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Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 1
Managing Human Resources : A Guide For Small Business Owners
CO L L E G EBOR EA L . C A
2 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
This information was researched and developed from the following:
• MinistryofLabourEmploymentStandardsAct
• RoyalBankSmallBusinessHumanResourcesGuide
• OntarioMinistryofFinanceTaxDesign&LegislationBranch
• CanadianCustomsandRevenueAgency
• Worker’sHealth&SafetyCentre
Some Helpful Websites:
• OntarioProvincialMinistryofLabour http://www.labour.gov.on.ca/ EmploymentStandardsInquiries:1-800-531-5551 OccupationalHealth&SafetyInquiries:1-800-268-8013
• HumanResourcesandSkillsDevelopmentCanada http://www.rhdcc-hrsdc.gc.ca/ 1-800-O-CANADA(1-800-622-6232)
• OntarioHumanRightsCommission http://www.ohrc.on.ca/
• CanadaBusinessServices http://www.canadabusiness.ca/ 1-888-576-4444
• WorkplaceSafety&InsuranceBoard http://www.wsib.on.ca/ 1-800-387-0050
• CanadianCentreforOccupationalHealthandSafety http://www.ccohs.ca/ 1-800-668-4284
PublicationDate:Septmber2011
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 3
Table of ContentsIntroduction...........................................................................................................................................5
TheBusinessGoals.........................................................................................................................6
Recruitment............................................................................................................................................7
Hiring.......................................................................................................................................................7
TheInterview.....................................................................................................................................8
HiringaDisabledPerson............................................................................................................9
GroundsforDiscrimination...................................................................................................10
PartingWithEmployees...........................................................................................................11
ExitInterviews................................................................................................................................11
RecordofEmployment............................................................................................................12
Dismissal.............................................................................................................................................13
ImprovingEmployeeSatisfaction...................................................................................13
CreatingaCompensationPackage.................................................................................14
ImprovingEmployeeSatisfaction....................................................................................15
AHealthyEnvironmentforGrowth.................................................................................15
PerformanceAppraisals...........................................................................................................16
DesigningandConductingaPerformanceAppraisal.......................................16
EmployeePolicy&ProceduresManual.......................................................................17
EmployeeCode................................................................................................................................17
Sexual Harassment.......................................................................................................................17
Health&SafetyGuidelines....................................................................................................17
EmployeeMisconduct................................................................................................................17
EmploymentStandards............................................................................................................18
HarassmentintheWorkplace.............................................................................................19
Health&Safety.................................................................................................................................20
PayrollDeductions........................................................................................................................23
AppendixI.............................................................................................................................................25
TypicalInterviewQuestions.................................................................................................25
AppendixII...........................................................................................................................................26
QuestionstoAvoid
AppendixIII.........................................................................................................................................27
Questionstoincludeonaperformanceappraisalform
Softskillstoevaluateataperformancereview
4 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 5
IntroductionSt.LawrenceCollegehas,foranumberofyears,workedverycloselywithemployerswhoarelookingtohirestaff.Thisguideoutlinessomeofthefundamentalaspectsofhumanresourcemanagementissuesanemployermightencounterduringandafterthehiringprocess.
SmallandmediumsizedbusinessesinCanadacanbechallengedbylackoftimeandmoneywhenitcomestotheirmostvaluableasset-theiremployees.
Buildingrapportwithyouremployeescanhelpyoubuildyourbusiness.Beinterestedinyouremployeesaspeople,theywilllearntorespectyouandyourbusiness.
Thishandbookhasbeendesignedspecificallyforsmallbusinessownersinthehopethatwemaysupportthemintheirhiringconcerns/issues.
ThishandbookhasbeendevelopedasageneralguideonlyandCollègeBoréalwillnotbeheldresponsibleforanymisrepresentationofthisguide.Forclarificationonmanyhumanresourceissues,pleasecontacttheMinistryofLabourofficenearestyou.
Anyfeedbackyoucanprovidewouldbegreatlyappreciatedaswewillbeupdatingthishandbookperiodically.
Foradditionalinformationorquestionspleasedonothesitatetocontactalocalcentre.(Centrelocationsanddetailsarelocatedonthebackcover.)
6 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
The Business GoalsAhumanresourcestrategycanhelpyoudecidewhentohire,trainandevenchangethefaceofyourbusiness.Ahumanresourcestrategyisanessentialcomponentofanoverallbusinessstrategy.Developpoliciesandprocedurestoensureeveryemployeeinthebusinessistreatedfairly.Thismeansunderstandingthetechniquesandrequirementsforeffectivehiring,promotionanddismissal.
Ahumanresourceplanhelpsyouidentifywhattypesofpeopleareneededtoexecutetheoperatingplan,andtheoperatingplanrequiresclearbusinessgoals.Thesegoalsshouldbemeasurablefocusingonsales,profits,quality,andturnaroundtimes.
Onceyourgoalsareset,youshouldanalyzeyourhumanresourceneedsi.e.technicalskillsandpeopleskills.Nextestimatecostsofsalary,benefitsandtraining.Canyouaffordit?Ifnot,youmayneedtorethinkyourwholestrategy,ormaybeyourgoals.Tryingtodotoomuchwithtoolittlewillinevitablygiveyouproblemsdowntheroad.
Smallbusinessescanquicklyoutgrowtheirhumanresources,soreviewyourplanevery12to18monthstoensureyoustillhavetherightcapabilities.Itisalsoimportanttogroompromisingindividualstomanagegrowthopportunitiesorunexpecteddeparturesinthefuture.
