Overview of Canadian and BC employment law presented to 4th year UBC Pharmacy students. How it relates to the Pharmacy workplace, recruiting and interviewing to help students prepare their mid-term job description assignment.
Presentation to 4th year students at UBC Pharmacy in the Phar400 Pharmacy Business Management course. Introduction of basic marketing concepts and how they relate to marketing professional patient services beyond dispensing.
UBC Phar400 Marketing Pharmacy Professional Services-25Oct2013Gerry Spitzner
Presented to 4th year Pharmacy students at UBC Pharmaceutical Sciences in the Phar400 Pharmacy Business Management course.
As part of the curriculum students are required to work in teams to create a new sustainable professional clinical service supported by a business plan. At the end of the semester the teams present in a "pitch" to classmates and a panel of judges. Winners are determined by their peers.
In this fourth presentation of the semester we focus on Marketing healthcare professional services. We define marketing and explain how the marketing concept applies to marketing professional services.
Learning objectives:
>Brand and Branding
>Marketing 101
>Managing the Marketing Mix
>Marketing Pharmacy Professional Services
UBC Phar400 Biusiness of Retail Pharmacy 3.0 23Jan2015Gerry Spitzner
This document provides an overview of retail pharmacy business in Canada and British Columbia. It discusses the different types of retail pharmacy formats including corporate pharmacy, franchise pharmacy, banner pharmacy, and independent pharmacy. It also outlines the complex pharmaceutical supply chain and logistics system. Finally, it addresses key functional areas of retail pharmacy operations and discusses future trends, including a shift toward greater consumer spending on healthcare.
UBC Phar400-business of pharmacy-14sept2012Gerry Spitzner
The document discusses key aspects of retail pharmacy management. It begins with an introduction and list of objectives. It then covers various topics related to operating a pharmacy retail business such as the people and moving parts involved, types of pharmacy practices, differences between retail pharmacy models, logistics and supply chain management, key controllable areas like inventory, pricing, merchandising and staffing, and future developments and opportunities in the industry. The document also includes a glossary of common acronyms and terms used in retail pharmacy.
UBC Phar400 Business of Retail Pharmacy-13Sept2013Gerry Spitzner
This document provides an overview of the retail pharmacy business in Canada and British Columbia. It discusses the different types of pharmacies, including corporate, franchise, banner, and independent. It also examines the pharmaceutical supply chain and logistics, the key controllable aspects of a retail pharmacy like inventory, pricing, and staffing. The document notes several future trends for the industry like an enhanced role for pharmacists, an aging population, and increasing demand for pharmacy services. It predicts ongoing reimbursement challenges and the need for change management skills.
Presentation to 4th year students at UBC Pharmacy in the Phar400 Pharmacy Business Management course. Introduction of basic marketing concepts and how they relate to marketing professional patient services beyond dispensing.
UBC Phar400 Marketing Pharmacy Professional Services-25Oct2013Gerry Spitzner
Presented to 4th year Pharmacy students at UBC Pharmaceutical Sciences in the Phar400 Pharmacy Business Management course.
As part of the curriculum students are required to work in teams to create a new sustainable professional clinical service supported by a business plan. At the end of the semester the teams present in a "pitch" to classmates and a panel of judges. Winners are determined by their peers.
In this fourth presentation of the semester we focus on Marketing healthcare professional services. We define marketing and explain how the marketing concept applies to marketing professional services.
Learning objectives:
>Brand and Branding
>Marketing 101
>Managing the Marketing Mix
>Marketing Pharmacy Professional Services
UBC Phar400 Biusiness of Retail Pharmacy 3.0 23Jan2015Gerry Spitzner
This document provides an overview of retail pharmacy business in Canada and British Columbia. It discusses the different types of retail pharmacy formats including corporate pharmacy, franchise pharmacy, banner pharmacy, and independent pharmacy. It also outlines the complex pharmaceutical supply chain and logistics system. Finally, it addresses key functional areas of retail pharmacy operations and discusses future trends, including a shift toward greater consumer spending on healthcare.
UBC Phar400-business of pharmacy-14sept2012Gerry Spitzner
The document discusses key aspects of retail pharmacy management. It begins with an introduction and list of objectives. It then covers various topics related to operating a pharmacy retail business such as the people and moving parts involved, types of pharmacy practices, differences between retail pharmacy models, logistics and supply chain management, key controllable areas like inventory, pricing, merchandising and staffing, and future developments and opportunities in the industry. The document also includes a glossary of common acronyms and terms used in retail pharmacy.
UBC Phar400 Business of Retail Pharmacy-13Sept2013Gerry Spitzner
This document provides an overview of the retail pharmacy business in Canada and British Columbia. It discusses the different types of pharmacies, including corporate, franchise, banner, and independent. It also examines the pharmaceutical supply chain and logistics, the key controllable aspects of a retail pharmacy like inventory, pricing, and staffing. The document notes several future trends for the industry like an enhanced role for pharmacists, an aging population, and increasing demand for pharmacy services. It predicts ongoing reimbursement challenges and the need for change management skills.
Why retailers buy. How to approach retailers. What retailers are thinking about. What retail buyers look for in suppliers. What retail buyers look for in a product. Retail pricing & merchandising. Retail distribution, supply chain & logistics channels.
Your sales & marketing plan
UBC Phar400 Business of Retail Pharmacy 3.0 11Sept2015Gerry Spitzner
This document provides an overview of retail community pharmacy management. It discusses thought starters on customer experience and operational areas. It outlines different pharmacy formats including corporate, franchise, banner, and independent pharmacies. It also discusses pharmaceutical logistics and supply chains. The document explores future developments, opportunities, and trends for retail pharmacies, including a shift towards payment based on patient outcomes rather than medication volume. It emphasizes the importance of patient services and engagement to leverage pharmacists' role in healthcare.
Small Business BC seminar and webinar presentation is about planning and crafting a crucial part of the blue print of the overall business plan including what items to prepare for a meeting with a prospective retail customer.
UBC Phar400-pharmacy business planning-27jan2012Gerry Spitzner
Guest lecture to UBC Entry to Practice 4th year Pharmacy students about strategic business planning and their semester term project to present a business plan for a new clinical service.
This document provides an overview of key considerations for establishing or purchasing a pharmacy business. It discusses factors like location analysis, lease agreements, capital requirements, purchasing an existing business versus starting a new one, and tasks involved in both options. The document is a guide for prospective pharmacy owners on important business and operational aspects to evaluate in starting or buying a pharmacy practice.
The document provides guidance on developing a business plan for a new clinical service, including conducting market research, assessing competitors, determining needed resources, establishing goals and objectives, and documenting the plan. It emphasizes understanding customer needs, developing a value proposition, creating a mission statement, and convincing investors that there is demand for the product or service.
The document discusses human resources management and labor laws in British Columbia. It addresses topics like managing HR processes, treating employees as investments, communication skills, leadership qualities, an overview of key BC labor laws regarding employment standards, human rights, occupational health and safety, workers compensation, and privacy laws. The document provides information on discrimination, harassment, recruiting and selecting employees, and filing complaints to help employers understand and comply with their legal obligations.
UBC Phar400-Business Plan Essentials 3Oct2014Gerry Spitzner
Presented to 4th year students at UBC Pharmacy in the Phar400 Pharmacy Business Management course to help them prepare their business plan and pitch presentation for a sustainable patent service.
The business of pharmacy january 2013 long versionGerry Spitzner
This document provides a high-level overview of pharmacy management in Canada and British Columbia. It discusses key topics such as the types of pharmacies, pharmaceutical logistics and supply chains, the four controllable parts of a retail pharmacy business, and customer experience. It also examines future developments, issues, and opportunities in the pharmacy industry.
This document discusses verbal communication and its key aspects. It defines verbal communication as sharing or imparting information through speaking. It then covers the communication process, potential barriers to communication, forms of communication like interpersonal and public speaking, important elements of speaking and listening like voice, clarity, and eye contact. It also discusses different styles of communication and methods like presentations, emails and text messages. The document concludes by providing tips for effective verbal communication such as speaking slowly, using the right volume and words, and understanding the audience.
Small Business BC-retail distribution-26 nov2012Gerry Spitzner
Have you developed a product that you are ready to distribute to retail market but not sure where to start?
Learning Objectives:
• Discover how to structure sales calls to retailers, with the best results.
• Understand the methods retailers use to decide what products they will buy for their stores.
• Find out the common challenges retailers face; how and why they buy.
• Uncover the cardinal rules you should follow when making your first sales pitch to a prospective client
• Learn the terminology, technology and measurements retailers use to decide which products will make the cut.
• Find out how merchandising and pricing works in both chain and independent retailers.
• Discover the logistics and supply chain systems of getting products to the retailers’ door.
Small Business BC-Retail Distribution-Oct2010Gerry Spitzner
Gerry Spitzner provides a presentation on retail distribution and how to move a product line to market. The presentation covers purchasing methods, distribution channels, what buyers look for in suppliers and products, pricing, marketing plans, and insights into retailers. It aims to help small businesses understand how to approach retailers and get their products carried successfully.
