Human Resources 101

By Jonathan Littman & Marc Hershon,
Authors of I Hate People!: Kick Loose from the Overbearing and Underhanded Jerks at Work and Get What You Want Out of Your Job

Here they are. The people we hate. Short and sweet.

10. Stop Sign
I want to slap him every time he dumps on my great new ideas.

9. FlimFlam
How does he keep tricking me into doing his work? Damn you, Flimflam!

8. Bulldozer
If only I could stick a muffler on his mouth.

7. Smiley Face
Maybe it’s not a phony smile on his face. Maybe it’s just Botox. Whatever it is, I hate it.

6. Liar Liar
I don’t have enough time left in the day to figure out who isn’t lying.

5. Switchblade
The only thing I can count on from this jerk is trash-talking me to the boss.

4. Minute Man
Dude’s grabbed so many minutes of my time he could build a week out of them.

3. Know-It-None
Blogs, Wikipedia, reality TV. This clown couldn’t tell fact from fiction if they were wearing name tags.

2. Spreadsheets
I’d like to cram his rulebook where the sun don’t shine.

1. Sheeple
I hate them because they make brainless meetings, sorting e-mail, and mind-numbing tasks appear so productive that I’m tempted to become one with the herd.

©2009 Jonathan Littman & Marc Hershon, authors of I Hate People!: Kick Loose from the Overbearing and Underhanded Jerks at Work and Get What You Want Out of Your Job

Author Bios
Jonathan Littman, is the author of I Hate People! and numerous acclaimed works of nonfiction, including The Fugitive Game, The Watchman, and The Beautiful Game. He is also the coauthor of IDEO’sThe Art of Innovation and The Ten Faces of Innovation. He is a contributing editor for Playboy and a columnist for Yahoo! Sports.

Marc Hershon is the coauthor of  I Hate People! and a branding expert who helped to create the names for the BlackBerry, Swiffer, nüvi, and many other influential products. He is also a comedy veteran who has worked closely, with Dana Carvey, Bill Maher, and Robin Williams.

For more information please visit www.IHatePeople.biz

Who has the time to orient employees? Why bother, they will figure things out soon enough, I just give a new employee to a trusted employee and they take it from there

In Canada anywhere from 5.5% – 7.5% of employees will quit their job this year? This works out to an average of 3,700 employees who have their first day on a new job, each work day of the year. One reason why people change jobs is that they never feel welcome or part of the organization. As a result, they choose to quit their jobs shortly after being hired and move on to another company.

The cost of hiring, orienting and training a new employee can cost anywhere from $5,000 to $30,000 per person, depending upon their position in the organization. Given this information, orientation is a sure way to cut costs in your organization and therefore, who can afford not to make time to orient new employees.

Objectives of an effective orientation program:

• welcome the employee
• develop positive perceptions about the organization
• confirm the employee’s decision to join the organization
• teach basic/fundamentals that each new employee should know
• put the employee at ease

The benefits of an effective orientation program for new employees:

• provides a genuine welcome
• presents complete information to new employee
• controls what gets communicated, when and how
• reduces chances for new employee mistakes
• reduces the likelihood of misinforming or totally neglecting the employee
• creates a positive impression for the new employee
• provides an opportunity for follow-up with new employees
• confirms the employe’s decision to join the organization
• reduces employee anxiety
• provides legal protection to the employer

The starting point of any orientation program:

The recruitment and selection interview. The following items at minimum should be covered:

• background of facility/organization
• job description
• probation period
• performance evaluation procedures
• work hours
• compensation
• vacation/time off benefits

Developing an orientation program:

1. Factors to consider
   • needs assessment
   • the type of employment status
   • size of the operation
   • number of employees hired at a particular time
   • potential employee audience
   • who will be responsible for orientation
2. length of orientation
   • Preparing for the new employee’s arrival
   • scheduling the orientation meeting
   • work area/phone/supplies
   • first job assignment
   • ‘new employee’ kit (booklets, paperwork, forms)
3. The Program:
   • What to include Who will do it? and When work assignments
   • welcome and intro, to co-workers
   • Company history
   • Workplace tour
   • job description
   • relevant policies & procedures
   • Salary
   • Overview of department
   • safe work practices
   • Benefits
   • general rules of behaviour
   • systems and equipment training
   • Administrative paperwork
   • Departmental policies & procedures
   • Organizational chart
   • pay policy
   • work schedule
   • Supervisor’s responsibilities to employee
   • Supervisor’s expectations of employee
   • Complaint, grievance or ‘asking questions’ procedures
4. The Kit
   • Employee Handbook
   • Policy on Employment Related Harassment
   • Employment Contract/Agreement
   • Forms: TDI, supplemental employee information, insurance forms
   • Copy of Collective Agreement (where applicable)
   • Sign off sheet
   • Evaluation

