Tips for managing employee use of social media at work, and how to develop a solid workplace policy on this usage to pre-empt complicated modern work situations.
Stuart Rudner spoke at the Benefits3 Conference 2016 where he addressed medical marijuana; finding the balance between the duty to accommodate and the need to keep the workplace safe.
Overview of management best practices for the employment relationship from creation to termination (Presentation for the Workforce Planning Board of York Region)
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).
Stuart spoke at the 2014 International Association for Human Resource Information Management (IHRIM). He discussed social media in the modern workplace – how HR can protect the organization and use social media strategically.
1. Potter v. New Brunswick Legal Aid Services Commission, 201.docxpaynetawnya
1. Potter v. New Brunswick Legal Aid Services Commission, 2015 SCC 10
Suspension with pay may constitute “constructive dismissal”
Mr. Potter was the Executive Director of the New Brunswick Legal Aid Services Commission. While the parties were negotiating a buyout of Mr. Potter’s contract, Mr. Potter commenced a sick leave. In response, the employer wrote to Mr. Potter to advise him not to return to work until he was provided further direction. In the meanwhile, Mr. Potter was suspended with pay, and his powers were delegated to someone else. Mr. Potter sued for constructive dismissal.
The Supreme Court of Canada agreed with Mr. Potter, finding that Mr. Potter had been constructively dismissed, “[i]n light of the indefinite duration of the suspension, of the fact that the Commission failed to act in good faith insofar as it withheld valid business reasons from Mr. Potter, and of the Commission’s concealed intention to have Mr. Potter terminated.”
2. Styles v. Alberta Investment Management Company, 2015 ABQB 621
Employers owe a duty of good faith when determining Long-Term Incentive Plan entitlements post-termination
After approximately three years of employment, Mr. Styles was terminated on a without cause basis. Pursuant to the terms of his employment agreement, Mr. Styles was paid three months of salary.
However, during the course of his employment, Mr. Styles became eligible to participate in (and did participate in) the Defendant’s Long Term Incentive Plan. Upon termination, Mr. Styles was advised that “[a]s per policy, no further payment on Annual Incentive Plan (AIP) or Long Term Incentive Plan (LTIP) will be made).”
Despite the fact that the LTIP plan required Mr. Styles to be “actively employed” on the date that the monies were paid, Mr. Styles sued his former employer, citing, among other things, the fact that he had been dismissed shortly before the payout date.
Deciding in favour of Mr. Styles, the Court ordered an LTIP payout in the amount of $444,205 as a part of Mr. Styles’ severance on the basis that the employer’s strict reliance on the wording of the LTIP provision would violate the duty of good faith contractual performance that it owed to Mr. Styles (as recently established by the Supreme Court of Canada in its 2014 Bhasin v. Hrynew decision). In particular, the court held that “[w]hen an employment contract includes a condition for the receipt by an employee of a benefit under the contract and the employer has the discretion, pursuant to the terms of the contract, to frustrate the satisfaction of that condition, it becomes even more important for that discretion to be exercised fairly, reasonably and not arbitrarily.”
When is the exercise of "discretion" required to be reasonable?3. O.P.T. v. Presteve Foods, 2015 HRTO 675
New high-water mark in general damages award for human rights violations
The Applicants, O.P.T. and M.P.T. were temporary foreign workers who had been employed by Presteve Foods for approximately nine ...
Tips for managing employee use of social media at work, and how to develop a solid workplace policy on this usage to pre-empt complicated modern work situations.
Stuart Rudner spoke at the Benefits3 Conference 2016 where he addressed medical marijuana; finding the balance between the duty to accommodate and the need to keep the workplace safe.
Overview of management best practices for the employment relationship from creation to termination (Presentation for the Workforce Planning Board of York Region)
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).
Stuart spoke at the 2014 International Association for Human Resource Information Management (IHRIM). He discussed social media in the modern workplace – how HR can protect the organization and use social media strategically.
1. Potter v. New Brunswick Legal Aid Services Commission, 201.docxpaynetawnya
1. Potter v. New Brunswick Legal Aid Services Commission, 2015 SCC 10
Suspension with pay may constitute “constructive dismissal”
Mr. Potter was the Executive Director of the New Brunswick Legal Aid Services Commission. While the parties were negotiating a buyout of Mr. Potter’s contract, Mr. Potter commenced a sick leave. In response, the employer wrote to Mr. Potter to advise him not to return to work until he was provided further direction. In the meanwhile, Mr. Potter was suspended with pay, and his powers were delegated to someone else. Mr. Potter sued for constructive dismissal.
The Supreme Court of Canada agreed with Mr. Potter, finding that Mr. Potter had been constructively dismissed, “[i]n light of the indefinite duration of the suspension, of the fact that the Commission failed to act in good faith insofar as it withheld valid business reasons from Mr. Potter, and of the Commission’s concealed intention to have Mr. Potter terminated.”
