This document provides an overview of a presentation on human resources topics for those with new HR roles. It discusses key HR responsibilities including hiring, training, performance management, discipline, termination, and compliance. It outlines important HR documents such as policies and procedures manuals, job descriptions, interview guides, performance evaluations, employment agreements, and corrective action documents. It also covers topics like workplace harassment, health and safety, recruiting, interviewing, performance reviews, employee records, and termination. The schedule includes breaks throughout the morning and afternoon sessions with time for evaluations at the end.

1. Human Resources for Those
With
New HR Roles
Presented by:
Wade Farquhar

2. Document,
Document, and…
Document

3. Document
What?

4. 8 Key Documents
• Policies and Procedures Manual.
• Harassment and workplace violence policy.
• Job descriptions.
• Interview decks.
• Performance evaluations.
• Letters of employment.
• Contracts for services.
• Corrective action documents.

5.  9:00 Seminar begins
10:00 Ten minute break
11:00 Ten minute break
12:00 Lunch break
 1:00 Afternoon session begins
 2:00 Ten minute break
 3:00 Ten minute break
 3:50 Complete evaluations distributed
 4:00 Dismiss
Today’s Schedule:

6. Basic labour laws.1
Developing and interpreting company policies.
Communicating with management and employees.
Recruiting and onboarding new hires.
Working with company leadership regarding policies.
2
3
4
5
Employee recordkeeping.6
What we will cover today:

7. Link for this and other
presentations:
www.LeanTeams.ca

8. HR Responsibilities

9. • Hiring.
• Training.
• Managing employee performance.
• Discipline.
• Termination… and that’s all right?
• Ensuring compliance with government regulation.
• Enforcing workplace health and safety requirements.
• Maintaining employee records.
• Overseeing employee compensation and benefits.
The Parts of an HR Role
Managing risk and protecting the
organization.

10. The Risk Continuum
Danger Zone Neglect
Proactivity Safety Zone

11. Inconsistency
• No written policies.
• Written policies are not followed.
Ignorance of the law
• Lack of documentation and training.
• “It won’t happen to us” attitude.
• “That’s always the way that…”
Why Employers Lose in Court

12. Stay Out of Court Tools
• Policies and Procedures Manual.
• Harassment and workplace violence policy.
• Job descriptions.
• Interview decks.
• Performance evaluations.
• Letters of employment.
• Contracts for services.
• Corrective action documents.

13. Policies and Procedures Manual
PROS CONS
Welcoming Employees May appear “too formal”
Company history, philosophy, mission Restrictive
Work rules and procedures Employer errors
Benefit information Policies too vague or general
Company compliance with equal rights
laws/consistent treatment
Inconsistent application of policies
Improve company’s legal defense Absence of employee rights policies
Provides limitations to employer
obligations and entitlements
Illegally written policies give a false
of security

14. Policies and Procedures Manual
• Introduction
• Mission, vision, values.
• Force of policies.
• Employment
• Code of ethics
• Employer specifics for hiring, reviews, discipline, etc.
• Human rights information.
• Compensation and benefits
• Hours of work.
• Vacation, sick time, and other benefits info.

15. Policies and Procedures Manual
• Employee conduct
• Dress code
• Confidentiality in reporting
• Occupational health and safety
• Workplace hazards and PPE.
• Workplace harassment and violence.
• Designated representatives.
• Operations
• Sales and purchasing.
• Employee privacy and recordkeeping.

16. Changes to the external operating environment.1
Changes in legislation.
Strategic review of a company’s direction.
Company or departmental reorganization.
2
3
4
Triggers to Revise Policies

17. Labour Law
Basics

18. Canadian Labour Law Foundations

19. Federal
• Industries that are inter-provincial or international in scope.
• Includes: banking, transportation, radio and television,
companies doing business in two or more provinces.
• Additional survey and reporting requirements here.
Provincial
• Trade unions, hours of work, work comp, paid vacations.
• Relationship between employer and employee.
Territories
• Under federal jurisdiction unless otherwise stated.
Labour Law Basics

20. • Canadian employers are either federally or
provincially regulated, but not both.
• The primary industry within which a business
operates determines its jurisdiction.
• Industries that are inter-provincial and/or
international in scope are federally regulated.
• All other businesses are provincially regulated.
Splits in Jurisdictions Summary

21. Regulates the employment standards
for Federally regulated companies.
The Canada Labour Code
Employment Equity Act
Establishes Federal precedent to ensure
fair hiring and compensation protection.