The Backbone of an orientation program

The Employee Handbook

Why have an employee handbook?

• establishes the conditions of employment present at the time of hire for example: hours of work, vacation entitlement, sick day payment, retirement age, etc.
• acts a reference tool for information about the employee benefit plan, payroll, overtime, pay increases etc.
• use as part of the orientation process to familiarize employee with the employer and his/her work location.
• communication tool to pass along organizational history, culture, and structure
• familiarization with the organization–who does what, identify appropriate avenues for information.
• reduces litigation because it clearly outlines what is expected from the employee – i.e. code of conduct, dress, language, smoking.
• establishes rules and regulations

Essentials of a Good Employee Handbook

• A disclaimer at the beginning of the handbook limits litigation concerning policies and procedures, hours of work, payment, benefits, etc. A good disclaimer will reserve the right of the employer to make changes to the content.
• A statement of the employer’s commitment to equal opportunity and to providing a harassment-free workplace.
• Introduction to the organization.
• Mission statement of the organization.
• Recruitment practices, how jobs are posted, positions are filled.
• Job evaluation methods.
• Salary Administration Practices:
  • merit increases
  • performance reviews
• Working Conditions:
  • hours of work
  • attendance
  • overtime
• training
• retirement
• computer/internet access policy
• code of conduct
• Special Services:
  • staff meals
  • security
  • health & safety
  • staff lounge
  • smoking room
  • parking
  • Advocacy
• Human Resources.
• Complaint/Grievance Procedures.
• Pay delivery and other payroll services (deductions):
  • Canada Savings Bonds
  • Charitable Donations
  • T4’s
  • Indirect benefits:
  • Group Insurance Benefits
  • Employee Assistance Plan
  • Group Pension/R.R.S.P
• Vacation
• Sick Leave provisions
• Leaves of Absence:
  • Maternity/Parental Leave
  • Jury Duty
  • Bereavement Leave
  • Personal Leave
• Guidelines for termination of employment.
• What to do if you cannot report to work.
• Acknowledgment of receipt of the book by the employee.
• Statement that the employer may have to treat some employees differently to ensure equal treatment.
• Personal Information:
  • how to update your file
  • release of information on your file, written request required
  • review of your records

Pitfalls in creating an employee handbook

• Information is written in language too difficult to understand.
• Carelessly chosen wording which creates an employment contract.
• Failure to state information will be updated from time to time (Management can reserve the right to do this).
• Inconsistency between sections of the handbook.
• Over promising or setting unachievable goals or standards.
• Too much information — less is more. It should be short simple English.
• Hardback copy makes updating extremely expensive and difficult.
• Too boring, no theme or sense of fun. Employee will not read.

The following is an excerpt from the book The Milkshake Moment: Overcoming Stupid Systems, Pointless Policies and Muddled Management to Realize Real Growth by Steven S. Little
Published by Wiley & Sons, Inc.;  April 2008;$19.95US/$21.99CAN; 978-0-470-25746-3

Copyright © 2008 Steven S. Little (used by permission)

What I’ve come to learn is that growth leaders are distinctive not only in their actions, but also in their attributes. These specific attributes are more like personality traits than true management skills, and they ultimately build trust:

Timely — Every day I deal with people who say they want to grow their company, community, or association. And I know they truly mean it. Often one of the key factors that impede their progress, however, is how they choose to allocate their time and that of others. When I look at how they actually spend their time, I find that they revert back to their default setting — what they know best. They fill their days working on the tasks they are most comfortable completing.

In contrast, successful leaders devote the majority of their time to those areas that truly need it. They make timely decisions as often as decisions are needed — no more and no less.