2. Styles v. Alberta Investment Management Company, 2015 ABQB 621
Employers owe a duty of good faith when determining Long-Term Incentive Plan entitlements post-termination
After approximately three years of employment, Mr. Styles was terminated on a without cause basis. Pursuant to the terms of his employment agreement, Mr. Styles was paid three months of salary.
However, during the course of his employment, Mr. Styles became eligible to participate in (and did participate in) the Defendant’s Long Term Incentive Plan. Upon termination, Mr. Styles was advised that “[a]s per policy, no further payment on Annual Incentive Plan (AIP) or Long Term Incentive Plan (LTIP) will be made).”
Despite the fact that the LTIP plan required Mr. Styles to be “actively employed” on the date that the monies were paid, Mr. Styles sued his former employer, citing, among other things, the fact that he had been dismissed shortly before the payout date.
Deciding in favour of Mr. Styles, the Court ordered an LTIP payout in the amount of $444,205 as a part of Mr. Styles’ severance on the basis that the employer’s strict reliance on the wording of the LTIP provision would violate the duty of good faith contractual performance that it owed to Mr. Styles (as recently established by the Supreme Court of Canada in its 2014 Bhasin v. Hrynew decision). In particular, the court held that “[w]hen an employment contract includes a condition for the receipt by an employee of a benefit under the contract and the employer has the discretion, pursuant to the terms of the contract, to frustrate the satisfaction of that condition, it becomes even more important for that discretion to be exercised fairly, reasonably and not arbitrarily.”
When is the exercise of "discretion" required to be reasonable?3. O.P.T. v. Presteve Foods, 2015 HRTO 675
New high-water mark in general damages award for human rights violations
The Applicants, O.P.T. and M.P.T. were temporary foreign workers who had been employed by Presteve Foods for approximately nine ...
Small Claims 2017: Essential Law, Winning Strategies for Lawyers & Paralegals Evelyn Perez Youssoufian
An employment law primer for paralegals and lawyers, including: Jurisdiction, Possible Claims, Human Rights, Employment Contracts, Wrongful Dismissal, including how to calculate reasonable notice
On May 15, 2014, the Gowlings Employment and Labour Law Group discussed recent judicial and other legal developments which impact Ontario workplaces at the Grand Valley HRPA Annual General Meeting.
Annual HRPA Employment Law Update: What Changed in 2021 and What You Need to ...Rudner Law
For his annual Employment Law Update, Stuart reviewed the epic changes in 2021 which impacted HR, HR Laws and best practices, including HR during a pandemic, dealing with constantly changing circumstances, remote and hybrid work. At the same time, the law continued to evolve, with significant changes regarding the enforceability of termination clauses, post-termination compensation, vaccination policies and other core issues. Stuart reviewed the changes and provided advice on how to best protect your organization as you move forward.
A "File Trademark" is a legal term referring to the registration of a unique symbol, logo, or name used to identify and distinguish products or services. This process provides legal protection, granting exclusive rights to the trademark owner, and helps prevent unauthorized use by competitors.
Visit Now: https://www.tumblr.com/trademark-quick/751620857551634432/ensure-legal-protection-file-your-trademark-with?source=share
Car Accident Injury Do I Have a Case....Knowyourright
Every year, thousands of Minnesotans are injured in car accidents. These injuries can be severe – even life-changing. Under Minnesota law, you can pursue compensation through a personal injury lawsuit.
NATURE, ORIGIN AND DEVELOPMENT OF INTERNATIONAL LAW.pptxanvithaav
These slides helps the student of international law to understand what is the nature of international law? and how international law was originated and developed?.
The slides was well structured along with the highlighted points for better understanding .
Military Commissions details LtCol Thomas Jasper as Detailed Defense CounselThomas (Tom) Jasper
Military Commissions Trial Judiciary, Guantanamo Bay, Cuba. Notice of the Chief Defense Counsel's detailing of LtCol Thomas F. Jasper, Jr. USMC, as Detailed Defense Counsel for Abd Al Hadi Al-Iraqi on 6 August 2014 in the case of United States v. Hadi al Iraqi (10026)
WINDING UP of COMPANY, Modes of DissolutionKHURRAMWALI
Winding up, also known as liquidation, refers to the legal and financial process of dissolving a company. It involves ceasing operations, selling assets, settling debts, and ultimately removing the company from the official business registry.
Here's a breakdown of the key aspects of winding up:
Reasons for Winding Up:
Insolvency: This is the most common reason, where the company cannot pay its debts. Creditors may initiate a compulsory winding up to recover their dues.
Voluntary Closure: The owners may decide to close the company due to reasons like reaching business goals, facing losses, or merging with another company.
Deadlock: If shareholders or directors cannot agree on how to run the company, a court may order a winding up.
Types of Winding Up:
Voluntary Winding Up: This is initiated by the company's shareholders through a resolution passed by a majority vote. There are two main types:
Members' Voluntary Winding Up: The company is solvent (has enough assets to pay off its debts) and shareholders will receive any remaining assets after debts are settled.
Creditors' Voluntary Winding Up: The company is insolvent and creditors will be prioritized in receiving payment from the sale of assets.
