The document outlines various aspects of human resource management at CSA Ltd, focusing on recruitment strategies, performance management, and workplace safety. It emphasizes the importance of trust, regulations, and effective communication in managing employee relationships and highlights the company's compensation and benefits package. Additionally, it addresses training objectives for selecting and managing human resources, ensuring fairness in hiring processes, and supporting injured workers during their return-to-work journey.

1. Paul Hurly’s Profile

2. Trust and Empowerment Using Salary Information for CSA Ltd Recruitment Conducting Health and Safety Workplace Inspections CSA Recruitment Performance Management Training, Part 3 Things You Need to Know – Workplace Laws, Regulations and Policies More Effective Non-Profit Boards Managing the Injured Worker Partners in Performance Management – Employee Information Session Selecting Human Resources Supervisory Training – Performance Management Part 1

3. TRUST AND EMPOWERMENT Transportation and Parking Services Branch October, 2002 Copyright 2002 Human Resources Initiatives

4. Trust Guidelines To build trust, demonstrate these four dimensions: Evidence of lack of monitoring Evidence of benevolence Evidence of openness Evidence of risk taking Mayer, Davis and Schoorman 1995

5. USING SALARY INFORMATION FOR CSA Ltd RECRUITMENT Recruiting – Human Resources Partnership

6. Objectives Describe the CSA Ltd Compensation system. Assist HR Compensation to gather accurate, timely compensation intel. Use the CSA Compensation system to hire qualified candidates. Help to manage wage creep and cost inflation in the contract.

7. CONDUCTING HEALTH AND SAFETY WORKPLACE INSPECTIONS Human Resources Department 2005

8. WORKPLACE INSPECTIONS (CONT.) Apply the Hazard Classification categories to the following six situations: (If you recognize your site, there was no intention to criticize anyone. These are illustration for learning.)

9. WORKPLACE INSPECTIONS (CONT.)

10. Compensation & Benefits CSA, Ltd offers a generous compensation & benefits package . Long-term employment opportunities Competitive Salary Scale Foreign Area Living Allowance ($12,775*) Service Terminal Incentive (~6% at contract completion*) Foreign Income TAX exclusion after 12 mo. – *see Tax advisor Six Plus (6+) Weeks Annual Paid-Time-Off Ticket fare to Europe after 6 months Round trip Ticket to USA Shared fully-furnished Apartment Shared Transportation Paid Medical/Dental/Life Coverage Excellent Recreation Facilities +++

11. MANAGEMENT TRAINING PERFORMANCE MANAGEMENT PART 3 SITUATIONAL MANAGEMENT and CREATING EXCEPTIONAL CUSTOMER SERVICE

12. Objectives A. Situational Management Use appropriately the four styles of Situational Management (Leadership). Use Situational Management within Performance Management.

14. THINGS YOU NEED TO KNOW: Workplace Laws, Regulations and Policies Human Resources 2005

15. HUMAN RIGHTS Employment Process must be consistent: principle of fairness Qualifications must be used consistently: Posting, ads, interview questions and selection decision Principles of fairness and good faith Employers should not collect prohibited information Resist writing on resumes Eliminates risk of recording prohibited information Use bonafide qualifications Be prepared to “reasonably accommodate”

17. Non-Profit (and For Profit) Board Flaws Too Much Time on Trivial Short-Term Horizon Reactive Reviewing, Rehashing, Redoing (cont.)

18. Managing the Injured Worker Human Resources 2005

19. OBJECTIVES On completion, participants will be able to: Report all incidents and accidents correctly. Identify and accurately respond to different types of injury. Discuss the role of modified and alternative work as part of a Return to Work (RTW) program. Play an active role in implementing RTW plans. Demonstrate Cogeco’s care and concern, and interest in controlling injury costs.

20. Partners in Performance Management Employee Information Session

21. Scorecard Summary - Example

22. Example: Evaluation Criteria Objective: To increase customer service levels by 5% by May 1, 2005. Evaluation Criteria examples: Maintain average handling time at ### seconds per call. Return customer calls within 1 hour. Acknowledge every customers within first 10 seconds (i.e. storefront or reception) Provide on-site support within 2 hours of the support call. Reply to voice mails and emails within 24 hours.

23. Selecting Human Resources

24. CHAPTER OBJECTIVES Diagram the sequence of a typical process. Identify three types of selection tests and legal concerns about their uses. Discuss several types of selection interviews and some key considerations in conducting these interviews. Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process. Describe the major issues to be considered when selecting candidates for global assignments.

26. SUPERVISORY TRAINING PERFORMANCE MANAGEMENT PART 1

27. Performance Management - An Overview