Time is not something to be filled with activity for activity’s sake. Leaders understand the nature of time and are skilled at prioritizing it to make an impact. They understand that being timely does not come from Day-Timers, longer hours, or an increasing workload. For some, this prowess is innate. For others it is a skill that must be honed through experience. Yet make no mistake about it; it is impossible to lead a growth charge without mastering the importance of time.

(Most managers simply get up and do what they want to do. Growth leaders get up and do what needs to be done.)

Realistic — Many joke that reality is overrated. It certainly is easier to don our rose-colored glasses and see only what we want to see. What distinguishes growth leaders is their unrelenting focus on what really is and what truly can be. While positive thinking has its place, delusions are dangerous.

“Our product is the best.” “Our team is superior.” “Our customers love us.” “Our cause is more important than any other.” Really? Let’s can the empty slogans, take down the banners, and throwaway the T-shirts. Today, it takes a pragmatic realist to separate the true picture from the conventional groupthink.

Facing reality isn’t merely a good idea; it’s an imperative. Your organization is depending on someone to challenge the organization’s most closely held beliefs today. Why couldn’t that be a leader like you? Too often, closely held beliefs are kept on our shelves long past their expiration dates. Growth leaders seek only the truth and welcome any and all reality checks.

Unscripted — Today our world is filled with skeptics. People are simply jaded, and why shouldn’t they be? Over the past 50 years we’ve lived through disgraced presidents, dubious armed conflicts, pilfered pensions, and “new and improved” products that are clearly neither new nor improved. We live in a world where much of what comes at us from organizations is spin, propaganda, and distorted half-truths. It should be obvious to any twenty-first-century leader that many people are reluctant to believe anything. Everyone’s bullshit detector has become finely calibrated.

What we long for is authenticity. We want leaders who speak plainly and from the heart, not from talking points. We want bosses who reject corporate mumbo jumbo. We want professionals who don’t cloak themselves in a blanket of CYA-speak.

In order to lead, it is critical to master the authenticity. Reject the tired clichés, lose the latest buzzwords, and say what you mean and mean what you say.

Sensitive — This is a loaded term. While it has many definitions, here I mean perceptive. Sensitive leaders are acutely aware of their surroundings and are keenly observant. They have an intuitive knack for understanding the motivations of others. They are able to feel the barely perceptible winds of change long before the actual storm. They have the uncanny ability to gain insight from seemingly disparate data.

How well do you read others in complex social situations? How much do you trust your gut feelings? How well do you handle displays of emotion in yourself and others? How easily do you move from perception to action?

Most growth leaders are naturals at these types of skills. Others need to regularly extricate themselves from day-to-day activities to work on them. Either way, being sensitive is an attribute that gives leaders another arrow in their organizational growth quiver.

Transparent — It’s human nature not to trust those who attempt to hide things from us. For instance, when an organization gets into trouble and spirals downward because of a public relations crisis, it nearly always has something to do with not being transparent. Most of the great corporate and political scandals of the modern age have had more to do with cover-ups than with the original act of wrongdoing itself.

In contrast, people and organizations that are transparent in their actions are the ones that consistently grow and come out ahead in the long run. Those who are forthcoming with information — good and bad — can more effectively lead a team to accomplish great things.

An organization itself can and should be transparent, but to be so it needs leaders who are transparent in their actions. An active beehive hanging in a tree looks to me as ominous as the Death Star in a Star Wars movie. I definitely don’t trust it. But have you ever seen a cross section of a beehive? By placing it behind glass we can see the fascinating inner workings of an efficient organization. Somehow, knowing what each of those busy bees is up to puts my mind at ease.

Employees, customers, vendors, and shareholders know what to expect from transparent leaders. Fostering transparency takes commitment and confidence. It can be tempting to hide problems, but the transparent leader knows that the truth eventually slips out anyway — and often looks worse than it did originally. As an ancient Eastern adage says, “Three things cannot be hidden forever: the sun, the moon, and the truth.”

Copyright © 2008 Steven S. Little

By Jason Ryan Dorsey,
Author of Y-Size Your Business: How Gen Y Employees Can Save You Money and Grow Your Business

Employers always seem to be asking me, “What in the world is Gen Y thinking when they do some of the things they do at work?” As a researcher and member of Gen Y, which I define as being born from 1977 to 1995, I think it’s important to shine a spotlight on what my generation is thinking when we show up to work (and then immediately ask for a coffee break). The more employers understand Gen Y’s perspective, the easier it is to identify the strategies and actions that can transform us into high-performing, loyal employees.

