Tom Harrington, Principal, The Employment Law Group spoke at the WDCEP's Entrepreneur Road Map's Finding Talent and DC Labor Laws seminar held at Venable (6/11/14).
Effectively dealing with dismissals and terminations May 2012Timothy Holden
This document provides guidance on effectively dealing with employee dismissals and terminations. It defines types of dismissal like wrongful dismissal and constructive dismissal. It provides examples of calculating termination pay depending on if an employee has a regular work week or not. The document outlines special considerations for mass terminations and recall rights. It discusses employment contracts, case law like the Rodrigues case, social media issues, and examples of constructive versus summary dismissal. The document provides a checklist for the act of dismissal and transferring an employee. It discusses the fairness doctrine guide and things to consider when terminating employment.
Australian law prevents unfair dismissal from employment. An employer cannot fire an employee without a valid reason such as poor performance after additional training. Being sick, reporting unsafe work conditions, union membership or legal proceedings are not valid reasons. Employers must provide notice periods ranging from 1-4 weeks depending on tenure or pay in lieu. Valid reasons for dismissal include misconduct, health and safety risks, theft, assault or not following reasonable instructions. Not all workers are protected from unfair dismissal such as casuals or those within probation periods.
The Essentials of HR and Labor Law. July 24, 2014. Philippines.PoL Sangalang
The Essentials of HR and Labor Law. Seminar. Slides. Presentation. Prepared and delivered by Atty. Apollo X.C.S. Sangalang. July 24, 2014. AIM Conference Center. Makati City. Metro Manila. Philippines.
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Mana...PoL Sangalang
This document provides an overview of labor law and human resources (HR) principles using the acronym D.O.C.U.M.E.N.T. It emphasizes the importance of documentation, understanding labor law, mastering HR practices, embracing best practices like written employment contracts, and negotiating disputes with experts. The document also discusses labor-management cooperation and collective bargaining agreements. It aims to help employers and employees have win-win relationships based on good faith, as required by law.
Recorded on June 13, 2013. - This webinar, intended for community workers, presents options for workers who have been fired or laid off. It looks at when an employer can fire an employee, what a worker can do if they are wrongfully dismissed, and what the Courts or the Ministry of Labour look for when dealing with dismissal cases.
Watch an archived recording of this webinar and download copies of presentation materials at
http://yourlegalrights.on.ca/webinar/wrongful-dismissal
Tom Harrington, Principal, The Employment Law Group spoke at the WDCEP's Entrepreneur Road Map's Finding Talent and DC Labor Laws seminar held at Venable (6/11/14).
Effectively dealing with dismissals and terminations May 2012Timothy Holden
This document provides guidance on effectively dealing with employee dismissals and terminations. It defines types of dismissal like wrongful dismissal and constructive dismissal. It provides examples of calculating termination pay depending on if an employee has a regular work week or not. The document outlines special considerations for mass terminations and recall rights. It discusses employment contracts, case law like the Rodrigues case, social media issues, and examples of constructive versus summary dismissal. The document provides a checklist for the act of dismissal and transferring an employee. It discusses the fairness doctrine guide and things to consider when terminating employment.
Australian law prevents unfair dismissal from employment. An employer cannot fire an employee without a valid reason such as poor performance after additional training. Being sick, reporting unsafe work conditions, union membership or legal proceedings are not valid reasons. Employers must provide notice periods ranging from 1-4 weeks depending on tenure or pay in lieu. Valid reasons for dismissal include misconduct, health and safety risks, theft, assault or not following reasonable instructions. Not all workers are protected from unfair dismissal such as casuals or those within probation periods.
The Essentials of HR and Labor Law. July 24, 2014. Philippines.PoL Sangalang
The Essentials of HR and Labor Law. Seminar. Slides. Presentation. Prepared and delivered by Atty. Apollo X.C.S. Sangalang. July 24, 2014. AIM Conference Center. Makati City. Metro Manila. Philippines.
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Mana...PoL Sangalang
This document provides an overview of labor law and human resources (HR) principles using the acronym D.O.C.U.M.E.N.T. It emphasizes the importance of documentation, understanding labor law, mastering HR practices, embracing best practices like written employment contracts, and negotiating disputes with experts. The document also discusses labor-management cooperation and collective bargaining agreements. It aims to help employers and employees have win-win relationships based on good faith, as required by law.
Recorded on June 13, 2013. - This webinar, intended for community workers, presents options for workers who have been fired or laid off. It looks at when an employer can fire an employee, what a worker can do if they are wrongfully dismissed, and what the Courts or the Ministry of Labour look for when dealing with dismissal cases.
Watch an archived recording of this webinar and download copies of presentation materials at
http://yourlegalrights.on.ca/webinar/wrongful-dismissal
Unit 201 Employee Rights & Responsibilities rfelters
This document discusses employment rights and responsibilities legislation in the United Kingdom. It covers the main pieces of legislation such as the Employment Rights Act 1996, the Employment Relations Act 2004, and the Employment Act 2008. It describes the key rights and responsibilities outlined in these acts, such as minimum wage, holiday and sick leave, maternity and paternity leave, and protections against unfair dismissal. The document also discusses requirements for providing statements of employment and equality and diversity policies in the workplace.