Compulsory Winding Up: This is initiated by a court order, typically at the request of creditors, government agencies, or even by the company itself if it's insolvent.
Process of Winding Up:
Appointment of Liquidator: A qualified professional is appointed to oversee the winding-up process. They are responsible for selling assets, paying off debts, and distributing any remaining funds.
Cease Trading: The company stops its regular business operations.
Notification of Creditors: Creditors are informed about the winding up and invited to submit their claims.
Sale of Assets: The company's assets are sold to generate cash to pay off creditors.
Payment of Debts: Creditors are paid according to a set order of priority, with secured creditors receiving payment before unsecured creditors.
Distribution to Shareholders: If there are any remaining funds after all debts are settled, they are distributed to shareholders according to their ownership stake.
Dissolution: Once all claims are settled and distributions made, the company is officially dissolved and removed from the business register.
Impact of Winding Up:
Employees: Employees will likely lose their jobs during the winding-up process.
Creditors: Creditors may not recover their debts in full, especially if the company is insolvent.
Shareholders: Shareholders may not receive any payout if the company's debts exceed its assets.
Winding up is a complex legal and financial process that can have significant consequences for all parties involved. It's important to seek professional legal and financial advice when considering winding up a company.
Responsibilities of the office bearers while registering multi-state cooperat...Finlaw Consultancy Pvt Ltd
Introduction-
The process of register multi-state cooperative society in India is governed by the Multi-State Co-operative Societies Act, 2002. This process requires the office bearers to undertake several crucial responsibilities to ensure compliance with legal and regulatory frameworks. The key office bearers typically include the President, Secretary, and Treasurer, along with other elected members of the managing committee. Their responsibilities encompass administrative, legal, and financial duties essential for the successful registration and operation of the society.
In 2020, the Ministry of Home Affairs established a committee led by Prof. (Dr.) Ranbir Singh, former Vice Chancellor of National Law University (NLU), Delhi. This committee was tasked with reviewing the three codes of criminal law. The primary objective of the committee was to propose comprehensive reforms to the country’s criminal laws in a manner that is both principled and effective.
The committee’s focus was on ensuring the safety and security of individuals, communities, and the nation as a whole. Throughout its deliberations, the committee aimed to uphold constitutional values such as justice, dignity, and the intrinsic value of each individual. Their goal was to recommend amendments to the criminal laws that align with these values and priorities.
Subsequently, in February, the committee successfully submitted its recommendations regarding amendments to the criminal law. These recommendations are intended to serve as a foundation for enhancing the current legal framework, promoting safety and security, and upholding the constitutional principles of justice, dignity, and the inherent worth of every individual.
ALL EYES ON RAFAH BUT WHY Explain more.pdf46adnanshahzad
All eyes on Rafah: But why?. The Rafah border crossing, a crucial point between Egypt and the Gaza Strip, often finds itself at the center of global attention. As we explore the significance of Rafah, we’ll uncover why all eyes are on Rafah and the complexities surrounding this pivotal region.
INTRODUCTION
What makes Rafah so significant that it captures global attention? The phrase ‘All eyes are on Rafah’ resonates not just with those in the region but with people worldwide who recognize its strategic, humanitarian, and political importance. In this guide, we will delve into the factors that make Rafah a focal point for international interest, examining its historical context, humanitarian challenges, and political dimensions.
How to Obtain Permanent Residency in the NetherlandsBridgeWest.eu
You can rely on our assistance if you are ready to apply for permanent residency. Find out more at: https://immigration-netherlands.com/obtain-a-permanent-residence-permit-in-the-netherlands/.
How to Obtain Permanent Residency in the Netherlands
Human Rights
1. Canadian Mining HR Leadership
Conference
April 24, 2014
Presented by
Stuart E. Rudner
2. What’s been happening?
• Childcare obligations recognized as being within definition of family status
• Reinstatement and 9+ years of lost wages
• Human rights damages awarded in civil court
• Long-standing principles questioned
– Temporary layoffs ok
– Cant dismiss employee accused of misconduct
• Age and character of position less relevant
• Termination clauses questioned
– Benefits
– mitigation
• Deductibility of pension benefits explained
• Just cause cases continue
• Social media – Er right to search
• Courts confirm Ee duty in search for accommodation
• AODA – duty to inquire during hiring process
4. Employer’s duty to accommodate:
Family Status
Childcare needs can trigger the duty to accommodate an employee’s
family status
Can require rearranging shifts / work hours
Must be legitimate need – doesn’t mean all parents can choose hours
Onus on employee to show need
Employers cannot dismiss requests for accommodation out of hand
Will apply to elder care, similar needs as well
For any accommodation request
onus is on employees to provide detailed information
Employees are not entitled to dictate their preferred form of
accommodation
The employer can assess all options and determine if any are viable.
Canada v. Johnstone, 2013 FC 113
5. Employee Reinstated 9 years after
termination (with full back pay)
Employee developed a generalized anxiety disorder; subsequently diagnosed with
PTSD. Problems were a reaction to the stressful nature of her job. She feared that
if she made a mistake with asbestos removal she could be held personally liable
under the Ontario Health and Safety Act.