GEN Y’S TOP FIVE LIST FOR HOW WE THINK AND ACT AT WORK

1. No expectation of lifetime employment

Gen Y is the only generation in the modern workforce that has never expected to work for one employer our entire career. In practice this means that Gen Y expects to change employers throughout our lives, because it would be abnormal for us to stay with one company. This doesn’t mean Gen Y won’t or can’t stay with one employer, just that we see nothing wrong with switching employers if a job or company no longer fits us (or our sleep schedule).

Though we may not expect to be with a company for 20 years, we are willing to work extremely long hours for an employer if we feel a genuine connection to the company or its mission. At one online education company I visited, the Gen Y employees were working seven days a week, and some were taking showers in the office building in order to meet deadlines. One of the Gen Y employees told me, “That’s just what you do when your company is counting on you.”

2. A feeling of entitlement along with big expectations

The biggest complaint I get from employers of all ages — including Gen Yers who manage other Gen Yers — is that many in Gen Y feel entitled. We show up to work and act as if our boss owes us something for our presence. I know how off-putting Gen Y’s attitude can be, but before we condemn my generation as a bunch of spoiled brats (something that I find personally offensive and plan to tell my mom about) we should consider for a moment that entitlement is 100 percent a learned behavior. You are not born entitled. You have to be raised that way.

This might hit a bit close to home if your twentysomething child is still on your car insurance and carries one of your credit cards for emergency use only, which could mean a sale on cherry-flavored Pop-Tarts® at Target. In fact, many of us in Gen Y were told, “As long as you’re in college, we’ll help you out.” Seven majors and one study abroad semester later, we’re graduating with 196 credit hours and an Associate Degree — and courageously entering adulthood by returning home.

3. A hunger for instant gratification and tangible outcomes

Gen Y has come of age with almost instantaneous access to just about everything and everyone — from instant meals to instant messages. This constant immediacy has taught us to have little patience, short attention spans, and to seek ongoing progress in every aspect of our life. We hate waiting in lines at the grocery store (Can you say self checkout?) and don’t want to show our work on math problems, especially if you already told us our answer is correct. We will even walk into a fast food restaurant, see a line at the counter, and leave to go somewhere else.
However, rather than brand us as the “instant everything” generation, my research shows we are simply outcome-driven. This observation changes the conversation, because it shows we are not about having everything now, we simply don’t see — and therefore we do not appreciate — the steps involved in creating the outcomes we want. We literally do not connect the dots or consider our plans in terms of policies and procedures — that’s an older generation’s way of approaching work. Instead, all we want to know is what you want us to do. Then get out of our way so we can get it done. In the workplace, this makes us extremely project-oriented rather than job-description focused.

4. A new relationship with technology and communication

Since Gen Y grew up during the Internet boom and mobile communication revolution, technology has become an extension of ourselves. However, older generations have a big misconception when it comes to Gen Y and technology. Older generations think that Gen Y is tech savvy. This is 100 percent not true. Gen Y is not tech savvy, we are tech dependent. Important difference. We don’t know how technology works. We just know we can’t live without it.
5. A need for ongoing feedback

When it comes to employing Gen Y, if your company only gives annual reviews, then you can change the name. Call them exit interviews, because Gen Y won’t be there. We need feedback on a much more regular schedule, ideally twice a month, but don’t confuse frequency with a major time investment. We don’t want an in-depth 360-degree performance review, complete with personality assessment. Just a five-second check-in that says you notice we exist. All we need is for you to pause outside our cubicle and say, “Jordan, I saw how you helped Mrs. Booker solve the billing problem. Good job.” That’s it. Nothing more.

TURNING THESE GEN Y CHARACTERISTICS INTO A COMPETITIVE ADVANTAGE
As a member of Gen Y, I admit that all five of these characteristics do not initially appear as workplace strengths. However, I have seen time and again how employers have made every one of these Gen Y characteristics into a workplace advantage when Gen Y is managed correctly.