This document summarizes the key points from a presentation on employment law regarding discipline and dismissal. It discusses the two types of dismissal (with or without cause), entitlements for employees dismissed without cause such as notice periods or severance pay, and factors for determining reasonable notice periods. It also outlines what employers must demonstrate for dismissals deemed "for cause" related to misconduct or performance issues. Specific examples of threats, violence and off-duty conduct that could warrant discipline are mentioned. The importance of a fair investigation process prior to dismissal is stressed.
How to EFFECTIVELY Fire a Problem EmployeePoL Sangalang
"How to EFFECTIVELY Fire a Problem Employee"
A seminar prepared and delivered by:
Attorney Apollo X.C.S. Sangalang
May 15, 2015
Asian Institute of Management (AIM) - Conference Center
Makati City
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
This document provides a summary of key legal issues in human resources across three main areas: required posters and federal/state employment laws, the pre-employment and hiring process, and employment issues. It outlines specific laws and regulations regarding topics like discrimination, testing, independent contractors, employment agreements, workplace safety, and termination. The document is intended as an overview to help human resources professionals understand their legal obligations in managing employees.
Updates on Labor Law and Jurisprudence (Philippines) February 15, 2013PoL Sangalang
"Updates on Labor Law and Jurisprudence (Philippines)". These are the presentation slides used by Atty. Apollo X.C.S. Sangalang in his lecture delivered on February 15, 2013 at the AIM Conference Center, Makati City, Philippines at the event sponsored by Ariva! Events Management, Inc. and the Rotary Club of Makati McKinley, RI District 3830.
Company Policy: Elements of Administrative Investigation and Progressive Disc...PoL Sangalang
Company Policy: Elements of Administrative Investigation and Progressive Discipline. October 15, 2014. Asian Institute of Management, Makati City, Philippines. Prepared and delivered by Atty. Apollo X.C.S. Sangalang.
The document discusses employee rights and responsibilities in the workplace. It covers statutory and contractual rights, employment contracts, non-compete agreements, employment-at-will, exceptions to at-will employment, alternative dispute resolution methods, individual employee rights regarding free speech, privacy, and personal behavior, balancing employer security and drug testing with employee rights, HR policies and procedures, employee discipline processes, and separation agreements.
Employees Privacy Issues and Legal RightsSaad Mazhar
This document discusses employee privacy issues and legal rights. It outlines some common workplace practices that can infringe on employee privacy, such as computer monitoring, telephone monitoring, and video surveillance. It also discusses an employer's right to drug test employees and conduct psychological testing. The document then covers various laws protecting employee rights, such as the Family Medical Leave Act, Fair Labor Standards Act, Equal Pay Act, and laws protecting workers' compensation and privacy rights. It concludes with an overview of employee leave entitlements under Indian law, including annual holidays, casual leave, sick leave, and festival holidays.
This document provides an overview of an HR checklist from Rudner MacDonald that outlines why companies should conduct regular HR checkups and reviews of their core HR documents and employment agreements. It recommends that companies ensure they have policies and procedures in place that comply with applicable laws, provide flexibility and protection, and are tailored to the organization. It also recommends having all employees sign employment agreements that address key terms like duties, compensation, confidentiality, and restrictive covenants. The checklist is intended to help companies minimize liability and have terms in place that allow them to operate efficiently.
This document discusses unfair dismissal, including:
- 4 types of dismissal: fair, unfair, wrongful, constructive
- What constitutes unfair dismissal, including dismissal for a potentially fair reason without following fair procedure
- 4 automatically unfair reasons for dismissal relating to pregnancy, family reasons, representation, pay and hours
- 5 potentially fair reasons for dismissal under UK law: conduct, capability, redundancy, statutory restriction, other substantial reasons
- The 5 preliminary requirements for an unfair dismissal claim: 1 year continuous service, employee was dismissed, claim brought on time, not an excluded category, effective date of termination
Are you classifying your workers correctly? There are times when you must pay someone as an Employee, and times when you can pay them as an Independent Contractor. Learn the differences so you don't run afoul of IRS rules!
Termination clauses are important to include in employment contracts to control costs and avoid uncertainty, but they can be difficult to enforce. Recent case law shows that courts will only enforce termination clauses that are clear, unambiguous, and do not attempt to contract out of common law or statutory entitlements. To get the clauses right, they must be entered into with consideration at the start of employment, explain what entitlements employees are waiving, and not leave any room for ambiguity about pay and benefits on dismissal.
Unfair Dismissal - Misconduct (2 of 4) Webinar SlidesShorebird RPO
In the second webinar of this series on unfair dismissal, Barrister Helen Gardiner gives us a whistle stop tour of Misconduct and what an employer really should know.
If you would like to view the full webinar, please email marketing@shorebird-rpo.com and we will happily email the recording immediately, or why not join our LinkedIn Webinar Network to access all our archives http://linkd.in/1acZPdh
The document discusses various employee rights and responsibilities in the workplace. It covers statutory rights based on laws, contractual rights based on employment agreements, and implied rights based on promises made by employers. It also discusses employment-at-will, exceptions to at-will employment, wrongful discharge, constructive discharge, and ensuring fairness and due process. Finally, it outlines policies, procedures, rules, discipline processes, and other HR responsibilities regarding employees.