Small Business BC-retail distribution-26jan2012Gerry Spitzner
Workshop/seminar on moving your product line to retail market. Designed for importers and suppliers on how to approach retailers, methods retailers use to list products, and an overview of the logistics and retail supply chain. Updated Jan 2012
Small Business BC Retail Distribution-09Dec2013Gerry Spitzner
The document provides an overview of key considerations for small businesses selling products to retailers. It discusses topics such as understanding the retailer's perspective, how to approach retailers, what retailers look for in suppliers and products, retail pricing and distribution channels, common retail terminology, and creating an effective sales and marketing plan for retailers. The document emphasizes learning about the retailer's business, customers, and priorities; keeping presentations simple; focusing on the value provided to the retailer; and being prepared to address retailer needs and objections.
The document discusses developing a personal brand and value proposition for job searching. It recommends defining who your target audience is, how you can help them, and what makes you different. It also discusses developing a personal value proposition by focusing on your strengths and tying them to your target position. Additionally, it addresses the importance of networking by focusing on helping others and introducing people.
Presented to 4th year Pharmacy students at UBC Pharmaceutical Sciences in the Phar400 Pharmacy Business Management course.
As part of the curriculum students are required to work in teams to create a new sustainable professional clinical service supported by a business plan. At the end of the semester the teams present in a "pitch" to classmates and a panel of judges. Winners are determined by their peers.
In this third presentation of the semester we review Employment Law and the rules that govern the workplace in Canada and in particular British Columbia.
Learning objectives:
>Human Rights Act and BC Human Rights Code
>Employment Standards Act
>Labour Relations
>Workers Compensation Act
>Personal Information Protection Act (PIPA)
>Employment interviews
The document summarizes key Canadian employment and labor laws, including the main areas they govern. It discusses the Canadian Human Rights Act, Employment Standards Act, labor relations law, Workers Compensation Act, and Personal Information Protection Act. It notes that these laws establish minimum employment conditions and protect employees from discrimination. The document is intended to provide a general overview of the legal issues around human resources management in British Columbia.
This document discusses employment and labor laws in Canada, with a focus on issues in British Columbia. It addresses the most common areas of employment dispute such as contracts, dismissals, and workplace issues. It provides an overview of key BC employment laws governing the workplace, including the Human Rights Act, Employment Standards Act, labor relations laws, workers' compensation act, and privacy laws. It explains the differences between employment law and labor law. Finally, it discusses managing human resources processes effectively through leadership, communication, and systems.
Why retailers buy. How to approach retailers. What retailers are thinking about. What retail buyers look for in suppliers. What retail buyers look for in a product. Retail pricing & merchandising. Retail distribution, supply chain & logistics channels.
Your sales & marketing plan
UBC Phar400 Business of Retail Pharmacy 3.0 11Sept2015Gerry Spitzner
This document provides an overview of retail community pharmacy management. It discusses thought starters on customer experience and operational areas. It outlines different pharmacy formats including corporate, franchise, banner, and independent pharmacies. It also discusses pharmaceutical logistics and supply chains. The document explores future developments, opportunities, and trends for retail pharmacies, including a shift towards payment based on patient outcomes rather than medication volume. It emphasizes the importance of patient services and engagement to leverage pharmacists' role in healthcare.
Small Business BC seminar and webinar presentation is about planning and crafting a crucial part of the blue print of the overall business plan including what items to prepare for a meeting with a prospective retail customer.
UBC Phar400-pharmacy business planning-27jan2012Gerry Spitzner
Guest lecture to UBC Entry to Practice 4th year Pharmacy students about strategic business planning and their semester term project to present a business plan for a new clinical service.
This document provides an overview of key considerations for establishing or purchasing a pharmacy business. It discusses factors like location analysis, lease agreements, capital requirements, purchasing an existing business versus starting a new one, and tasks involved in both options. The document is a guide for prospective pharmacy owners on important business and operational aspects to evaluate in starting or buying a pharmacy practice.
The document provides guidance on developing a business plan for a new clinical service, including conducting market research, assessing competitors, determining needed resources, establishing goals and objectives, and documenting the plan. It emphasizes understanding customer needs, developing a value proposition, creating a mission statement, and convincing investors that there is demand for the product or service.
The document discusses human resources management and labor laws in British Columbia. It addresses topics like managing HR processes, treating employees as investments, communication skills, leadership qualities, an overview of key BC labor laws regarding employment standards, human rights, occupational health and safety, workers compensation, and privacy laws. The document provides information on discrimination, harassment, recruiting and selecting employees, and filing complaints to help employers understand and comply with their legal obligations.
UBC Phar400-Business Plan Essentials 3Oct2014Gerry Spitzner
Presented to 4th year students at UBC Pharmacy in the Phar400 Pharmacy Business Management course to help them prepare their business plan and pitch presentation for a sustainable patent service.
The business of pharmacy january 2013 long versionGerry Spitzner
This document provides a high-level overview of pharmacy management in Canada and British Columbia. It discusses key topics such as the types of pharmacies, pharmaceutical logistics and supply chains, the four controllable parts of a retail pharmacy business, and customer experience. It also examines future developments, issues, and opportunities in the pharmacy industry.
This document discusses verbal communication and its key aspects. It defines verbal communication as sharing or imparting information through speaking. It then covers the communication process, potential barriers to communication, forms of communication like interpersonal and public speaking, important elements of speaking and listening like voice, clarity, and eye contact. It also discusses different styles of communication and methods like presentations, emails and text messages. The document concludes by providing tips for effective verbal communication such as speaking slowly, using the right volume and words, and understanding the audience.
Small Business BC-retail distribution-26 nov2012Gerry Spitzner
Have you developed a product that you are ready to distribute to retail market but not sure where to start?
Learning Objectives:
• Discover how to structure sales calls to retailers, with the best results.
• Understand the methods retailers use to decide what products they will buy for their stores.
• Find out the common challenges retailers face; how and why they buy.
• Uncover the cardinal rules you should follow when making your first sales pitch to a prospective client
• Learn the terminology, technology and measurements retailers use to decide which products will make the cut.
• Find out how merchandising and pricing works in both chain and independent retailers.
• Discover the logistics and supply chain systems of getting products to the retailers’ door.
Small Business BC-Retail Distribution-Oct2010Gerry Spitzner
Gerry Spitzner provides a presentation on retail distribution and how to move a product line to market. The presentation covers purchasing methods, distribution channels, what buyers look for in suppliers and products, pricing, marketing plans, and insights into retailers. It aims to help small businesses understand how to approach retailers and get their products carried successfully.
Small Business BC-retail distribution-26jan2012Gerry Spitzner
Workshop/seminar on moving your product line to retail market. Designed for importers and suppliers on how to approach retailers, methods retailers use to list products, and an overview of the logistics and retail supply chain. Updated Jan 2012
Small Business BC Retail Distribution-09Dec2013Gerry Spitzner
The document provides an overview of key considerations for small businesses selling products to retailers. It discusses topics such as understanding the retailer's perspective, how to approach retailers, what retailers look for in suppliers and products, retail pricing and distribution channels, common retail terminology, and creating an effective sales and marketing plan for retailers. The document emphasizes learning about the retailer's business, customers, and priorities; keeping presentations simple; focusing on the value provided to the retailer; and being prepared to address retailer needs and objections.
The document discusses developing a personal brand and value proposition for job searching. It recommends defining who your target audience is, how you can help them, and what makes you different. It also discusses developing a personal value proposition by focusing on your strengths and tying them to your target position. Additionally, it addresses the importance of networking by focusing on helping others and introducing people.
Presented to 4th year Pharmacy students at UBC Pharmaceutical Sciences in the Phar400 Pharmacy Business Management course.
As part of the curriculum students are required to work in teams to create a new sustainable professional clinical service supported by a business plan. At the end of the semester the teams present in a "pitch" to classmates and a panel of judges. Winners are determined by their peers.
In this third presentation of the semester we review Employment Law and the rules that govern the workplace in Canada and in particular British Columbia.
Learning objectives:
>Human Rights Act and BC Human Rights Code
>Employment Standards Act
>Labour Relations
>Workers Compensation Act
>Personal Information Protection Act (PIPA)
>Employment interviews
The document summarizes key Canadian employment and labor laws, including the main areas they govern. It discusses the Canadian Human Rights Act, Employment Standards Act, labor relations law, Workers Compensation Act, and Personal Information Protection Act. It notes that these laws establish minimum employment conditions and protect employees from discrimination. The document is intended to provide a general overview of the legal issues around human resources management in British Columbia.