The key is to start with an understanding of our mindset, find a common ground with your company’s goals, and build on it. In fact, the breakthrough moment for many of my clients who employ Gen Y is realizing that what their Gen Y employees want in order to put forth their best effort is often less expensive and easier to give than their current employment practices. Now that is something you will want us to text our friends about — but not until our lunch break.

©2009 Jason Ryan Dorsey, author of Y-Size Your Business: How Gen Y Employees Can Save You Money and Grow Your Business

Author Bio
Jason Ryan Dorsey, author of Y-Size Your Business: How Gen Y Employees Can Save You Money and Grow Your Business is an award-winning entrepreneur and an acclaimed keynote speaker often referred to as “The Gen Y Guy”®. He has been featured as a Generation Y expert on 60 Minutes, 20/20, the Today show, and The View, as well as in Fortune magazine.

by John P. Strelecky — International Best-selling Author of The Why Café

Smart leaders don’t recruit the best people, they attract them. Why do they do it? They do it because it makes their lives easier, and their companies more successful. How do they do it? They have a clearly defined corporate Purpose For Existing (PFE), they tell the world about it, they live it, and the best people come to them. They don’t recruit, they attract.

The success of this method is based on two principles. The first is a very basic tenant of life on the planet; “Like attracts Like”. It is the reason zebras run together on the African plains, similar looking fish travel in schools, and in any given crowd of people, each sub-group is composed of individuals with similar characteristics. A leader who has defined their company’s PFE is saying in essence “I am a zebra. If you too are a zebra, come out here on the plains and join me.”

The second principle is that the best and the brightest in the work-force seek more than just a paycheck from their job, they seek fulfillment of their own personal Purpose For Existing (PFE). On average, employees spend 70% of their waking hours Monday through Friday either at work, getting to work, or preparing for work. For the most part, their work is their life. The best and the brightest know this, and understand this. They want to make sure that while spending 70% of their life at work, they are in some way fulfilling their own PFE. They seek out companies where the organization’s PFE supports their own.

The concept of attracting vs. recruiting might not seem like an important topic in an era of economic uncertainty where companies are laying people off, or putting freezes on hiring. The U.S. has been in that situation now for almost three years. However, data from the National Bureau of Labor Statistics, and independent studies from professional staffing and Human Resource Management firms indicate a change is coming. Projections are for labor shortages starting this year in certain industries and increasing to approximately 6 million skilled workers in 2012. The repercussions of such a shortage won’t just be felt in lost opportunity costs as companies can’t get the necessary qualified talent to serve new customers. More painful and directly impactful will be the costs felt as employers try to fill open positions. According to Human Resource studies, total costs to replace a skilled managerial level employee can total as much as 150% of the departing person’s salary by the time recruiting, training, and productivity costs due to losses with current customers are factored in. With studies showing 55% of salaried people planning on moving as jobs become available, this cost could be substantial for individual companies.

In light of this looming future, the opportunity to attract versus recruit the best people, as well as the issue of maintaining the right employees, both become more relevant.

Leaders interested in creating an environment where they attract instead of recruit the best candidates should follow three key steps.

1. Clarify Your PFE
2. Tell the World What Your PFE Is
3. Fulfill Your PFE

Clarify Your PFE
What is your organization’s Purpose For Existing (PFE)? Why was the organization formed? What unique function does it serve? Many organizations already have their PFE as a deeply imbedded part of their culture, and often it exists in some written form. It may seem obvious to you as a leader, or to your employees. Now is the time to either turn it into the written word if it isn’t yet, or make sure it is clearly articulated if it already exists in writing.

An example of a PFE that is clear, impactful, and to the point is that of Merck & Co., Inc. Merck is a global pharmaceutical products and services company that focuses heavily on research. Their PFE is stated in the following way “Our business is preserving and improving human life.” They back this up with the following sub statement. “All of our actions must be measured by our success in achieving this goal.”

Tell The World What Your PFE Is
When you have a clearly articulated version of your PFE, let the world know what it is. Put it on all your marketing materials, internal documents, web sites, and your communications with buyers, suppliers, customers, campus placement offices, and partners. Make sure that when people hear the name of your company, they automatically know what your PFE is. It is through these efforts that you are saying to the world “I am a zebra. If you too are a zebra, come join me”. Your PFE will have an impact on the people who interact with you. Those who have a personal PFE that is similar to your organization’s and who in fact can fulfill their PFE by helping your organization fulfill its PFE, will now be attracted to you. Think in terms of Merck. How attracted do you think someone is to Merck if their personal PFE is to improve human life?