Tribunal found the employer liable for failing to accommodate the applicant and,
in particular, for failing to consider her other options available in the workplace –
even if they arose while she was receiving LTD benefits
Record-setting human rights case: award worth over $450,000
Reminders for employers:
– Substantial liability can flow from breaches of the Code where an applicant is
insistent on his/her right to reinstatement
– The awards for injury to dignity, feelings and self-respect continue to creep
higher
Fair v. Hamilton-Wentworth District School Board, 2013 HRTO 440
6. Wrongful dismissal: Employee
awarded damages under
Human Rights Code
Discrimination and accommodation cases can be raised in wrongful
dismissal cases
First Ontario court decision to award damages under the Human Rights
Code
Trial judge awarded $20,000 in general damages after finding that the
employee’s ongoing back problems and related requests for
accommodation were a factor in the employer’s decision to terminate
Only evidence of impact of termination on employee was that she “was
shocked, dismayed and angered” by the employer’s pre-termination letter
and she experienced “loss of dignity and loss of feelings of self-worth” in
relation to the same letter
Wilson v. Solis Mexican Foods Inc., 2013 ONSC 5799
7. Ee duty to participate in
accommodation
• Robinson v Edmonton (City)
• Susan Robinson was employed by the City of Edmonton as a bus driver. She suffered from
environmental urticaria, a severe allergy that caused reactions such as hives and facial swelling
when she was exposed to fumes such as perfume or diesel.
• Robinson was required to take antihistamines, which caused drowsiness and made it unsafe for her
to carry out her duties.
• As a result, she was often absent from work and went on periods of short-term disability (STD)
leave.
• information came to light that Robinson’s medical condition could be accommodated if she were to
drive an LRT train, which may mitigate her exposure to fumes. Her application for LTD was denied
based on those grounds. There was documentation to show that the city acted on the information
from the insurer and began pursuing the necessary arrangements to have Robinson return to work
as the driver of an LRT train.
• Following the telephone call, Robinson resigned.
• The Alberta Human Rights Tribunal found that the city could have provided clearer communication
detailing its accommodation efforts, but that the employee still knew or ought to have known that
the city wanted to pursue the LRT option, and Robinson’s resignation effectively prevented the city
from further fulfilling its duty to accommodate. The Alberta Court of Queen’s Bench upheld the
tribunal’s finding that Robinson elected to abandon the accommodation process and found no
failure of the city to meet its duty to accommodate.
9. There is no ‘rule of thumb’ for reasonable
notice
Court affirms that employers who use 1 months' notice per
year of service do so 'at their own peril’
Simple way to avoid the difficulty of determining what
“reasonable notice” is in a particular situation — use a
termination clause in an employment agreement in order to
clearly establish how much notice will be required
This allows both parties to avoid the unnecessary time and
legal fees involved in assessing the notice period, negotiating,
and potentially litigating the issue
Capital Pontiac Buick Cadillac GMC Ltd. v. Coppola,
2013 SKCA 80
10. The aging workforce
End of mandatory retirement: people are working
longer --> There are Wrongful dismissal claims by
workers in their 70s and 80s!
Ontario Superior Court of Justice: “I do not think
there is a place in this social reality for an automatic
presumption that persons should or would naturally
retire on reaching senior age.”
Filiatrault v. Tri-County Welding Supplies Ltd., 2013
ONSC 3091
10
11. Factors affecting reasonable notice
There is recent jurisprudence suggesting that,
if anything, the “position/character of
employment” is today a factor of declining
relative importance.
Di Tomaso v. Crown Metal Packaging Canada LP,
2011 ONCA 469
11
12. Mitigation: Failure to mitigate can
reduce notice period
Courts can (and will) penalize employees who don't look for work
Employers should keep themselves aware of opportunities that former
employees may be qualified for, and document those in order to be in a
position to challenge their mitigation efforts.
Legge v. TEKSmed Services Inc., 2013 ONSC 5543
In another case, an employee claiming unjust dismissal did not commence
his job search until 12 weeks after termination.
Court held that the time lapse was unreasonable and reduced the notice
to which he would be otherwise entitled by eight weeks.
Walter Bustos v. Celestica International Inc., 2005 CanLII 24598 (O.N. S.C.)
13. Mitigation & Termination Clauses
Employment contract provided that the employee
would be entitled to six months of notice, or pay in lieu
thereof, in the event he was dismissed on a without
cause basis.
No mention of mitigation
Within weeks of the dismissal, employee obtained new
employment with comparable compensation.
Ontario Court of Appeal: If employment contract
contains a termination clause, employee will not be
required to mitigate his or her damages by seeking new
employment unless the clause specifically says so
Bowes v. Goss Power Products Ltd., 2012 ONCA 425
14. How dusty are your employment
contracts?
Employer sought to enforce termination clause
Termination clause provided for pay in lieu of notice of termination, but did not
provide for continuation of benefits
Although the employer did, in fact, continue employee’s benefits during notice
period, by failing to require it, the contract provided for less than the Employment
Standards Act, 2000 and was therefore unenforceable.