This document discusses employment and labor laws in Canada, with a focus on issues in British Columbia. It addresses the most common areas of employment dispute such as contracts, dismissals, and workplace issues. It provides an overview of key BC employment laws governing the workplace, including the Human Rights Act, Employment Standards Act, labor relations laws, workers' compensation act, and privacy laws. It explains the differences between employment law and labor law. Finally, it discusses managing human resources processes effectively through leadership, communication, and systems.
The document discusses several key areas of employment and labor law in British Columbia, including human rights legislation, employment standards, labor relations, occupational health and safety laws, and privacy laws. It provides an overview of the relevant acts and codes, highlights important considerations for employers, and notes the different agencies responsible for administering the laws.
This document provides an overview of key Canadian employment and labor laws. It discusses how both the federal and provincial governments create laws, as well as how common law is established through court rulings. Several important acts are examined, including the Canadian Human Rights Act, Employment Standards Act, and Occupational Health and Safety Act. The duties of employers and rights of employees are outlined, particularly regarding issues like discrimination, harassment, accommodation, minimum wage, and health and safety. Real-life examples are provided to illustrate how these laws are applied.
There were major forces at work this past year that have made the labor and employment landscape in 2015 more dynamic and unpredictable than in recent years. A volatile political climate, still-sluggish economy, historic swing in the mid-term elections and aggressive federal initiatives have left many employers wondering what 2015 holds in store. In this report, we cover some of the hottest employment and health care trends, plus new payroll, tax and benefits information.
This training provides Devon Bank employees with information about regulatory compliance. It discusses the various federal regulations that Devon Bank must comply with, including regulations from the FDIC, OCC, FRB, and others. It also covers specific compliance responsibilities and regulations for the Human Resources department, such as the Americans with Disabilities Act, Bank Secrecy Act, and other employment laws. The goal of the training is to educate employees on compliance requirements so that Devon Bank can meet its legal and regulatory obligations.
Cannabis Legal & Business Issues for Employers & Employees (Series: Cannabis ...Financial Poise
The cannabis and hemp industries in the U.S. have exploded in recent years due to increased numbers of states allowing businesses to grow, process, and sell cannabis products for medical and adult use. But one may ask: how are these businesses capable of operating if federal laws prohibit them. This series provides an essential foundation for any businessperson or professional looking to get smart about the cannabis industry. In the first episode of this series, our panel of experts will bring you up to speed on the complex and constantly evolving legal framework governing cannabis businesses. With this context, our panelists will also discuss the opportunities and challenges of operating in the cannabis space.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/cannabis-legal-business-issues-for-employers-employees-2020/
Legal And Regulatory Requirements Related To An Organization MansiGupta413277
Taking steps to meet your legal obligations might seem like a management no-brainer, but only fulfilling your minimum requirements might result in missed opportunities. Understanding the reasons for the various rules, laws and regulations that govern your business will help you take advantage of any benefits they offer while ensuring you stay in compliance at all times.
The document provides information about several US government agencies and organizations:
1) The US Consumer Product Safety Commission protects the public from risks of injury from consumer products.
2) The Food and Drug Administration ensures the safety of drugs, food, medical devices, and other products.
3) The Department of Transportation works to ensure a safe and efficient transportation system.
4) The Environmental Protection Agency leads environmental protection efforts in the US.
5) The Federal Trade Commission protects consumers and promotes fair competition in the marketplace.
Cannabis Legal & Business Issues for Employers & Employees (Series: Cannabis ...Financial Poise
There is no shortage of legal issues and regulations about which employers and employees must be aware. And with the introduction of state-legalized cannabis products for both medicinal and adult use, the legal landscape governing these relationships has become even more complicated. Thankfully, you have our panel of experts to help you navigate some of the key issues surrounding cannabis from the perspectives of both employers and employees. In this episode, we’ll address numerous issues, including recent changes to state laws regarding medical and adult-use cannabis; best practices for drug testing (and being tested); dealing with employees who are registered users of medical marijuana; and navigating “drug-free workplace” rules for federal contractors, among others.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/cannabis-legal-business-issues-for-employers-employees-2021/
The document provides information about several US government agencies and their roles:
- The CPSC protects consumers from risks of injury from consumer products like toys and household chemicals.
- The FDA protects public health by ensuring safety of drugs, medical devices, food supply and other products.
- The DOT ensures a safe, efficient national transportation system.
- The EPA protects human health and environment through science, research and enforcement of environmental laws.
- The FTC protects consumers from unfair/deceptive business practices and promotes competition.
In this presentation, you will learn the basics about employment discrimination and the US Equal Employment Opportunity Commission's involvement. You will learn what is considered discrimination, what types of employers are covered under the law, and how time you have to file a charge of discrimination with the EEOC.
This document summarizes a presentation given by attorneys Mark Tolman and Sean Monson on employee retention. It discusses common reasons why employees leave, including better pay elsewhere, feeling overworked or underappreciated. It also addresses the current worker shortage and provides suggestions for how employers can retain employees, such as effective onboarding, mentorship programs, competitive pay and benefits, flexibility, and diversity policies. The document then discusses legal issues relating to medical marijuana in the workplace and "canceling" employees. It concludes with a discussion of recent unionization efforts and protected concerted activities under the National Labor Relations Act.
This document provides an overview of legal, ethical, and safety issues in the healthcare workplace. It begins with learning objectives related to patient-provider relationships, liability concepts, employment laws, ethics, and ethical dilemmas. It then discusses basic concepts of healthcare law including civil and criminal law, and torts such as negligence and medical malpractice. The role of HR is described in ensuring compliance with employment laws. Major legislation impacting healthcare employment is outlined, including laws regarding discrimination, workplace safety, leave, privacy, and more. The roles of the EEOC and OSHA in enforcing these laws are also summarized.
The Impact of Communicable Diseases, Including Coronavirus, on the WorkplaceFinancial Poise
Part of the webinar series: PROTECTING YOUR EMPLOYEE ASSETS: THE LIFE CYCLE OF THE EMPLOYMENT RELATIONSHIP 2021
When it comes to dealing with communicable disease-related issues within the workplace, planning is everything. What kinds of things might an employer do to lessen the impact of a communicable disease disaster on their business? Join this panel of experts as they explore these topics: (1) FFCRA-eligibility, hardship waivers, benefits required; (2) Increased employer medical screening, testing & temperature taking; (3) Managing remote work, how to assess eligibility for remote work (job descriptions, accommodations, electronic access); (4) Workplace communication--HIPAA, privacy, etc.
The document discusses several pieces of proposed legislation in the US 110th Congress related to labor, employment, health care and immigration. It outlines new laws expanding family medical leave to care for injured service members, prohibiting genetic information discrimination, and barring employment discrimination based on sexual orientation. It also addresses potential costs of legislative changes to minimum wage, paid leave, menu labeling and other regulations for businesses.
How the Obama Administration has re-shaped the OFCCP into an aggressive enforcement arm of affirmative action and nondiscrimination compliance, and what it all means for your organization.
This training provides Devon Bank employees with information about regulatory compliance. It aims to give participants a step-by-step guide for adhering to existing federal, state, and local banking laws and regulations. Employees will learn about their compliance responsibilities, penalties for noncompliance, and how to avoid fines. The training reviews specific regulations that Devon Bank must follow from agencies like the FDIC, FTC, and OCC. It also outlines the rules that apply to the marketing department regarding advertising, privacy, lending disclosures, and more.
Similar to UBC Phar400-Employment Law & Interviewing 31Oct2014 (20)
UBC Phar400 Business Plan Essentials-20Sept2013Gerry Spitzner
The document provides guidance on creating a business plan for a new clinical service. It discusses key elements to address in a business plan, including defining the business concept, establishing goals, identifying the market, determining sales strategies, developing financial projections, and creating an effective presentation. The document emphasizes starting with the end in mind by understanding customer needs and developing a unique value proposition. It also stresses the importance of conducting market research and a competitive analysis to support the business plan.
Small Business BC Retail Distribution-3Jun2013Gerry Spitzner
Have you developed a product that you are ready to distribute to the retail market but not sure where to start?
Attend this seminar and let Gerry Spitzner use his 40 years of retail experience to help you plan your sales strategy with potential retailers.
Learning Objectives:
>Discover how to structure sales calls to retailers, with the best results.
>Understand the methods retailers use to decide what products they will buy for their stores.
>Find out the common challenges retailers face; how and why they buy.
>Uncover the cardinal rules you should follow when making your first sales pitch to a prospective client
>Learn the terminology, technology and measurements retailers use to decide which products will make the cut.
>Find out how merchandising and pricing works in both chain and independent retailers.
>Discover the logistics and supply chain systems of getting products to the retailers’ door.
Small Business BC Retail Distribution-18Apr2013Gerry Spitzner
Have you developed a product that you are ready to distribute to the retail market but not sure where to start?
Attend this seminar and let Gerry Spitzner use his 40 years of retail experience to help you plan your sales strategy with potential retailers.
Learning Objectives:
>Discover how to structure sales calls to retailers, with the best results.
>Understand the methods retailers use to decide what products they will buy for their stores.
