Human Resources 101

Workers who have been fired from their jobs and are grieving their dismissal may hear the phrase “last chance agreement” (or LCA), used by their union representatives during discussions about possible settlement of their grievance. Union representatives sometimes recommend that a member accept or pursue an LCA where they feel that the member’s chances of [...]

The proper handling of discipline is very important in today’s climate where ‘wrongful dismissal’ charges and human rights complaints are increasing.
Discipline should be ‘progressive’, building up toward sufficient grounds for dismissal. However, dismissal should not be our ultimate goal. Every effort should be made to counsel, encourage and assist the employee so that improvement can be [...]

Michael Carroll was a branch manager with Emco, a plumbing and heating supply company, for 16 years. Several employees reported to him, including Barbara Randall, an inside sales employee. In 2002, Carroll and Randall began an intimate, sexual relationship that continued for almost three years.
Throughout the relationship, Carroll was Randall’s immediate supervisor, and was responsible [...]

Human Resources and Social Development Canada has put together a set of guidelines to applying progressive discipline in the workplace. While designed to assist federally regulated workplaces, there is lots of helpful information for any employer in Canada.
Click to download: Progressive Discipline Guidelines (pdf – 389 KB)

Do you have concerns with an employee’s work performance?
Here [...]

In May 2005, I posted links to some stories touching on the landmark Keays v. Honda Canada decision. As was anticipated, the decision was appealed. On September 29, 2006, the Ontario Court of Appeal upheld the judge’s award of 24 months pay in lieu of notice, but significantly reduced the punitive damages awarded.
Blakes Bulletin on Labour & [...]

Prepare the materials: Explain the rationale and prepare all severance information in writing (notification letter, salary continuation/severance period; benefits; outplacement, etc.)
Prepare the message: Write the script you will use during the meeting and the key information you will convey to remaining employees. Keep it short and to the point.
Arrange the next steps: Schedule meetings with [...]

In a decision released by the Alberta Court of Queens Bench on February 1, 2006, the Court considers both contractual and fiduciary duties of former employees to refrain from competing with their former employers.

Earl Altman, Partner with Garfinkle, Biderman Barristers and Solicitors, ends his summary with, “The case highlights the importance of properly drafted employment [...]

Employee absenteeism costs money. A 1992 study by the Conference Board of Canada estimated the cost of employee absenteeism to be 1.26 times the base hourly wage. This doesn’t include the morale cost for fellow employees who must shoulder a heavier burden or otherwise deal with the absence.
Attendance can be managed, but discipline is rarely [...]

As in many other situations, the Pareto principle applies to performance management. Twenty percent of your employees will create 80 percent of your performance issues and seem to suck 180 percent of your energy.
And, as much as you would like it to, ignoring the problems will not make them go away. Such an approach usually leads to escalation.
Here [...]

Over the past number of months I have attended two H.R. workshops delivered by employment lawyers. Both lawyers made statements along the lines of, “it is impossible to fire an employee for cause, in Canada.
Employment lawyer Howard Levitt opens his Financial Post column, The rocky road to dismissal with much the same thesis. He then [...]