A couple of tips for success include:
• Planforturnover;begintrainingpeopleforthefuture.
• Balanceshort-termlabourfluctuationswithpart-timers.
• Utilizelocalagenciestoassistwithyouremploymentneeds.
• Useco-oporsummerstudents,thisisalsoagoodpotential recruitmentsource.
• Hiretheretired.
Whenselectingemployees,remember:“ATTITUDE,ATTITUDE,ATTITUDE”.Anythingcanbelearnedwithapositiveattitude.Itisthebestindicationthattherightpersonisintherightjob.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 7
RecruitmentHiringMostbusinessesrelyonanaverageof4-5sourcestolocatepotentialemployees.Eachsearchchannelhasitsstrengthsandweaknesses.Beginyoursearchbyhavingawell-definedideaofwhatyouwant.Fillingapositionistheperfectopportunitytoevaluatenotonlythatjob,butperhapsotherpositionswithinyourcompanywithsimilarresponsibilitiesaswell.
Acoupleofthingstoconsider:
• Cansomeoftheseresponsibilitiesbetransferredtoanotherposition?
• Whatskills,experienceandeducationarerequiredforthisposition?
• Whatshillsmustanewemployeebringtothejobandwhatcantheylearnonthejob?
Areviewofresponsibilitieswillmakethehiringprocesseasier.Recruitmentbasedonkeyresponsibilitieswillencouragethequalifiedanddiscouragetheunqualified.
Encourageexistingemployeestoreferprospectiveemployeestoyourattention.Referralsoftenmakegoodemployeesbecausetheapplicantknowsaboutthehiringcompanyfromthereferringemployeeandcomestothejobinterviewwithrealisticexpectations.
Thereareanumberofresourcesforhiringprospectiveemployees:
• Localandnationaladvertisingi.e.newspapers,jobbanks
• LocalAgenciesi.e.YouthandAdultEmploymentCenters
• Governmentprogramsi.e.EmploymentOntario,HumanResourcesDevelopmentCanada,OntarioWorks
• Collegesanduniversities
• Unsolicitedapplicants(walk-ins),referralsfromotherstaff,andotherbusinessassociates.
8 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
The InterviewBeforeinterviewingcandidatesforapositionlearnwhatthejobisallaboutanddon’tgobyanout-of-datejobdescription.Doyourhomeworkandthinkhardaboutthetypeofpersonyouwantfillingtheposition.Hirepeoplewhomeshwiththecompanyculture.Employeesleave90%ofthetimebecausetheirpersonalitiesclashwiththeculture.
Somesmallbusinessownersprefertointerviewandhirebythemselves.Consideropeninguptheinterviewtootheremployees,especiallysupervisorsandpotentialco-workers.Employeesinvolvedintheinterviewaremorelikelytobuyintothefinaldecision.InAppendix1,wehaveprovidedalistofsamplequestionsyoumaywanttouseintheinterview.
Interviewstylesvarywidelyandhumanresourceexpertshaveboileddownsevenofthemostcommonmistakesinterviewersmake:
I. Ignorance:Preparefortheinterviewbyreadingthecandidate’sresume.Lookforunexplainedgaps,contradictionsorunfinishedbusiness.Ifthisleavesyouwithquestions,askthemandlistencarefullytotheanswers.
II. Inattention:Donotallowinterruptionsduringtheinterview.Answeringthephoneorpermittingdisruptionsinsultsacandidateandshowsyourworkplaceinapoorlight.
III. Verbosity:Trynottotalktoomuchduringaninterview.Letthecandidatespeakandlistencarefully.Askthecandidateswhattheywantbeforeyoutellthemwhatyouexpect.
IV. Inconsistency:Askeverybodyforthesameinformationsothatyoucancompare.Sticktoastandardchecklistofquestions–itmaybeboringbythefifthinterview,butitwillsupportyourultimategoal. (SeeAppendix1TypicalInterviewQuestions)
V. Aimlessness:Coveringirrelevantdetailsrevealsmoreaboutyouthanthecandidate.Tryaskingacandidatetogiveaspecificexperienceofadifficulton-the-jobsituation.
VI.Mismanagement:Alwaysstayontrackintheinterview.
VII.Procrastination:Don’ttaketoolongtomakeadecision.Keepyourinterviewprocessreasonableandnon-bureaucratic.Goodcandidatesfindandacceptotheroffersquickly.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 9
Hiring a Disabled PersonInmanycases,hiringapersonwithadisabilitydoesn’thavetobeanydifferentthanhiringapersonwithoutadisability.Manyemployersindicateintheirpostingsawordedreferenceto“equalemploymentopportunity”orastatedinterestinreceivingapplicationsfromqualifiedapplicantswithdisabilities.Prospectivecandidateswillfeelassuredthattheorganizationiscommittedtotheseprinciplesandpractices.
Whenitcomestotheinterviewprocess,youwillwanttoaskallofyourcandidatesiftheyhaveanyneedsthatwillrequireaccommodationduringtheinterview.Donotaskspecificquestionsabouttheapplicant’sdisability(unlesshe/sheintroducesthetopic)evenifthedisabilityisobvious.Someapplicantswillvoluntarilyexplainhowtheirdisabilityrelatestotheirabilitytodothejob,butotherwillnot.