>Find out the common challenges retailers face; how and why they buy.
>Uncover the cardinal rules you should follow when making your first sales pitch to a prospective client
>Learn the terminology, technology and measurements retailers use to decide which products will make the cut.
>Find out how merchandising and pricing works in both chain and independent retailers.
>Discover the logistics and supply chain systems of getting products to the retailers’ door.
Small Business BC Retail Distribution-7feb2013Gerry Spitzner
Have you developed a product that you are ready to distribute to the retail market but not sure where to start?
Attend this seminar and let Gerry Spitzner use his 40 years of retail experience to help you plan your sales strategy with potential retailers.
Learning Objectives:
>Discover how to structure sales calls to retailers, with the best results.
>Understand the methods retailers use to decide what products they will buy for their stores.
>Find out the common challenges retailers face; how and why they buy.
>Uncover the cardinal rules you should follow when making your first sales pitch to a prospective client
>Learn the terminology, technology and measurements retailers use to decide which products will make the cut.
>Find out how merchandising and pricing works in both chain and independent retailers.
>Discover the logistics and supply chain systems of getting products to the retailers’ door.
The document discusses various considerations for someone wanting to open a community pharmacy, including whether to buy an existing business or start new, location selection, financing, hiring pharmacists, services offered, and competition factors. Key decisions include choosing a business structure, securing an optimal lease, and ensuring sufficient initial funding. Overall community pharmacy ownership remains possible with guidance.
Small Business BC-retail distribution-09oct2012Gerry Spitzner
Workshop/seminar on moving your product line to retail market. Designed for importers and suppliers on how to approach retailers, methods retailers use to list products, and an overview of the logistics and retail supply chain. Updated Oct2012.
This document provides guidance for developing a business plan for a new clinical service. It begins by discussing the importance of planning and identifying the key components of any system that is being planned for. This includes considering inputs, processes, outputs, and outcomes. It also discusses analyzing the situation, establishing goals and strategies, and assigning responsibilities. The document then discusses sources of new ideas, the need to conduct market research to validate ideas, and how to analyze competitors. It concludes by identifying some initial considerations for the business plan, including determining needs and markets, financial planning, goals, and human resource needs. The overall purpose is to help guide the development and presentation of a strong business plan for a new clinical service idea.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
2. One of the biggest issues facing Canadian Businesses
today is Employment Law and Labour disputes.
3. Thoughtstarters/important insights
Human Rights Act and BC Human Rights Code
Employment Standards Act
Labour Relations
Workers Compensation Act
Personal Information Protection Act (PIPA)
Recruiting and employment interviews
pharmacySOS.ca | Gerry Spitzner 3
4. Overview of BC Employment and Labour Laws
that govern interviewing, hiring and
employment in the workplace.
Disclaimer: These items are intended for general informational purposes
only and should not be construed or relied upon as legal advice. The legal
issues addressed in these items are subject to changes in the applicable
law. You should always seek competent legal advice concerning any
specific issues affecting you or your business.
pharmacySOS.ca | Gerry Spitzner 4
5. Management decisions, processes
and communications for dealing
with potential employees are
critical to ensure that the Pharmacy
gets and keeps the right staff.
pharmacySOS.ca | Gerry Spitzner 5
6. Hiring staff and managing human resources is 10%
law and 90% process – the fairness and consistency
of your methods will determine your results.
Leadership, Communication and Systems are the key
to fairness and consistency.
Manage things; lead people.
Manage things like the law but lead people
through the process with fairness and
consistent application of the law using
communication skills.
pharmacySOS.ca | Gerry Spitzner 6
8. What do ya know that just isn’t so; what have you convinced yourself
pharmacySOS.ca | Gerry Spitzner 8
of based on your assumptions?
Always ask yourself what are my assumptions and always check
your assumptions through active listening.
Mark Twain | American author and humorist (1835-1910)
10. Employment law is often labelled as either individual,
◦ The law relating to the employer-employee relationship,
or collective,
◦ The relationship between the employer, the employee and a
third party, normally the government and/or trade unions.
pharmacySOS.ca | Gerry Spitzner 10
11. What’s the difference between these terms?
EMPLOYMENT LAW in Canada generally refers to the
law governing the relationship of an individual
employee to an employer,
as distinguished from LABOUR LAW, the law of
unionized COLLECTIVE BARGAINING relationships.
pharmacySOS.ca | Gerry Spitzner 11
12. The Most Common Areas of Dispute are…
◦ Employment Contracts—interpretation and
enforceability of terms, conditions and clauses.
◦ Employment Dismissals / Terminations—wrongful,
constructive and for cause.
◦ Notice for Terminated Employees—disputes over
severance packages and terms of dismissal.
◦ Workplace Issues—harassment, violence, privacy,
electronic media use, disability, medical leaves and
absenteeism.
pharmacySOS.ca | Gerry Spitzner 12
13. Currently four key mechanisms in
Canada to protect human rights:
1. The Canadian Charter of Rights
and Freedoms,
2. The Canadian Human Rights Act,
3. Human Rights Commissions, and
4. Provincial human rights laws
and legislation.
pharmacySOS.ca | Gerry Spitzner 13
14. Human rights laws operate in two jurisdictions: the
federal and the provincial
◦ Canadian Human Rights Act is administered and enforced by the
Canadian Human Rights Commission and Tribunal.
◦ British Columbia Human Rights Code is administered by the BC
Human Rights Tribunal.
◦ Both pieces of legislation are similar in the protections they provide
◦ Neither the federal nor provincial legislation trumps or supercedes
the other. Rather, the appropriate legislation is determined
according to which level of government regulates a specific area.
pharmacySOS.ca | Gerry Spitzner 14
15. A statute originally passed by the Parliament of Canada
in 1977
◦ With the goal of extending the law to ensure equal opportunity
to individuals
◦ based on a set prohibited grounds such as gender, race
disability, sexual orientation or religion
◦ applied throughout Canada, but only to federally regulated
activities
ie Fed Govt Dept’s, Crown Corporations, private companies such as
airlines, banks, telephone, radio and TV stations
◦ each province and territory has its own anti-discrimination
lawthat applies to activities that are not federally regulated
pharmacySOS.ca | Gerry Spitzner 15
16. Human rights law entitles every Canadian to equal
opportunity to employment and the right to work each
day free of discrimination and harassment.
Specifically, the act falls under the jurisdiction of the
Federal Justice Department.
Comparable to Charter of Rights and Freedoms.
The protections afforded to us in human rights law flow
from the Charter of Rights and Freedoms.
◦ Because of this, human rights legislation is considered quasi-constitutional
and takes precedence over, and often influences,
other pieces of legislation.
pharmacySOS.ca | Gerry Spitzner 16
17. Examples of areas regulated by the federal government
and governed by the Canadian Human Rights Act
includes employment and services of:
◦ the federal government and all its ministries;
◦ all arms of the federal government such as the R.C.M.P. the
Employment Insurance Commission or Canada Post;
◦ telecommunications, which are regulated by the CRTC, all inter-provincial
transportation such as Air Canada and Via Rail;
◦ chartered banks, but not credit unions; and
◦ all unions attached to any of the above.
pharmacySOS.ca | Gerry Spitzner 17
18. Although the word “Code” is used in BC vs “Act” in
the federal law; it is law in BC. It is not a guideline.
Prohibits discrimination in employment
advertisements, wages, employment standards,
and discrimination by unions and associations.
If another statute, conflicts with it, the BC Human
Rights Code takes priority. That’s how much weight
it has as legislation.
pharmacySOS.ca | Gerry Spitzner 18
19. Discrimination and Harassment
◦ Discrimination and harassment is defined by it’s effect, not
the intention.
◦ Does not have to be intentional to be illegal under theCode.
◦ It is the employer's responsibility to maintain working
conditions free of discrimination and harassment,
◦ regardless of whether the employer is the cause of the
discrimination or not.
pharmacySOS.ca | Gerry Spitzner 19
20. Workplace Bullying, Harassment & Sexual Harassment
◦ Serious issue in today's workplaces and can be quite costly
for organizations.
◦ Ensuring a clear policy to address concerns and steps to try to
resolve issues is best practice to creating and maintaining a
healthy workplace and avoiding legal turmoil.
◦ Employers are responsible for protecting their employees.
◦ Employers must investigate and deal with any harassment
allegation; even if they were not there when it happened.
pharmacySOS.ca | Gerry Spitzner 20
21. Prohibited Grounds of Discrimination
◦ race, colour, ancestry, place of origin
◦ political belief, religion
◦ marital status, family status
◦ physical or mental disability
◦ sex, sexual orientation
◦ age
◦ conviction for a criminal or summary conviction offence that
is unrelated to the job in question
pharmacySOS.ca | Gerry Spitzner 21
22. Recruitment and selection
◦ Interviewing, reference checking
◦ Job postings
◦ The interview
◦ Making the offer
◦ Criminal reference checks
◦ Social Media
The general rule is: Ask only what is needed to make
a hiring decision based on merit.
pharmacySOS.ca | Gerry Spitzner 22
23. The BC Human Rights Code, applies to employers, service
providers and all provincially regulated businesses and agencies.
