Refusals, Reprisals, and Prosecutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶10538

Controlling Workplace Harassment and Violence . . . . . . . . . . . . . . . . . . . . . . . . . ¶10548


34 Performance Management

¶12000 PERFORMANCE MANAGEMENT

Performance Management Processes

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12100


Benefits of Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12107

The Performance Management Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12111

Avoiding Rater Bias . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12119

Personal Development Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12131

Developing a Performance Assessment Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12137

Organizational Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12153

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12175

Effective Performance Management Policy Checklist . . . . . . . . . . . . . . . . . . . . . . ¶12176

Checklist for the Design of the Performance Review Form . . . . . . . . . . . . . . . . ¶12177

Checklist: Planning for a Constructive Feedback Session . . . . . . . . . . . . . . . . . ¶12178


Performance Review Form. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12186


Performance and Productivity Indicators and Cost Factors in HRManagement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12196

Employee Development

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12300


Employee Development Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12306

Competencies, Skills, Knowledge, and Behaviours . . . . . . . . . . . . . . . . . . . . . . . ¶12307

Designing Competencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12315

Succession Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12325

Development Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12335

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12375

Sample Developmental Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12376

Management Competencies Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12377

Management Development Competencies Checklist . . . . . . . . . . . . . . . . . . . . . . ¶12378




Employee Development Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12391

Attendance Management

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12400


Cost of Absenteeism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12407

Identifying and Managing Attendance Problems . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12410

Types of Absenteeism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12425

Excessive Absenteeism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12435

Developing an Attendance Management Program . . . . . . . . . . . . . . . . . . . . . . . . ¶12460

Attendance Management Decision Flow Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12465

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12475

Effective Attendance Management Program Checklist . . . . . . . . . . . . . . . . . . . . ¶12476


Attendance Management Letter (First Letter) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12486

Attendance Management Letter (Second Letter) . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12487

Attendance Management: Termination Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12488

Standard Medical Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶12489


Attendance Awareness Program: Sample Table of Contents . . . . . . . . . . . . . . ¶12496


36 Labour Relations

¶13000 LABOUR RELATIONS

Grievances and Arbitration

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13100


Labour Arbitration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13107

Grievance Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13115

Referral to Arbitration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13140

Alternative Dispute Resolution (ADR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13160

Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13165

Grievance Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13170

Arbitration Awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13175

Judicial Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13177

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13180

Preparation for Grievance Procedure Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13181


Sample Grievance Clause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13186

Discipline

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13200


Unacceptable Behaviour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13207

Just and Sufficient Cause. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13210

Progressive Discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13220

Other Penalties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13225

Problems Associated with Discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13240

Collective Agreements — Clauses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13250

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13275

Discipline: General Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13276

Checklist: Items to Include in a Disciplinary File . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13277

Insubordination Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13278




Disciplinary Meeting Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13286

Letter of Warning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13287

Letter of Suspension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13288

Letter of Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13289


Discipline Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13296

Discipline and Termination Policy — Non-Union, Hourly Rated Employees . . ¶13297

Discipline and Termination Policy — Salaried Employees . . . . . . . . . . . . . . . . . . ¶13298

Collective Bargaining

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13300


Canada’s Labour Law Jurisdictions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13307

Recognizing Employees’ Right to Union Representation . . . . . . . . . . . . . . . . . . ¶13310

Collective Agreement Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13313

Bargaining Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13320

The Negotiation Dynamic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13345

Communications During Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13348

When Collective Bargaining Reaches an Impasse . . . . . . . . . . . . . . . . . . . . . . . . ¶13352

Ratification/Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13360

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13375

Documentation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13377


Sample Union Demand in Single Clause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13386

Sample Memorandum of Settlement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13387


Collective Bargaining Procedure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13396

Strikes and Lockouts

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13400


Conciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13407

Strikes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13410


38 Labour Relations

Lockouts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13425

Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13430

Secondary Picketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13435

Crossing Picket Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13440

Violence During a Strike . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13445

Negotiating Return-to-Work Protocols . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13455

Responding to a Wildcat Strike. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13460

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13475

Strike Contingency Planning Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13477


Letter to a Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13486


Striking Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13496

Contracting Out

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13500


Reasons Employers Contract Out . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13507

Contracting Out as an Anti-Union Tactic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13525

Recognition Clauses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13535

Contracting Out vs.Contracting In . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13545

Acting in Good Faith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13555


Restrictive Contracting Out Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶13586

Clauses Including Contracting Out As Part of Technological Change . . . . . . . ¶13587


Contracting Out of Work Under a Collective Agreement . . . . . . . . . . . . . . . . . . . ¶13591



¶15000 TRAINING AND DEVELOPMENT

Training and Development Overview

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15100


Benefits of Training and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15107

Training Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15110

Successful Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15120

Training Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15130

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15175

Training Recommendations Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15176

Training Deliverables Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15177

How to Maximize Training Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15178


Letter Sent to Participants Prior to Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15186

Level 1 Evaluation Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15187

Orientation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15200


Benefits of Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15207

Management Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15226

Orientation Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15230

Orientation Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15255

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15275

New Hire Orientation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15276

Date of Hire Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15277

New Hire Orientation Start Date Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15278

Three-Month Probationary Review Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15279

Management Orientation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15280


New Employee Orientation Welcome Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15286


40 Training and Development


One-Day Classroom Orientation Session: Agenda-at-a-Glance . . . . . . . . . . . . ¶15292

Needs Assessment

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15300


When to Conduct a Needs Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15307

Benefits of NeedsAssessment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15310

Conducting an Effective Needs Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15320

Assessing Learning/Training Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15323

Needs Assessment Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15330

Needs Assessment Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15340

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15375

Designing Questions for Needs Assessment Surveys and Interviews. . . . . . . ¶15376


Factors That Affect Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15392

Data Collection Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15394

Design and Development of Training

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15400


Designing the TrainingProgram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15407

Developing the Training Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15425

Instructional Methods/Training Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15450

Sequencing Training Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15452

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15475

Methodology Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15477

Tips for Instructional Designers Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15478

Checklist for Writing Learning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15479


Sample Lesson Plan Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15486



e-Learning

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15500


Benefits of e-Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15507

Types of e-Learning Training Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15510

Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15520

The e-Learning Training Program Design Process . . . . . . . . . . . . . . . . . . . . . . . . ¶15535

e-Learning Model: Building an In-House e-Learning Training Program . . . . . ¶15550

Recommended Design Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15575

When to Avoid e-Learning Training Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15578

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15580

e-Learning Team Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15582

Reasons to Implement an e-Learning Training Program . . . . . . . . . . . . . . . . . . . ¶15583

Design Principles for Web-Based Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15584


Technology Audit Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15596

Selection of an e-Learning Training Supplier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15597

Team Building

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15600


Effective Team Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15607

Benefits of Team Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15615

Successful Team Building Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15620

Guidelines for Effective Team Membership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15625

Building High-Performance Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15630

Stages of Group Development for a High-Performing Team . . . . . . . . . . . . . . . ¶15640

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15675

Checklist for Conducting an Outstanding Team Meeting . . . . . . . . . . . . . . . . . . ¶15677

Team Building Activities Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15679

Characteristics of High-Performing Teams Checklist . . . . . . . . . . . . . . . . . . . . . . ¶15681

High-Performing Team Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15683


Post-Meeting Reaction Form — Evaluation of Group/Team Effectiveness . . . ¶15686


42 Training and Development

Facilitation

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15800


Role of the Facilitator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15807

Competencies of a Successful Facilitator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15816

Icebreakers and Energizers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15818

Presentation and Visual Facilitation Aids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15820

Developing Ground Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15822

Questioning as a Facilitation Tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15824

Speaking with Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15826

Co-Facilitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15830

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15875

Room Preparation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶15876

Facilitator’s Checklist for a Train-the-Trainer (T3) Session . . . . . . . . . . . . . . . . . ¶15877

Evaluation of Training

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16000


Evaluation Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16007

Approaches to Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16010

Formative and Summative Evaluation Comparison Chart . . . . . . . . . . . . . . . . . . ¶16011

Alternative Approaches to Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16015

Kirkpatrick’s Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16016

Principles of Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16020

Reporting the Results of Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16024

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16075

Evaluation Methods and Examples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16077


Level One (Reaction) Evaluation Form — Sample . . . . . . . . . . . . . . . . . . . . . . . . ¶16087

Course Evaluation Form — Sample . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16089

Coaching and Mentoring

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16200




Coaching: Building the Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16207

Types of Coaching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16215

The Coach’s Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16219

Selected Competencies of Effective Coaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16223

The Five Phases of Coaching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16227

Choosing an Internal or External Coach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16235

Mentoring: Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16240

Formal Versus Informal Mentoring Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16242

Five Essential Components of Mentoring Programs . . . . . . . . . . . . . . . . . . . . . . . ¶16244

Tips to Ensure Successful Mentoring Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16246

Potential Traps To Avoid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16248

Managing the Mentoring Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16250

Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16270

Effective Coaching: Critical Success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16272

Performance Coaching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16274

Selecting a Mentor: Ideas for Consideration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶16276

¶50000 SOURCES OF FURTHER INFORMATION

Strategic Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶51000

Staffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶52000

Compensation and Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶54000

Employment Standards and Human Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶56000

Health and Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶58000

Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶60000

Labour Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶61000

Training and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¶62000


STRATEGIC HUMAN

RESOURCES


DEVELOPING A HUMAN RESOURCESSTRATEGY

¶1100 OVERVIEW

Strategic Planning is defined as the process by which ● developing an HR strategy, both in thean organization envisions its future and develops strat-egies, goals, objectives, and action plans to achieve that — organizational context, andfuture.

In this section, the following aspects of developing a — sectoral- or industry-specific context; andhuman resources strategy are discussed:

● human resources strategy objectives; ● the components of a strategic plan.

¶1105 PRACTICAL APPLICATION

¶1107 Human Resources Strategy ¶1112 Developing a HumanResources StrategyObjectives

The Organizational ContextA human resources strategy is a comprehensive planBeginning in the post-war era, the HR function hasof the relationship between overall corporate strategysought to define itself as a distinct profession in theand the human resources management component ofworld of specialized expertise. Increasingly, corpora-

that strategy. Typically, a human resources strategic tions and organizations have come to realize the valueplan has a number of objectives, and includes and concomitant advantage of organizational effec-

tiveness, and of having an HR presence at the ‘‘table’’.● ensuring that the human resource management

While corporate strategic plans deal with market pres-function supports the achievement of businesssures, changing service modalities, business cycles,objectives;skills shortages, and global issues, HR strategic plansare expected to catalyze drivers and deliver results for● promoting a working environment and culture thatenterprise success. In fulfilling these expectations, HRmeets the objectives of the HR and corporate plan;is redefining itself as a respected strategic partner.

● advancing personal and career development for allSectoral or Industry-Specific Contextemployees so that they can reach their potentialPublic Sectorand contribute to the achievement of strategic

objectives; and ● Government: In a public service context, thevision, mission, and shared values of the govern-

● strengthening and extending the collaborative pro- ment of the day are normally developed, dissemi-cess, and other consultative, participative, and com- nated, and monitored centrally. Constituent depart-munications processes across the organization. ments, ministries, crown corporations, agencies, and

¶1100 © 2010, CCH Canadian Limited

Developing a Human Resources Strategy 45

commissions are tasked with the formulation of ¶1120 Components of a Strategicaction plans. Human resources strategic planning is Planbased on direction and guidance from central agen-

Components of a strategic plan may includecies such as the Treasury Board, federally, and theManagement Board Secretariat, provincially. At the ● the long-term goals and priorities of the organiza-municipal level, HR departments follow council tion;leadership and decisions on strategic issues.

● an analysis of shared vision/values;● Non-Governmental Organizations: Developing

● human resources management challenges and bar-strategic plans in non-governmental organizations is riers;dependent on the principles enunciated in organi-

● demographic assessment;zational charters, articles of incorporation, or in● an assessment of organizational effectiveness;some instances, registration of charitable status or

non-profit status.● internal labour market capability skills inventory;

● Industry/Sector Associations: National, provin- ● succession planning to meet organizational strategy;cial, and geographical associations have a common-

● recruitment, retention, and diversity;ality of interests and shared values and objectives.● human capital investment (training and develop-They may formulate strategic plans that may also

ment plans);address industry-wide HR strategic planning. Forexample, a number of sectoral human resources

● human resources management systems (HRMS);councils are supported by Human Resources and

● employee performance evaluation;Skills Development Canada. These include theSoftware Human Resource Council, Canadian ● compensation strategy (aligning compensation forTourism Human Resource Council, Biotechnology performance results);Human Resource Council, Cultural Human

● employee/labour relations trends;Resources Council, Textiles Human Resources

● a communications plan to disseminate informationCouncil, Canadian Technology Human Resourceson human resources initiatives; andBoard, the Installation, Maintenance and Repair

Sector Council, and 22 other sector councils. ● an HR audit plan to maintain alignment with thecorporate plan and provide for periodic review ofthe HR strategic plan.Private Sector

These components may be included in the strategic● Corporate Plans: Strategic planning in the private plan in whole or in part. An attempt should be made,

sector is an internal corporate function. In some for the benefit of stakeholders, to rank them in termsenvironments, especially larger or more complex of priority within the context of available resourcesones, it is a dedicated, specialized function, while in once the plan is finalized.smaller enterprises, it is the role of the managerial

The development process for a strategic plan has ateam or managerial hierarchy.number of prerequisites, and requires that existing

● Industry/Association Objectives: Private-sector policies, procedures, systems, product demand, marketemployers may be members of industry associations forecasts, and service plans, be melded into the plan.or co-operatives, and may derive strategic issues In terms of the individual plan components, the listfrom their membership. For transnationals, the HR below serves as a guide for the collection and collationprofessional should be aware of, and factor in, of the plan context. The HR professional should keepwhere appropriate, global business considerations in mind that the absence of these prerequisites, sys-such as country-specific or economic-union labour tems, or tools would, on their own, trigger a separatelaws, dealing with employment standards and development process that may require internal orworker rights. external resources.