This document discusses the differences between classifying workers as employees versus independent contractors. Classifying workers incorrectly can result in IRS penalties and fines. The IRS uses several factors to determine proper classification, focusing on behavioral control, financial control, and the relationship between the parties. Intentionally misclassifying workers as independent contractors when they are really employees carries greater risks of penalties than unintentional misclassification. It is safest to classify ambiguous workers as employees or seek professional advice.
This document outlines the aims and objectives of a session on employment responsibilities and rights in health and social care settings. It discusses terms and conditions of employment such as contracts, pay slips, grievance procedures, and personal information that must be kept updated with employers. It also describes agreed ways of working, how individual roles contribute to service delivery and are affected by external factors, and how roles may impact quality of service. Finally, it lists some representative bodies that influence the wider health and social care sector.
Win-WIN Labor Relations and HR Law (version April 29-30, 2015)PoL Sangalang
Seminar presentation slides on:
WIN-WIN LABOR RELATIONS AND HR LAW
Prepared and delivered by:
ATTY. APOLLO X.C.S. SANGALANG
April 29-30, 2015
Castle Peak Hotel
Cebu City, Philippines
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
This document provides an overview of reducing absenteeism in the workplace. It discusses definitions of different types of absences, reasons for absence, costs of excessive absence, factors that influence rates in Canada, legally reducing unscheduled absences, return to work interviews, attendance bonuses, problems with absence records, and tackling absence. The document contains information to help employers understand and manage absenteeism through establishing clear policies, engaging managers, addressing underlying causes, and focusing on communication and early intervention.
Layoffs, downsizing and restructuring January 2011Timothy Holden
This document provides an overview of layoffs, downsizing, and restructuring. It discusses definitions, implications of poor termination practices, meeting details for terminating employees, reactions to expect, communicating with remaining employees, termination letters, downsizing effects and reducing impact, outplacement services, separation/severance policies, career motivation issues for survivors, tackling survivor syndrome, layoffs in the US, avoiding common pitfalls, and concludes with case studies and questions.
Unit 201 Employee Rights & Responsibilities rfelters
This document discusses employment rights and responsibilities legislation in the United Kingdom. It covers the main pieces of legislation such as the Employment Rights Act 1996, the Employment Relations Act 2004, and the Employment Act 2008. It describes the key rights and responsibilities outlined in these acts, such as minimum wage, holiday and sick leave, maternity and paternity leave, and protections against unfair dismissal. The document also discusses requirements for providing statements of employment and equality and diversity policies in the workplace.
This document summarizes the key points from a presentation on employment law regarding discipline and dismissal. It discusses the two types of dismissal (with or without cause), entitlements for employees dismissed without cause such as notice periods or severance pay, and factors for determining reasonable notice periods. It also outlines what employers must demonstrate for dismissals deemed "for cause" related to misconduct or performance issues. Specific examples of threats, violence and off-duty conduct that could warrant discipline are mentioned. The importance of a fair investigation process prior to dismissal is stressed.
How to EFFECTIVELY Fire a Problem EmployeePoL Sangalang
"How to EFFECTIVELY Fire a Problem Employee"
A seminar prepared and delivered by:
Attorney Apollo X.C.S. Sangalang
May 15, 2015
Asian Institute of Management (AIM) - Conference Center
Makati City
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
This document provides a summary of key legal issues in human resources across three main areas: required posters and federal/state employment laws, the pre-employment and hiring process, and employment issues. It outlines specific laws and regulations regarding topics like discrimination, testing, independent contractors, employment agreements, workplace safety, and termination. The document is intended as an overview to help human resources professionals understand their legal obligations in managing employees.
Updates on Labor Law and Jurisprudence (Philippines) February 15, 2013PoL Sangalang
"Updates on Labor Law and Jurisprudence (Philippines)". These are the presentation slides used by Atty. Apollo X.C.S. Sangalang in his lecture delivered on February 15, 2013 at the AIM Conference Center, Makati City, Philippines at the event sponsored by Ariva! Events Management, Inc. and the Rotary Club of Makati McKinley, RI District 3830.
Company Policy: Elements of Administrative Investigation and Progressive Disc...PoL Sangalang
Company Policy: Elements of Administrative Investigation and Progressive Discipline. October 15, 2014. Asian Institute of Management, Makati City, Philippines. Prepared and delivered by Atty. Apollo X.C.S. Sangalang.
The document discusses employee rights and responsibilities in the workplace. It covers statutory and contractual rights, employment contracts, non-compete agreements, employment-at-will, exceptions to at-will employment, alternative dispute resolution methods, individual employee rights regarding free speech, privacy, and personal behavior, balancing employer security and drug testing with employee rights, HR policies and procedures, employee discipline processes, and separation agreements.