As a result, common law requirement of reasonable notice applied:
If employment contract fails to comply with the minimum requirements of
employment standards legislation, presumption of reasonable notice has not
been rebutted
any attempt to contract out of the minimum standards required by the
legislation renders a contract provisions providing for lesser benefits “null and
void.”
If a clause in an employment contract is rendered “null and void” by operation
of employment standards legislation, then it is null and void for all purposes,
and cannot be used as evidence of the parties’ intention to displace the
common law presumption of reasonable notice
Stevens v. Sifton Properties Ltd., 2012 ONSC 5508
15. Can you package someone out instead
of investigating misconduct?
Investigations becoming more important
Recent decision suggests employers may not be entitled to
terminate without cause in order to 'side-step' the duty to
investigate
Ontario Superior Court of Justice:
“it is a triable issue whether the employer adopted the
procedure intentionally to side step the criteria for fair
treatment of an employee against whom cause is alleged”
When an employee is alleged to have engaged in misconduct,
employers are expected to investigate before taking
disciplinary action
Brownson v. Honda Canada Mfg., 2013 ONSC 896
16. Temporary lay offs: Do employers have
the right due to a
shortage of work?
Recent decision appears to give employers facing financial difficulties more
flexibility
Employee had been temporarily laid off and claimed to have been
constructively dismissed
However, the court wrote as follows:
"In my view, there is no room remaining at law for a common law claim for a
finding of constructive dismissal in circumstances where a temporary layoff
has been rolled out in accordance with the terms of the ESA.”
In this case, the layoff did not comply with the terms of the Employment
Standards Act; for that reason, the layoff was found to be a constructive
dismissal
However, if it had complied, then based upon the wording above, the court
would have concluded differently
Trites v. Renin Corp., 2013 ONSC 2715
17. Deductibility of pension benefits
Issue: whether the pension benefits received should be deducted
from entitlement to severance pay
Benefits received from a defined benefits plan should not be
deducted from wrongful dismissal damages otherwise payable
It would be unfair for an employer to benefit by dismissing an
employee it knew had fully vested pension entitlements, thereby,
reducing their obligation to provide termination pay
Employers: be cautious before taking the position that any form of
income received by a dismissed employee can be deducted from
the amount to be paid for severance
Employees: be mindful of the law regarding mitigation, and
remember that termination pay is not an absolute right
IBM Canada Limited v. Waterman, 2013 SCC 70
19. Urinating on colleagues: Just Cause?
Officer charged with four counts of discreditable conduct, all arising on the same night while
the he and the complainant officer were at a police safety training course:
– he urinated on another officer who was lying in bed
– he pushed that same officer into the wall while walking past him
– he used profane, abusive or insulting language about that same officer
– he confined that same officer to his assigned room and would not let him leave
Offences happened over a 15 minute period, after the officer and others had been drinking
and the complainant had gone to bed
Law Enforcement Review Board found that it could not be said that the officer’s character
was so flawed that he was unfit to continue as a police officer, and determined the penalty of
dismissal was disproportionate.
Alberta Court of Appeal: Just Cause
The court took into account the special nature of a police officer’s employment and that
police officers are, in many respects, subject to different standards of conduct and a
higher level of workplace discipline than ordinary employees
Edmonton Police Service v. Furlong, 2013 ABCA 121
20. Setting colleagues on fire: Just cause?
As a prank, an employee set fire to some fabric hanging from the back of co-
worker’s safety vest. Although he extinguished the flame, the vest reignited. The
co-worker was unaware that his vest had been set on fire
When the safety vest reignited, a customer smothered the flames with his hands.
As a result, the customer suffered burns and blisters to his hands
The employee immediately apologized to the customer and his co-worker
The employer failed to see the humour in the prank. He was terminated for cause.
His actions were determined to be a breach of the company’s safety management
system, its written safety manual, and its “zero-tolerance” policy towards
horseplay.
British Columbia Labour Arbitrator: No just cause
– Part of the employer’s “zero tolerance” safety policy provided that, “horseplay
“is forbidden and may result in disciplinary action”
– Employee’s actions were not malicious - he was “careless”, “stupid”
Dryco Drywall Supplies Ltd v Teamsters Local Union No 213,
2013 CanLII 7695 (BC LA)
21. Assaulting colleagues: Just cause?
Teacher dismissed after she verbally and physically assaulted a colleague,
after suspecting her colleague of carrying on an affair with her husband
Had an unblemished record and this was an isolated event
Immediately sought anger management treatment
She was charged and later pled guilty to common assault
Just because an employee engages in misconduct, it does not necessarily
mean they can be fired
Employers: use a “contextual approach” when considering summary
dismissal
– assess the egregiousness of the offence and all relevant factors, such
as the employee`s length of service, disciplinary record, the nature of
the position and degree of trust required, and any mitigating
circumstances
Gunville-McCallum and Ballantyne, Re
22. Where do Ers go wrong?
• Not treating requests for accommodation
seriously
– Dismissing request as unreasonable
– Not properly considering potential accommodation
• Letting human rights creep into dismissal decision
– dismissing @ wrong time
– Ie while employee on leave
• Letting human rights creep into hiring decision
23. Dismissing Ee on Leave
• Eeson leave, or are planning to take leave, can be dismissed like anybody else.