Ultimate HR Manual — Student Edition ¶1120


FLOWCHART FOR THE DEVELOPMENT OF AN HR STRATEGIC PLAN

ORGANIZATION MISSION AND

PLAN

HR STRATEGIC PLAN

Compensation and Benefits

Training and Development

Employee and Labour Relations

Occupational Health and Safety

Policy Analysis& Metrics

Policy Analysis

Policy Analysis & Metrics




Strategic Plan Components

Input From Analysis and Measurement

Fig.1 The results of Policy analysis, and the use of metrics, on each HR sub-function, provide the input for each constituent component of the HR Strategic Plan. The Plan is

integrated with the organizational plan and validated against the Vision/Mission statement.

& Metrics

Pay andEmploymentEquity

SuccessionPlanning



Long-Term Goals and Priorities of the been written about the age-related ‘‘booms andOrganization echoes’’ of the labour market. Workforce statistics may

reveal characteristics that may be positively or nega-This component is derived from the organizationaltively impacted by external trends. These would pro-vision statement, mission statement, corporate plan,vide a basis for projection of recruitment, training, andbusiness charter, articles of incorporation, or leader-retention needs.ship and management agendas. Long-term goals and

priorities may also be derived from internal consensusAssessment of Organizationalor surveys.Effectiveness

Analysis of Shared Vision/Values A pitfall in the development of a strategic plan is theassumption that one would need to start with a cleanGovernance models, decisions by boards of directors,slate. A considered assessment should be undertakenworkforce surveys, and internal cultures all provideof how effective current plans are. It may be thatsources for the identification and analysis of sharedmoderate tweaking in a new HR strategy is all that isvalues and a common vision of the organization.needed. Effectiveness may be gauged by internal con-

Human Resources Management sultation with senior management, employee input,Challenges and Barriers clients’ input, surveys, and in some cases, outsourcing

the process. It may require the development or acqui-Modern workforces are characterized by the mostsition of measurement tools for accurate gauging.educated, rights-aware workers in the history of civili-

zation. This ‘‘new worker’’, educated and rights-aware,Internal Labour Market Capability Skillsand supported by a constantly changing legislativeInventoryrubric of human rights, employment standards, health

and safety, employment, and pay equity, poses a great The development of a strategic HR plan gives rise tochallenge in terms of ‘‘buy-in’’ to any strategic plan. the need for a comprehensive occupational data anal-When this is layered with a cultural differentiation in ysis, and incumbent match in terms of the occupa-diversity environments, the inclusion of vision and tional data identified. This involves reliance on a jobvalues in the development of a strategic human classification system that captures the essence of eachresources approach is a daunting process. job by describing the tasks needed to perform the job

responsibilities. Each task is analyzed for its relevanceDemographic Assessment and accuracy. The collateral requirement in the crea-

tion of a capability skills inventory is the establish-This component of a strategic plan requires labourment of a database, by incumbent or employee, listingmarket research, initially on a general level, and subse-education, skills, experience, and other profiles.quently on an internal level. The contrast or ‘‘gap’’

between the two may provide a basis for the formula-tion of strategy to address issues that arise. An example Succession Planning to Meetof the labour market data that may be collected is Organizational Strategy‘‘participation rates’’. These rates are published by Sta-

Planning and forecasting the need for replacementtistics Canada and are expressed as the percentage oflabour in specific positions has a dependency on thethe population eligible to participate in the labourinternal labour market skills and abilities inventory. Amarket, versus those that actually do. The rates differ-strategy of employee succession must take intoentiate between males, females, and age strata, andaccount the results ofcapture longitudinal trends. (An example of this is the

declining male participation rates in recent years due ● corporate/organizational plans;to a variety of factors such as age, disappearance of

● occupational/job analysis of jobs required by theindustries marked by high percentages of maleprovision of services or production;workers, the rise of the service sector and high female

participation in that sector, etc.) In addition, much has ● internal capability/skills/abilities inventories;



● training and development plans (human capital Human Capital Investment (Training andinvestment); Development Plans)

Perhaps one of the most difficult components of a● labour market trends;strategic plan is the investment in employees through

● compensation plans; and training and development. While needs assessmentsare invaluable in shaping direction in this area, budg-

● projected timelines in other corporate plans.etary issues usually constrain attempts at skilling andre-skilling. Traditionally (and currently), most

Recruitment, Retention, and Diversity employers prefer to buy skills ‘‘off the shelf’’. As dis-cussed under the previous components, this strategyA strategic plan must address the competition forleads to an unhealthy dependence on shifting labourskilled workers, employee turnover rates, and a repre-markets and demographics. There is also a warning tosentative workforce. The plan should forecast recruit-be issued here: If training and development needs arement needs and the effectiveness of presentderived from performance evaluations, there must beapproaches, as well as comment on the need for theira reasonably prompt and feasible follow-up. The cred-modification in the future.ibility and viability of a performance evaluation pro-

The plan should differentiate between ‘‘healthy’’ turn- gram is precariously balanced on the organizationalover rates and excessive rates, which result in excessive will to carefully consider its content.costs. Normal rates may be derived from comparison

Human Resources Management Systemsestimates of the cost of hiring, orienting, and training a(HRMS)new employee. Estimates of turnover costs vary

greatly, from only a few thousand dollars for hourly Another difficult-to-articulate component of an HRemployees, to between $75,000 and $100,000 for sala- strategic plan is human resources management sys-ried employees and top executives. The annual com- tems: their introduction, efficacy, flexibility, and relia-pensation costs of an organization may suffer an bility are factors to be considered in their inclusion inimpact of from 25% to almost 200% of budget. There the plan to meet future HR needs. Some organiza-are also costs in customer service disruption; morale; tions use stand-alone HR systems independent of cor-burnout/absenteeism among remaining employees; porate systems, while others have a fully integratedand loss of skills, experience, continuity, and ‘‘corpo- HRMS. Usually, the long-term corporate strategy willrate memory’’. form the basis of the criteria for the selection of an HR

system. Typically, larger enterprise systems have anRetention is also a key issue in a strategic plan. TheHR module add-on. If the capability does not exist in-future is commonly addressed in strategic plans, buthouse, an outsourced feasibility study may have to bethe present must also be considered. Job satisfaction iscommissioned. From an HR perspective, the strategica key factor in retaining employees, especially keyplan should comment on the ability of the chosen oremployees who have contributed to growth and suc-installed system to meet the requirements of legisla-cess. The plan might give top priority to retention oftion such as the Personal Information Protection andthese employees as a strategy. Experience has shownElectronic Documents Act (PIPEDA), and other fed-that an employee’s job satisfaction is determined byeral and provincial privacy Acts.the quality of his or her relationship with his or her

manager. A strategy sometimes employed is to factor For more information, see HR Management Systemsin turnover rates in awarding managerial bonuses. at ¶1888.A good plan should also deal with the creation and Employee Performance Evaluationmaintenance of a diverse workforce. Ethnic and immi-grant markets have been typified as untapped labour A performance evaluation process must be alignedmarkets, with work-ready candidates. In addition, with the organization’s strategic plan. An HR strategicdiversity, as a strategic principle, spawns good commu- plan would address the issue of whether an installednity relations and ‘‘best’’ employer labels. system is synchronized with the organizational plan,



and whether it can meet future challenges in the Employee/Labour Relations Trendsprovision of service, or in the production process.

The strategic plan may include a discussion and theOrganizations that have an installed and relevant per-possible impact of the following trends in HR man-formance evaluation program achieve overall businessagement:performance and productivity gains. To be relevant

and add value to the organization, the performance● employee expectations of work–life balance;evaluation process should, at a minimum● increasing numbers of retirements;

● set clear, achievable individual goals,

● labour and skills shortages;● align individual goals with corporate goals,

● assess the need for a personal employee develop- ● continuous learning requirements;ment plan, and

● focus on global issues;● reward performance or recommend corrective

behaviour. ● changing definition of family and its financialimpact on total compensation;

Compensation Strategy (Aligning● use of technology in all operational aspects of the

Compensation for Performance Results) enterprise;Another fundamental prerequisite to the development

● rise in health care costs as a result of an ageingof a strategic HR plan is the formal articulation of anpopulation;enterprise-wide compensation philosophy tied to the

mission statement and business plan. This should not● loss of industries/jobs to developing countries;merely put forth that ‘‘our wages and salaries are com-

petitive’’, but should be more in the vein of ‘‘reward ● growing complexity of the employment and labourfor performance and fairness in application’’. Some law environment and legal compliance;companies commit to paying at the surveyed market

● employee expectations of frequent and meaningfullevel, while others compensate above market level toattract the best talent. Internal consistencies are para- communication;mount to the perception of fairness and adequacy of

● increasing attempts at unionization in specific sec-salary levels. While gender-based consistency is legisla-tors; andtively dictated, non-gender-based relativities within

the organization should also be continually analyzed.● the need for risk assessment and management inThe plan should include

the organization.● a clear statement of the organization’s compensa-

tion philosophy, A Communications Plan to Disseminate● an analysis of market compensation trends, Information on the HR Strategic Plan

● an analysis of internal systems and their ability to It is imperative that, once a strategic plan has beenalign with performance results, and processed through the consultative and draft revision

process and is finalized, a measured and planned● an assessment of the appropriate compensationscheme to meet future needs. approach to promulgate its content, conclusions, and

objectives be implemented. This may take the form ofWage, salary, and total compensation surveys are avail-articles in newsletters, the Intranet, or special meetings.able at no charge or on a fee basis from StatisticsIt is also advisable in unionized environments to dis-Canada, compensation consultants, Web-based com-cuss appropriate parts of the plan with the unionpanies, and industry associations. Also, most partici-

pants in surveys receive the findings at no charge. leadership, to facilitate buy-in and consensus.



HR Audit Plan to Maintain Alignment sure expected progress in the plan. It should certifywith Corporate Plan and Provide for that strategic objectives are being met. An audit mayPeriodic Review of the HR Strategic be conducted by an internal auditor, an internal com-Plan mittee, or by external outsourcing.

It is important that the strategic plan provide for anaudit mechanism to ensure adherence, and to mea-



¶1175 CHECKLISTS

¶1177 Human Resources Strategy Checklist● The long-term goals and priorities of the organization

❏ Is there a vision, mission statement, or corporate plan or document that speaks about these?

● An analysis of shared vision/values

❏ Can the shared organizational vision and values be derived from the governance model? Board of directors’decisions? Surveys?

● Human resources management challenges and barriers

❏ What information can be gathered internally or externally to ascertain current issues and challenges inhuman resources management?

❏ Is there a need for this information to be on hand on a continuing basis (e.g., subscriptions to journals, legalreporting services, and HR information providers)?

❏ Is there a need for further professional development to remain current on issues (e.g., conferences, seminars,conventions)?

● Demographic assessment

❏ Is there the facility and time to conduct research on external and internal labour markets?

❏ Is outsourcing appropriate?

● An assessment of organizational effectiveness

❏ Are resources available to conduct organizational surveys of employees, customers, or clients (e.g., surveydesign, program design, administrative support, scoring, feedback)?

❏ What are stakeholders’ perceptions of operational and management practice?

❏ Is the relationship between organizational effectiveness and the culture and psychology of the workplaceevident?

● Internal labour market capability skills inventory

❏ Are there systems in place to capture capabilities and skills of employees?

❏ Do employment forms, performance appraisals, or other forms need to be modified?

❏ Is it appropriate to computerize the database?

❏ Are there confidentiality safeguards for the information collected?

● Succession planning to meet organizational strategy

❏ Is there a need to conduct job analysis?

❏ Is there a complete skills inventory?

❏ Is there a training and development plan?

❏ Have labour market trends been captured?

❏ Are compensation plans formalized and updated?



❏ Are there projected timelines for the introduction or termination of products and services in othercorporate plans that may affect the staffing establishment?

● Recruitment, retention, and diversity

❏ Are tools in place to forecast recruitment needs and the effectiveness of current recruitment approaches?

❏ Have turnover rates been calculated and costed?