22. • Canadian Human Rights Summary
• Employment Equity
• Canada Labour Code
• Canadian Human RightsTribunal
• Alberta Human Rights Commission
• Alberta Employment Standards
Key Resources

23. Protected
Classes
BFORs
Undue Hardship/
Duty to Accommodate
It will all be clear in a moment

24. Protected Classes

25. Employment Equity
• Women
• Persons with disabilities
• Aboriginal people
• Status Indians
• Non-status Indians
• Métis
• Inuit
• Visible minorities
Prohibited
discrimination
• Race
• National or Ethnic Origin
• Colour
• Religion or Creed
• Marital Status
• Disability
• Sex
• Sexual Orientation
What is a protected class?

26. Protected classes are human rights issues.
Human rights complaints are decided by
commissions.
Employers are subject to pertinent definitions.
Employers are responsible to protect the rights
of protected classes.
Protection is often afforded through a discrimination
policy and reporting procedure.
Protected Classes

27. The policy should state:
• The employer's commitment with regard to
harassment.
• The policy's objectives.
• A definition of discriminatory harassment.
• The areas in which it applies.
• The actions that may be taken.
• The process for dealing with complaints, the resolution
process and all other procedures.
• The other remedies available to victims.
Discrimination Policy

28. BFORs
Bona Fide Occupational Requirements
The standard or requirement :
• Adopted for a purpose or goal that is rationally connected to
function being performed.
• Adopted in good faith in the belief that it is necessary for the
fulfillment of a job-related purpose or goal.
• Is the least discriminatory way to achieve the purpose or goal
related to the job.

29. • You work for a maternity clothing store that is hiring models
for advertising. How would you state your requirements?
• You are hiring pilots for a local airline. Due to recent
happenings your immediate supervisor is considering
measures to evaluate the emotional health of candidates
prior to hire.
• Filmmakers frequently need to hire actors and actresses
based on physical traits such as age, race, and gender. How
would you argue this practice as either correct or incorrect?
Discussion

30. Disabled
Employees

31. Duty to
Accommodate
Undue
Hardship&

32. Considerations

33. Is the person in a protected class?1
Is the activity/function/competency in question a
bona-fide occupational requirement?
Have we fulfilled our duty to accommodate up to
the point of creating an undue hardship?
2
3
3 Questions to Ask

34. Harassment.
Protect your people. Protect your organization.

35. • An attempt to exercise physical force against and
employee in a workplace.
• Statements or behavior that an employee could
reasonably interpret as a threat.
• Bullying is not managing employee performance.
• See more information on understanding the law
here.
Workplace Violence

36. • Recognize the hazards of the workplace violence.
• Assess the risks of workplace violence.
• Control the risks of workplace violence.
• Monitor and evaluate.
• For more information on creating a workplace
violence and harassment policy click here.
Workplace Violence Policy

37. • Unwanted attention.
• Detrimental to the work environment or
negatively affects work performance.
• Reasonable for offending party to know
that the attention is unwanted.
• Does not have to be related to rewards or
penalties.
Sexual Harassment is

38. Sexual Harassment
Typically occurs when some job penalty,
benefit, term or condition of employment is
given to an individual based on the individual’s
acceptance or rejection of sexual advances.

39. • Fred Pryor Training Rewards
• Making the Transition from Staff to Supervisor
October 24th
• Project Management Seminar
July 26th
• Payroll Law
September 20th
• How to Communicate with Tact and Professionalism
August 17th
Recommended Resources
$249
$249
$199
$349
$1,046

40. Recruiting.
Everything has changed.

41. How many of you have ever been disappointed
by someone that you hired?
How many of you have called a candidate who sent
you his/her resume only to hear that he/she had
already found a job?
What does your recruiting process look like?
Where do you usually find the best candidates?