However, they cannot be dismissed because of the leave or the underlying rea
son for it.
• Parent v. Spielo Manufacturing
Incorporated, the evidence revealed the employer had made the decision to di
smiss the plaintiff as a result of its unhappiness with her performance. Howev
er, before the decision was implemented, she went on leave. The employer de
cided to hold off on dismissing her until she returned to work, which
it did promptly upon her return. She then filed a claim and alleged there were
ulterior motives for the dismissal.
• Ultimately, the court found the employer had demonstrated legitimate reason
s for its decision to dismiss, and that the dismissal was entirely unrelated to
the leave. As a result, it ruled in favor of the employer.
•
24. Balancing Rights
• not difficult to imagine the evolution from that situation to one where an employee refuses to work in a cubicle, or on a team with, for
example, colleagues that are black, Jewish, gay, lesbian, or any other group. As a society, we would never tolerate such a request in a vacuum. What
makes it acceptable when it is made in the name of religious freedom?
• Essentially, this comes down to a question of competing rights, as both religion and gender are protected grounds under human
rights legislation. However, before one even gets to the point of balancing rights, one must assess whether the request for accommodation is legitim
ate. In this case, as reported in the press, the student made the request in the name of religious freedom, but did not mention a specific religion.
• If such a situation were to be brought before the human
ights tribunal, or a court, the first issue to address would be the legitimacy of the request and, in that regard, courts have adopted a "sincerity of beli
ef" test. In other words, individuals making the request do not have
to objectively prove it is required by their religion. Rather, they must prove they sincerely believe that it is. This makes sense, given that religious lead
ers within the same religion will often disagree as to what their laws require. While the test is subjective, there must be some objective element to it,
in the sense that it should be difficult if not impossible for anindividual to satisfy the test if the request is completely outlandish and unsupported by
existing religious interpretations.
• Employees should remember that when they need accommodation, no matter what type, they have an obligation to make the request and also to pr
ovide sufficient information to allow their employer to assess what must be accommodated, and the potential accommodations that exists. As courts
have made clear, accommodation is a two-
way street and employees cannot simply submit a bald request and then refuse to provide further information. When I work with employees, I assist
them in preparing a package of appropriate information that will, in turn, assist the employer in assessing accommodation options.
• Treat accommodation requests seriously
• For employers, it is incumbent upon you to treat any request for accommodation seriously. In the childcare obligations case referenced above, the ev
idence revealed that the employer had not taken the request for accommodation seriously, in the way that it would if the request related to a disabili
ty.
• When I advise employers, I caution them that just because a request may seem to be outlandish, they should not dismiss it out
of hand as doing so can expose them to significant liability if it is found that the request for accommodation was legitimate and they refused to consi
der it. When we determine a request for accommodation is legitimate, we can then go on to assess the available information and the accommodatio
n options. I work with employers to document their efforts in this regard, as human
rights tribunals and courts will be quite critical of employers that respond by stating, simply, that "We can't do that."
• Even if that is
the ultimate conclusion, it will be incumbent upon the employer to document its efforts to consider any potential accommodation and assess its viabi
lity.
•
26. AODA Employer Requirements
• Develop accessibility policies and a plan to outline how they
will comply with the regulation
• Incorporate accessibility when they procure goods, services
and facilities
• Incorporate accessibility features (public sector) or consider
accessibility (private sector) when designing or buying self-
service kiosks
• Train staff and volunteers so that everyone who provides
goods or services on their behalf understands the:
– Integrated Accessibility Standards Regulation and its
requirements, and
– Ontario Human Rights Code (as it relates to people with
disabilities)
27. (a) Make hiring accessible
• Include information about accommodations for
applicants with disabilities in the job posting
• Call applicants directly or speak to them in
person
• Keep interview formats flexible so that
applicants of all abilities can participate
• Include the company’s policy on accommodating
employees with disabilities in the offer letter to
successful applicants so they know the
organization’s policies
28. Stuart E. Rudner
srudner@rudnermacdonald.com
www.rudnermacdonald.com
Twitter: @CanadianHRLaw
LinkedIn: Connect with me, join the
Canadian HR Law Group and visit the Rudner MacDonald Page
Blog: Canadian HR Law
http://www.hrreporter.com/blog/canadian-hr-law
FaceBook: Rudner MacDonald Page
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Editor's Notes
The decision in Fair v. Hamilton-Wentworth District School Board 2013 HRTO 440, released in March 2013, involved an employer’s failure to accommodate disability-related needs. The applicant developed generalized anxiety disorder, a reaction to the highly stressful nature of her job, and was subsequently diagnosed with depression and post-traumatic stress disorder. At the time of the onset of her disability in October 2001, the applicant had more than 15 years of service and performed a supervisory position. Her eligibility for long-term disability (LTD) benefits ended in April 2004. Her employment terminated July 8, 2004. In February 2012, the Tribunal found the employer liable for failing to accommodate the applicant and, in particular, for failing to consider her other options available in the workplace, even if they arose while she was receiving LTD benefits
This was the first Ontario court decision to award damages under the Human Rights Code. The Ontario Superior Court awarded $20,000 to the employee after finding that her ongoing back problems and related requests for accommodation were a factor in the employer’s decision to terminate, despite the employer’s argument that her termination was part of a corporate reorganization. The case serves as a reminder that discrimination and accommodation cases are not limited to the Human Rights Tribunal, but can be raised in wrongful dismissal cases, as well.