Fulfill Your PFE
Ralph Waldo Emerson said “What you do speaks so loudly that I cannot hear what you are saying.” This is something for organizations to remember. To succeed in attracting, not recruiting the best people, an organization must live up to the PFE that it identifies and promotes to the world. Exhibiting actions incongruent with that PFE will quickly damage the company’s credibility and decrease their attraction. However, for organizations that live the PFE they create, every action they do makes the attraction that much stronger for potential candidates.

Organizations that follow these three steps will find themselves approaching hiring in an entirely new way. Creating awareness about the organization’s PFE and then interviewing people attracted to the company will become the norm, not recruiting. For organizations that are doing the three steps very successfully, having to work hard to recruit someone should be an indication that they are trying to get the wrong person. If someone clearly understands your organization’s PFE and your organization has done an effective job of fulfilling its PFE, but the person still needs to be convinced, then you don’t want them in your organization.

Make your life easier and make your company more successful. Don’t recruit the best people, attract them.

Copyright © 2006 John P. Strelecky (used with permission)

Author
John P. Strelecky is the international best selling author of “The Why Café” (Da Capo Press; April 2006; $12.95US/$16.95CAN; 0-7382-1063-3) and a highly sought after inspirational speaker on; “How to Achieve Maximum Success with Minimal Effort.” His CD series of the same name has received rave reviews from listeners. A graduate of NorthwesternUniversity’s MBA program, John has served as a business strategist for numerous Fortune 500 companies. Through his book, CDs, articles, and appearances on television and radio, he has positively impacted the lives of millions of people. John can be reached through his website atwww.whycafe.com, or by calling 407-342-4181.

If you’ve experienced disagreements in the workplace, this book is for you. Published by the Government of Alberta, this guide outlines conflict resolution methods that are helpful for employees and employers of all types of organizations, whether private sector company or a not-for-profit association.

Let’s Talk: A guide to resolving workplace conflicts (pdf 3807 KB)

The Alberta Human Rights and Citizenship Commission receives many inquiries from employers, employees, job applicants and unions about drug and alcohol testing and about the employer’s duty to accommodate drug and alcohol dependencies in the workplace. Courts and human rights tribunals have acknowledged that drug and alcohol dependencies are medically recognised disabilities under human rights law. Therefore, sufferers are protected by the Alberta Human Rights, Citizenship and Multiculturalism Act, on the grounds of mental and physical disability.

To simplify the inquiry process, the commission has developed a publication (in PDF) to provide current information about how human rights law impacts drug and alcohol dependencies in Alberta workplaces. Specifically, the purpose of the document is to:

• Clarify the Commission’s role in preventing discrimination against employees who have drug and alcohol dependencies
• Outline the situations in which an employee may have the basis to make a human rights complaint related to drug and alcohol dependencies in the workplace
• Provide information about when and individual may make a complaint about a potentially discriminatory drug and alcohol policy
• Provide information about the responsibilities of the employer and employee in the accommodation process
• Inform the public that the commission does not have jurisdiction to tell an employer when or whether they can require a drug or alcohol test
• Define the difference between recreational drug and alcohol use and drug and alcohol dependencies

Click to download the full publication (PDF)

Early in 2008, the Federal, Alberta and British Columbia Privacy Commissioners released guidelines for the use of video surveillance. These guidelines support a cautious approach to implementing such surveillance.

Here are the guidelines as released by the Office of the Federal Privacy Commissioner.

Introduction

The use of video surveillance by private sector organizations has exploded in recent years.  As technology has evolved and costs have fallen dramatically, video surveillance is increasingly accessible to a large range of organizations.  Security and crime control concerns are the most common motivating factors for the deployment of video surveillance cameras. Retailers use cameras in hopes of deterring thefts and identifying suspects.  Cameras are installed in apartment buildings to detect vandalism and increase the security of tenants. But there are other less obvious uses as well.  Some retailers conduct video surveillance to analyze consumer behaviour – which store aisles they frequent, where they stop, what products they examine. Daycares may use video surveillance to give parents a first-hand view of their children’s activities via the internet.