Alwaysputthepersonbeforethedisabilityandavoidquestionsthatarenotjobrelated.Givetheapplicanttheopportunitytoexplainhowtheywillperformtheessentialfunctionsofthejob.Rememberthepersonwiththedisabilityisusuallythebestexpertandtheyoftenencountersituationsrequiringcreativity,flexibility,andresourcefulness,threegreatskillsorcompetenciestohaveinanyemploymentorlifesituation.
Familiarizeyourselfwithyourcompany’sownpoliciesandpracticesandthefederalandprovincialrightslegislationwhichisapplicabletoyourorganization.Humanrightscodesprohibitdiscriminationonthebasisofdisability;however,manyapplicantsbelievethatdisclosureofadisabilitywilljeopardizetheirchancesofevengettinganinterview.Someapplicantswillnotdisclosetheirdisabilityuntilafteranintervieworevenuntilajobofferhasbeenextended.Ifanofferismade,itisappropriatetoinquireiftheemployeewillrequireanyjobaccommodationsandincludeanyaccommodationaroundsafetyissuesandemergencyprocedures.Thekeypointtorememberistofocusonabilitiesandhowtheapplicantwillaccomplishtasksandmeetthegoalsandobjectivesoftheposition.
Formoreinformation,youcanchecktheOntarioHumanRightsCommissionwebsiteathttp://www.ohrc.on.ca.
10 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Grounds for DiscriminationThefollowingisalistofgroundsfordiscriminationthatareprohibitedinemploymentinCanada.ThislisthasbeenprovidedbytheCanadianHumanRightsCommission:
• raceorcolour
• religion
• physicalormentaldisability
• dependenceonalcoholordrugs
• age
• sex
• maritalstatus
• familystatus
• sexualorientation
• nationalorethnicorigin
• language
• socialconditionororigin
• sourceofincome
• basedonassociation
• politicalbelief
• recordofcriminalconvictionandpardonedconviction
InAppendix 2,wehaveprovidedalistofquestionstoavoidaskingduringaninterviewinordertopreventdiscrimination.
Ifyourequirefurtherinformationpleasecontact:
OntarioHumanRightsCommission 1-800-387-9080 Toronto(416)326-9511 www.ohrc.on.ca
CanadianHumanRightsCommission 1-888-214-1090 Ottawa(613)995-1151 www.chrc-ccdp.ca
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 11
Parting With EmployeesExit InterviewsAnexitinterviewisanimportantprocedureforemployeesleavingyourworkplace.Asmuchaspossible,everyemployee-whethertheyaredismissedorquitting-shouldbeaskedasetofstandardquestionsthatyouchoose.Thesequestionscanuncoverproblemsthattheemployerwasunawareof,orsuggestchangesthatcanhelpimprovejobretention.Typically,thesequestionsareaskedverballyorasawrittenquestionnaire,butelectronicquestionnairesarebecomecommonaswell.
Belowisalistofsampleexitinterviewquestionsthatyoumaywishtouse.Feelfreetocustomizethislist,oraddquestionsthatarespecifictoyourbusiness.Keepinmindthatyoushouldaskeveryemployeeleavingthesamepositionthesamequestions-thiswillhelpyoucreatestatisticsandgetamoreclearideaofhowyou’redoing.
SampleExitInterviewQuestions:
• Whatisyourprimaryreasonforleaving?
• Whatwasmostsatisfyingaboutyourjob?
• Whatwasleastsatisfyingaboutyourjob?
• Didyoureceiveenoughtrainingtodoyourjobeffectively?
• Whatwouldyouimprovetomakeourworkplacebetter?
• Wereyouhappywithyourpay,benefits,andotherincentives?
• Whatwasthequalityofthesupervisionyoureceived?
• Wouldyouconsiderworkingforthiscompanyinthefuture?
• Wouldyourecommendworkingatthiscompanytoafriend?
• Anyothercomments?
Itisimportanttoallowtheemployeewhoisleavingthechancetoprovideyouwithopen-endedfeedback.Thelastquestionlistedabove-“Anyothercomments?”–isonepossiblewaytosolicitthisfeedback.Ifnoneofyourotherquestionstouchontheemployees’concerns,thisisanareaforthemtosayanythingthattheyfeelstronglyabout.
12 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Record of EmploymentARecordofEmployment(ROE)isthemostimportantdocumentforEmploymentInsurance(EI).ServiceCanadausesthisdocumenttodeterminewhetherapersonqualifiesforEIbenefits,thebenefitrate,andthedurationofthisfunding.TheROEisusedtocontrolEIandtopreventmisuseofEIfunds.Everyemployeeshouldbeissuedone,eveniftheydonotintendtoapplyforEIbenefits.
TheROEshouldbeissuedwithinfivecalendardaysfromthedatethatyouremployee’searningsareinterrupted.Aninterruptionoccurswhenanemployeequits,islaidofforterminated,orhashadsevenconsecutivecalendardayswithoutbothworkandinsurableearnings(exceptforrealestateagentsoremployeespaidmostlybycommission).Aninterruptionalsooccurswhenthesalaryfallsbelow60%ofnormalweeklyearningsduetoillness,injury,quarantine,pregnancy,theneedforaparenttocareforeithernewlybornoradoptedchildren,ortheneedtoprovidecareorsupporttoafamilymemberwhoisgravelyillwithasignificantriskofdeath.
Forpart-time,on-callorcasualworkers,anROEdoesnotneedtobeissuedunless:
• IthasbeenrequestedbytheemployeeorbyServiceCanada
• Theemployeeisnolongeronyouractiveemploymentlist
• Noworkhasbeenperformedinthirtydays
ARecordofEmploymentcaneitherbefilledoutonapaperformorelectronically.Formoreinformation,visittheServiceCanadawebsite,orcallthemat1-800-O-CANADA(1-800-622-6232).