❏ Is there a regularly scheduled job satisfaction survey?

❏ Are candidates and new employees given the opportunity to voluntarily self-identify as members ofminority groups?

● Human capital investment (training and development plans)

❏ What is the organization’s philosophy in terms of investing in people?

❏ What are the budgetary caps for training and development?

❏ Are training and development needs linked to performance evaluation?

❏ Is there a need for a cost-effectiveness study of internal versus outsourced training and development?

● Human Resources Management Systems (HRMS)

❏ Should the HRMS system be stand-alone or integrated with the main or other enterprise systems?

❏ If the HRMS is an add-on module, will it meet current and longer-term needs?

❏ Will the HRMS meet confidentiality and privacy requirements in legislation?

● Employee performance evaluation

❏ Are job descriptions current and validated by supervisors and employees?

❏ Are the performance measurement items on the performance evaluation forms linked to the job descrip-tions?

❏ Do the performance evaluations set clear, achievable individual goals?

❏ Are these individual goals aligned with corporate goals?

❏ Does the process accurately assess the need for a personal employee development plan?

❏ Does the performance evaluation system reward performance or outline corrective action for improve-ment?

● Compensation strategy (aligning compensation for performance results)

❏ Is there a clear statement of the organization’s compensation philosophy?

❏ Has an analysis of market compensation trends been conducted?

❏ Is an analysis of internal systems and their ability to align with performance results warranted?

❏ Has an assessment of the appropriate compensation scheme to meet future needs been conducted?

● Employee/labour relations trends

❏ Have policies and procedures been vetted to provide for a work–life balance that meets employerrequirements and employee needs?

❏ Do statistics exist on the projected number of retirees by timeline?



❏ Is information available from the recruitment process on the challenges of sourcing candidates to assesslabour and skills shortages?

❏ Are employees and candidates afforded the opportunity for continuous learning?

❏ Is the use of technology in all operational aspects of the enterprise monitored?

❏ Is there a calculation of a possible rise in health care costs as a result of an ageing population?

❏ Is there a need to conduct a compliance audit to deal with the growing complexity of the employment andlabour law environment?

❏ Is there an established, regular communication mechanism (e.g., newsletters, Intranet) to meet employeeexpectations of frequent and meaningful communication?

❏ In a non-union environment, is there a need to formulate an approach (with legal counsel) in the event ofan organizing drive?

❏ Is there a need or plan for risk assessment and management in the organization?

● A communications plan to disseminate information about the Human Resources strategic plan

❏ Are there existing channels of communication that may be used to introduce the strategic plan?

❏ Is a group information approach appropriate?

❏ In unionized environments, can it be placed on the labour/management consultative meeting agenda?

● An HR audit plan to maintain alignment with the corporate plan and provide for periodic reviewof the HR strategic plan

❏ Is there an audit mechanism in place to ensure adherence to the plan and measure expected progress?

❏ Should the audit be conducted by an internal auditor, an internal committee, or by external outsourcing?



¶1185 SAMPLE FORMS AND LETTERS

¶1186 In Preparation for the Development of an HR Strategic Plan —

Diagnostic FormIntroductory comment on the organization’s direction through vision and mission statements.

Projected modifications in the governance/business model for a period of years from the present.

Review and Analyze the following:

A. Corporate/Business Plans

Anticipated mission/operational changes

Expected changes in organization/position structures

Anticipated changes in supervisory/managerial complement

Projected increase/decrease in workforce complement



Comment on suitability of the skills and abilities inventory

B. Budget Considerations

Budget philosophy or goals

HR funding levels

Compensation/payroll issues and costs

Projected increase or decrease in staffing and ancillary costs

Turnover costs



C. External Factors To Be Considered inPlan Development

Social changes

Employment trends/patterns

Legislative changes (current and expected) and court decisions

Technological changes

Labour Market Considerations

Supply of Labour Analysis

1. Determine the future availability of labour by conducting a workforce analysis to include turnover data,retirement rates, retirement projections, promotions, resignations etc.

2. Identify vulnerable positions as a result of the statistics in the workforce analysis

3. Diversity profiles

4. Current and desirable supervisory/non-supervisory ratio

Labour Demand Analysis

Review workloads and operational needs for future timeline. Forecast specific staffing needs in light of themission and vision in the strategic plan.

Forecast approximate numbers by:

1. Job classification

2. Position location

3. Overall organization context (place on the organizational chart)



Analyse the GAP

Comment on the resource load:

Compare current available resources (Supply Analysis) with needed resources (Demand Analysis) in the projec-tion period. Address deficits, surplus, and issues of critical impact.

Production of a Draft Action Plan

Specific activities, revisions, modifications, adjustments, replacements to address the significant gaps identified inthe gap analysis.

A. Contextualizing Action Plans

Alignment with strategic plan

Internal resources required

Comment on specific impact, for example:

1. Recruitment and retention

2. Job analysis and re-design

3. Training, re-skilling, management development

4. Succession planning

5. Productivity improvement

6. Organization restructuring



B. Dealing with Labour/ManagementIssues

If applicable, develop an approach for dealing with labour/management issues that may affect the strategic planand its implementation.

To include:

Legislative requirements imposed on the employer

Collective Agreement requirements imposed on both parties

Employee involvement mechanisms/opportunities/recourse

Negotiations issues raised by the strategic plan

Comment on the union–management relations climate and its impact on strategic plan acceptance



Comment on prerequisites for successful plan implementation, including the need for:

1. Leadership/senior management support

2. A communication plan

3. An audit mechanism

Elaborate on the need to continuously monitor, assess, and review the plan outcomes to determine progress inaddressing gaps and identify where adjustments to strategy content and implementation items are needed.



¶1190 MODEL POLICIES AND PROCEDURES

¶1192 Sample Human Resources Strategic Plan

COMPANY ABC HUMAN RESOURCES STRATEGIC PLAN

Introduction:

To achieve our vision, the key issues facing HR in supporting the achievement of the corporate planinclude

● a modern human resources management structure and processes;

● continual monitoring of performance and services;

● development of the ‘‘Best Practices’’ employer;

● the implementation of a new job evaluation system;

● reorganization of departmental structures;

● transformation from a transaction-oriented department to a resource/service centre for employees;

● the development of a performance evaluation system.

HR Strategy:

The strategy comprises the following key elements, which link to operational service plans. Eachelement has a specific aim and details of how these will be achieved. The elements are

● the long-term goals and priorities of the organization;

● an analysis of shared vision/values;

● human resources management challenges and barriers;

● demographic assessment;

● an assessment of organizational effectiveness;

● internal labour market capability skills inventory;

● succession planning to meet organizational strategy;

● recruitment, retention, and diversity;

● human capital investment (training and development plans);

● Human Resources Management Systems (HRMS);

● employee performance evaluation;

● compensation strategy (aligning compensation for performance results);

● employee/labour relations trends;

● a communications plan to disseminate information on human resources initiatives; and

● an HR audit plan to maintain alignment with the corporate plan and provide for periodic review ofthe HR strategic plan.



Strategic Priorities (Years Covered):

The top 10 strategic priorities currently facing the HR function flow directly from the corporatestrategy. They are

● an assessment of organizational effectiveness;

● internal labour market capability skills inventory;

● succession planning to meet organizational strategy;

● recruitment, retention and diversity;

● human capital investment (training and development plans);

● Human Resources Management Systems (HRMS);

● employee performance evaluation;

● compensation strategy (aligning compensation for performance results);

● employee/labour relations trends; and

● a communications plan to disseminate information on human resources initiatives.

Monitoring Measures:

Progress against the HR strategy and action plan will be a standing item for the human resourcesmanagement team, which will report to the corporate management team.

HR Strategy and Action Plan — Year One:

The following pages identify the comprehensive Year One action plan as well as providing an outlinelist for years two and three. These will be updated in light of priorities determined by consultationwith stakeholders and monitoring of progress against Year One. It should be noted that inevitably,there is some cross-over between the 10 elements of the Strategy. For example, the Diversity elementhas an impact on all other aspects.

HR Strategy and Action Plan — (Repeat for Year Two, Year Three, Year Four, etc.):

(SAMPLE COMPONENTS)

Component 1 — Communication

Objective

To devise and implement an effective internal communications strategy to ensure effective communi-cation across all areas of the organization.

This will be achieved by:

1. Establishing systems to identify issues about which employees should be informed.

2. Establishing effective systems to enable two-way communication within the company on keyorganizational issues and to ensure that systems comply with corporate initiatives.

3. Using the most accessible and appropriate means of communication so that all employees areable to contribute to the organization’s operations and development.



Key Outcome Measures

● introduction of communications strategy

● per cent of employees and managers believing communications have improved

Component 2 — Diversity

Objective

To improve the organization’s management of diversity issues in order to maximise the potential ofemployees, improve access to and delivery of services, and to raise the profile of the company as anoutstanding employment equity employer.


1. Identifying and removing barriers to recruitment, development, and promotion.

2. Ensuring that quality standards in relation to race, gender, age, and disability are met.

3. Designing and delivering packages that will enhance the work–life balance of employees.

4. Reviewing and developing HR policies and procedures that deliver improvements in diversity.


● per cent of the top earners that are women

● per cent of the top earners that are from minority ethnic communities

Component 3 — Employee and Labour Relations

Objective

To develop positive and productive relations with both employees and trade unions to maintain theeffectiveness of the organization.


1. Reviewing and improving arrangements for consultation and negotiation.

2. Agreeing on arrangements for resolving disagreements and grievances between management andtrade unions.

3. Developing policies and procedures to enable employees and managers to resolve issues con-structively and to ensure a positive working environment for all employees.


● per cent reduction in disputes reaching dispute resolution/arbitration/courts

● arrangements for resolving disagreements between managers and trade unions are in place

● reduction of number of instances of complaints and grievances

Conclusion:

Presently, HR staff dedicate about 75% of their time to administrative and secondary functions.Outsourcing administrative HR tasks can free up internal resources and allow human resources staffto concentrate on strategic HR functions that can add value to the organization.


HR Audits 63

HR AUDITS1

¶1200 OVERVIEW

The Human Resources (HR) audit is a systematic, organization’s ongoing commitment to quality andcompliance in its HR processes.independent, and documented process involving the

collection of evidence and the objective evaluation of An HR audit assists the organization and the HRthe information gathered to determine the extent to department to reduce costs, increase productivity andwhich the audit criteria are fulfilled. It is a part of the customer satisfaction, improve quality of work and thecontinual improvement process for ensuring the effec- work environment, staff morale, and financial out-tive and efficient use of HR resources. An HR audit comes for the organization.involves the review and assessment of the effectiveness

In the Practical Application section, the following ele-of the HR department, its policies, practices, processes,ments are discussed:compliance with regulation, and its alignment with

the strategy of the organization. It is generally con-● what constitutes an HR audit;

ducted by an impartial third party and involves input● why conduct an audit;from the executive team, management, and staff alike.● what an HR audit entails, including audit planningThe HR audit itself does not rectify problematic

and preparation; andissues; it is a diagnostic tool for identifying these issues,from which an action plan is drawn for improvement. ● conducting an audit: sample audit questions for thePerforming an audit on a regular basis supports an main functional HR areas.


ison to the organizational values, strategic plan, and¶1207 What Constitutes an HRoperational goals.Audit?The HR audit supports the HR department to

An HR audit can include two parts — compliance improve overall processes, improving the use of theand strategic alignment. organization’s human capital, and supporting the

recruitment and development of a workforce that isThe compliance portion requires a careful review of prepared to assist the organization in achieving itsexisting policies, practices, and processes in compar- goals.ison to external sources such as industry sector stan-dards, regulatory bodies, legal compliance standards,

¶1210 Why Conduct an Audit?employment standards legislation, labour relations,

The HR audit is generally conducted as a part of theWorkers’ Compensation Board, etc.risk management or betterment plan or process

The strategic alignment portion includes a careful (unless the organization is being challenged by a regu-review of policies, practices, and processes in compar- latory body on compliance issues and needs to

1 ‘‘HR Audits’’ chapter © Kathline Holmes of Gailforce Human Resources Solutions (www.gailforceresources.com). Content licensed exclusively to CCH Canadian Limited.



investigate or validate its procedures). By conducting the risks associated with those gaps. The audit itselfan audit, the HR department demonstrates the value does not necessarily include a recommendation plan,that all the staff in the operation bring to the organiza- but it will thoroughly document the status of thetion’s financial outcomes. By conducting an HR audit, organization in major functional areas such as thethe organization is committing to a level of quality following:within HR and ensuring that the activities carried out

● the organizational strategic plan;within the organization are contributing positively to● business operational plans;the bottom line.