Capital Pontiac Buick Cadillac GMC Ltd. v. Coppola, 2013 SKCA 80
It is not one month of notice per year of service, or any other simple calculation you may have heard. The courts have made it clear every case is to be assessed based upon its own particular circumstances, and the data demonstrates courts do not simply rely upon an employee’s length of service.
I know it is tempting to try to identify an easy way to calculate notice periods, as employment standards legislation does. Unfortunately, at common law, what is clear is there are no hard and fast rules, and no limit upon the factors that are to be considered.
The core factors are the individual’s length of service, age and the character of the position (though that may be changing — see my comments on that). Another commonly considered factor is whether or not the individual was induced to leave previous secure employment.
An analysis of the awards made by the courts in wrongful dismissal cases from the last few decades demonstrates there is no clear pattern. The data shows short-term employees tend to receive disproportionately lengthy notice periods, contrary to what many suspect. In addition, the data shows an individual’s position, and age, can have a significant impact upon entitlement.
Of course, business people and many lawyers seek to perpetuate the myth of the rule of thumb. Most recently, the Court of Appeal for Saskatchewan was forced to address the issue in Capital Pontiac Buick Cadillac GMC Ltd. and Sergio Coppola. The court’s decision in this wrongful dismissal claim included the following comments:
Regardless, it seems clear from the jurisprudence that most appellate courts have been disinclined to adopt the rule of thumb approach. This may be because the very nature of the assessment of a reasonable notice period, as grounded by the Bardal factors, logically runs against a rule of thumb concept. Under Bardal, the court must consider subjective factors in reaching a determination as to what is reasonable in the circumstances. This analysis does not readily lend itself to the application of a mathematical formula, even if merely as the guideline of one month’s notice per year of service.
…
Adherence to the rule of thumb approach risks an overemphasis of one particular Bardal factor (i.e., the length of service factor) and creates a resistance to flexibility. This would be in error as no single Bardal factor may be given such disproportionate weight, as Bastarache J. affirmed in Keays.
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Nevertheless, although the rule of thumb seems intuitively practical it is not, apparently, terribly reflective of the actual quanta of awards of pay in lieu of notice in wrongful dismissal cases. Practically-speaking then, while employers may wish to use the “one month’s notice per year of service” rule of thumb as a guideline in their day-to-day decision-making given its apparent facility, they do so at their own peril because the rule is not supported by the jurisprudence and is inconsistent with Bardal.
There is a very simple way to avoid the difficulty of determining what “reasonable notice” is in a particular situation — use a termination clause in an employment agreement in order to clearly establish how much notice will be required.
This allows both parties to avoid the unnecessary time and legal fees involved in assessing the notice period, negotiating, and potentially litigating the issue.
other cases (mentioned on my blog) where employees have had awards reduced due to failure to accept new position
Walter Bustos v. Celestica International Inc., 2005 CanLII 24598 (ON SC), 2005 CanLII 24598 (ON SC) at paras. 37 and 38. The employee claiming unjust dismissal did not commence his job search until 12 weeks after termination. The Court held that the time lapse was unreasonable and reduced the notice to which he would be otherwise entitled by eight weeks.
In the course of its decision, the court set out a handy review of the law with respect to the enforceability of termination clauses which is worth reproducing:
• In Canada, it has been established common law since at least 1936 that employment contracts for an indefinite period require the employer, absent express contractual language to the contrary, to give reasonable notice of an intention to terminate the contract if the dismissal is without cause.
• The common law principle of termination only on reasonable notice is a presumption, rebuttable if the contract of employment clearly specifies some other period of notice, whether expressly or impliedly.
• If applicable employment standards legislation sets minimum requirements, but also provides that contracts specifying greater “benefits” to an employee prevail over the minimum standards in the legislation, the common law presumption of reasonable notice is such a “benefit”, (if the period of notice required by the presumption is greater than that required by the legislation), and the minimum notice periods set out in such legislation therefore do not by themselves operate to displace the presumption at common law of reasonable notice.
• While that presumption may be displaced by sufficiently clear contract language specifying notice periods shorter than that required by common law, applicable employment standards legislation prohibiting any attempt to contract out of the minimum standards required by the legislation renders any contract provisions providing for lesser benefits than the minimum standards “null and void.”