Examples of provincially regulated areas include:
◦ all provincial, local & municipal government departments, services/policies;
◦ schools and universities;
◦ hospitals and medical clinics;
◦ all private businesses & services such as stores, restaurants, movie theatres;
◦ credit unions;
◦ non-profit organizations and some of the services they provide;
◦ rental accommodations including hotels and rental property; and the
purchase of either residential or commercial property.
pharmacySOS.ca | Gerry Spitzner 23
24. ESA is legislation enacted by the
provincial government to protect the
rights of working people.
pharmacySOS.ca | Gerry Spitzner 24
25. The Employment Standards Act sets out the
minimum standards that apply in most workplaces
in British Columbia.
◦ covers rights in areas such as hours of work and overtime
pay, minimum wage pay, vacation time and vacation pay,
public holidays, coffee and meal breaks, pregnancy leave
and parental leave, personal emergency leave, family
medical leave, termination notice and termination pay or
severance pay.
pharmacySOS.ca | Gerry Spitzner 25
26. The purposes of this Act--sections within the act outline the
employers responsibility to their employees;
a) to ensure that employees in British Columbia receive at least
basic standards of compensation and conditions of employment;
b) to promote the fair treatment of employees and employers;
c) to encourage open communication between employers and
employees;
d) to provide fair and efficient procedures for resolving disputes
over the application and interpretation of this Act;
e) to foster the development of a productive and efficient labour
force that can contribute fully to the prosperity of British Columbia;
f) to contribute in assisting employees to meet work and family
responsibilities.
pharmacySOS.ca | Gerry Spitzner 26
27. Scope of this Act
◦ Applies to all employees other than those excluded by
regulation. None of the exclusions are general retail or
Pharmacy industry related.
◦ If a collective agreement contains no provision respecting a
matter, the specified provision of this Act is deemed to be
incorporated in the collective agreement as part of its terms.
Means that at the minimum the employment standards act are
automatically included in every union agreement; whether or not
the language is included in the collective agreement contract.
pharmacySOS.ca | Gerry Spitzner 27
28. Labour relations--governs the
relationship between a trade union
and an employer.
pharmacySOS.ca | Gerry Spitzner 28
29. The BC Labour Relations Board is...
◦ An independent, administrative tribunal with the mandate to
mediate and adjudicate employment and labour relations
matters related to unionized workplaces.
◦ The role of the union is to be the voice of employees,
particularly during collective bargaining.
◦ As a result, not all organizations are covered by this
legislation--only those that have unionized employees.
pharmacySOS.ca | Gerry Spitzner 29
30. Primarily concerned with collective bargaining and
labour management relations in BC.
◦ Guarantees the right of every employee to join a union.
◦ The union acquires the right to bargain with the employer on
behalf of the employees it represents known as the
bargaining unit.
◦ Provides the means for union to be legally recognized as the
exclusive bargaining agent for those employees.
◦ The code also has a process to “de-certify” if employees no
longer want a union representing them.
pharmacySOS.ca | Gerry Spitzner 30
31. Collective Bargaining Agreements
◦ Collective bargaining produces a collective agreement which
is a legal document outlining the terms and conditions of
employment.
◦ Frequently referred to by the acronym of CBA.
◦ The labour contract sets down the relationship between the
employer and the employees and among the employees
themselves.
◦ The resolution of contract disputes is through a grievance
procedure.
pharmacySOS.ca | Gerry Spitzner 31
32. This Act applies to all employers,
and all workers in British Columbia
except employers or workers
exempted by order of the Board.
pharmacySOS.ca | Gerry Spitzner 32
33. Workplace policies and practices must comply with
applicable Occupational Health and Safety (OHS) laws
and regulations.
And with Workers' Compensation laws and regulations,
which deal with compensation for accidents and
disease.
Employees have a right to refuse to work without fear of
reprisal if they believe it is unsafe for themselves or
someone else.
◦ The refusal must be reported to the employer or supervisor who
MUST investigate the matter.
pharmacySOS.ca | Gerry Spitzner 33
34. Occupational Health and Safety (OHS)
◦ The OHS Regulation contains legal requirements that must be
met by all workplaces under the inspection jurisdiction of
WorkSafeBC.
◦ Many sections of the Regulation have associated guidelines
and policies aimed at preventing injury and disease and
promoting good health.
◦ Applies to all organizations and recent changes have placed
more responsibility on employees for the creation and
maintenance of a healthy and safe work environment.
pharmacySOS.ca | Gerry Spitzner 34
35. Consider this list of OHS for Pharmacy...
◦ immunization, safe sharps disposal, returned medication disposal,
compounding labs, hazardous materials, robbery prevention,
ladders, step stools, box cutters, deliveries, lifting, repetitive
motion, anti-fatigue flooring, height of the counter, lighting, air
conditioning, air quality, dust, ventilation, first aid, repairs and
maintenance of broken drawers, flooring, counter tops, staff
washrooms, staff room, safe closing procedure at night, computer-related
eye strain.
pharmacySOS.ca | Gerry Spitzner 35
36. Work Safe BC
◦ Statutory agency created by an act of the provincial
legislature.
◦ Dedicated to promoting workplace health and safety for the
workers and employers of BC.
◦ Consult with and educate employers and workers and monitor
compliance with the OHS Regulation.
◦ Assessments are a % of employers payroll and are based on
classification. The employer pays. Includes all work places
whether union or not.
pharmacySOS.ca | Gerry Spitzner 36
37. The Office of the Information and
Privacy Commissioner (OIPC) is
independent from government and
monitors and enforces BC's Freedom
of Information and Protection of
Privacy Act (FIPPA) and Personal
Information Protection Act (PIPA).
pharmacySOS.ca | Gerry Spitzner 37
38. The federal government brought the Personal
Information Protection and Electronic Documents
Act (PIPEDA) into force in January /04.
BC chose to introduce its own legislation, namely the
Personal Information Protection Act (PIPA),
Which regulates the collection, use and disclosure
of personal information by private organizations.
pharmacySOS.ca | Gerry Spitzner 38
39. Legal requirements
◦ To be in compliance with the Act, every organization in B.C.
must have appointed a person to oversee their personal
information policy.
◦ Provincial employment standards mandate the collection and
retention of some specific employee information, particularly
with respect to payroll, employee files and resumes used for
interviewing and recruiting.
pharmacySOS.ca | Gerry Spitzner 39
40. Writing the Job Description
Your First Step in Recruiting,
Screening and Interviewing
pharmacySOS.ca | Gerry Spitzner 40
41. Use clear, concise language
Use non-discriminatory language
Describe only duties, skills and knowledge required
Describe the position as it exists today
Avoid technical terms, acronyms or abbreviations
Education, certification, specific training or
experience should not be stated as requirements of
the position unless they are required by law or a
relevant licensing body.
pharmacySOS.ca | Gerry Spitzner 41
42. Job Title: be clear in what you are looking for
Application Deadline: creates a sense of urgency
Job Description: describe the desired results of work
Required Education: include minimum specifications
Job Start Date
Compensation / Salary (optional)
How to apply: Email, Website, Telephone, Fax, or Mail
Additional Information / other instructions
pharmacySOS.ca | Gerry Spitzner 42
43. The point of an employment
interview is for the prospective
employee and his or her potential
employer to learn about one another
and to determine whether or not
they can work together successfully
pharmacySOS.ca | Gerry Spitzner 43
44. Interview notes
Planning and preparation are the first steps
Job relevance is the key factor
How to deal with information that is volunteered
Consistency equals fairness
Keep the focus on what the job requires
Legal and illegal inquiries - Appendix 1 – do’s & don’ts
pharmacySOS.ca | Gerry Spitzner 44
45. Ask all candidates the same questions.
Wording of questions should be open-ended.
Questions should be as neutral as possible.
Questions should be worded clearly.
Be careful asking "why" questions.
Do not ask leading questions
Only ask questions that will give you information
directly related to the position you are trying to fill.
pharmacySOS.ca | Gerry Spitzner 45
48. Gerry Spitzner is an optimist with a natural "kid-like“ curiosity for improving life and business results. He believes in
a bright future and our ability to build it together and is passionate about making the public aware of the great things
Pharmacists do.
Drawing on 35+ years experience in multi-site retail Pharmacy operations, drug store ownership and the
Pharmaceutical wholesale supply-chain; Gerry brings the leadership, knowledge and market awareness of business
development to retail Pharmacy owners helping them achieve growth objectives. He teaches and inspires
Pharmacists to achieve results by aligning their vision with marketing strategy and operational execution.