42. Interview Incumbents & Supervisors
Perform a job audit:
• Job duties
• Responsibilities
• Equipment used
• Work relationships
• Work environment

43. KSAs Checklist
Tangible/measurable skills
Concrete, technical skills
Knowledge
What applicant knows and how s/he thinks
Behaviour
Past actions indicates future behaviour in given
situations
Interpersonal skills
Interaction with others

44. Job Audit Key Competencies Job Description
Interview Deck
Letter of Employment Performance Evaluation

45. • You work for a large mining operation.
• You need to hire a project manager.
• Will be required to use Microsoft Project with staff, and must report project
costs through the company’s enterprise accounting system.
• The project manager will manage staff that are working remotely from India,
as well as on-site staff in Alberta.
• This is a multi-year project that will regularly require visits to the client’s
offices in Quebec, as well as site visits in Alberta using a company vehicle.
• As the project will require a large capital investment, the project manager
will report directly to the VP of finance.
• You need to fill this role immediately, as the last person in position resigned
without notice and the project is currently on hold.
Exercise

46. If you are going to post a job ad, hen do you do it?
Why is timing important?
The best talent is already employed.
Just because someone is employed does not
mean that they are not interested in your job.
You need to understand the front door and back door
to tools like LinkedIn.
Passive Job Seekers

47. Important Resources
Service Canada
Specifically this link that deals with HR management and hiring.
Jobs Bank
The Jobs Bank now has an employer support page that is free.
Jobs Bank Matching Feature
Click here to sign up for the feature with your account.
LinkedIn Recruiter
A great resource to post jobs and search for passive candidates.

48. Interviewing.

49. Behaviour-Based Interview Decks
• Past performance is always the safest indicator of future
performance.
• An interview deck uses the KSAs as sections.
• Build behaviour-based questions within the KSAs.
• Don’t just ask general behaviour-based questions.
• Give yourself a variety of questions in each KSA area so
you can choose appropriate questions.
• Interview decks tell you much more about the type of
employee that you will hire when implemented correctly.

50. Situation
Action
Result
Interesting details

51. Screening Tool

52. Many employers will only verify core details.
You really only need to know one thing:
“If you had the chance to hire the employee back
again would you do it?”
Anything other than “yes” usually means no.
Checking References

53. Performance
Evaluations

54. • Why are we discussing performance evaluations now?
• Because the most logical point to think about developing a
performance evaluation form is after the interview process.
• Plan out the employee’s performance objectives/measurements
of success at the point of hire.
• You are going to RAPwith your employees
•Review
•Analyze
•Plan
Performance Evaluations

55. Employment
Relationship
Having the DTR.

56. CRA 4-point Test:
1. Control
2. Ownership of tools/equipment
3. Chance of profit or risk of loss
4. Integration into the company
Determining Worker Status
Behavioral
Financial Control
Financial Responsibility
Relationship of the parties

57. $65k/
year
TaxTotal Income
Employee: IT Manager
Disposable
Income
Transport PhonesHousing VacationUtilitiesFood

58. TaxIncome Disposable
Income
Transport PhonesHousing VacationUtilities Food
Contractor: IT Consultant
Personal
Expenses


59. Independent Contractor
• Contract for Services
Agreement.
• Proof of bona-fide
business.
• Invoices or cash receipts.
• GST number.
• Other clients.
• Carry their own insurance.
Employee
• Employment agreement,
contract and/or job description.
• TD1.
• Time or tracking records.
• Payroll records of payments,
withholdings, remittances.
• T4 slips.
Recordkeeping Requirements

60. Factors to consider:
• Duration of the relationship.
• Degree of exclusivity.
• Degree of integration of the work done with the business.
• Time required to re-establish the business following
termination of the relationship.
• Common use of offices and equipment.
• Degree of control exercised over the performance of
Intermediate Relationships

61. Position title with attached job description.
Start date.
Compensation.
How the agreement can end (specifically
mentioning the Employment Standards
Minimums).
Letters of Employment

62. Description of the project or services provided.
Beginning and end/review date for the contract.
Payment terms (can be hourly, monthly, etc.).
Terms for modification or severance of the
agreement
Contract for Services
Confidentiality and idemnification.

63. Corrective Action

64. Corrective Action
Performance gaps typically move from less to more subjective
Attendance - objective
Performance – somewhat subjective
Conduct – usually subjective

65. Procedural Steps for Corrective Action
• Coaching and counseling
Does employee know what was expected of them?
• Retraining, if necessary
Can training or retraining correct the problem?
• Verbal warning
Full statement of problem.
• Written warning
Recapitulation of the problem together with history of interaction between employer and
employee, and a statement about the employee’s future status if the problems aren’t
corrected.
• Final written warning (often paired with suspension and/or
demotion).
• Termination
If it comes to this point the employee should have “fired themselves.”
See the Canada Labour Code
on terminations for more
information here.