Private sector privacy laws require that organizations’ need to conduct video surveillance must be balanced with the individuals’ right to privacy, which includes the right lead their lives free from scrutiny.  Given its inherent intrusiveness, organizations should consider all less privacy-invasive means of achieving the same end before resorting to video surveillance.

To help organizations achieve compliance with private sector privacy legislation, we have developed these Guidelines, which set out the principles for evaluating the use of video surveillance and for ensuring that its impact on privacy is minimized.  These Guidelines apply to overt video surveillance of the public by private sector organizations in publicly accessible areas. These Guidelines do not apply to covert video surveillance, such as that conducted by private investigators on behalf of insurance companies, nor do they apply to the surveillance of employees.

An important note – private sector privacy laws¹ govern the collection, use and disclosure of information about an identifiable individual. In the private sector, surveillance through a video camera is subject to privacy laws. Under PIPEDA and the Alberta and British Columbia PIPAs, the information does not need to be recorded.

10 things to do when considering, planning and using video surveillance

1. Determine whether a less privacy-invasive alternative to video surveillance would meet your needs.
2. Establish the business reason for conducting video surveillance and use video surveillance only for that reason.
3. Develop a policy on the use of video surveillance.
4. Limit the use and viewing range of cameras as much as possible.
5. Inform the public that video surveillance is taking place.
6. Store any recorded images in a secure location, with limited access, and destroy them when they are no longer required for business purposes.
7. Be ready to answer questions from the public.  Individuals have the right to know who is watching them and why, what information is being captured, and what is being done with recorded images.
8. Give individuals access to information about themselves.  This includes video images.
9. Educate camera operators on the obligation to protect the privacy of individuals.
10. Periodically evaluate the need for video surveillance.

Qs and As

Q. What can we use video surveillance for?

A. There are a number of situations where it may be reasonable to expect video surveillance to take place, for example, for security purposes around banking machines or inside convenience stores in high-crime areas.  In areas where people have a much higher expectation of privacy, such as a public washroom or a spa treatment room, video surveillance is inappropriate.

When considering the use of video surveillance, make sure that all less privacy invasive alternatives have been looked at. It is preferable to first put the appropriate security measures in place, such as placing inventory under lock and key.

Q. What are we allowed to do with the information we obtain through video surveillance?

A. Information collected through video surveillance should only be used for the purpose that surveillance is being undertaken, or for purposes that are permitted by law.  For example, if cameras are installed in an apartment building parking garage for safety purposes, the information cannot be used to track the movements of tenants. However, if a car is broken into, the information can be disclosed to law enforcement.

Q. What should we keep in mind when installing and operating the cameras?

A. The video surveillance system should be set up and operated to collect the minimum amount of information to be effective.  This helps reduce the intrusion on individuals’ privacy.  Specifically:

• Cameras that are turned on for limited periods in the day are preferable to “always on” surveillance.
• Cameras should be positioned to reduce capturing images of individuals who are not being targeted. For example, a store security camera should not be recording passersby outside the store.
• Cameras should not be aimed at areas where people have a heightened expectation of privacy, for example, showers or into windows.  Steps should be taken to ensure that cameras cannot be adjusted or manipulated by the operator to capture images in such areas.
• Sound should not be recorded unless there is a specific need to do so.
• If a camera is monitored, the recording function should be turned on only when unlawful activity is suspected or observed.

Organizations should also ensure that the video surveillance complies with all applicable laws, in addition to privacy legislation.  For example, an organization using a video camera that captures sound needs to consider the Criminal Code provisions dealing with the collection of private communications.

Q. Should we post signs that there are cameras in operation?

A. Yes.  Most privacy laws require the organization conducting video surveillance to post a clear and understandable notice about the use of cameras on its premises to individuals whose images might be captured by them, before these individuals enter the premises.  This gives people the option of not entering the premises if they object to the surveillance. Signs should include a contact in case individuals have questions or if they want access to images related to them.

Q. What are our responsibilities with regard to recorded images?

A.