Employees Privacy Issues and Legal RightsSaad Mazhar
This document discusses employee privacy issues and legal rights. It outlines some common workplace practices that can infringe on employee privacy, such as computer monitoring, telephone monitoring, and video surveillance. It also discusses an employer's right to drug test employees and conduct psychological testing. The document then covers various laws protecting employee rights, such as the Family Medical Leave Act, Fair Labor Standards Act, Equal Pay Act, and laws protecting workers' compensation and privacy rights. It concludes with an overview of employee leave entitlements under Indian law, including annual holidays, casual leave, sick leave, and festival holidays.
This document provides an overview of an HR checklist from Rudner MacDonald that outlines why companies should conduct regular HR checkups and reviews of their core HR documents and employment agreements. It recommends that companies ensure they have policies and procedures in place that comply with applicable laws, provide flexibility and protection, and are tailored to the organization. It also recommends having all employees sign employment agreements that address key terms like duties, compensation, confidentiality, and restrictive covenants. The checklist is intended to help companies minimize liability and have terms in place that allow them to operate efficiently.
This document discusses unfair dismissal, including:
- 4 types of dismissal: fair, unfair, wrongful, constructive
- What constitutes unfair dismissal, including dismissal for a potentially fair reason without following fair procedure
- 4 automatically unfair reasons for dismissal relating to pregnancy, family reasons, representation, pay and hours
- 5 potentially fair reasons for dismissal under UK law: conduct, capability, redundancy, statutory restriction, other substantial reasons
- The 5 preliminary requirements for an unfair dismissal claim: 1 year continuous service, employee was dismissed, claim brought on time, not an excluded category, effective date of termination
Are you classifying your workers correctly? There are times when you must pay someone as an Employee, and times when you can pay them as an Independent Contractor. Learn the differences so you don't run afoul of IRS rules!
Termination clauses are important to include in employment contracts to control costs and avoid uncertainty, but they can be difficult to enforce. Recent case law shows that courts will only enforce termination clauses that are clear, unambiguous, and do not attempt to contract out of common law or statutory entitlements. To get the clauses right, they must be entered into with consideration at the start of employment, explain what entitlements employees are waiving, and not leave any room for ambiguity about pay and benefits on dismissal.
Unfair Dismissal - Misconduct (2 of 4) Webinar SlidesShorebird RPO
In the second webinar of this series on unfair dismissal, Barrister Helen Gardiner gives us a whistle stop tour of Misconduct and what an employer really should know.
If you would like to view the full webinar, please email marketing@shorebird-rpo.com and we will happily email the recording immediately, or why not join our LinkedIn Webinar Network to access all our archives http://linkd.in/1acZPdh
The document discusses various employee rights and responsibilities in the workplace. It covers statutory rights based on laws, contractual rights based on employment agreements, and implied rights based on promises made by employers. It also discusses employment-at-will, exceptions to at-will employment, wrongful discharge, constructive discharge, and ensuring fairness and due process. Finally, it outlines policies, procedures, rules, discipline processes, and other HR responsibilities regarding employees.
This document discusses the differences between classifying workers as employees versus independent contractors. Classifying workers incorrectly can result in IRS penalties and fines. The IRS uses several factors to determine proper classification, focusing on behavioral control, financial control, and the relationship between the parties. Intentionally misclassifying workers as independent contractors when they are really employees carries greater risks of penalties than unintentional misclassification. It is safest to classify ambiguous workers as employees or seek professional advice.
This document outlines the aims and objectives of a session on employment responsibilities and rights in health and social care settings. It discusses terms and conditions of employment such as contracts, pay slips, grievance procedures, and personal information that must be kept updated with employers. It also describes agreed ways of working, how individual roles contribute to service delivery and are affected by external factors, and how roles may impact quality of service. Finally, it lists some representative bodies that influence the wider health and social care sector.
Win-WIN Labor Relations and HR Law (version April 29-30, 2015)PoL Sangalang
Seminar presentation slides on:
WIN-WIN LABOR RELATIONS AND HR LAW
Prepared and delivered by:
ATTY. APOLLO X.C.S. SANGALANG
April 29-30, 2015
Castle Peak Hotel
Cebu City, Philippines
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
This document provides an overview of reducing absenteeism in the workplace. It discusses definitions of different types of absences, reasons for absence, costs of excessive absence, factors that influence rates in Canada, legally reducing unscheduled absences, return to work interviews, attendance bonuses, problems with absence records, and tackling absence. The document contains information to help employers understand and manage absenteeism through establishing clear policies, engaging managers, addressing underlying causes, and focusing on communication and early intervention.
Layoffs, downsizing and restructuring January 2011Timothy Holden
This document provides an overview of layoffs, downsizing, and restructuring. It discusses definitions, implications of poor termination practices, meeting details for terminating employees, reactions to expect, communicating with remaining employees, termination letters, downsizing effects and reducing impact, outplacement services, separation/severance policies, career motivation issues for survivors, tackling survivor syndrome, layoffs in the US, avoiding common pitfalls, and concludes with case studies and questions.
How to Guide Your Employee During the Clearance ProcessArmstrong Teasdale
This document provides guidance to facility security officers (FSOs) on assisting employees through the security clearance process. It emphasizes the importance of employees providing complete and accurate information from the beginning. Mistakes can be costly in terms of time and money spent on rework. The document outlines reporting requirements and reasons for clearance rejections. It advises FSOs to provide tools like sample statements and comment sections to help explain issues upfront. Being proactive and considering the whole person can help clearances go smoothly.