TheServiceCanadaguidetotheROE: http://www.servicecanada.gc.ca/eng/ei/employers/roe_guide.shtml
TheROEWEBwebsitetofilloutanROEonline: https://blrscr3.egs-seg.gc.ca/gol-ged/ei-ae/roe-re/pub/
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 13
DismissalSomanyissuessurroundemploymentthatsometimesemployeescanseemmorelikealiabilitythananasset.Statisticsshowthatemployeesareespeciallyimportantinsmallbusinesses,wherefewerofthemmakeagreaterindividualimpact.
Thesuccessofacompanyislinkedtohowitmanagespeople.Smallbusinessownersneedtocontroltheongoingdevelopmentoftheiremployeesandmotivatethemtosucceed.However,mostemployerswillhavetodismissstaffatsomepointintheircareer,andterminatingthecorrectwaywillensureagainstbeingsuedandexposingyourcompanytorisk.
Developpoliciesandprocedurestoensureeveryemployeeistreatedfairlyandaspartoftheirorientationtoyourcompanymakeitmandatorythattheyunderstandtheseprocedures.Documentanyproblemsorreasonsfordismissal,andincluderecordsofcommunicationswiththeemployeeexplainingtheseconcerns.Theemployeeshouldbeprovidedwiththisdocumentationgivingthemampletimetoredeemthemselves.
Whenterminatinganemployee,preparealetterofdismissalandarrangea5-10minutemeetingtoprivatelyandcalmlyexplainthereasonsfordismissal.Justcausesfordismissalcanincludepoorperformance,excessiveabsenteeism,stealingandsexualharassment.
Notice: TheEmploymentStandardsLegislationstatesthatwhensomeoneisdismissedwithoutcause,anemployeeisentitledtoaweek’snoticeforeachyearofservice.Anemployeewithmorethan3monthsbutlessthan1yearserviceshouldgeta1weeknotice.Anemployeewithlessthan3monthsservicedoesnotneedanynotice.Thecourtscanawardasuccessfulwrongfuldismissalplaintiffaboutamonth’ssalaryforeachyearofservice.
Thereisarightandawrongwaytodismisssomeone;doittherightwayandseekoutadviceifnecessary.Itcouldsaveyoutimeandmoneyinthelongrun.
Improving Employee SatisfactionTrytomaketheenvironmentandcultureafunplacetowork.Focusonindividualgrowthandlearningforyourstaff.Measurestaffontheirpersonalobjectives,aswellastryingtocorrelatethemintothecompany’sbusinessobjectives.
Encourageeveryone’sparticipationinestablishingthecompany’sgoals.Identifythecompany’svision,setgoalsandtargets.Bysettingthebarhighenough,peoplewillgenerallydeliver.Keepconnectedwithyouremployees.
14 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Creating a Compensation PackageCompensationisnotjustaboutsalaryanymore.Manycompanieshavecompensation“rewardstrategies”thatlinksalary,bonuses,profitsharing,non-cashbenefitsandperksforeveryonefromseniormanagementtobackroomstaff.
Three basic factors can drive successful reward strategies:
• Compensation Salarymustbecompetitiveinrelationtolocalmarketconditions,butyoudonotnecessarilyhavetopaytopdollar.ItisagoodideatocheckwiththeChamberofCommerce,BoardofTrade,localEconomicDevelopmentCorporationortheProvincialGovernmentforlocalsalarysurveys.
• Perks Dowhateveryoucantosweetenyourbasiccompensationpackagewithperksandnon-cashbenefits.
• Healthy,HappyEnvironment
Employersshouldneverunderestimatethevalueofanenjoyableenvironment.Whenworkersareconnectedsocially,itencouragesthemtostay.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 15
Improving Employee SatisfactionArecentsurveybyRichardIveySchoolofBusinessinLondon,OntariorevealedleadersatCanada’sfastestgrowingsmallbusinessesthinksalaryshouldbejust65-75percentofemployeecompensation,withtherestcomingfromperformancerelatedinitiatives.ThesurveyofPROFITmagazinestop100companiesoverathree-yearperiodshoweduptothreequartersofferedsomeformofcompensationpaymentapartfromsalary.Herearesometoconsider:
• ProfitSharing
• PensionPlan
• DentalCoverage
• GroupRSP’s
• MedicalCoverage
A Healthy Environment for GrowthLeadershipisaboutcreatinganenvironmentwhereotherpeoplecansucceed.Onethingyoushouldconsiderwithinyourcompanyistotesttheleadershiptemperature.Empowerpeople,givetheminformation,trainthemandthenallowthemtomakemistakes.Therearealotofmistakesbeingmadebutifyouhavegoodleadershipqualitieswithinyourorganization,youwillsurvive.
Astheemployer,youarealsothemotivator.Keeppeoplehappyandmakesureyouaregivingthemeverythingtheyneedinordertodotheirjobwell.
Finally,itisimportantforemployerstocomeupwithwaysofsaying“thankyou”.Youarenotgoingtogoanywhereunlessyouhavethesupportofyourstaff,thereforeyoushouldalwaysbelookingforcreativewaysofshowingthanksfortheirefforts.
16 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Performance AppraisalsOneimportantwaythatyoucanimproveemployeesatisfactionisbyestablishingaperformanceappraisalschedule.Employeeappraisalshelptomotivateandencouragetheemployee.Theseappraisals,whencombinedwithpositivecoaching,willimprovethelikelihoodthatyouremployeeswillcontinuallydevelopandtakeonincreasinglychallengingroles.