● workforce planning;Some more specific reasons for performing an HRaudit may include the following:

● the communication plan;● to ensure the effective and efficient utilization of the

● organizational behaviour;organization’s HR department in alignment with

● recruitment sourcing and selection;the organization’s business strategy;

● orientation and on-boarding practices;● to assist the organization in achieving its businessgoals;

● performance management;● to ensure the effective and efficient utilization of the

● rewards management;organization’s people resources in alignment with

● employee and labour relations;the organization’s business plans;

● health and safety;● to ensure compliance with regulatory requirements;

● learning and development;● to ensure that the HR function is able to meetpotential challenges and is prepared to effectively

● HR systems, support, and monitoring;manage changes, mergers, cutbacks, and organiza-

● collective agreement administration;tional growth;

● job development;● to demonstrate the economic value of the organiza-tion’s human capital and HR programs;

● files and records maintenance; and● to ensure HR is allocating its budget in the most

● technology use.effective and efficient way;

The first step is to develop the audit plan.● to ensure the organization is prepared to handle a

dispute resolution process when or if required; Preparing the Audit Plan● to ensure ongoing improvement for the HR depart- Preparation of an audit plan includes the following

ment; and steps:● to monitor the effectiveness of human resources

● define audit criteria, objectives, scope, andinitiatives. benchmarks;

● define audit approaches, methodology, and tech-¶1220 What an HR Audit Entails nology;

The audit entails a thorough examination of the ● define area/s to be audited;organization’s values, strategic plan, organizational and

● define high priority concerns;operational goals, existing policies, procedures, prac-tices, documents, and systems. It identifies gaps in ● define applicable procedures, manuals, data,regulatory compliance and strategic alignment, and resources , re ference documents , working


HR Audits 65

documents required to facilitate the audit function, ● Do the processes in place work in alignment withand where to find them; the strategic direction of the organization?

● define time duration of major audit activities; ● Are the strategic initiatives incorporated into the jobdescriptions, performance appraisals, compensation

● establish audit team and define their roles andand incentive plans, learning and development pro-responsibilities;grams, etc?

● establish schedule of meetings, dates, and places● Does the technology in use effectively and effi-where the audit is to be conducted; and

ciently track the outcomes of your people and● prepare audit checklist. processes in relation to desired organizational out-

comes?Collecting Audit Information

Business Operational PlansGathering your information can take several forms.● Are your people aware of the business and opera-Using several information gathering techniques is

tional goals and plans within their departments?helpful. Your HR audit tools may include the fol-lowing:

● Are your people aware of how their achieve-ments/activities impact the outcomes of other● conducting interviews;departments?

● observing work activities;● Do the job descriptions, performance appraisals,

● checking records (e.g., from the organization’s compensation plans, learning and developmentHuman Resources Management System); programs, etc., support the achievement of the oper-● gathering and compiling electronic data; ational plans and goals?

● reviewing documents; ● Are your managers and supervisors supported intheir efforts to engage their people in the activities

● sampling (e.g., conducting a sample audit of a singlerequired to achieve desired outcomes?process file, or of a complete function);

● Does the technology in use support the effective● administering questionnaires; and

and efficient tracking of employee activities and● setting up focus groups. outcomes in relation to achieving operational goals?

Does this technology enable managers and supervi-sors to monitor progress towards operational goals?¶1230 Conducting an HR Audit:

Sample Audit Questions Organizational BehaviourWhile there are tools and resources available to sim-

● Do your people know the organization’s mission,plify and streamline this process, here are a few ques- vision, values, and philosophy?tions to aid you in the preparation for your audit. This

● Do your people believe in your organizationalis not meant to be an exhaustive list of questions, butvision, mission, values, and philosophy?is a basic guide to get you started, covering the major

HR functional areas in an organization.● Has your organization defined observable and mea-

surable behaviours that demonstrate the vision, mis-Strategic Alignment sion, values, and philosophy of the organization?● Are employees aware of the strategic direction of

● Are the vision, mission, values, and philosophy ofthe organization? the organization reflected in job design, leadership,

● Do employees know how they contribute to the structure, training, appraisal systems, compensation,execution and achievement of the strategic plan? etc.?



● Do your people demonstrate behaviours in accor- — a process for communicating initiatives todance to the organizational vision, mission, values, employees?and philosophy?

— tools to measure the effectiveness of communi-cation within the organization?Communication

● Do you have a communication plan, policy, and Workforce Planningprocedures in place?

● Has your organization clearly defined capabilities of● Are the communication plan, policy, and proce- positions, and is this information up-to-date anddures shared and accessible to everyone throughout included in job descriptions, postings, etc.?the organization?

● Does your organization track demographic informa-● Does the review and revision of the communica-

tion, demonstrating gaps in KSA (knowledge, skills,tion policy and procedures include members of theand abilities) of the workforce, departments, andsenior and middle management, supervisors, andpositions?staff throughout the organization?

● Has your organization developed short-, medium-● Do your people receive the information communi-

and long-term plans for ensuring that a pool ofcated to them?qualified resources is available to draw from when

● Are the managers and supervisors trained in positions become vacant?listening skills and feedback skills?

● Does your workforce plan include programs and● Do managers hold their staff accountable to the procedures to ensure effective knowledge transfer?

communication policy?● Does the HR department provide adequate levels of

● Are managers and supervisors held accountable to service and information to departments to supportthe communication policy and procedures the implementation of succession plans for key(included in performance measures)? positions and occupational categories?

● Does your communication plan include:● Has your organization developed a program and

procedures for training and monitoring manage-— descriptions of acceptable communicationment in the implementation, use, and maintenancestyles?of the succession plans?

— learning and development for effective commu-nication and how to follow the organization’s

Job Developmentcommunication plan and policies?● Do you have a job development plan and policy in— various formats of communication (e.g., use of

place?bulletin boards, suggestion box, memos,intranet, quality circles, surveys, person-to-

● Does this plan include the regular review of jobperson, meetings, newsletter, team, etc.)? descriptions, roles, responsibilities, and specifications

in alignment with operational needs?— a feedback loop?

● Does the job development plan include job enrich-— a communication flow chart?ment and job rotation policy and procedures?

— a process for keeping employees up-to-date on● Are all job descriptions up-to-date?organizational activities?

— processes for communicating change to ● Are job definitions in alignment with, and do theyemployees? support, business processes?


HR Audits 67

● Do job descriptions accurately describe the roles, ● Are recruitment selection documents up-to-date,responsibilities, activities, and necessary outcomes of accurate, and aligned with organizational goals?the job?

● Are recruitment selection documents readily avail-able for use by all people involved in the hiring● Is there a list of required and preferred knowledge,process (e.g., job descriptions, interview questions,skills, and abilities for all job specifications?interview format, tracking documents, reference

● Do employees and managers have input into the check documents, etc.)?job design process?

● Is pre-employment testing conducted consistently?● Are employees made aware of and given access to,

● Is pre-employment testing monitored for accuracyor copies, of role descriptions, expectations, andin performance predictability?desired outcomes?

● Is the interview and reference-checking process● Are position descriptions used for workforce plan-documented and kept on file?ning, recruitment, performance management, and

development purposes?● Are there policies on external or internal sourcing

(e.g., are job vacancies offered to current employeesfirst)?Recruitment: Sourcing and Selection

● Do job postings contain as much information as● Does your organization have a documented recruit-possible (selection criteria for hiring managers andment sourcing plan and process in place?potential employees)?

● Is the recruitment sourcing plan and process fol-● Are selection processes in keeping with humanlowed?

rights legislation?● Does the recruitment sourcing plan include an

● Are applicants asked to voluntarily identify theiremployment brand that accurately reflects theemployment equity information?organizational culture?

● Are privacy statements on employment applica-● Does the employment brand accurately reflect thetions?expectation your organization has of your people?

● Is there an applicant inventory for future needs?● Does the organization ‘‘live’’ its employment brand?

● Are employment status and conditions clearly indi-● Is there a targeted communication plan for your

cated (full/part-time, casual/seasonal, independentemployment brand?contractors)?

● Does the employment brand attract the talent you● Does the HR manual carry a statement on ethicalneed for organizational success?

practices in recruitment?● Do you measure the success of your employment

● Are recruitment selection efforts measured (e.g.,branding efforts (quality of source/cost/)?turnover rates calculated, quality of hire/per man-

● Does your organization have a recruitment selec- ager, time to fill, etc.)?tion plan and process in place? Are they docu-mented and accessible? Orientation and On-Boarding Practices

● Are all people involved in the recruitment selection ● Does the organization have a formalized orientationprocess aware of, and trained in, the process? or on-boarding program and procedures?

● Are the recruitment plan and process followed con- ● Is the program content adequate (behaviour, proto-sistently? cols, health and safety, conflict resolution,



communication, organizational goals, organizational — escalation process for poor performance?chart, etc.)?

— probationary performance and mid-year● Does the program include an introduction to the amendments to goals and milestones?

manager, the facilities, workplace guidelines and● Are job descriptions, performance outcomes, andnorms, various departments, work teams, and co-

organizational behaviours integrated into the per-workers?formance review/assessment process?

● Does the program include provisions for adequate● Are performance reviews conducted by more thanworkspace, tools, schedules, resources, and informa-

one body?tion to be provided on the first day of work?● Are performance review records linked to salary

● Is the employee manual included (signed off asadjustment decisions?read) as a part of the orientation/on-boarding

process? ● Are employee performance reviews linked to careerdevelopment?

● Does the program/procedure include checklists andtimelines for specific activities and feedback? ● Do corrective action plans exist for substandard per-

formance?● Is the type of information tailored to the workplace

(e.g., company-, organization-, or department-spe- ● Is workplace coaching or mentoring included in thecific)? performance improvement process?

● Are there any feedback mechanisms for employees ● Are all people involved in the performance manage-(e.g., communications, suggestion programs)? ment process trained in the organization’s perform-

ance management program and procedures?● Is a ‘‘buddy’’ or mentor program included as a part

of the on-boarding process? ● Are the performance management documentsmade readily available to all people involved in the

● Is the ‘‘buddy’’ or mentor program clearly definedperformance management process?and documented with matching processes, struc-

tured check-in points, and expectations? ● Is there a feedback process for employees on theeffectiveness of the performance management pro-

● Is the program monitored and measured for effec-gram?tiveness?

● Is an up-to-date procedure documented and in● Does the program provide adequate feedback chan-

place for an employee to appeal an unsatisfactorynels?review?

Performance Management ● Are all people involved in the performancereview/assessment process also involved in the con-

● Does your organization have a consolidated andtinuous improvement of the process?formally documented performance management

program and procedures in place? ● Are performance reviews linked to workforce plan-ning?

● If so, are the following included:

— roles and responsibilities in performance man- Reward Management (Compensation andagement? Benefits)— monthly monitoring and evidence require-

● Is a formal and documented compensation/rewardments? management program and process in place? Is there— reporting process and/or timetable? a formal salary grid?


HR Audits 69

● Are the rewards management program and policies — dispute resolution?understood by all employees?

— rewards, wages, and benefits?● Do managers and supervisors understand the

— vacation pay?rewards management program?— health and safety?

● Are managers trained in the reward managementprocesses? — hours of work and breaks?

● Are the program and policies on reward manage- — attendance?ment included in the employee manual?

— overtime?● Is the rewards management program in compliance

— public holidays?with employment and labour standards?

— technology use?● Is the program compliant with equity legislation?

— privacy?● Is the rewards management program competitivewith salaries and wages in the industry?

— data protection?● Are the benefits packages sufficiently flexible to

— Internet security?meet the needs of employees?— bullying and harassment?

● Are the employees satisfied with the rewards man-agement program? — appealing decisions?

● Is the rewards management program linked to — leave (personal, parental, medical, etc.)?performance management?

— payroll deductions?● Is the rewards management program reviewed

— layoffs and terminations?annually for competitiveness and cost effectiveness?

● Are policies and procedures readily available to allpeople within the organization?Employee Relations

● Do the organization’s policies and procedures ● Are policies and procedures adhered to consistently?comply with federal and provincial employment

● Is there an employee relations committee?and labour standards?● Is the committee composed of a sampling of execu-

● Are managers and supervisors provided withtive, management, supervisors, and staff fromtraining and supports in applying policies consist-various departments throughout the organization?ently?

● Does the committee regularly review and revise pol-● Are there policies on and procedures for the fol-

icies and procedures in accordance with employ-lowing:ment and labour standards and organizational

— hiring, transfers, and promotions? needs?

— performance and evaluation? ● Are employee engagement surveys conducted on anongoing basis?

— diversity and equity?● Is information from employee surveys used for— learning and development?

improvement programs and revision of existing— corrective action? programs?



Collective Agreement ● Does the labour management committee reviewAdministration/Labour Relations and revise policies and procedures (outside of the

collective) on an ongoing basis?● Does the organization have a senior management

consultation process for collective bargaining ● Does the existing labour management committeestrategy? work as a cohesive team?

● Is there a negotiations mandate approval process? ● Is a process is place for regularly refreshing thelabour management committee members?

● Is there a managerial input process for employerproposals?

Health and Safety● Is there a mechanism for proposal costing during

negotiations? ● Does your organization have a health and safetypolicy, and procedures that are up-to-date, docu-

● Is there a media/internal communications plan formented, and in compliance with regulations?negotiations?