This document summarizes best practices for hiring and firing employees. It discusses conducting background checks on social media and online, mitigating risks in the hiring process, accommodation requirements under accessibility laws, using employment agreements properly, assessing notice periods for dismissals without cause, performance management processes for potential dismissals with cause, investigating misconduct claims fairly, and avoiding human rights violations. Key recommendations include having consistent hiring protocols, filtering out inappropriate applicant information, logging hiring decisions, providing accommodation as required, and ensuring investigations are objective with opportunities for employee response.
Fluid Consulting is a specialist HR consultancy headed by Tim Holden that provides services related to retention, selection, attraction, remuneration, outplacement, and training. The document discusses managing employee absence and performance, including developing absence policies, dealing with poor performance, legal considerations, health and wellbeing initiatives, and case studies of managing long-term absence and mental health issues. It provides statistics on absence trends and explores developing an attendance culture, the role of line managers, and using nurse-led programs and rehabilitation to manage absence.
This document discusses exit rights and procedures in human resources management. It covers various ways employment contracts can be terminated such as by performance, mutual agreement, notice, or breach of contract. It also discusses retirement policies, resignation procedures, the role of employment tribunals, justified and unjustified dismissal, remedies for unfair dismissal, redundancy, and the rights of redundant employees.
Staples Rodway's Taranaki HR team explains the importance of getting each part of the people puzzle right.
- Recruitment Process
- Employment Agreements and Contracts
- Performance Management and Disciplinary
- Restructuring and Change Management
- Employment Legislation in New Zeland
Secure the dream job you always wanted with a great employer May 2011Timothy Holden
This document provides guidance on securing employment, including tips for resumes, cover letters, interviews, and following up. It discusses job satisfaction factors and coping with layoffs. Sections also offer advice for graduates and reinventing your career. The conclusion invites the reader to consider questions. The document aims to help job seekers and provides training resources for improving employee engagement.
The document discusses balancing work with life and outlines several key points:
1. It defines various terms related to work-life balance like stress, work-life conflict, and indicators of psychological wellbeing.
2. It discusses the benefits of better work-life balance for employees and employers like increased retention and job satisfaction.
3. It examines factors that influence work-life balance like work demands, non-work demands, and individual/family moderators as well as outcomes like job satisfaction, health, and family outcomes.
4. It considers what happens when the balance fails and provides examples of what employers, employees, governments, and unions can do to improve work-life balance like flexible schedules,
It's So Hard to Say Goodbye: Minimizing Risk When Terminating Employees (Seri...Financial Poise
Involuntary terminations are never pleasant, but they are an inevitable part of business. Whether an employee is being let go due to poor performance or serious misconduct, chances are that he or she may take issue with the company’s decision—either during the termination meeting or at some point down the road. In the event the terminated employee decides to visit the nearest Equal Employment Opportunity Commission Office or meet with a plaintiff’s attorney, you want to make sure that you have taken steps to minimize risk and give your organization its best chance to defend against claims of discrimination, retaliation and/or wrongful discharge. This webinar discusses the various issues you should consider not only when you are making the decision to terminate but also in the weeks and months that lead up to that point. Drawing on their experiences as an HR consultant and management-side employment lawyer, the panelists provide practical tips to minimize exposure and best practices for conducting an employee termination meeting.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/minimizing-risk-when-terminating-employees-2020/
In-house one day training course for a distribution-based business in the North West tackling the non-legal aspects of age diversity and age discrimination.
Employment Law 101: From Hiring to FiringRudner Law
This document summarizes employment law concepts related to hiring, employment, and termination. It discusses common myths, notice and severance requirements, hiring processes and agreements, dismissal with and without cause, investigations, and human rights claims. Key points include the importance of proper investigations, progressive discipline, clear policies and agreements, and avoiding discrimination in hiring and firing.
It’s So Hard To Say Goodbye: Minimizing Risk When Terminating EmployeesFinancial Poise
Part of the webinar series: PROTECTING YOUR EMPLOYEE ASSETS: THE LIFE CYCLE OF THE EMPLOYMENT RELATIONSHIP 2021
This webinar discusses the various issues you should consider not only when you are making the decision to terminate but also in the weeks and months that lead up to that point. Drawing on their experiences as an HR consultant and management-side employment lawyer, the panelists provide practical tips to minimize exposure and best practices for conducting an employee termination meeting.
Hiring Hazards: How to Avoid the 7 Most Common Legal LandminesComplyRight, Inc.
Hiring talented, hard-working employees is a vital part of running a successful business. But it’s not always easy – nor is it risk-free. Make one wrong move, and a job seeker could sue your company for discriminatory or unfair hiring practices.
In this climate of heightened attention and regulatory enforcement, you can’t afford to cut corners when hiring. Strict compliance with employment laws comes into play at nearly every stage – from writing a job description and placing an ad to interviewing and screening applicants. This free webinar will examine the biggest legal landmines when hiring, with practical pointers on navigating a safe and compliant hiring path.