66. Recordkeeping

67. • HR is responsible for tracking all employee information.
• One of the main reasons to track this information is to
protect from future litigation.
• Should a claim of wrongful termination, discrimination,
constructive dismissal, etc. ever be made, your
employee files would be subpoenaed.
• Would you feel comfortable having your files audited
now?
Recordkeeping

68. Employers are required to keep the following for all employees:
• Name, address, and D.O.B.
• Date that the present period of employment began.
• Regular and overtime hours of work.
• Wage rate and overtime rate.
• Earnings paid for each pay period.
• Deductions and reasons for deductions in each pay period.
• Time off instead of overtime pay provided and taken.
• The beginning and end dates of each annual vacation.
• All wage increase information since employment began.
• Copies of documentation for any protected leave.
Recordkeeping Requirements

69. Retention Requirements
Employers are required to retain all employee
information as follows:
• Daily time and attendance records for current
employees must be retained by an employer for
least three years.
• Employee records must be retained for 3 years
after termination.
• Tax and payroll-related items: Six years from the
end of the current tax year.

70. That is a lot of paper.
How am I going to
keep all of this
straight?

72. Termination

73. Length of Service Required Notice/Pay by
Employer
3 months to 24 months 1 week
>2 years but <4 years 2 weeks
>4 years but <6 years 4 weeks
>6 years but <8 years 5 weeks
>8 years but <10 years 6 weeks
>10 years 8 weeks
Termination Chart

74.  Within 3 days when the employer terminates with notice
or pay in lieu of notice is required.
 Within 10 days of date of termination when the
employer is not required to give notice or pay in lieu.
 Must provide written statement of wages:
• Amount of gross vacation pay and
• Gross termination or severance pay,
• Along with how amounts were calculated.
Employment records must be retained for 3 years.
Payment of Wages on Termination

75. P.I.P.E.D.A.
Personal Information Protection
and Electronic Documents Act

76. Establishes a Federal mandate to protect electronic
information collection, use and storage.
Specifically, this is concerned with information that
employers collect on employees.
Limits collection to only that information that is
reasonably useful for the employer’s purposes.
Also sets out employee rights to request their
information and consent to its use.
PIPEDA

77. Employment
Standards

78. • Work schedule: 8 hours per day, 44 hours per week; or
10 hours per day, 4 days per week.
• Averaging work time: Available, but not as common as
in other provinces due to overtime agreements.
• Pay (minimum wage): $11.20/hr.
• Termination: See termination chart.
• Vacation: 4% of gross wages for first 5 years, 6% after
that.
• Overtime: Daily and weekly overtime allowed.
• Holidays: 9 mandatory public holidays.
Employment Standards Summary

79. • Minimum wage: $11.20 for most employees.
• $10.70 for employees serving liquor as part of
their regular job.
• $446 per week for many salespersons and
certain professionals.
• $2,127 per month for domestic employees.
• For information about other provinces see the
Minimum wage database.
Minimum Wage

80. “Salaried”
Employees

81. •Managers, superintendents, and employees
who carry out management functions are
exempted from hourly remuneration (50% rule
applies).
•Architects, dentists, engineers, lawyers, and
other specialized positions are also excluded.
See the list of excluded positions here.
Who Is Allowed To Be Salaried Without Overtime?

82. Hiring and termination of employees.1
Managing work output of other employees.
Creating or interpreting policies.
Making budgetary decisions.
Committing the company’s financial resources.
2
3
4
5
Management Duties:

83. • Clerical, manual labour
• Directed work
• Routine, repetitive
• Front line workers
• Support staff
Non Management Duties

84. No really,
we are almost done.

85. • Download this and the Payroll Law presentations for
this province from www.LeanTeams.ca
• Join the Canadian Payroll Association.
• Training Rewards Resources:
• Payroll Law course
• Microsoft Excel courses in-person and online
• HR Law course (coming to this area in the Fall).
Next Steps:

86. … AND
YOU’RE
DONE!
Thank you.

87. Link to this
presentation:
www.LeanTeams.ca
Wade Farquhar

88. To download this
presentation