• The recorded images must be stored in a secure location, and access should be granted only to a limited number of authorized individuals.
• Individuals have the right to access images relating to them.  When disclosing recordings to individuals who appear in them, the organization must ensure that identifying information about any other individuals on the recording is not revealed. This can be done through technologies that mask identity.
• Any disclosure of video surveillance recordings outside the organization should be justified and documented.
• Recordings should only be kept as long as necessary to fulfill the purpose of the video surveillance. Recordings no longer required should be destroyed.  Organizations must ensure that the destruction is secure.

Q. What are our obligations to the people who operate our video surveillance system?

A. Organizations should ensure that appropriate and ongoing training is provided to operators to make certain that they:

• understand their obligations under all relevant legislation, these Guidelines, and the organization’s video surveillance policy; and
• conduct surveillance only for the purposes identified by the organization.

Q. Once the video surveillance system is up and running, what do we need to do to ensure continued compliance with privacy laws?

A. Organizations should evaluate all aspects of the operation of their video surveillance system regularly. In particular, organizations should examine whether video surveillance continues to be required and should consider:

• Was video surveillance effective in addressing the problem for which it was introduced?
• Does the problem still exist?
• Would a less intrusive way of addressing the problem now be effective?

Q. How should my organization document the use of video surveillance?

A. Organizations should develop a policy on video surveillance that sets out:

• the rationale and purpose of the surveillance system;
• the location and field of vision of the equipment;
• any special capabilities of the system, for example, sound, zoom, facial recognition or night-vision features;
• the rationale and purpose of the specific locations of equipment and fields of vision selected;
• the personnel authorized to operate the system and access the information it contains;
• the times when surveillance will be in effect;
• whether and when recording will occur;
• the place where signals from the equipment will be received and monitored;
• guidelines for managing video surveillance recordings, including security, use, disclosure, and retention;
• procedures for the secure disposal of video surveillance recordings;
• a process to follow if there is unauthorized disclosure of images;
• procedures for individuals to access personal information captured and challenge any suspected failure to comply with the policy;
• sanctions for the organization’s employees and contractors for failing to adhere to the policy; and
• the individual accountable for privacy compliance and who can answer any questions about the surveillance.

A new public awareness campaign has been launched to remind young working Albertans that injuries and fatalities can be only moments away.

“Anybody who loses focus for a moment is at risk of making a mistake on the job, and our young workers heading into the work force are the most vulnerable,” said Hector Goudreau, Minister of Employment and Immigration.

The campaign focuses on specific questions young workers should ask their employers to avoid a workplace injury or death.  Based on extensive research and testing, the campaign focuses on 15 to 19-year-olds and emphasises that workplace incidents can be very real with lasting consequences. It includes transit ads, video productions for movie theatres, posters, Internet banner ads – all of which encourage young workers to visit www.bloodylucky.ca.

“We find that every workplace incident uncovers several unfortunate choices that were made that led to the tragedy; there are no accidents,” says Dr. Michael Alpern of the Job Safety Skills Society, a member of the Young Worker Provincial Advisory Committee. “Research shows that young workers have a higher injury rate than their workplace peers. We see it first hand and we endorse any program that might save a life or limb.”

The campaign is part of Work Safe Alberta, a unique partnership between industry, labour and government. An integral part of the initiative is promoting workplace safety by increasing public awareness.

The videos can also be found at Bloody Lucky’s YouTube Video channel. (Warning: some of the content is graphic.)

Funds raised benefit safety organisations

Alberta courts sent a strong message to Alberta companies in 2008 that workplace health and safety must not be compromised. Penalties totalling more than $5 million against 22 companies surpass the 2007 total of $1.72 million against 12 companies.

“This government will continue working with industry, labour and safety associations to ensure our workplaces remain healthy and safe,” said Hector Goudreau, Minister of Employment and Immigration. “However, when all else fails and the law is broken, the courts take over and send the ultimate message. These sentences should remind employers that there will be consequences when they don’t meet their safety responsibilities.”

The percentage of penalties collected as alternate sentences has also increased. In 2007, 74 per cent of penalties were paid to safety organisations to provide training or to organisations that assist injured workers. To date in 2008, more than 88 per cent of the fines, nearly $4.5 million, are in alternate sentences with the largest awards going to the University of Alberta Engineering Safety and Risk Management Program ($345,000), Lakeland College ($300,000) and the Red Deer College/City of Red Deer ($300,000).