Watch now and learn:
- Why your job application may be illegal
- 5 questions you should NEVER ask candidates
- How to use pre-employment testing without getting into trouble
- The proper – and legal – way to construct a job offer
- Tips for completing new hire paperwork correctly
- The one thing you should provide to every new employee for your protection
Recruiting and Hiring, Including Restrictive Covenants (Series: Protecting Yo...Financial Poise
This document provides information about an upcoming webinar on recruiting and hiring employees. The webinar will discuss legal issues related to interviewing, background checks, job offers, and restrictive covenants. It introduces the four panelists who are attorneys that specialize in labor and employment law. The webinar is part of a series that addresses various aspects of the employer-employee relationship from hiring to termination.
Employee Life Cycle III: Termination Trepidation - Identifying and Avoiding t...Parsons Behle & Latimer
This presentation discusses best practices for employee discipline and termination to avoid legal risks. It emphasizes having clear job descriptions and policies, training employees on policies, consistently applying policies, and thoroughly documenting all communication and disciplinary actions. Case studies are presented to illustrate how failures to properly recognize disabilities, document issues, and focus on misconduct rather than protected characteristics can result in legal liability. The presentation stresses communicating expectations, intervening early, escalating discipline, and ensuring HR involvement in termination decisions.
From Documentation to Discipline: Control Unscheduled Absences with Proper At...ComplyRight, Inc.
Did you know? Approximately 15% of businesses have no process for tracking employee attendance. Not keeping accurate records encourages employees to work less and take unaccounted time off — simply because you permit it.
Proper attendance tracking can prevent this. It allows you to tackle workplace absences head on — and reduce the aggravation of frequent call-ins, tardiness and other productivity-draining issues related to attendance.
Watch this free, insightful webinar to learn:
• The costs of excessive, unscheduled absenteeism on your business
• Why companies — large and small — should track attendance
• The legal do’s and don’ts of attendance tracking
• Compliance pitfalls that can occur with improper, incomplete recordkeeping
• Demo of a cost-effective solution for easier attendance tracking
This document provides an overview of employee engagement and strategies for improving it. It defines employee engagement as having three elements: vigour, dedication, and absorption. It identifies key enablers of engagement including strategic narrative, engaging managers, employee voice, and integrity. The document also discusses how engagement can be measured and initiatives organizations can implement to boost engagement, such as recognition programs, ideas schemes, and benefits packages.
This document provides an overview of effective learning and development. It discusses components to consider when delivering learning content, such as instructional approaches that align with adult learning characteristics. Recommendations are provided for induction programs for new salespeople. Methods to measure the effectiveness of development programs and reasons for not measuring are also examined. The document concludes with a discussion of trends in learning and development.
Half day open training event held in London, England on how to conduct the dismissal/termination of an employee as professionally and efficiently as possible, whilst minimising the pain and suffering involved.
This document discusses various types of discrimination in the workplace and strategies to minimize discrimination. It defines key terms around discrimination such as direct, indirect, and harassment. It also outlines actions employers can take such as clear communication of standards, training, and policies to foster diversity and inclusion. Specific types of discrimination covered include those based on gender, gender identity, sexual orientation, religion, race, and mental health.
This document discusses competency frameworks and their effective use. It defines competencies and competency-related terms. It also outlines several competency models, including examples from SHRM, HRPA, and CME Group. The document explores competency mapping, modelling, and training. It examines competencies for various roles like HR, coaching, sales, and leadership. Overall, the document provides an overview of competency-based management systems and how organizations can identify, assess, and develop competencies to improve performance.
This document provides an overview of change management strategies and techniques. It discusses definitions of different types of organizational change, models for managing change effectively, key drivers of change management success, and tips for leading transformational change initiatives. The document also outlines common reasons why change efforts fail and provides exercises and resources for change management practitioners.
Half day open training event held in London on sickness absence and persistent lateness. Explained the link between employee engagement and absenteeism to the audience of HR professionals, small business owners and departmental managers.
This document provides an overview of culture and cultural change in organizations. It defines key terms like culture, organizational culture, and workplace culture. It also discusses dimensions of organizational culture, imperatives for addressing culture, categories of cultural issues, and frameworks for cultural evolution and change. The document also covers topics like leadership and sustainability during culture change, building a culture of continuous improvement, recruitment and culture, creating inclusive workplace cultures, and developing high performance organizational cultures.
This document provides an overview of coaching and mentoring. It defines coaching and mentoring, discusses frameworks like GROW and SMART goals, and covers topics such as selecting coaches, creating a coaching climate, and common mistakes in mentoring. The document outlines the key steps in both the coaching and mentoring processes and concludes with a summary and questions.
This document provides an overview of talent management and innovation in the workplace. It discusses definitions of innovation and creativity. It also outlines different types of innovation including process, offering, delivery, and finance innovations. The document then covers stages of the innovation process, metrics on countries' competitiveness in innovation, protocols for innovation, diffusion of innovation, and directions of innovation flow. It concludes with strategies for promoting innovation such as recognizing everyone's role, having an innovation process, and being open to small experiments.
This document provides an overview of teams in the workplace. It discusses definitions of teams and groups, the typical stages in a team's life cycle including forming, storming, norming, and performing. It also outlines steps for effective teambuilding, roles within teams, types of team leaders, and factors for team success. The document examines how to improve teamwork through goal setting, recognition, and ongoing coaching. It provides guidance on team decision making, diversity, meetings, and building cohesive teams.