Fascinated with a lifelong curiosity for why customers buy and a passion for retail Pharmacy; Gerry guides leaders
and organizations to create, engage and keep great customers by delivering the promise of an extraordinary
customer experience. He has devoted his life to sharing his thinking with other Pharmacy leaders to manage
market analysis and build business plans that increase profitability and create competitive advantage with systems
to implement.
His company is pharmacySOS.ca, a Vancouver-based business management consultancy with a suite of business
services focused on helping Pharmacists implement business development, branding and marketing. With a clear
understanding of the business of Pharmacy he uses a solution oriented focus with ideas and alternatives that clients
can use to address the changing practice issues they face right now. Gerry understands who they are, what they
need, and where to find it; helping them market and strategically realign their professional and clinical services to
integrate the business activities of optimal drug therapy outcomes through patient centered care.
pharmacySOS.ca | Gerry Spitzner 48
49. Legal and Illegal Inquiries
Interview questions do’s and don’ts
pharmacySOS.ca | Gerry Spitzner 49
50. Following are some of the key areas covered by fair
hiring laws… interview questions do’s and don’ts.
Affiliations:
◦ Do not ask about clubs, social organizations, or union
membership; do ask about relevant professional associations.
Age:
◦ Do not ask a candidate's age other than, "if hired," can a
candidate produce proof that he or she is 19 years of age.
Alcohol or Drug Use:
◦ The only allowable question relating to current or past drug or
alcohol use is, "Do you currently use illegal drugs?"
pharmacySOS.ca | Gerry Spitzner 50
51. Criminal Record:
◦ Do not ask if a candidate has been arrested; youmay ask if the
candidate has ever been convicted of a crime.
Culture/Natural Origin:
◦ You may ask if the individual can, "upon hire," provide proof of
legal right to work in Canada. You may ask about language
fluency if it is relevant to job performance.
Colour/Race:
◦ No race-related questions are legal.
pharmacySOS.ca | Gerry Spitzner 51
52. Disability:
◦ You may ask if candidates can perform essential job functions, with
or without reasonable accommodation; and you may ask them to
demonstrate how they would perform a job-related function. You
may ask about prior attendance records. And you may require
candidates to undergo a medical exam after an offer of employment
has been made.
◦ For example, let's say you are interviewing a wheelchair-bound
candidate for an account manager position for LTC nursing homes,
and you have determined that an essential function of the job is to
visit client sites. It's perfectly legal to ask how the candidate would
perform this essential function:
◦ "This job will require you to be out of the office,meeting with clients
several days per week. Can you tell me how you would get around?"
◦ It is NOT ok to say to this same candidate, "How long have you been
disabled?"
pharmacySOS.ca | Gerry Spitzner 52
53. Marital/Family Status:
◦ Questions about marital status and family issues are
discouraged except as they relate to job performance, as in
the child care example.
◦ For example, while you cannot ask a candidate if he or she has
children or has adequate child care, you can ask about ability
to perform the job…
◦ "This job requires you to travel overnight about 2 days per
week and to attend out-of-town conferences. Does this travel
schedule prevent a problem for you?”
pharmacySOS.ca | Gerry Spitzner 53
54. Personal:
◦ Avoid questions related to appearance, home ownership, and
personal financial situation.
Religion:
◦ If Saturday or Sunday is a required work day, you may ask
candidates if they will have a problem working on those days.
Sex:
◦ You may ask if a candidate has ever worked under another
name. Be sure not to make gender-related assumptions about
job capabilities.
pharmacySOS.ca | Gerry Spitzner 54
55. How to ask a personality question…
◦ "What do you like to do for fun?“or request specific examples
of how the person once resolved a messy workplace scenario.
How an interviewee should respond to a particularly
nosy or irrelevant question with a firm but respectful
answer.
◦ "I'm not sure”, or “I don't think that question is appropriate.”
◦ “Can you tell me what it is that you're looking to learn from
that question? And maybe I can provide you with a useful
answer."
pharmacySOS.ca | Gerry Spitzner 55
Editor's Notes
The term Employment Law covers a wide range of topics that relate to the employee and employer relationship.
In the future, either you’ll be in an interview for a position; or may find yourself interviewing prospective candidates for a job; or addressing many issues during employment, such as wages, benefits, human rights, overtime and job responsibilities, it’s important that you at least have a basic understanding of the laws that govern the workplace.
Whether you are in an executive position, management or a front line employee, the laws governing employment relationships affect you.
Before your eyes glaze over…
One of the biggest issues facing Canadian business today is...Employment Law and Labour disputes.
Nearly 99 percent of all of the difficulties between human beings in the workplace, and within organizations are caused by breakdowns in the communication process.
Either people do not say what they mean clearly enough, or other people do not receive the message that was sent in the form or context in which it was intended.
Since the mid-1960s, federal and provincial legislation has greatly influenced human resource management.
As a result, employers must ensure that managers and supervisors, as well as employees, understand the company’s and their obligations under the laws.
Today I’ll cover the primary areas of employment laws. And how they relate to job descriptions, recruiting, interviewing and hiring.
Our objective today is…an overview of the laws of employment in BC from my perspective as a regional operations executive, an employee and an employer in a unionized environment; not as a legal expert.
My disclaimer… always seek professional advice from an employment law lawyer or your HR dept. It’s worth it.
First a few thoughtstarters and important insights…
Finding, interviewing, hiring, training, motivating, coaching, disciplining, developing and keeping great employees is one of the highest priorities in any business.
The quality and effectiveness of the Pharmacy is determined by the quality of the people that are employed.
Success depends on recruiting employees with the people skills to successfully perform the tasks required to accomplish the Pharmacy’s strategic goals over the long term and help the Pharmacy achieve a positive customer experience.
Human resource management (acronyms of HRM, or simply HR) is the management process of an organization’s workforce or human resources.
HRM is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership, communication and systems to ensure compliance with employment and labour laws.
It is 10% law and 90% process; today we’re going to focus on the 10% part... the employment laws that govern the workplace; where and how they apply.
Understanding Employment Law is essential to finding, developing and keeping great staff. Without fairly and consistently applying the basics of Employment Law; staff will either rebel or leave.
Neither of which is a good outcome for the workplace environment.
So, manage things but lead people with fairness and consistency using communication skills.
Remember this slide from last week?
Communication is about ensuring others hear what we mean. It’s 90% of the HRM process.
Quote from Mark Twain the great American author and humorist (1835-1910).
The process of HRM is all about really understanding what the situation is. And clarity is essential for all parties.
You have to look at what is the motivation of this person? What are they looking for? Not only what they say, but what’s the motivation behind what they’re saying.
Re; Communication skills; remember that the most important thing is hearing what isn’t being said and using active listening skills to check your assumptions.
There is a continuous learning curve with respect to Employment Law, because they are constantly being updated; so your information sources must be reliable.
Not keeping up-to-date with what’s happening in employment law can be costly to an employer, both financially and in terms of reputation.
In the pre-reads I provided a resource doc for your reference with links to the legal documents of the acts and codes we are discussing today.
Basically all legislation whether individual or collective can be divided into two groups;
acts that cover basic employment rights and acts that cover discrimination and employment fairness.
Employment law is concerned mainly with wrongful dismissal, and a complex collection of statute laws dealing with minimum labour standards, human rights, occupational health & safety (OHS) and workers' compensation.
Hospital Pharmacists’ terms and conditions of employment are covered by the Health Science Professionals Bargaining Association (HSPBA). Some of the unions covered by the HSPBA are the Health Sciences Association (HSA), the BC Government Employees Union (BCGEU), the Professional Employees Association (PEA), and the Canadian Union of Public Employees (CUPE).
In Community Pharmacy; there are a few unionized stores; they are covered by the UFCW1518
For the purpose of definition it is important to distinguish the difference between these two terms as well. Employment Law and Labour Law.
All employees in Canada whether union or not are covered by employment and labour laws, most by provincial laws and the rest by the federal Canada Labour Code. (the word labour is used here; somewhat confusing)
However, it is important to note that Canadian employment laws are not universal.
And Employment legislation in the US is different than in Canada; the laws in the U.S. are more centralized to the federal level and the employment laws in Canada are decentralized to the provincial level.
Further complicating compliance for employers with operations in multiple provinces; they must comply with the laws of each province in which they do business, Ie SDM, LD, Save-On, Safeway.
We've all seen the headlines…
Employment disputes in the workplace are among the most difficult matters for any business to resolve.
Consider that staff turbulence and disputes can “kill” a business from the inside out; sometimes painfully slow.
We are in a high service people business; an unhappy staff has a huge influence on the quality of the customer experience.
Also, consider the human cost of staff turmoil (which is impossible to put a $$$ figure against) and the legal costs of disputes.
Human Rights are for everyone. Human Rights issues touch our lives everyday.
Most significant impact on human resource management (HRM) comes from human rights legislation. Human rights are the first; and most important thing, when it comes to interviewing and hiring staff.
There are currently four key systems in Canada to protect human rights:
The Canadian Charter of Rights and Freedoms is a binding legal document entrenched in our constitution that protects the basic human rights of all Canadians.