Aregularannualperformanceappraisalwill:
• Checkthattheneedsoftheemployeeandcompanyarebeingmet.
• Confirmtheemployee’sunderstandingofcompanyexpectations.
• Increasetheemployee’sknowledgeofhisorherpersonalstrengths.
• Provideanopportunitytodiscussareasforimprovement.
• Fosteraspiritofco-operationandteamwork.
Designing and Conducting a Performance AppraisalAstandardformforperformanceappraisalsshouldhavemanycomponents.ThemostbasiccomponentscanbefoundlistedinAppendix3,butothersmaybeaddedasyoufeeltheneed.Startwithanup-to-datejobdescriptionandbesurethatthepersonconductingtheappraisalhasknowledgeofthepersonorthejob.Meetwiththeemployeetodiscussandclarifythecontentsoftheappraisal.Itisimportanttocreateapositivecommunicativeatmosphere.
Properandregularassessmentscanreduceturnoverandtrainingcosts.Openandhonestcommunicationcanincreaseproductivityandjobsatisfaction.
Therearemanydifferentmethodsthatcanbeusedtoevaluateperformance.Whynottry:
• PeerReviewscreateasenseofteamworkandanunderstandingoftheroledifferentpositionshaveinachievingacommongoal.
• SelfEvaluationsaremorecommoninworkplaceswhereindividualsareself-directedandhavetheirownspecificgoalstoachieve.
• UpwardAppraisalsareusedtoevaluatemanagementstrategiesbyhavinglower-levelstaffassesstheirsupervisor’scoachingandmotivatingtechniques.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 17
Employee Policy & Procedures ManualAnEmployeePolicy&Proceduresmanualisanessentialtoolforallbusinessownersandonethatcommunicatesrulesandexpectationsforemployees.Itcanprovideanopportunityforopencommunicationbetweenemployerandemployee.Thesemanualswilldifferfrombusinesstobusiness,butanessentialfewtopicstocoverinclude:
Employee CodeThissectioncanincludehoursofwork,overtime,vacation,salaryandbenefits.Orientation,performanceevaluationsandjobdescriptionscanalsobecoveredinthissection.Youmayalsochoosetoincludeinformationoncustomerservice,howtohandlecustomercomplaintsandanyotherdaytodayactivitiesthatmayoccur.(PleaserefertoEmploymentStandardsSection)
Sexual HarassmentYoumaythinkyouhavelittlecontrolovertheday-to-daybehaviourofadultsinyouremployment,butyourcompanycouldbeheldliableforsexualharassmentcommittedbyoneemployeetoanother.Itistheresponsibilityoftheemployertoprovideapolicyoutliningbehavioursthatarenotacceptablewithintheworkplace.(PleaserefertoHarassmentintheWorkplaceSection)
Health & Safety GuidelinesComplyingwithprovincialandfederallegislation,healthandsafetyissuesareanimportantcomponentofthismanual.Makeemployeesawareofsafetyhazards,theyhavethreeessentialrights–therighttoknow,therighttoparticipate,andtherighttorefuse.(PleaserefertoHealth&SafetySection)
Employee MisconductEmployeesshouldbeawareoftheproceduresforterminationorbeingreprimandedfortardiness,theft,persistentlatenessandhoweachcaseisdocumented.Indicategroundsfordismissal,thenumberofwarningsbeforedismissal,andtheformthesewarningswilltake.
18 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Employment StandardsThefollowingisabasiclistofemploymentstandardsinOntariorelatingtowages,overtime,hoursofwork,vacation,etc.Forup-to-datestandards,pleasecontactyournearestMinistryofLabourOfficeorvisittheirwebsiteathttp://www.labour.gov.on.ca/
• HoursofWork:FormostemployeesinOntario,themaximumnumberofhourstheycanberequiredtoworkis8hoursadayand48hoursaweek.Anemployerandanemployeecanagreeinwritingthattheemployeewillworkmore,butthismayrequirespecialapprovalbytheDirectorofEmploymentStandards.
• Overtimepay:Paidafteranemployeehasworkedmorethan44hoursinanygivenweekor60hoursinanygivenweekuponwrittenmutualagreement.Theovertimerateistimeandahalf.Forexample,ifanemployeeearns$12.00/hr,hisovertimeratewouldbe$18.00/hr.
• Breaks:Anemployeemustgetatleast30minutesforamealbreakafterfivehoursofwork.Anemployerdoesnothavetopayforthisbreaktime,andthereisnoobligationtogive“coffeebreaks”.
• Daily:Anemployeemustreceiveatleast11consecutivehoursoffworkeachday.Theruledoesnotapplytoemployeeswhoareoncallandarecalledintoworkduringaperiodwhentheywouldnototherwisebeexpectedtoperformwork.
• WeeklyorBiweekly:Employeesmustreceiveatleast24consecutivehoursoffworkineachworkweek,or48hoursoffworkineveryperiodoftwoconsecutiveworkweeks.
• Gender:Menandwomendoingthesamejobmustgetthesamerateofpay.Thisiscalled“equalpayforequalwork”.
• VacationPay:Mostemployeesareentitledtotwoweeksofvacationwithpayafterbeingemployedforonefullyear.Theminimumvacationpayis4%ofthetotalwagefortheyear.Ifanemployeequitsorisfiredbeforeworkingthefullyear,theyarestillentitledtoreceive4%oftheirtotalwagesinvacationpay.
