Managing Human Resources - Employment Optionsemploymentoptions.ca/wp-content/uploads/2017/07/ent... · 2017-07-11 · 6 Managing Human Resources: A Guide For Small Business Owners

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


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



IntroductionSt.LawrenceCollegehas,foranumberofyears,workedverycloselywithemployerswhoarelookingtohirestaff.Thisguideoutlinessomeofthefundamentalaspectsofhumanresourcemanagementissuesanemployermightencounterduringandafterthehiringprocess.

SmallandmediumsizedbusinessesinCanadacanbechallengedbylackoftimeandmoneywhenitcomestotheirmostvaluableasset-theiremployees.

Buildingrapportwithyouremployeescanhelpyoubuildyourbusiness.Beinterestedinyouremployeesaspeople,theywilllearntorespectyouandyourbusiness.

Thishandbookhasbeendesignedspecificallyforsmallbusinessownersinthehopethatwemaysupportthemintheirhiringconcerns/issues.

ThishandbookhasbeendevelopedasageneralguideonlyandCollègeBoréalwillnotbeheldresponsibleforanymisrepresentationofthisguide.Forclarificationonmanyhumanresourceissues,pleasecontacttheMinistryofLabourofficenearestyou.

Anyfeedbackyoucanprovidewouldbegreatlyappreciatedaswewillbeupdatingthishandbookperiodically.

Foradditionalinformationorquestionspleasedonothesitatetocontactalocalcentre.(Centrelocationsanddetailsarelocatedonthebackcover.)


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.


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.


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.


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.


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


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.


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/


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.


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.


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.


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.


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.


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.


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.


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.


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.


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


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.


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.


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?


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.


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


Employment Options services are offered at these sites:

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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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Managing Human Resources - Employment Optionsemploymentoptions.ca/wp-content/uploads/2017/07/ent... · 2017-07-11 · 6 Managing Human Resources: A Guide For Small Business Owners