It works in conjunction with other bodies of law, such as the Canadian Human Rights Act, and is the foundation of human rights in Canada.
The Federal Government and every Canadian province have legislation dealing with human rights, as well as human rights commissions to administer that legislation.
They work together to ensure that the rights of every Canadian are protected and that all people are treated with equality and respect.
Each province has its own human rights law, that covers other types of organizations not included under federal legislation.
Like...Schools, retail stores, restaurants, and most factories are covered by provincial human rights laws, and as are provincial governments themselves.
In Canada, our domestic human rights laws operate in two jurisdictions: the federal and the provincial.
At the federal level, the Canadian Human Rights Act and at the provincial level, the British Columbia Human Rights Code .
Both pieces of legislation are similar although slight variations do exist.
Neither the federal nor the provincial legislation trumps or supersedes the other.
The appropriate legislation is determined according to which level of government regulates a specific area.
Human rights commissions investigate complaints regarding human rights violations, provide legal channels to hear the complaints, and attempt to find solutions to human rights problems.
At the provincial level, the BC Human Rights Code is administered and enforced by the BC Human Rights Tribunal.
The BC Human Rights Tribunal handles discrimination and harassment complaints covered in the code. It’s a quasi-judicial body responsible for accepting, screening, mediating and adjudicating human rights complaints.
The most important human rights legislation at the federal level is the Canadian Human Rights Act.
Human Rights act is law that protects individuals and groups from discrimination and harassment in many areas of employment.
Employers cannot refuse to hire workers because of their race, religion, ethnic origin, skin colour, sex, age, marital status, disability or sexual orientation, or any of the other prohibited grounds.
And the process must meet certain requirements to ensure fairness and consistency.
It’s applied throughout Canada, but only to federally regulated agencies; each province and territory has it’s own law.
The provincial laws are based on this Act.
The Canadian Human Rights Act is comparable to the Charter of Rights and Freedoms; but it is legislation that falls under the Justice Dept; while the Charter is entrenched in the Canadian Constitution.
This means that the Justice dept can change the Act through Parliamentary approval; but the constitution can not be easily changed and has a complex amending formula.
The protections afforded to us in human rights law flow from the Charter of Rights and Freedoms. Because of this, human rights legislation is considered quasi-constitutional and takes precedence over, and often influences, other pieces of legislation.
Re; free from Discrimination; However, the reality is that employers or employees may sometimes discriminate or make racist or offensive comments on the job without realizing it.
Regardless…This is illegal and called harassment and is against the law.
Summary of who the Canadian Human Rights Act covers in the Federal System
Although the word “Code” is used in BC vs “Act” in the federal law; it is law in BC. It’s is not a guideline.
You need to know about the Code because we all have rights and responsibilities to make sure that everyone is treated equally and without discrimination.
The BC Human Rights Code...applies to job postings, job descriptions, interview questions, checking references and making job offers. All need to be done in a way that meets legal requirements.
The whole process of finding, interviewing and hiring staff requires some basic knowledge of the BC Human Rights Code.
In some cases, you could be making comments; asking unlawful or even discriminatory questions without even knowing it.
Also…It’s important to note that if another statute, conflicts with it; the BC Human Rights Code takes priority. The BC Human Rights Code trumps everything else in BC employment law legislation.
Always. Period.
Effect not intention; Discrimination does not have to be intentional to be against the law. If the person responsible for an action or comment didn’t mean to be hurtful or harmful, it could still be discrimination.
The Code looks at what actually happened, not the intention. The Code looks at the effect or consequence of the words or behaviour not whether or not there was an intention to harass or discriminate.
Examples; Holding a required staff meeting at a time when religious services prevent some people from attending.
An older worker is not given a position he is qualified for because of a perception that he will not have enough energy and is said to be over qualified.
A heterosexual employee is subjected to taunts based on sexual orientation that imply that he is gay. People who make the comments do not know for sure if he is gay or not. The employer knows that this employee is not gay and dismisses these kinds of comments as harmless jokes. In this case, the employee is protected by the Code and the employer may have contravened the Code.
Employees in a workplace jokingly tell each other that they are “mental,” “crazy” or “not quite all there.” The supervisor does not intervene because, in her view, they are only jokes and the names don’t really apply to anyone they work with. Neither the employees nor the supervisor realize that one of the people in their group has been diagnosed with a mental illness. Although he had been thinking about asking for accommodation to seek treatment, he doesn’t want to risk being exposed to such comments, or worse. Over time, it becomes harder for him to cope with the demands of the job and his mental state worsens without treatment. Ultimately, he goes on long-term disability and does not return to the workplace. The employee has experienced discrimination and the workplace has lost a valuable employee.
Another more public example would be TV personality Paula Dean and her “I didn’t mean it” racist comments or the comments by Donald Sterling when he owned the LA Clippers. It was the effect their comments had not the intention. As a public TV personality the fallout for Paula Dean’s public image was huge and she lost endorsements and a lot of long term employees. Donald Sterling was forced to sell his team.
Harassment should be addressed by every employer and understood by each employee. Recently, workplace bullying has been added to harassment.
Workplace Bullying & Harassment is illegal whether it happens in after-hour meetings to discuss work issues, business trips, office parties or lunch meetings.
So, even if the staff went for a beer after work and the manager wasn’t there; if something inappropriate was said and brought to the managers attention they must investigate.
Consult BC Human Rights Legislation for more specific information on harassment.
Definition of Harassment; a) Can be visual, verbal, physical and sexual
b) May involve threats, intimidation, unwelcome remarks, offensive or derogatory jokes, posters, crude comments, leering, lurking, deliberately excluding people from conversation etc.
c) Is something a reasonable person would find unwelcome
d) May be one incident or a series of incidents
e) Adversely affects an employee's productivity and can create an uncomfortable work environment
Prohibited grounds of discrimination under human rights now includes obesity, alcoholism and drugs.
Consult BC Human Rights Legislation for more specific information on employment-related discrimination.
Re: the conviction point i.e. DUI conviction; that would likely be unrelated to the job in question unless there is a hiring requirement to use a company vehicle to deliver medication to a nursing home.
A gray area for some Pharmacies might be; “marijuana possession” which could be related to a Pharmacy job in some hiring managers views.
On the other hand a conviction for narcotics trafficking or possession of prescription drugs for the purposes of trafficking would definitely be related to a job in the Pharmacy.
When starting the recruiting process, it is important to be aware of certain legal issues in order to minimize the risk of a human rights complaint.
Reference checks occur when a potential employer contacts previous employers to verify information that the applicant has provided. It is important to ask good questions in order to get the information necessary to make a good hiring decision. However, you cannot ask questions of a reference that you would not ask during the interview. For example, just as you cannot ask a candidate about a disability in the interview process, you cannot then ask their former employer, “How many sick days did they take last year?” However, you can ask if they were reliable and punctual.
Job postings: You must not publish job postings or advertisements that give preference to any of The Prohibited Grounds.
The interview; Need to ensure the interview process is not intentionally or unintentionally asking questions on prohibited grounds. It is important to describe the job and requirements in a way that gives all applicants a chance to apply.
Making the offer; In all steps of the recruiting process, remember the prohibited grounds and make sure all questions are asked in a way that gives all applicants a fair chance to respond based on your job needs. Minimize the risk and chance that you might be charged with discriminatory hiring practices.
Criminal reference checks; you may sometimes need job applicants to undergo a criminal record check before they are hired. Be sure to apply the same checks and standards to everyone applying for similar work. Why do a criminal record check? For example, for some positions there might be a requirement for employees to be bondable. Ie; keys and alarm code. Prescription delivery person.
Social Media. Many unanswered questions about whether or not social media can be used in reference checking; still emerging; in the resource docs I provided you with some information from a legal perspective about the do’s and don’ts for reference checking using social media. Bottom line it’s a risky practice and not advised. But that doesn’t mean employers don’t do it.
Summary of who the BC Human Rights Code applies to...
Note: Hospital and Community Pharmacy fall under the BC Human Rights Code.
ESA is the acronym.
What are employment standards? Employment standards are the minimum standards established by law that define and guarantee rights in the workplace.
Each province and territory has its own legislation. The Employment Standards Branch of the BC provincial govt administers the act. They fall under the Ministry of Jobs, Tourism and Skills Training.
Most workers in Canada (about 90 percent) are protected by the employment laws of their province or territory. The remainder are in jobs covered by federal laws.
For example: Which statute applies to determine minimum requirements for notice or severance?
If you are an employer in B.C., for most occupations the applicable legislation is the British Columbia Employment Standards Act.
If, however, you are a federally regulated employer, such as a bank, airport, railway, shipping and trucking company, the Canada Labour Code applies.
For retail and hospital Pharmacy; whether union or not; the BC ESA at a minimum always applies.