• QuittingorDismissal:Ifanemployeehasbeenworkingforyouforoverthreemonths,theyrequirewrittennotice,terminationpay,oracombinationofboth.Theamountofnoticeorpaydependsonthelengthofemploymentandthenumberofemployeesbeingterminated.
FormoreinformationaboutEmploymentStandards,contacttheMinistryofLabourOfficeat1-800-531-5551.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 19
Harassment in the WorkplaceWorkplaceharassmentisunsolicitedconductbyaperson,managerorco-workertowardsanotherwhichcanbemalicious,offensive,hurtfulorintimidating.Itisasituationwherebytherecipientisfeelinguncomfortableintheirworkingenvironment.Youmaythinkyouhavelittlecontrolovertheday-to-daybehaviourofadultsinyouremployment,butyourcompanycouldbeheldliableforsexualharassmentcommittedbyoneemployeetoanother.
Sexualharassmentisagainstthelaw;examplesinclude:
• Apersoninpowerofferingfavoursforadate
• Intimidatinghallwaybehaviour
• Sexualremarksaboutgender,raceorclass
• Demeaningnicknamese.g.sexy,stud,babe
• Rudejokesorsuggestiveremarks
• Unwantedphysicalcontacte.g.grabbing,patting,pinching
Sexualharassmentisnot:
• Sincereandpersonalcomments
• Mutualflirtation
• Ahug
Ifanemployeehasbeensexuallyharassed,theyshould:
• Tellaco-worker,astheharasserusuallyhasmorethanonevictim.
• Telltheharasserthattheydonotlikewhattheyaredoing-bedirect.Identifythespecificbehavioursthatareunacceptable,andtelltheharasserthattheseactionsneedtostop.
Iftheharassercontinues:
• ReporttheharassertotheSexualHarassmentOfficerorManagerintheplaceofwork
Employeesneedtofeelcomfortablethattheycanbringforwardcomplaintswithoutanyretributionorembarrassment.Staffshouldbeencouragedtobeassertive,todefendtheirrights,valuesandbeliefs.Teachthemtospeakout.
20 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Health & SafetyFederalandProvincialOccupationalHealthandSafetyActrequirethatallemployersprovidesafeandhealthyconditionsforalltheiremployees.Thephilosophybehindthelawisknownastheinternalresponsibilitysystem.Althoughthetermisnotmentionedinanylegislation,theMinistryofLabour’sguidetotheActmakesitclearthatthegovernmentexpectsemployersandworkerstoco-operatetocontrolhealthandsafetyhazards.
Theactplacesrightsanddutiesonemployers,workers,supervisors,andothersintheworkplace.Theindividualworkersaregiventhreeessentialrights:
• Therighttoknowaboutworkplacehealthandsafetyhazards.
• The right to participateinhealthandsafetyrecommendations,throughtheirrepresentativeonthejointhealthandsafetycommittee.
• The right to refuseunsafeworkifitendangershealthandsafety.
Newemployeesneedtoreceivesafetyorientationwhentheybeginwork.ThisorientationshouldbegivenbytheHealthandSafetyManagerortheirdirectManager/Supervisor.Itshouldincludeareviewofthecompany’ssafetypoliciesandprocedures.
Theemployerisrequiredtoprepareandreviewatleastyearlyawrittenoccupationalhealthandsafetypolicy.Allemployeesshouldfamiliarizethemselveswiththemsafetyrules,whicharecompanypolicy.Afewcompanyhealthandsafetyrulesmayinclude:
• Emergencyprocedures
• Properliftingtechniques
• Useofprotectiveclothing
• LocationofFirstAidKit
• Safetyhazardstoaparticularjob
• Noiseandchemicalcontrol
• Fireextinguisherlocations
• Healthandsafetytraining
Stafftrainingonhealthandsafetyissuescanbearranged throughtheWorkersSafetyInsuranceBoard(WSIB). Theycanbereachedat1-800-387-0750.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 21
Asmallcompanywith6orlessstaffisrequiredtohaveatrainedHealth&SafetyOfficeronstaff.Acompanywith6ormorestaffisrequiredtohaveaJointHealth&SafetyCommitteewhichconsistsofanadvisorygroupofworkandmanagementrepresentatives,whomeetregularlytodiscusshealthandsafetyconcernsandmakerecommendations.Aworkingmemberofthecommittee(preferablyonewhoiscertified)mustbechosentoinspecttheworkplacemonthlyifpossible.Forverylargeorganizations,thisisnotpractical.Inthesecases,thecommitteeshouldestablishaninspectionscheduleensuringthatatleastpartoftheworkplaceisinspectedeachmonthandtheentireworkplaceisinspectedatleastonceayear.Uponinspectionofthesite,iftheworkingmemberofthecommitteeidentifiesanysafetyhazards,areportshouldbedrawnupandsenttotheManager/Supervisorrequesting21daystocorrectthehazard.
Employershavethemajorresponsibilityforhealthandsafetyintheworkplace.Theyhaveanobligationto:
• Takeeveryprecautionreasonablefortheprotectionoftheworker.
• Provideequipment,materials,andprotectivedevices,maintainedingoodcondition
• Carryoutprescribedprocedures.
• Provideinformation,instructionandsupervisiontoworkerstoprotecttheirhealthandsafety.
• Acquaintworkerswithhazardsintheworkplaceandhandling,storage,use,disposalandtransportationofchemicals,etc.
• Developandpostanoccupationalhealthandsafetypolicy.