• If a clause in an employment contract is rendered “null and void” by operation of employment standards legislation, then it is null and void for all purposes, and cannot be used as evidence of the parties’ intention to displace the common law presumption of reasonable notice. “If the intention of the parties is to make an unlawful contract, no lawful contractual term can be derived from their intention.”
• Work is fundamental to an individual’s identity, and the manner in which employment can be terminated is equally important. The “harm” targeted by remedial employment standards legislation is that individual employees, and in particular non-unionized employees, are often in an unequal bargaining position in relation to their employers. Courts therefore should adopt a purposive approach to such legislation, favouring interpretations that encourage employers to comply with minimum requirements of the legislation, and so extend its protections to as many employees as possible.
•Consistent with such goals, if an employment contract fails to comply with the minimum requirements of employment standards legislation, the appropriate sanction or disposition is a finding that the presumption of reasonable notice has not been rebutted, (i.e., rather than an order that an employer minimally comply with the Act). This gives employers an incentive to ensure that all aspects of employment contracts comply with the legislation, (to avoid the potentially longer notice periods required by common law), and in consequence more employees are likely to receive the benefit of the minimum notice requirements.
•Absent considerations of unconscionability, an employer can readily make contracts with his, her or its employees which referentially incorporate the minimum notice periods set out in employment standards legislation, or otherwise take into account later changes to such legislation or to the employees’ notice entitlement under the legislation. Such contractual provisions are sufficient to displace the presumption that the contract is terminable without cause only on reasonable notice.
Brownson v. Honda Canada Mfg., 2013 ONSC 896
A recent decision of the Superior Court of Ontario may signal a fundamental change in employment law.
It has always been the case that an employer is entitled to dismiss an employee at any time, for almost any reason (other than protected grounds under human rights legislation), so long as it provided appropriate notice or pay in lieu thereof. The other exception, of course, would be unionized employees covered by a collective agreement.
When an employee is alleged to have engaged in misconduct, employers are expected to investigate before taking disciplinary action. In recent years, the importance of the investigation has taken on greater importance. Courts will insist that any investigation be fair and reasonably thorough, depending on the circumstances. In some recent wrongful dismissal cases, employers have been ordered to pay additional damages due to their failure to investigate fairly.
Sometimes, employers will decide that, rather than conduct a full investigation and then assess whether there is just cause for dismissal or some lesser form of discipline, it will be easier to simply dismiss the employee on a without cause basis by giving her a severance package. Given that employers have the fundamental right to terminate the employment contract, this can be a more prudent course of action.
However, the right to do so has recently been called into question.
In Brownson v. Honda Canada Mfg., the plaintiff was alleged to have been one of 23 employees engaged in misconduct. The company decided to dismiss him with a package rather than engage in a lengthy investigation and discipline process. The plaintiff sued for wrongful dismissal, and there was a motion for summary judgment. In the context of that motion, the Court held as follows:
[12] By offering compensation in lieu of notice the Defendant submits it is merely terminating an employee in accordance with the law which permits an employer to terminate employment on adequate notice and in compliance with statue.
[13] If this termination had come out of the blue I might be persuaded. However, in the present case, the juxtaposition of the termination with a contemporaneous investigation of misconduct colours the ordinary procedures, such as escorting the terminated individual out of the workplace, with an innuendo that could give rise to the mental suffering alleged by the Plaintiff particular to the circumstances of the termination rather than the fact of being terminated.
[14] In the circumstances of the present case it is a triable issue whether the employer adopted the procedure intentionally to side step the criteria for fair treatment of an employee against whom cause is alleged.
As a result, the matter was not decided and, unless it is settled, it will proceed to trial. Paragraphs 13 and 14 of the decision raise the question of whether there will be a change in the law precluding an employer from dismissing an employee without cause when there are "live" allegations of misconduct.
Of course, it is entirely possible the court which hears the trial of this matter will find that there was nothing wrong with Honda`s decision to package the plaintiff out. We will have to wait and see whether this case gets to trial and, if so, how it is decided.
The court also commented that it would be unfair for an employer to benefit by dismissing an employee it knew had fully vested pension entitlements, thereby, reducing their obligation to provide termination pay.
Employers should be cautious before taking the position that any form of income received by a dismissed employee can be deducted from the amount to be paid for severance. At the same time, employees should be mindful of the law regarding mitigation, and remember that, as discussed in a previous post, termination pay is not an absolute right. If you obtain new employment, or receive employment insurance benefits or other income replacement, those amounts may be deducted from the amount that your former employer is required to pay.
whether the pension benefits he received should be deducted from his entitlement to severance pay. Ultimately, the court concluded they should not. The case also references the issue of disability benefits, and what happens when a dismissed employee receives such payments during their notice period. - See more at: http://www.hrreporter.com/blog/Canadian-HR-Law/archive/2013/12/19/ibm-case-provides-guidance-on-terminating-worker-approaching-retirement#sthash.gRwX7SrJ.dpuf
Note on #1: Small organizations will not have to develop an accessibility plan.
Note on #2: This requirement does not apply to the private sector.