● Does the organization demonstrate a commitment● Is the grievance handling consistent, timely, and

to maintaining a safe and healthy work environ-efficient?ment?

● Is there an internal dispute resolution or outsourced● Are the workplace policy and procedures communi-mediation system available to prevent grievances?

cated throughout the workplace (dated, signed, and● Are arbitration costs tracked? accessible)?● Are the names and contact information of all union

● Are visitor responsibilities and procedures includedexecutives and shop stewards communicated and in the policy?posted?

● Are staff and contractors at all levels formally● Is there a referral mechanism and authorization for trained in health and safety practices, including

outside counsel? understanding the consequences of procedure viola-tions?● Is payroll compliant with the collective agreement?

● Is there a link between HR and payroll for collective ● Is there a Workers’ Compensation case manage-agreement benefits and payment entitlements? ment system?

● Are legal reporting subscriptions in place to keep — is there any investigation of injuries/incidents?current on court, tribunal, and arbitration decisions?

— is there follow-up remediation where appro-● I s t h e c o l l e c t i v e a g r e e m e n t d i s s e m i - priate?

nated/distributed?— is there any evidence of regular contact or

● Are managers briefed and/or educated regarding progress reports of injured workers?administration of the collective agreement?

— is there regular contact with medical providers?● Is a labour management committee in place?

— are return-to-work programs in existence and● Is the labour management committee guided by a effective?

clearly defined purpose and clearly defined process— are the Workers’ Compensation claims experi-for meetings? Is this documented?

ence and ratings calculated and monitored?● Does the labour management committee meet on

a regular basis? Are all meeting minutes recorded ● Are health and safety materials posted in high trafficand documented? areas? (e.g., materials on OH&S, WHMIS, TDG,


HR Audits 71

MSDS, designated substances, emergency service ● Is there a Joint Health and Safety committee (unionnumbers, etc.)? or non-union)?

● Are people designated into specific roles and● Are any facilities accessible to disabled employees?

responsibilities, with written descriptions outliningspecific activities?

Learning and Development● Are supervisors held accountable for following

● Does the organization have a learning and develop-health and safety procedures in their workplace? Isment policy and procedures in place?the process formalized, measured, and performed

regularly?● Is the learning and development plan aligned with

● Are workplace inspections conducted and docu- the strategic direction and the workforce plan of themented on a regular basis? organization?

● Are safety information sessions conducted and doc-● Does the organization demonstrate value for, and

umented regularly (e.g., tailgate meetings, safety commitment to, the learning and development pro-talks, staff meetings, etc.)? gram and plan?

● Are incident investigations carried out consistently?● Are sufficient resources allocated to ensure the suc-Are they documented, and are recommendations

cess of the learning and development programs?made and corrective action taken?

● Do learning and development plans address tech-● Do procedures include the following:nical skills, management development, and corpo-

— safe operating procedures?rate needs of the organization?

— injury, illness, and hazard reporting?● Do learning and development plans include various

— lockout procedures? learning formats (e.g., mentoring, coaching, facili-tated, online/web-based, formal, and informal, etc.)?— working in confined spaces?

— refusal to work? ● Are the quality and effectiveness of learning anddevelopment programs evaluated and measured? Is— personal protective equipment?ROI demonstrated in these measures?

— emergency equipment?● Are employee performance reviews/assessments

— disaster plan and emergency evacuation plan? used to identify training needs?● Is a reward program in place for health and safety

● Are learning and development opportunitiesperformance?applied consistently and fairly throughout the

● Are staff consistently held accountable to follow organization?health and safety procedures in the workplace?

● Are learning and development programs geared to● Is a safety and wellness program in place (e.g., pre- meet the career development needs of employees at

vention of injury, healthy lifestyles, first aid, CPR, every level within the organization?etc.)?● Are employees involved in developing, reviewing,

● Is there any workplace violence and harassment pre-and revising development programs?vention and monitoring?

● Are managers and supervisors evaluated on the● Are there any responsibility centres for health andcareer development of their staff?safety or designated individuals required by law?



HR Systems, Support, and Monitoring Files and Record Maintenance

● Are policy and processes in place for the effective ● Is there an appropriate record management system?and efficient provision of HR support to the organi-

● Is a system in place to ensure confidentiality andzation? privacy of records? If shared with a separate payroll

● Does the organization demonstrate value for the function, is there authorized access control?contribution of HR to the financial success of the

● Is the content of employee files in keeping with laworganization? and collective agreements?

● Is HR represented at the executive level?● Has the duration of time for information to be kept

● Are appropriate staffing levels and budget available in files been adhered to?for the effective and efficient operation of the HR

Technology Usefunction?

● Are a plan, policy, and procedures in place for tech-● Are adequate technology supports available for thenology use?HR function?

● Are all people within the organization aware of, and● Are measures (quantitative and qualitative) in placedo they have have access to, the technology-useto demonstrate how well HR is performing?plan, policies, and procedures?

● Is HR measured (for speed, quality, and quantity of● Is there evidence of all management, supervisors,service) in the following areas of service delivery:

and staff being held consistently accountable to the— strategic support of organization? technology-use plan, policies, and procedures?— recruitment?

● Do policies include the following:— learning and development? — acceptable use of computer/mobile devices?— reward management? — placement of intellectual property on employer— health and safety? equipment?

— diversity? — Internet/intranet use?

— compliance with regulations? — appropriateness of communications?

— use and maintenance of information systems? — definitions of inappropriate use of technology?

— change management? — Internet and e-mail etiquette?

— communication? — security?

— employee relations climate? — telework?

— document maintenance? — equipment loss or replacement?


HR Audits 73

¶1275 CHECKLISTS

¶1277 HR Audit Checklist

To ensure a positive audit, use the following checklist:

❏ Identify the purpose of the HR audit.

❏ Identify areas to be audited.

❏ Identify scope, objectives, and criteria for audit.

❏ Identify who will be involved in the audit process; allocate appropriate time.

❏ Define roles and responsibilities of parties involved in the audit.

❏ Plan the audit methods, timeline, and desired outcome.

❏ Gather data, information, documentation, etc., required for review.



EMPLOYEE SURVEYS

¶1300 OVERVIEW

Employee surveys are an effective tool used by human The following discussion provides detail on certainresources managers to measure employee morale and aspects of employee surveys, includingto measure the effectiveness of various human

● items that should be considered before conductingresources management initiatives. They are an impor-a survey;tant part of a comprehensive employee communica-

tions program, but should be used cautiously. Inap-● the steps in the process of conducting a survey; and

propriate deployment of an employee survey tool canbe counterproductive. ● alternatives to conducting a survey.


to complete it. If it is too short, management may¶1307 Considerationsdiscount its value.

The following items should be considered when con-ducting employee surveys: How the Survey is Administered● the issues addressed by the survey; The survey designer needs also to consider how the● how surveys are administered; survey will be administered. Some questionnaires are

sent to employees’ homes to be completed. The disad-● the long-time commitment required; and

vantage of this is that the response rates can be quite● the impact on employee expectations. low, particularly when the survey is first run. However,

on the flip side, the response rates may provide aIssues Addressed by the Survey surrogate measure of effectiveness. If the response rates

increase over time, this may be an indication that theIn any effective communications plan, the humansurvey is seen as a meaningful tool in the eyes ofresources practitioner must not only consider whatemployees. Alternatives include providing employeesvehicles to be used for top-down messages, but alsowith time at work to complete the questionnaire, andneed to find effective channels for bottom-up com-having a third-party call center service phonemunications. The survey is effectively a channel thatemployees to have the survey completed verbally.allows employees to voice their opinions on how well

they feel the organization is being run.Long-Term CommitmentSurveys are much more than simply asking employees

to complete a questionnaire. There is a definite pro- Employee surveys can sometimes suffer from poorcess, and the questions asked must be carefully design and less-than-effective implementation.selected to ensure salient issues are addressed. The Human resources managers should think carefullymere fact that a question is being asked will signal to about the use of a survey before embarking on theemployees that the organization believes the issue is exercise, as it represents a long-term commitment. Ifimportant. Survey length may also be an issue. If the the organization is going to use a survey, it cannot be aquestionnaire is too long, employees may be reluctant one-time affair (except in circumstances where a


Employee Surveys 75

focused survey format is being used to test reactions to employees to provide input and then failing to act ona very specific initiative). that input is a recipe for deflating employee attitudes.

Hence, it is essential that management understandsImpact on Employee Expectations the amount of time and resources needed to make

the survey work effectively. This may be tricky. MostAnother issue to consider before engaging in anmanagers have a pretty good idea of what theiremployee survey is the impact on employee expecta-employees think is important and what is needed totions. When you ask employees for their opinions,help employees improve working conditions. Some-you are going to raise their expectations that you aretimes, however, senior management can lose touchprepared to do something about what they have towith what is happening on the floor. They may seesay. The survey is not simply a measuring device.the survey as a quick and easy way to find out what isRather, it represents a human resources managementgoing on. They therefore may gloss over the impor-process that can, when used appropriately, result in antance of treading cautiously.engaged and empowered workforce that truly believes

it has significant input into the way the organization isBuy-In from Senior Managementrun.Senior management also tends to have a penchant formeasurements. Hence, the survey offers an attractive¶1320 Processway to put a number to ‘‘morale’’, and to measure

The process to be followed when developing an changes from year to year. However, it is the under-employee survey includes the following steps: lying issues that are far more important, and may be

missed if the survey is not designed and implemented● designate a senior management team to sponsor thecorrectly.survey;

● get buy-in from the senior management team;Survey Design

● design the survey format, questionnaires, and feed-While forced choice questions, such asback reports;

Indicate how you feel about the following statement:● conduct the survey;

The company pays a competitive salary.● tabulate the results;

� Agree � Disagree● provide initial reports to senior management;

are preferable to develop measures, they often fail to● provide feedback to the participating employee solicit the salient points from employees. For example,

groups; in one survey, an organization found employees wereconsistently reporting that they received no training● develop action committees to act on recommenda-whatsoever. When the human resources departmenttions;checked for understanding by asking employees to

● provide regular updates to employees and manage- rate specific training, such as training on the use ofment on action plans and implementation; and forklifts, material-handling equipment, production

● repeat the process. methods, and safety-related training, they found thatover 80% of employees actually did receive regular

Senior Management Involvement training. Thus, what is being asked is very important.

It is absolutely crucial that senior management under- Moreover, every employee survey should provide anstands the level of commitment necessary to make the open forum for employees to provide comments.survey an effective tool. If there is not going to be While this data is all but completely impossible tofollow-up to the response, not only will there be an reduce to a measure, it provides vital insight into whatimpact on future surveys, but there will also be an is important to employees. Regardless of whatimpact on employee morale in general. Asking measures are used to evaluate employee response, the



end result is always highly subjective and will require Tabulating the Resultssome interpretation. Open-ended questions, such as

Surveys should not take more than a week to com-‘‘What do you believe the company does really well?’’,plete. Many experts will advise that three to fourallow the analyst an opportunity to get a feel for theweeks is typical. However, to increase the effectivenessmood of employees.of the survey, the human resources manager will wantto move as quickly as possible. The credibility of the

Conducting the Survey tool increases substantially when it is conductedquickly. Similarly, the questionnaire should be simpleSurveys should be conducted in the most efficient enough that an analyst using very simple computerway possible. Many surveys fail to be effective because tools should be able to tabulate the results in a week.of the amount of time that elapses between when the Third-party providers may sometimes suggest that thesurvey is first distributed and when results are fed turn-around for data will take one to two months.back to employees. Perhaps obviously, the summer This is far too long, and much momentum will bemonths are not a good time to conduct a survey lost. More time should be spent on providing feed-because too many senior people may be away onback, developing action plans, and making the requi-vacation. The human resources manager should alsosite changes than is spent on the survey instrumentrealize that it is not possible to get 100% of theitself.employees to respond. A representative sample should

suffice. Surveys should normally be confidential to protectemployees from reprisals for offering negative opin-Voluntary compliance on an employee’s own timeions. However, over time, in an open environmentprovides an additional measure of survey effectiveness.where there is a high degree of trust, this becomes lessIf the response rate is low, it is an indication thatof an issue. Notwithstanding, the survey instrumentemployees have little confidence in the survey instru-should collect some demographic information toment. Over time, the response rate should grow if theallow for analysis by location, function, employeesurvey process is seen by employees as being effective.classification, gender, age, and any other criterion

The human resources manager should also be cau- deemed to be important by management.tious about how survey implementation is communi-cated to employees. If the organization chooses to

Providing Initial Reports to Managementallow employees paid time at work to complete thesurveys, a proper proctor should be employed to

The analysis of the data should result in an easy-to-oversee the completion. It is not unheard of to haveunderstand presentation of data. The raw data shouldlocal managers sit over employees as they completebe presented first to the management group to see if itthe survey and skew the results. Unfortunately forcan provide some insights to help in interpreting thethese managers, the impact is usually lower scoresdata. If managers have an idea about why a particularrather than higher.score seems high or low, then this can be fed back toemployees to test for understanding. The ultimateManagers should never be judged on the specificgoal is not to merely improve the score from one yearscores of an employee survey. Much like an audit, theto the next, but to use the survey as a means tosurvey is nothing more than a snapshot of employeeimprove two-way communications between theattitudes at a given point in time. The manageremployees and management. Providing insight intoshould, however, be held accountable for completingwhy managers believe employees responded in a par-any action items that are recommended as a result ofticular way will open up the dialogue during the feed-the survey. If these action items are appropriate, futureback sessions. Similarly, uncensored comments shouldsurvey scores should improve. Certainly, the managerbe used in the presentation. This demonstrates to theshould be careful not to communicate an expectationemployees that management is prepared to take theto employees of where he or she would like to see thegood with the bad.results come in.