• Ensurethatsafeworkproceduresaredevelopedandimplementedforalljobs.
WorkersalsohavespecificdutiesundertheAct.Theymust:
• WorkincompliancewiththeActandregulations
• Useand/orwearprotectiveequipmentwhererequired.
• Reportdefectsorabsencesofequipmentwhererequired.
• Reportdefectsorabsencesofequipment;and
• Notuseequipment/machinerythatmayendangerthemselvesorothers.
22 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Section26ofConstructionRegulation213/91statesthatconstructionemployersinOntarioarerequiredtoensurethateveryworkerwhomayuseafallprotectionsystemisadequatelytrainedinitsuseandgivenadequateoralandwritteninstructions.TrainingrecordsaretobekeptandavailableforMinistryofLabourinspection.TheConstructionSafetyAssociationofOntario(CSAO)offerstheBasicsofFallProtectionprogramwhichenablesparticipantstorecognizecommonfallhazardsandidentifyandapplybasicfallprocedures.Formoreinformation,contactthemat1-800-781-2726.
TheMinistryofLabourhastheauthorityandresponsibilitytoenforcethelaw.TheActalsosetsoutthepowersofMinistryofLabourinspectors.Aninspectormay:
• Enteranyworkplaceatanytimewithoutwarrantornotice.
• Takeuporuseanymachine,deviceorarticle.
• Conductortestanyequipmentormachine.
• Requireanyequipmentormachinebeoperated.
• Makeinquiriesofanypersonsinaworkplace.
TheroleoftheWorkplaceSafetyInsuranceBoard(WSIB)istopromotesafeandhealthyworkplacesthrougheducationandtraining.Theydesignreturntoworkprogramsforinjuredworkersandadministerthepremiumsemployerspaybasedontheirtypeofbusiness,numberofemployeesandsafetyperformance.
WorkplaceHazardousMaterialsInformationSystem(WHMIS)wasimplementedin1988throughfederalandprovinciallegislation.Employersshouldprovidetrainingtoemployeesonthesafehandlingofhazardousmaterialsbeforetheyusechemicalsandthiswillalsohelpthemidentifyhazardsintheworkplacetopreventinjuriesandillnesses.
MaterialSafetyDataSheets(MSDS)providetechnicalandpracticalinformationtohelpprotectemployeesinthesafehandling,storage,andusageofhazardouschemicalsintheworkplace.TheMSDSsheetwillprovideproductinformation,hazardousingredients,physicaldata,fireandexplosivedata,reactivitydata,toxicologicalproperties,preventativemeasures,firstaidmeasuresandpreparationdate.
Formoreinformation,contacttheWorkplaceSafety&InsuranceBoard:
• Call:1-800-387-0750
• Visit:http://www.wsib.on.ca
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 23
Payroll DeductionsAsanemployeryoumustmakeregulardeductionsfromyouremployees’paycheques.Theemployerisresponsiblefordeductingincometax,CanadapensionPlan(CPP)andEmploymentInsurance(EI)premiumsandremittingtotheCanadaCustomsandRevenueAgencyatregularintervals:largecorporationsonamonthlybasisandthesmallbusinessownerquarterly.
• CanadaPensionPlan(CPP)providesfinancialassistancetoCanadianswhentheyretirefromtheworkforce.BothemployeeandemployerscontributetotheCPP,buttheemployersareresponsiblebothfordeductingCPPcontributionsfromtheemployees’paychequesandformatchingthosecontributionsthemselves.Thismeansthatifyoudeduct$10.00fromanemployee’spaycheque,youmustallcontribute$10.00.Therefore,$20.00willbesenttotheCanadaCustomsandRevenueAgency.
• EmploymentInsurance(EI)isafederallyadministeredinsuranceprogramthatgivesfinancialassistancetopeoplewhoareunemployed.Itcanalsoassistpeopletogettrainingforjobs.TheemployerisresponsiblefordeductingEIpremiumsfromyouremployees’paychequesbasedontheirearnings.TheemployermustalsomakecontributionstoEIonbehalfoftheemployee.Theemployer’scontributionisslightlymorethantheemployee’s.
• IncomeTax.Astheemployeryouarealsoresponsiblefordeductingincometaxfromthesalaries,wagesandotherremunerationsyoupayyouremployees.ATD1formwillneedtobecompletedbytheemployeeandpayrolldeductionswillbebasedonsalaryrange.
• The T4.Thisreporthastobecompletedbytheemployershowingsalary,wages,taxablebenefitsandanyotherdeductionsfortheyear.ThisreportneedstobegiventotheemployeenolaterthantheendofFebruaryfollowingthecalendaryeartowhichtheformrelates.
24 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
ToobtainthenecessaryformsandacomputerizedversionofthePayrollDeductionTable,contactCanadaCustomsandRevenueAgencydirectlyorchecktheirwebsite.
Available materials:
• Employer’sGuide:PayrollDeductionsandRemittances(T4001)
• PayrollDeductionsOnlineCalculator(PDOC)
• FormTD1:PersonalTaxCreditsReturn
• PayrollDeductions(BasicInformation)
• PayrollDeductionsTable(T4032)
• PayrollDeductionsSupplementaryTables(T4008)
• TablesonDiskette(TOD)(T4143)
ContactCanadaCustomsandRevenueAgencyifyou haveanyadditionalquestions.Moreinformationisavailable onlineathttp://www.cra-arc.gc.ca/,orcall1-800-959-5525.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 25
Appendix ITypical Interview Questions • Tellmeaboutyourself.