Diversity, inclusion and equality December 2015Timothy Holden
This document provides an overview of diversity, equality, and inclusion in the workplace. It discusses key definitions, the business case for diversity, benefits of improving diversity, and taking action over diversity such as setting objectives and measuring outcomes. Specific topics covered include culture and diversity, hidden biases, challenges in prioritizing diversity, common pitfalls in training, initiatives to improve gender diversity, an age-diverse workforce, and encouraging inclusion. The document concludes with a summary and questions.
This document provides an overview of change management by discussing key topics such as:
1) Definitions of change management, types of change, and issues in the change management process.
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10. Page 8 Just cause Misconduct, insubordination, wilful disobedience Absenteeism or lateness Incompetence Negligence Breaching human rights, safety, or other laws Breaching the employer’s policies Dishonesty and breach of trust Conflict of interest Leaking confidential information or trade secrets
12. Page 10 Bill 236 RELEVANT CHANGES Immediate vesting Certain employee terminations will be more expensive Impact of new grow-in rules on voluntary exit packages Introduction of “wilful misconduct” Grow-in needs to be considered in terminations
14. Page 12 Employment Standards Act 1 of 5 INDIVIDUAL TERMINATIONS a. no notice is required where an employee has been employed for under three months b. 1 week’s notice in writing to the employee if his or her period of employment is less than 1 year c. 2 weeks’ notice in writing to the employee if his or her period of employment is 1 year or more but less than 3 years d. 3 weeks’ notice in writing to the employee if his or her period of employment is 3 years or more but less than 4 years
15. Page 13 Employment Standards Act 2 of 5 INDIVIDUAL TERMINATIONSe. 4 weeks’ notice in writing to the employee if his or her period of employment is 4 years or more but less than 5 years f. 5 weeks’ notice in writing to the employee if his or her period of employment is 5 years or more but less than 6 years g. 6 weeks’ notice in writing to the employee if his or her period of employment is 6 years or more but less than seven years
16. Page 14 Employment Standards Act 3 of 5 INDIVIDUAL TERMINATIONS h. 7 weeks’ notice in writing to the employee if his or her period of employment is 7 years or more but less than 8 years i. 8 weeks’ notice in writing to the employee if his or her period of employment is 8 years or more
17. Page 15 Employment Standards Act 4 of 5 MASS TERMINATIONS Obligations are triggered in the event that 50 or more employees are terminated in any period four weeks or less as follows: a. 8 weeks’ notice if the employment of fifty or more persons and fewer than 200 persons is terminated at an establishment b. 12 weeks’ notice if the employment of 200 or more persons and fewer than 500 persons is terminated at an establishment c. 16 weeks’ notice if the employment of 500 or more persons is terminated at an establishment
18. Page 16 Employment Standards Act 5 of 5 FORM 1-includes details of: the economic circumstances surrounding the intended terminations consultations with employees any proposed adjustment measures a statistical profile of the affected employees
20. Page 18 Implied duties 1 of 2 EMPLOYEES To perform work in a competent and non-negligent manner To be honest in workplace dealings To demonstrate loyalty to the employer Not to compete with the employer’s business Not to claim entitlement to inventions achieved during the employment
21. Page 19 Implied duties 2 of 2 EMPLOYERS To not change the fundamental terms of the employment contract without the employee’s agreement or without providing to the employee reasonable notice of that change To maintain the position for which the employee is hired To deal respectfully and fairly toward the employee To not dismiss an employee who has become ill To pay reasonable notice of termination if there is no just cause for that termination
23. Page 21 Grounds for constructive dismissal 1 of 2 Reduction in wages or benefits An alteration in the manner of compensation (from salary to commission, for example) Employer behaviour creating a workplace environment that makes continued employment intolerable (such as vague and unsubstantiated negative performance reviews, unjustified and non-specific warning letters and the unwarranted imposition of probation or the toleration of sexual harassment)
24. Page 22 Grounds for constructive dismissal 2 of 2 Retraction of significant perquisites such as club memberships or company vehicles A demotion in position, reorganization resulting in a reduction in responsibility or lower reporting level Transfer to another geographic location
26. Page 24 Avoiding wrongful dismissal claims 1 of 2 Know the laws in your jurisdiction Promptly document problems with an employee Deal with problem behaviour as it arises, not at some future date Provide an opportunity for the employee to improve, if this is feasible
27. Page 25 Avoiding wrongful dismissal claims 2 of 2 Promptly provide letters to the employee explaining the problem and what your expectations are for rectifying it consult with a lawyer as to whether there is just cause for termination in any given situation – while this costs you some fees, it may save you a lot of other expenses down the road Always keep in mind the implied duties of the employer and always act in good faith
29. Page 27 Damages 1 of 4 FACTORS INFLUENCING THE AMOUNT OF NOTICE Termination provisions in employment contract Age of employee Length of employment Nature of employment Availability of similar employment, having regard to the employee’s experience, training and qualifications