Employee Surveys 77

Feedback Sessions zation is trying to establish the survey as an importantcommunications vehicle, the process may not beThe feedback sessions are particularly important.robust enough to survive from months of being dor-Whenever possible, senior management should bemant. Moreover, having more frequent surveys willinvolved in some way. At a minimum, the senioraffirm management’s commitment to the process.executive may want to write to employees and discuss

the overall results and the plans for the future. Even Surveys are often taken too lightly and seem to be abetter, the executive will become personally involved given part of the human resources mandate. Certainly,in discussions with employees over the results. At each they are a very powerful tool and can effectively trans-level, the manager in charge of a group should be held form an organization. However, if the organizationresponsible for presenting the results. This is not a underestimates the commitment required and fails tohuman resources function. Managers need to be seen provide the necessary resources to make the survey anas owning the results. effective communications vehicle, the result is not

merely a failure, but can have a counterproductiveFeedback is a two-way channel. As the results areeffect on morale.presented, employees should be invited to provide

comments and to give insight into why certain ques- Surveys can be abused by managers, and hence,tions resulted in high or low scores. More importantly, human resources managers should be careful not tothe manager should suggest ways to improve on cer- let the process get away from them. The survey andtain scores and look for employee guidance as to the results belong to line management, but the pro-whether or not he or she is on the right track. When cess belongs to the human resources function. Abovethere is no specific recommendation from manage- all else, the human resources manager must do every-ment, employees should be asked what they would thing possible to protect the integrity of the process.like to see happen.

¶1345 AlternativesDeveloping Action Committees

In large organizations, it may be better to survey smallFollowing the feedback sessions, employees should be parts of the organization at a time rather than theasked to participate in action groups that will be entire organization. An alternative to the employeeresponsible for implementing any recommendations approval survey process is to use a focused surveythat have been brought forward. The whole idea is to format that asks employees to comment on specificuse the survey as a platform for improving employee initiatives or programs, rather than measuring generalengagement. Initially, there likely will be far too many morale. The benefit of this approach is that it does notissues for the teams to handle. The manager, in con- demand the same level of commitment. Instead, thejunction with the input received from employees, results can be used to tweak a particular process. Thisshould select the most important issues to be tackled. type of survey can be conducted as a one-off with littleGetting a few things right will have a more positive or no downside effect. Moreover, because this type ofimpact than attempting to fix many issues and failing. survey is focused, it can be replicated often with little

disruption to operations. If employees get used to theProviding Regular Updatesidea of being asked their opinions at different times

Since only a few employees will be able to participate on a wide variety of subjects, the impact is similar toon the action committees, it is important to provide the impact of the employee approval survey process,regular feedback to senior management and to without the same expenditure of time and resources.frontline employees. In some ways, it may be better to

A second alternative is to use a focus group format,initially have more frequent surveys — perhaps everywherein small groups of employees are asked for theirsix months. The rationale behind this is that overopinions on a particular set of issues. This has similartime, the organization will lose focus from the surveysadvantages to the focused survey format, in that it isand move on to other initiatives. If the survey is anrelatively easy to implement, and is small enough toingrained part of the culture, this will not harm themanage with few resources.process. However, in the intial stages when the organi-



¶1385 SAMPLE FORMS AND LETTERS

¶1387 Letter Introducing Employee Survey

(Date)

(Address)

Re: Employee Survey

Dear Colleague,

Each year, XYZ Corp. conducts a survey of its employees to measure their opinions on certain humanresources management policies and practices. The survey will take approximately 20 minutes tocomplete. Your opinion counts, so we ask that you take the time to complete the enclosed form andreturn it to your human resources representative sealed in the envelope provided. The completedforms will be forwarded to HRM Consulting Co. for analysis.

The survey includes a section that asks you to provide your department, your position, your years ofservice, and your age. This information is needed for analysis only. Your responses will be keptconfidential. No information or data will be published that can in any way identify individuals ortheir responses.

It will take about two weeks for us to get completed surveys from all our employees. Following that, itwill take another two weeks for the consultants to analyze the response and provide us with a report.Once we have received the reports, they will be distributed to the section heads, who will share theresults with you.

The employee survey is an important process for XYZ. We use the information to develop plans forhow we can make this a better place to work. In addition to sharing the results with you, your sectionheads will be asking you for input into the action plans we establish to address any concerns raised bythe surveys. You may also be asked to participate in a Task Force to work on some of the action plans.

XYZ believes the employee survey is an important part of our human resources management strategy.Your participation is needed to make the process a continued success. If you have any questions orconcerns about the process, please do not hesitate to contact your local human resources representa-tive, who will gladly provide you with any information you may need.

Yours truly,

XYZ Corp.


Employee Surveys 79

¶1388 Employee Approval Survey

Purpose:

The Employee Approval Survey is designed to open up communications with our employees andprovide a channel for employees to communicate upwards to senior management. It is one means tomeasure that employees are receiving our message. The survey will verify that employees understandand buy in to our vision.

The survey will provide us with a measure of employee approval that will be incorporated into ourmanagement performance objectives. The survey, however, will not be the only means of monitoringemployee approval. We will ultimately complement its findings through the use of exit interviews,turnover statistics, human resources practice audits, and focus groups.

Employee approval is important. Employees who work for Top 100 employers are more likely torecommend their company to friends, feel informed about the business they are in, be inspired to dotheir best work, and have a strong desire to stay with the company.

The survey is intended to improve management credibility and build trust with our employees. Asmanagers, we need to raise our level of understanding of how employees feel. What are theirperceptions? Do employees know what our mission is? Do they know what is expected of them inorder to achieve our objectives? These are important elements in creating the positive employeerelations environment needed to realize our goal of being a Top 100 employer.

Managers should not fear the results of the survey. It is a tool to identify areas for improvement. If,through the survey, we open a ‘‘can of worms’’, then we have created the chance to fix it. Otherwise, itwould still exist and would not be dealt with.

The survey is an ongoing process, not a ‘‘flavour of the month’’ program.

All employees will be asked to participate in the survey at the same time, and all employees will begiven a half-hour at work to complete the surveys.

Survey results will be communicated back to employees within one month of conducting the survey.Action plans will be developed and committed to within two weeks of the feedback sessions.Wherever possible, affected employees will have ownership of the action plan.

Follow-up communication sessions and focus groups will be scheduled throughout the year to ensurethe process is kept current and ‘‘alive’’.



Questions:

Questions 1–15 will be answered on a 10-point balance scale, where ‘‘1’’ = ‘‘Strongly Disagree’’ and‘‘10’’ = ‘‘Strongly Agree’’. The average scores will be the ‘‘Employee Approval Rating’’. These questionswill not be changed from year to year.

1. My work is challenging and worthwhile.

1 2 3 4 5 6 7 8 9 10

2. The company provides employees with the chance for advancement.

1 2 3 4 5 6 7 8 9 10

3. My supervisor provides me with useful feedback on my performance.

1 2 3 4 5 6 7 8 9 10

4. My efforts have been recognized by management.

1 2 3 4 5 6 7 8 9 10

5. I am proud to work for this organization.

1 2 3 4 5 6 7 8 9 10

6. The company has a strong vision for the future.

1 2 3 4 5 6 7 8 9 10

7. The company provides me with an opportunity to build my skills.

1 2 3 4 5 6 7 8 9 10

8. I have job security with this organization.

1 2 3 4 5 6 7 8 9 10

9. I am paid fairly.

1 2 3 4 5 6 7 8 9 10

10. I understand what is expected of me in the performance of my work.

1 2 3 4 5 6 7 8 9 10

11. My fellow employees are always willing to help me out when I need them.

1 2 3 4 5 6 7 8 9 10


Employee Surveys 81

12. I have considered finding work elsewhere.

1 2 3 4 5 6 7 8 9 10

13. The company provides a good benefits package.

1 2 3 4 5 6 7 8 9 10

14. The company considers safety to be important.

1 2 3 4 5 6 7 8 9 10

15. Managers listen to the ideas put forward by employees.

1 2 3 4 5 6 7 8 9 10

Questions 16–20 will be answered yes or no and serve as a reality check on issues. These questionsmay be changed from year to year.

16. I have received a compliment from a member of management in the past week.

� Yes � No

17. I have had a formal performance review in the past twelve months.

� Yes � No

18. I have been on a company-sponsored training course in the past year.

� Yes � No

19. I have presented ideas to improve processes to my supervisor.

� Yes � No

20. I have seen a copy of the Strategic Plan.

� Yes � No



Question 21.

On a separate sheet of paper, or in the space provided below, write down anything you would like thecompany to consider that would help us improve.


Employee Surveys 83

¶1395 MODEL POLICIES AND PROCEDURES

¶1396 Employee Surveys: Procedure

❏ Step One: Secure commitment from senior management.

❏ Step Two: Assemble cross-representational project team.

❏ Step Three: Develop survey questionnaires in concert with project team.

❏ Step Four (optional): Contract with a consulting form to receive and analyse survey data.

❏ Step Five: Notify employees of the process and intent of the upcoming survey.

❏ Step Six: Administer the questionnaire.

❏ Step Seven: Analyse the data.

❏ Step Eight: Provide results of analysis to senior management team and develop action plans at the executivelevel for any organization-wide issues arising from the results.

❏ Step Nine: Review results with local management teams and develop preliminary action plans to address anylocal issues arising from the results.

❏ Step Ten: Review results with employees and record feedback.

❏ Step Eleven: Assemble local action committees to modify and implement action plans.

❏ Step Twelve: Provide periodic updates to senior management and employees on action plan progress.

❏ Repeat.



HR METRICS

¶1400 OVERVIEW

The word ‘‘metrics’’ refers to any numerical measure. ● how metrics are used in the HR context;Sometimes metrics is referred to as business intelli-

● how to proceed in measuring the effectiveness ofgence, analytics, query & analysis, enterprise query, HR;and reporting. The numbers are used as a measure-● measurement and interpretive tools;ment for standard of quality or benchmarks, when

comparing different items or time periods. Metric● the application of statistical concepts;measures are linked to audits as the quantitative versus● data, surveys and benchmarks; andqualitative content of the audit.

This section discusses the following aspects of metrics: ● other federal government resources.


● link HR performance with other business metrics¶1407 How Metrics Are Used in thesuch as financial performance metrics, customerHR Contextservice and satisfaction metrics, and other business

Metrics is an evolving area of human resources man- performance measures;agement. There is an increasing need to measure and

● measure recruitment and hiring practices;to apply measurement to HR functions to provide amore solid basis for strategic analysis and strategic ● measure the effectiveness of employee training,decision-making. Traditionally, the challenge is to development, and retention strategies;devise effective metrics in an environment sometimes

● gauge employee satisfaction; andunpredictable because of the behavioural element.● evaluate salary levels.Analysis is difficult because of the attribution attached

to the findings. For example, while statistics may becollected in the area of employee turnover, the mea-

¶1415 Measuring the Effectivenesssurement may have different rationales for the result. of HRThat is, the results may be due to several reasons, suchas dissatisfaction with pay, low morale, volatile labour The Concept of a ‘‘Balanced Scorecard’’markets, etc. Similarly, in labour relations, the level of In The HR Scorecard: Linking People, Strategy, andgrievances may have several attributions. The chal- Performance, Brian E. Becker, Mark A. Huselid, andlenge for the HR professional is to overcome the diffi- David Ulrich (Harvard Business School Press) presentculties in measuring cultural and attitudinal change in the following evolution of human resources as a stra-the workplace, or the return on investment in training tegic asset:and development.

● the personnel perspective;Metrics may be used to:● the compensation perspective;

● measure the contribution of the firm’s workforce tobusiness success; ● the alignment perspective; and


HR Metrics 85

● the high-performance perspective. By initiating the development of a balanced scorecard,HR can leverage a number of arguably incalculable orintangible workplace issues in its role as the key cata-The Personnel Perspectivelyst in unleashing the potential of the organization’s

In this perspective, the firm hires and pays people, but human capital.doesn’t focus on hiring the very best or developingexceptional employees.