• Whyshouldwehireyou?
• Haveyoueverdonethiskindofworkbefore?
• Whatdoyouknowaboutourcompany?
• Whydidyouleaveyourlastjob?
• Whatwasyourlastemployer’sopinionofyou?
• Whatpersonalitytraitsdoyouhavethatmakeyousuccessful?
• Whatareyourlong-rangegoals?
• Doyoupreferworkingwithothersorbyyourself?
• Whatkindofbossdoyouprefer?
• Whatsortofequipment(orcomputersoftware,etc.)canyouoperate?
• Canyouworkwellunderpressureoftightdeadlines?
• Areyouthinkingofgoingbacktoschoolorcollege?
• Whatdoyouthinkdeterminesaperson’sprogressinacompany?
• Whydidyoudecidetoenterthisfield?
• Howwouldyoutypicallyhandleaconflictsituation?
• Tellmeaboutatimewhenyouneededtoadjusttosomeoneelse’sworkingstyleinordertogetsomethingdone.
• Tellmeaboutadifficultdecisionyouhaveneededtomakerecently.
• Tellmeaboutatimewhenyouhadtocompromise.Howdidyoudoit?
• Whenareyouavailableforwork?
26 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Appendix IIQuestions to Avoid • Reasonfornamechange,whetherbycourtorderormarriage.
• Donotaskforbirthcertificates,ageorbaptismalrecords.
• Donotaskifapplicantissingle,married,divorced,engaged,separated,widowedorlivingcommon-law.
• Donotaskaboutpregnancy,childbearingplans,orchildcarearrangements.
• Donothavemalesandfemalesfilloutdifferentapplications.
• Donotaskwhetheranapplicant’sspousemaybetransferred.
• Donotaskaboutthespouse’semployment.
• Donotasknationalityofancestors,spouse,orotherrelatives.
• Donotaskforproofofcitizenship.
• Avoidaskingmothertongue.
• Avoidinquiryaboutraceorcolour,includingcolourofeyes,skin,orhair.
• Avoidaskingaboutreligiousaffiliation,churchmembershiporfrequencyofchurchattendance.
• Donotaskifapplicanthasadisability,limitations,orhealthproblems.
• Donotaskapplicantiftheydrinkorusedrugs.
• Donotaskifapplicanthasreceivedpsychiatriccareorhasbeenhospitalizedforemotionalproblems.
• Donotaskiftheapplicanthaseverreceivedworker’scompensation.
• Avoidaskingiftheapplicanthaseverbeenconvicted,arrested,orhasacriminalrecord.
• Donotasktheapplicant’ssexualorientation.
• Donotaskthenumberofchildrenordependantstheyhave.
• Donotaskabouttheirpoliticalaffiliation.
Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s 27
Appendix IIIQuestions to include on a performance appraisal form • Employeename
• Dateofappraisal
• Jobtitle
• Timeintervalsincelastevaluation
• Responsibilitiesandrelevantskillsrequiredfortheposition
• Assignedgoals
• Ratingsystemforeachevaluatedcomponent
• Commentsectionforeachcomponent
• Actionplanwithtimelineforfutureimprovements
• Signaturedeclaration
Soft skills to evaluate at a performance review • Abilitytotakeonnewresponsibilities
• Listeningskills
• Verbalcommunication
• Writtencommunication
• Easeofsharinginformationwithothers
• Flexibilityandopen-mindedness
• Creativeproblemsolvingskills
• Self-development
• Abilitytohandlechange
• Decision-makingskills
• Dependability
• Abilitytohandlepressureanduncertainty
• Willingnesstoacceptconstructivecriticism
• Abilitytoworkindependently
• Roleorientationinateam
• Timemanagementskills
28 Managing Human Resources: A G u i d e F o r S m a l l B u s i n e s s O w n e r s
Employment Options services are offered at these sites:
48CollierStreet BarrieONL4M1G8 705.722.1505Ext.1025
PlaceBonaventureMall 4764-21RegionalRoad15 ChelmsfordONP0M1L0 705.855.1JOB(1562)
AlgoInnMall 151OntarioAvenue Elliot LakeONP5A2T2 705.848.5119
2KingStreetWest(King&Bay) LloydD.JacksonSquare HamiltonONL8P1A1 905.777.1562
3AuroraStreet KapuskasingONP5N1J6 705.337.6679
CitiPlaza—1stFloor,Unit142 355WellingtonStreet LondonONN6A3N7 519.672.1562
CommunityDoor,SussexCentre 50BurnhamthorpeRoadWest Suite300 MississaugaONL5B3C2 905.306.1JOB(1562)
8DavidStreetNorth NoëlvilleONP0M2N0 705.898.2244
194MainStreet,P.O.Box838 Smooth Rock FallsONP0L2B0 705.338.1026
186MainStreet,Unit1 Sturgeon FallsONP2B1N9 705.753.9844
1560LasalleBoulevard,UnitF SudburyONP3A1Z7 705.560.1562
330SecondAvenue,Suite104 TimminsONP4N8A4 705.268.3800
22CollegeStreet,Suite300 TorontoONM5G1K2 416.962.4600
PlaceValEstMall 3140 -14Hwy.69North Val CaronONP3N1G3 705.897.JOBS(5627) 1.877.295.JOBS(5627)
PlaceConcorde 7515ForestGladeDrive WindsorONN8T3P5 519.988.1766
633OuelletteStreet,Suite301 WindsorONN9A4J4 519.948.6019
www.employmentoptionsemploi.ca
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