30. Page 28 Damages 2 of 4 IN WRONGFUL DISMISSAL CASES THERE MAY BE Damages in lieu of reasonable notice Punitive damages Damages arising from torts
31. Page 29 Damages 3 of 4 ITEMS TO CONSIDER WHEN ASSESSING LIABILITY Salary Commissions Bonuses Medical, dental, disability and life insurance coverage Pension plans Company vehicles Vacation pay
32. Page 30 Damages 4 of 4 ITEMS TO CONSIDER WHEN ASSESSING LIABILITY Profits sharing Stock option plans Moving expenses and the cost of the new job search Aggravated damages/mental distress Punitive damages
34. Page 32 Wallace damages 1 of 2 HISTORY Damages for wrongful termination Pre-1997, before Wallace 1997, the birth of Wallace damages 1997-2008, the decade of Wallace bumps The Keays ruling
35. Page 33 Wallace damages 2 of 2 TRENDS Some courts are still extending the notice period Not all courts are demanding evidence of mental distress damages Wallace damage awards are getting larger Wallace damages are being extended for losses beyond mental distress
37. Page 35 Dishonesty 1 of 6 RECENT SURVEY IN CANADA 46% committed by employees ($50k) 37% committed by managers ($150k) 17% committed by owners/executives ($485k) 57% men; 43% women Size of loss correlates with annual income level, tenure, age, education, level of collusion 86% were first-time offenders 45% judged as “living beyond their means” 45% experiencing financial difficulties
38. Page 36 Dishonesty 2 of 6 RISK FACTORS Incentive or pressure to perpetrate a fraud Business (making the “number”) Personal (usually financially motivated) Opportunity to carry out a fraud Access to assets Inadequate or non-existent controls Authority to dissuade detection Attitude and ability to rationalize fraudulent action Management culture Financial aggressiveness
39. Page 37 Dishonesty 3 of 6 BIG OR LITTLE Large Frauds Almost Always Involve Collusion High risk of detection Enron, Tyco, WorldCom-- Madoff? The frauds permeate operations Small Frauds Can Be Carried Out by Individuals Activities are under the radar screen Unwitting accomplices Few individuals are willing to report potential fraud
40. Page 38 Dishonesty 4 of 6 WHEN SUSPICIONS ARISE Locate and read the policy Conduct pre-notice investigation Give notice to crime and property carriers Conduct thorough internal investigation Deal with employee issues Consider civil litigation Consider criminal prosecution
41. Page 39 Dishonesty 5 of 6 ONGOING BUSINESS CONCERNS Employee morale Management sensitivity Time required of operations people Cost Delays Periodic progress reports to management
42. Page 40 Dishonesty 6 of 6 MANAGING EXPENSES Create an expenses policy Decide what to include Communicate the rules Be reasonable Have several levels of authorization Be consistent Discipline appropriately
44. Page 42 Integrity questionnaires TYPICAL QUESTIONSI never make personal phone calls from work If asked, I always give people my true opinion I have never lost my temper In my CV, I have been perfectly open and straightforward
46. Page 44 Questions to ask 1 of 5 Have I got all of the facts, and has a proper, thorough investigation been conducted to verify those facts? Is the proposed disciplinary action for this employee consistent with the treatment others have received for the same offense? In the same department or other departments? What is the employee’s past disciplinary record? What is the employee’s service record? Is the rule that has been violated a reasonable one? Has the rule been applied in a reasonable way in this case? Did the employee know the rule? If not, is it reasonable to think the employee should have known the rule?
47. Page 45 Questions to ask 2 of 5 If the issue is performance, has the employee been given fair warning (preferably in writing) concerning the seriousness of his or her conduct? (This would not apply for serious misconduct, such as fighting on the job or sabotage, where there is irrefutable proof.) Was there a record made of such past warning, and is it on file? Who gave the warning? When? Have similar past violations resulted in little more than a verbal reprimand or even been overlooked? Does my organization have a past record of strict enforcement for similar offenses? If not, have employees been warned of the intention to strictly enforce the rule?
48. Page 46 Questions to ask 3 of 5 Have I observed all rules and followed proper preliminary procedures including my employer’s disciplinary policies and procedures? Was there a personal problem that may have contributed to the employee’s action? Does the employee have a reasonable excuse? Was the employee given a reasonable opportunity to improve? Was the employee offered a reasonable amount of help and did the employee take advantage of that help? Did the employee know what was expected of him or her?
49. Page 47 Questions to ask 4 of 5 Am I being fair, unbiased, and level-headed, or am I reacting against the employee because of a personality clash, because there was a challenge to my authority, or because of a complaint (either formal or informal) made by the employee? Can I prove the employee’s guilt by direct, objective evidence, or am I relying only on circumstantial evidence or suspicion? What effect will the discharge (or failure to discharge) have on other employees and how will it affect morale? Is the timing of the discharge correct (e.g., to avoid the appearance of retaliation)?
50. Page 48 Questions to ask 5 of 5 Does the punishment fit the crime? What possible alternative is there to discharge? Are we dealing with a potential claim of employment discrimination or wrongful discharge? (e.g., could factors such as age, gender, race, religion, disability, or national origin be an issue?) Do I need assistance from my superior, the human resources department, or outside counsel?