¶1425 Measurement and InterpretiveThe Compensation Perspective ToolsIn this perspective, the firm uses bonuses, incentive An example of the application of metrics to a humanpay, and meaningful distinctions in pay to reward resources function is the area of compensation, wherehigh and low performers. This is a first step toward data gathered provides a statistical basis for decision-relying on people as a source of competitive advan- making. Here, the HR professional may use a numbertage, but it doesn’t fully exploit the benefits of HR as a of statistical concepts in analyzing the data, includingstrategic asset.

● frequency distribution;

● mean or average;The Alignment Perspective

● median;In the alignment perspective, senior managers seeemployees as strategic assets, but they don’t invest in

● mode;overhauling HR’s capabilities; therefore, the HR

● percentiles;system can’t leverage management’s perspective.● linear regression analysis; or

The High-Performance Perspective● correlation.

In this perspective, HR and other executives view HRas a system embedded within the larger system of the Frequency Distributionfirm’s strategy implementation. The firm manages and

Frequency distribution is the result obtained whenmeasures the relationship between these two systemsdata has been grouped into a class and the number ofand firm performance.responses has been counted. When graphed, it mayshow an inordinate number of data points in one areaThe Most Current Perspective(skewering) or a concentration of values at a specific

The last perspective, the high-performance perspective, point (a bell curve).is the generally accepted one. This approach dictatesthat merely measuring activity without context is of Mean or Averagevery limited value to the enterprise. For example,

The mean or average is the statistical calculation‘‘number of training days per employee’’ is meaning-obtained from adding the total number of items in aless unless linked to another metric indicating someset, and then dividing by the number of items in thesort of performance improvement or increase in inno-set. The mean or average is designed to give the ‘‘typ-vations on the part of individual employees.ical’’ value of a set of numbers.

The HR scorecard concept emulates, in its basicdesign, the established measurement framework Medianapplied in businesses. It is essentially a framework that,borrowing a financial term (‘‘balanced’’), measures a The median is the mid-point of the distribution ofbroad spectrum of activity across the enterprise and numbers in the set. The median is calculated bytheir inter-relationship. It should be marked by sim- ranking all the numbers in either increasing orplicity and clarity. Trying to measure too many items decreasing value to find the middle value, which hasmay undermine the purpose of the exercise. the same number of scores above and below it.



Mode A number of indicators in each function may be mea-sured relative to the objective of the analysis, includingThe mode is one type of average. It is the number in a

distribution that occurs most frequently.● demographic profile of the workforce (age, gender);

● internal capability skills inventory (types of skills,Percentiles

education levels, certifications);Percentiles are ratios used to compare numbers in the

● recruitment, retention (turnover rates);form of a fraction with a common denominator of100. A percentile is each of 99 points at which a range

● diversity (self-identification status);of data is divided to make 100 groups of equal size. Aquartile is the data point corresponding to each ● training and development (training days perquarter of data in the distribution. A decile is the data employee/department);point corresponding to each 10th point of data in the

● employee performance evaluation (number of rat-distribution.ings per category, frequency distribution);

Linear Regression Analysis● employee/labour relations (attendance levels or

absenteeism rates , number of gr ievancesRegression analysis is a statistical method used todetermine the nature of the relationship between two filed/settled);sets of measures and predict the measures in one set

● authorized leave system (leaves authorized, byfrom those in the other. The analysis is usually dis-played in scatter diagrams or point graphs. employee/department);

● health and safety (number of injuries, claims filed,Correlation claims settled, return to work placements);

Correlation is defined as a mutual relationship● organization development (employee satisfaction,

between two sets of data.attitudes).

¶1445 Application of Statistical ¶1450 Sample Balanced ScorecardConcepts Framework for HR Function

When applying statistical concepts to classification,A ‘‘balanced scorecard’’ is a form of process manage-the analysis may reveal that the frequency distributionment to facilitate the conversion of strategy intotrends to an inordinate number of salaries being in

the lower range (first quartile — 25% or below), or the action. It results in a comprehensive overview of busi-most frequent salary (the mode), clustered around the ness operations and performance (including HR), andmid-point of a salary range, or a correlation between

provides a methodology to assist in communicating,placement in the top 10% of salaries (90th percentile)and furthering, the understanding of business goalsand performance evaluation rating.and strategies at all levels of an organization.Other statistical concepts may be used, depending on

their appropriateness to the measurement target. Scorecards also integrate key financial and perform-Commercial software is available to conduct the anal- ance indicators with client/customer perspectives;ysis. Data may be compared to any existing industry

internal business/organizational processes; andstandard, to prior performance, or to other depart-learning, growth, and innovation.ments in the organization.


HR Metrics 87

HR DELIVERABLES

HR EFFICIENCY

ORGANIZATIONAL

AND FINANCIAL

PERSPECTIVE

LEARNING AND

GROWTH

HR CLIENTS’

PERSPECTIVE

INTERNAL

“BUSINESS”

PERSPECTIVE

Measured outcomes for: Skills, Motivation, Work

Environment, Overhead Cost of HR, Service Issues

ALIGNMENT OF HR FUNCTION Fit of HR practices to VISION/MISSION

Fit with Managers’ Strategic Roles

OPERATIONAL PERFORMANCE Efficiency of Performance and Compensation Systems

Organization Development linked to business needs

COMPETENCIES OF HR PROFESSIONAL Knowledge, credibility, business acumen, change

management ability

This framework

illustrates the inter-

relation of 4 main

elements in a

balanced scorecard.

Each Perspective

and Learning and

Growth indicate

outcomes for

“scoring”. Each of

the elements in each

perspective indicates

what may be

measured. The

measurement may

be quantitative or

qualitative. (See HR

Metrics section).

The totality of the

measurements, in

report form, results

in a “scorecard”.

The elements not in

balance would be

identified.



tion. These manuals may be available for purchase. As¶1452 Data, Surveys andwell, various Statistics Canada reports are available freeBenchmarksof charge. Following are some examples of usefulreports, along with their official descriptions.When using metrics in HR, it is important to select

the appropriate benchmarks. In some instances, thesebenchmarks may serve in conducting enterprise com- Consumer Price Index (CPI)parisons with outside data. The use of metrics also

Status: Activebrings about the requirement for general and specificworkplace information. Frequency: MonthlyA common benchmark used in compensation and Record Number: 2301collective bargaining, for example, is the ConsumerPrice Index (CPI). The CPI is issued by Statistics The Consumer Price Index (CPI) is an indicator ofCanada on a monthly basis. Wage increases in most changes in consumer prices experienced byunionized and non-unionized environments depend Canadians. It is obtained by comparing through timeon the CPI barometer. It is one of many measures the cost of a fixed basket of commodities purchasedpublished by government that are available to HR by consumers.professionals on a variety of topics relevant to human

The CPI is used widely as an indicator of the changeresources management.in the general level of consumer prices, or the rate of

These reports are valuable in setting terms and condi- inflation. Since the purchasing power of money istions of employment; as well, they provide support affected by changes in prices, the CPI is useful todata for proposals at the collective bargaining table. In virtually all Canadians. Consumers can compareaddition, results of an internal measurement process movements in the CPI to changes in their personalcan be benchmarked against an industry, geograph- income to monitor and evaluate changes in theirical, or population level for comparison purposes. financial situation. Collective agreement wage

increases may also depend on the movement of theThey are also valuable in providing examples of ques- CPI and may be ‘‘triggered’’ by a specific amount oftionnaires and report formats that can be modified for movement in the CPI figure.internal use. In addition, survey and report publisherssuch as Statistics Canada and the Human Resources Release dates of the Consumer Price Index for theand Skills Development Canada (HRSDC) Labour coming year are published in advance, usually withProgram address issues such as data collection the release of the CPI for October. The release datesmethods, statistical measures used, and reliability of are available in the Statistics Canada Daily and in Thedata. Consumer Price Index, Catalogue 62-001, monthly.

Subscription to a daily statistical report by sector andLabour Force Survey (LSF)topic of the subscriber’s choice is available at

http://www.statcan.ca/english/dai-quo/. Information Status: Activeon upcoming release dates is included.Frequency: Monthly

The largest and most important data source for popu-lation information and subsequent labour market Record Number: 3701analysis is the Census. The questions cover age, sex,

The Labour Force Survey provides estimates ofmarital status, immigration, languages spoken, self-employment and unemployment that are among theidentification of Aboriginal people, mobility, andmost timely and important measures of performancelabour market activities.of the Canadian economy. With the release of the

In carrying out its policies, programs and activities, survey results only 13 days after the completion ofStatistics Canada has developed manuals that cover all data collection, the LFS estimates are the first of thephases of data acquisition, production and publica- major monthly economic data series to be released.


HR Metrics 89

these reasons also rose steadily, from 3.0% of theThese data are used by different levels of governmentweekly scheduled work time in 1997 to 3.7% in 2004for evaluation and planning of employment programsand 3.9% in 2005. Extrapolated over the full year,in Canada. Regional unemployment rates are used bywork time lost for personal reasons increased fromHuman Resources and Social Development Canadathe equivalent of 7.4 days per worker in 1997 to 9.2to determine eligibility, level, and duration of insur-days in 2004, and 9.6 days in 2005.ance benefits for persons living within a particular

● Full-time employees in the public sector (more likelyemployment insurance region. The data are also usedunionized or female) lost more work time in 2005 forby labour market analysts, economists, consultants,personal reasons (about 12.5 days on average) thanplanners, forecasters, and academics in both the pri-their private-sector counterparts (8.9 days).vate and public sector.

Source: Statistics Canada Labour Force Survey, 2005Revisions and seasonal adjustments

Labour Productivity, Unit Labour CostMost estimates associated with the labour market areand Related Variables, Quarterlysubject to seasonal variation, that is, annually-recurring

fluctuations attributable to climate and to regular Status: Activeinstitutional events such as holiday seasons. Seasonal

Frequency: Quarterlyadjustment is used to remove seasonal variations fromalmost 3,000 series of statistical reports to facilitate Record Number: 5042analysis of short-term change for major indicators

The Quarterly Canadian Productivity Accountssuch as employment and unemployment by age and(QCPA) contain time series on labour productivity,sex, employment by industry, and class of workerunit labour cost, and related variables such as output,(employee or self-employed). Many of these indicatorsemployment, hours worked, and compensation.are seasonally adjusted at national and provincial

levels. Main labour force status estimates are also sea- These quarterly estimates are useful in analyzing thesonally adjusted for census metropolitan areas (CMAs), short-term relationship between changes in output,and published as three-month moving averages to employment, hours worked and compensation. Theyreduce irregular movements caused by relatively small are especially useful for internal and external analysts,sample sizes. researchers, students and consultants.

At the start of each year, the seasonally adjusted series The QCPA have three main features:are updated and revised according to the latest data

1. Estimates are limited to measures of labour pro-and information for seasonal models and factors. Theductivity and related variables.seasonally adjusted series are usually revised back

three years. 2. Estimates apply not only to the business sector asa whole but also to two-digit industries.Example: Establishing benchmarks for an attendance

management program — Statistics Canada provides 3. Quarterly estimates are available only in the formthe following information from the Labour Force of indexes or growth rates, as opposed to valuesSurvey, which is useful for internal/external compar- or levels.ison:

Workplace and Employee Survey (WES)Work Absence Rates 2005Status: ActiveHighlights

Frequency: Annual● In an average week in 1997, excluding women on

maternity leave, about 5.5% (484,000) of all full-time Record Number: 2615employees holding one job were absent from work

The overall goal of the survey is to examine the way infor all or part of the week for personal reasons. Bywhich employers and their employees respond to the2004, the figure had risen to 7.6% (800,000) and to

8.3% (877,000) in 2005. Total work time missed for changing competitive and technological environment.



The Workplace and Employee Survey (WES) is For more information on data users and uses of thedesigned to explore a broad range of issues relating to WES refer to http://www.statcan.ca/english/employers and their employees. The survey aims to survey/business/workplace/workplace.htm.shed light on the relationships among competitive-ness, innovation, technology use, and human resource Evolving Workplace Seriesmanagement on the employer side, and technology

Of note in providing information for comparison pur-use, training, job stability, and earnings on theposes is the Evolving Workplace Series.employee side.

— Empowering employees: a route to innovation.The survey is unique in that employers andProvides data from the new Workplace andemployees are linked at the micro-data level.Employee Survey (WES) conducted by StatisticsEmployees are selected from within sampled work-Canada with the support of Human Resourcesplaces. Thus, information from both the supply andand Social Development Canada. The survey con-demand sides of the labour market is available tosists of two components:enrich studies on either side of the market.1. a workplace survey on the adoption of technol-To create the best conditions for growth in a knowl-

ogies, organizational change, training and otheredge-based economy, governments need to fine-tunehuman resource practices, business strategies,their policies on education, training, innovation,and labour turnover in workplaces; andlabour adjustment, workplace practices, industrial rela-

tions, and industry development. The results from the 2. a survey of employees within these same work-survey will help clarify many of these issues and will places covering wages, hours of work, job type,assist in policy development. human capital, use of technologies, and

training.The Workplace and Employee Survey offers potential— Part-time work and family-friendly practices inusers several unique innovations: chief among these is

Canadian workplaces. Examines part-time workthe link between events occurring in workplaces andand the provision of ‘‘ family-friendly’’ workthe outcomes for workers. In addition, being longitu-arrangements, such as flextime, telework, childcare,dinal, it allows for a clearer understanding of changesand eldercare services.over time.

— New evidence on the determinants of training inTwo reference periods are used for the WES. Ques-Canadian business locations. Studies the determi-tions concerning employment breakdown refer to thenants of worker and workplace participation inlast pay period of March for the reference year, whiletraining. It also present an analysis of the propor-other questions refer to the last 12-month periodtion of employees trained, to evaluate the level ofending in March of the reference year.commitment of the employer to training.

In the labour market information area, the following— The who, what, when and where of gender payare surveyed:

differentials. Addresses pay differentials between● Employees: job characteristics, compensation, com- the sexes in terms of the characteristics of the

parison with previous job, work history/turnover, individual worker, the tasks of the worker, thetechnology at work, usual hours of work, participa- employment contract between the worker and thetion in decisions regarding the workplace, support workplace, and the contribution of specific work-programs, and unionization. place characteristics to these pay differentials.

● Employers: wage and non-wage benefits and com- — Working smarter: the skill bias of computer tech-pensation practices, workforce characteristics and nologies. Explores the relationship betweenjob organization, hiring, vacancies, hours of work, employers’ computer technology investments andtechnology use, organizational change, and perform- employees’ training and education, with emphasisance. on the education of new hires.


HR Metrics 91

— The quest for workers: a new portrait of job vacan- Ethnic Diversity Survey (EDS)cies in Canada. Examines the job vacancy rate in

Status: One TimeCanada in order to estimate companies’ hiringintentions and the future direction of labour Frequency: One Timedemand. It uses data from the new Workplace

Record Number: 4508and Employee Survey (WES).This survey had two primary objectives. First of all, the— Employer and employee perspectives on humansurvey aimed to better understand how people’s back-resource practices. Examines the results of thegrounds affect their participation in the social, eco-1999 round of the Workplace and Employeenomic and cultural life of Canada. Secondly, theSurvey on the role that human resource practicessurvey provided information to better understandplay in facilitating workplace change. It focuses onhow Canadians of different ethnic backgrounds inter-practices such as workplace training, variable pay,pret and report their ethnicity.and employee involvement (job rotation, cross-

training, and teamwork), their association with Topics covered in the survey included ethnic ancestry,change, and whom they impact. ethnic identity, place of birth, visible minority status,

religion, religious participation, knowledge of lan-guages, family background, family interaction, social¶1453 Other Federal Governmentnetworks, civic participation, interaction with society,Resourcesattitudes, satisfaction with life, trust, and socio-eco-

Pension Plans in Canada nomic activities.Status: Active

Federal Jurisdiction Workplace SurveyFrequency: AnnualStatus: ActiveRecord Number: 2609Frequency: IrregularThe Pension Plans in Canada Survey is an annual

census of all registered pension plans (RPPs) in Record Number: 5076Canada. Its purpose is to provide information on the

The objective of the survey is to collect statistical infor-terms and conditions of RPPs, RPP membership, andmation on working conditions in companies undercontributions made by and on behalf of the members.federal jurisdiction. Survey data will be used by

Registered pension plans are plans established either Human Resources and Social Development Canadaby employers or unions to provide retirement income (HRSDC) to analyse the impact on companies ofto employees. These plans are registered with the potential changes in the Canada Labour Code. TheCanada Revenue Agency for tax purposes, and in intent of this survey is to establish a benchmark formost cases, also with the federal or a provincial pen- assessing the evolution of working conditions in com-sion regulatory authority. panies under federal jurisdiction.The primary users of the Pension Plans in Canada The survey examines attributes such as the numberSurvey are the federal and provincial government pen- and demographic characteristics of employees, con-sion authorities. Other main users include the Income tracting-out practices, the distribution of occupations,and Expenditures Accounts Division (Statistics hours of work, pay and benefits, training, andCanada), the federal government (Human Resources expected retirements.and Social Development Canada, and Finance

Results from this survey may be used by businessesCanada), private consultant firms, insurance compa-and trade associations to compare staff working condi-nies, and academics. The data from the Pension Planstions to the average for similar businesses. Govern-in Canada Survey is also used to generate the estimatement departments and agencies, including HRSDC,of the value of benefits accrued in registered pensionuse the data to assist in policy formulation, and theplans for the Survey of Financial Security.



academic community may use them for research pur- Source: HRSDC — Labour Programposes.

Service CanadaThe Labour Program (Labour Canada) Service Canada is found mostly in local Service

Canada/HRSDC offices in all parts of the country, toA wealth of information is published by the federalLabour Program (formerly the Department of answer questions about the labour markets in Cana-Labour), now part of HRSDC. dian communities. Here are some examples of useful

information available from this resource:The Workplace Information Directorate (WID) offersinformation that may be used for a variety of purposes

● A section on Job Descriptions and Job and Skillwithin the organization, and is useful in developing or

Requirements by occupation and by local area canusing a metrics approach. The WID web page atbe found on the Service Canada site, which sup-http://www.hrsdc.gc.ca/en/lp/wid/info.shtml has aports the task of writing company job descriptions.complete listing of products and services.

● The Wages & Salaries section lists current wageThe Workplace Bulletin, (a full version of the pub-lished information is accessible in PDF format) pro- rates for numerous occupations within local areas.vides you with ongoing developments and access to

● The Employment Prospects section provides infor-the latest information on industrial relations and col-mation on local hiring shortages or surpluses.lective bargaining. It is produced bi-monthly and is

free of charge. Individuals and organizations can add● The Labour Market Information Service (LMI) sec-their name to the mailing list.

tionBelow is a list of the products and services provided:

— provides detailed labour market information at● trends in negotiated wage adjustments; the local or community level;

● current and upcoming key negotiations (PDF — analyses data and local events in order to iden-format, 50kb); tify community specific labour market trends

and opportunities;● current settlement listing (PDF format, 426kb);

— works with other labour market players,● collective agreement expiries and reopeners;including businesses, educational institutions

● negotiated benefits and working conditions;and local and provincial governments;

● work stoppages;— ensures people have access to quality labour

● directory of labour organizations; market information.

● union membership (PDF format, 343kb); Service Canada provides information on where toaccess training in the community and province, for a

● innovative workplace practices;variety of occupations. It is also possible to compare an

● Readers’ Corner (PDF format, 151kb); entire occupation, or only certain elements of an occu-pation, in different areas within a province or territory

● Negotech access to settlement summaries and fullor across Canada, or compare similar occupations intext collective agreements;one location. The Service Canada Web site may be

● list of articles and case studies; accessed at http : \ \www.servicecanada .gc .ca/● selection of recent changes in Canadian labour laws. en/home.html.


HR Metrics 93

¶1475 CHECKLISTS

¶1477 HR Metrics Checklist

The following should be considered when using metrics in the HR context:

❏ Select areas of focus for measurement.

❏ Choose appropriate measurement and interpretive tools.

❏ Agree on benchmarks for comparative analysis.

❏ Construct an HR scorecard framework.

❏ Develop report formats.



ORGANIZATION DEVELOPMENT

¶1500 OVERVIEW

related disciplines. Most would also agree that ODOrganizational development (OD) is an effortimplies change and, if we accept that improvement inplanned organization-wide and managed from theorganizational functioning means that change hastop to increase organizational effectiveness and healthoccurred, then, broadly defined, OD means organiza-through planned interventions in the organization’stional change.processes, using behavioural science knowledge.

(Richard Beckhard). This section discusses the following aspects of organi-zation development:Organization development is a dynamic, values-based

approach to systems change in organizations and● principles of practice;communities; it strives to build the capacity to achieve

and sustain a new desired state that benefits the ● organization development initiatives;organization or community and the world around

● organization development competencies and corethem.knowledge;

Warner Burke, a pioneer theorist and practitioner in● five-step change model; andthe field, defines it as follows:

Most people in the field agree that OD involves consul- ● potential OD interventions.tants who try to help clients improve their organizations

As well, we take a look at social network analysis, aby applying knowledge from the behavior sciences —psychology, sociology, cultural anthropology, and certain new organizational development process.


● Draws from multiple disciplines that inform an¶1506 Principles of Practiceunderstanding of human systems, including applied

The practice of OD is grounded in a distinctive set of behavioural and physical sciences.core values and principles that guide behaviour and

Systems Focusedactions.● Approaches communities and organizations as open

Values and Principles systems: that is, acts with the knowledge thatchange in one area of a system always results inValues Basedchanges in other areas; and change in one area

Key values include the following: cannot be sustained without supporting changes inother areas of the system.● Respect and inclusion

Action Research● Collaboration● Continuously reexamines, reflects, and integrates● Authenticity

discoveries throughout the process of change in● Self-awareness order to achieve desired outcomes. In this way, the

client members are involved both in doing their● Empowermentwork, and in sharing their reflections and learning

Supported by Theory in order to achieve shared results.


Organization Development 95

Process Focused ¶1530 Organization DevelopmentCompetencies and Core

● Intervenes in organizational or communityKnowledgeprocesses to help bring about positive change and

to help the client work toward desired outcomes. Organization development professionals, whetherinternal or external consultants, must possess certainInformed by Dataskills and competencies. The following was preparedas part of the OD Network’s 20th Edition of the● Involves proactive inquiry and assessment of theOrganization Change and Development Competencyinternal environment in order to discover andEffort (March 2001), by Roland Sullivan, Bill Rothwell,create a compelling need for change and theand Chris Worley.achievement of a desired future state of the organi-To be successful, an OD professional should possess aszation and community. Some methods includemany of the following competencies as possible:survey feedback, assessment tools, interviewing,

focus groups, story telling, process consultation, and 1. Marketingobservation.

2. EnrollingClient Centred 3. Contracting

● Focuses on the needs of the client in order to con- 4. Mini-Assessmenttinually promote client ownership of all phases of 5. Data Gatheringthe work, and to support the client’s ability to sus-

6. Diagnosistain change after the consultant’s engagement ends.7. Feedback

Focused on Effectiveness and Health8. Planning

● Helps to create and sustain a health-effective9. Participationhuman system as an interdependent part of its

10. Interventionlarger environment.

11. Evaluation

¶1507 Organization Development 12. Follow-UpInitiatives 13. Adoption

14. SeparationOrganization development initiatives are normallymost effective in larger, more complex settings. This 15. Self Awarenessdoes not, however, mean they must be confined there.

16. Interpersonal SkillsHuman resources professionals who understand or17. Other Skillsare schooled in the principles of OD may scale the

initiative to their organization. A ‘‘core knowledge’’ ofDetermining If an OD Consultant Isthese principles and practices is needed as a minimumNeededfor a successful OD program. It should also be empha-

sized that the process is a dynamic, continuous pro- An OD consultant may be needed if there is no in-house expertise, time, or supportive resources to effectcess, which must also have maintenance componentsthe desired changes.in its construct. Because of its possible (and sometimes

dramatic) impact in terms of organizational structure Choosing an OD consultant is like choosing anyand culture, any OD efforts need an informed, fully other type of consultant: the range of consultants’committed leadership within the organization. backgrounds and their methods should be matched



to specific organizational environments. Some consid- (a) survey administration;erations may include the following:

(b) employee/stakeholder feedback.● educational background (specific studies/training in

OD?);● Data Review and Analysis

● number of years of experience; Review and analysis is used to identify issues. It maybe carried out in-house, or it may be outsourced if

● industry/sector experience;objectivity is an issue.

● customized approach to your needs and your staff;● Recommendations for Change

● personal involvement in the assignment, rather thandelegation to junior consulting staff; (a) systemic changes;

● ability to meet specific deliverables and timelines; (b) policy/procedure changes;

● experience with union or non-union environments; (c) program changes.● sensitivity to your organizational culture (e.g., mis-

● Action Plan Developmentsion, vision, values, diversity, etc.);

(a) resources needed to initiate change;● personality (ability to communicate at all levels);

● consulting fees and related expenses. (b) role of HR in supporting the plan;

(c) considerations regarding outpouring theMethods of Diagnosis and Analysis change agent.

A number of modalities may be used in an OD inter-● Implementation Decisionsvention:

(a) resources needed to implement change;● Initial Diagnosis

(b) assignment of implementation roles.An initial diagnosis of organizational effectivenesswould include the following:

● Evaluation(a) surveys;

(a) decision about metrics to be used to eval-(b) interviews; uate OD interventions;

(c) reports.(b) re-surveying to measure incremental

changes in findings;● Data Collection

This phase includes the following: (c) establishing a reporting and feedback loop.


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