What employment rights are protected by employment standards legislation? Employment standards legislation covers rights in areas such as hours of work and overtime pay, minimum wage, pay, vacation time and vacation pay, public holidays, coffee and meal breaks, pregnancy leave and parental leave, personal emergency leave, family medical leave, termination notice and termination pay or severance pay.
Do all workers have the same employment rights?
No. Some categories of workers may be subject to a variation in the employment standard or excluded from one or more of the laws.
For example, Managers and/or supervisors may or may not be covered by overtime rules. However, it is not enough to simply call an employee a ‘manager’ or ’supervisor’.
I shared a resource document about managers and overtime in BC. For the employee to be exempt from the overtime provisions found in the Employment Standards Act (ESA), he or she must do work that is supervisory or managerial in nature and only do non-managerial or non-supervisory work on an irregular or exceptional basis.
In British Columbia, the Employment Standards Act defines a “manager” as a person whose principal employment responsibilities consist of supervising or directing, or both supervising and directing, human or other resources, or a person employed in an executive capacity.
The act works to protect residents of the province by preventing employment discrimination and to promote the fair treatment of employees and employers.
The purposes of this Act are:
(a) to ensure that employees in British Columbia receive at least basic standards of compensation and conditions of employment; such as minimum wage, meal breaks, dispute resolution and parental leave.
(b) to promote the fair treatment of employees and employers;
(c) to encourage open communication between employers and employees;
(d) to provide fair and efficient procedures for resolving disputes over the application and interpretation of this Act;
(e) to foster the development of a productive and efficient labour force that can contribute fully to the prosperity of British Columbia;
(f) to contribute in assisting employees to meet work and family responsibilities.
This is why it’s so important for employers to have an employee handbook and employment contracts that outline the conditions of employment.
Employees, including those in the chain Pharmacies, get this when they are hired and ask to sign off on a form saying they’ve received it and agree to the terms of employment.
This document goes in the employee file. It’s part of the hiring process.
The Act applies to all employees other than those excluded by regulation. None of the exclusions are retail or Pharmacy related.
If a collective agreement (or union contract) contains no provision respecting a matter set out in a provision, the specified provision of this Act is deemed to be incorporated in the collective agreement as part of its terms.
Means that at the minimum the employment standards act are automatically included in every union agreement; whether or not the language is included in the collective agreement contract.
If there is no provision mentioned in a CBA; then the ESA is in force. For example the most common is; the mechanism for dispute resolution.
Timing Note; should be at least halfway by now.
Labour relations refers to the relationship that exists between an organization and a union. It has evolved over time and is governed by legislation.
The role of the union is to be the voice of employees, particularly during collective bargaining.
Collective bargaining produces a collective agreement which is a legal document outlining the terms and conditions of employment.
If an employee or union feels that the company is violating the collective agreement, a grievance may be initiated.
The employer and the union meet to attempt to settle the grievance.
If they are not able to come to an agreement then application to the Labour Relations Board is made for a mechanism to settle.
BC Labour Relations Board is also frequently referred to as the acronym “LRB”
The LRB is only concerned with unionized employees…for example in Pharmacy it applies to Hospital Pharmacists and the UFCW in a few retail Pharmacies.
Ie some chain drugstores are unionized; SDM’s, Rexall; and almost all Pharmacies in chain grocery stores; there are some exceptions; but few.
Hospital Pharmacists’ terms and conditions of employment are covered by the Health Science Professionals Bargaining Association (HSPBA). Some of the unions covered by the HSPBA are the Health Sciences Association (HSA), the BC Government Employees Union (BCGEU), the Professional Employees Association (PEA), and the Canadian Union of Public Employees (CUPE).
In Community Pharmacy; there are a few unionized stores; they are covered by the UFCW1518
The right to bargain on behalf of it’s members is called “certification” and carries certain rights and obligations.
The union has the duty to represent all of the employees in the bargaining unit, whether or not those employees are members of the union.
The Code provides various types of assistance to the parties to resolve both mid-contract and collective bargaining disputes. Usually they are over scheduling, the right to work in another area and promotions.
Governs all aspects of collective bargaining amongst the provincially-regulated employers and employees.
Provisions governing wages, hours, overtime, discipline, promotions and transfers, training, health and safety, medical and health insurance, pensions, vacations and holidays, work assignments, seniority are areas that a CBA covers with vey specific legal language.
However, the CBA is not a contract of employment; employees are hired separately and individually, but the tenure and terms of employment of the employee are regulated by the CBA.
So, employee handbooks and contracts that spell out exactly the terms of employment are very necessary at the point of hiring. Whether union or not.
The resolution of contract disputes is through a grievance procedure outlined in the CBA. Or by a private alternative dispute resolution mechanisms, called mediation or arbitration.
Notably the LRB is a neutral board that sets out procedures for grievances, mediation and arbitration. The LRB sets up and conducts the mediation and/or arbitration.
Grievances are the first step and is a formal procedure to attempt to resolve an issue at the source. If no resolution can be found the employer or union (on behalf of the employee) contacts the LRB and sets up a mediation. If still no resolution it can escalate to arbitration, whatever decision is reached by a judge; is legally binding on both parties.
Re; exempt employers or workers. There are a few exemptions; none apply to retail community Pharmacy or Hospital Pharmacy.
Each province and territory, as well as the federal government, has its own legislation.
Workplace Health and Safety also referred to as Occupational Health & Safety (OHS is the acronym).
All workers in Canada have the right to work in a safe and healthy environment.
The purpose of workplace health and safety legislation is to protect workers against health and safety hazards in the workplace.
Legislation provides guidelines on specific rights, procedures, and penalties for non- compliance. And law and regulations for compensation for injured workers.
This legislation also provides the right to refuse unsafe work; one of a worker’s basic rights; is the right to refuse work that they believe presents a danger to themselves or another worker.
Re; Getting hurt at work; All provinces and territories provide for workers compensation benefits that are paid if a worker becomes sick or is injured on the job.
If a worker has an accident at work, the supervisor must be notified right away.
A health-care professional (e.g. a physician) should be contacted and a report made and if needed a claim filed with the workers compensation board.
Everyone must commit to a safe and healthy workplace. Both employers and employees have an obligation to follow health and safety legislation.
OHS…Practices and behaviour are aimed at preventing injury and disease and promoting good health.
OHS is a framework for dealing with health and safety issues to help organizations comply with legal requirements and it’s not only about getting injured on the job.
For example; There is a growing concern for safety on the job because no organization is immune from workplace violence.
Companies want to prevent violence from occurring. All organizations must develop a plan to deal with the issue and train managers to identify troubled employees before the problem results in violence.
Or for example, in retail community Pharmacy; a Robbery prevention policy should be in effect. And an action plan to follow if a robbery does occur. Robbery is an OHS issue.
Also, Workplace bullying can be a significant source of stress, anxiety and depression. As a result; in Nov of 2013; workplace bullying was added to Workers Compensation Act as a policy to create awareness among employers; they have an obligation to include preventing and addressing workplace bullying and harassment.
The OHS policy also provides for benefits if they determine the bullying was so severe that it resulted in mental illness requiring time off from work. I.e. bus drivers getting beaten up.
How does OHS apply to retail Pharmacy?
Well for starters…consider this list of stuff in our industry sector for occupational health and safety...
Other steps that can reduce eye strain include using calculators with large numbers on the buttons and a large lighted data display as well as having lighting under cabinets.
Every pharmacy should have several types of eye protection available for when a liquid needs to be compounded or for when a chemical splash, hazardous biologic contact, or dust exposure is possible.
Employers and employees share responsibilities for making sure work environments are healthy and safe.
Encourage everyone in your workplace to be accountable for health and safety.
The Workers Compensation Act assigns the authority of BC OHS Regulation to WorkSafeBC, which also carries out workplace inspections and investigations of work-related injuries and fatalities.
WorkSafeBC is the operating name of the Workers' Compensation Board of BC, a statutory agency created by an act of the provincial legislature in 1917. Still sometimes referred to by it’s “old” name WCB.
WorkSafeBC is the exclusive workers' compensation insurer in BC, covering more than 200,000 registered employers and 2.3 million workers (93.4% of the employed labour force of BC). In addition to administering claims for work-related injury, illness and disease, the agency is also responsible for prevention.
In the event of work-related injuries or diseases in BC businesses, WorkSafeBC presides and works with the affected parties to provide return-to-work rehabilitation, compensation, health care benefits, and a range of other services.
WorkSafe BC is very powerful. They have broad powers and should be taken very seriously. They have the ability to shut down any business in BC for non-compliance.
The 2013 basic rate for retail Pharmacy is $0.71/$100.00 of payroll to a maximum wage per worker of $75,700/year
PIPA sets out how private organizations (including businesses, charities, associations and labour organizations) may collect, use and disclose personal information.
FIPPA allows access to information held by public bodies (such as ministries, universities and hospitals) and determines how public bodies may collect, use and disclose personal information.
The Privacy Commissioner of Canada is a special ombudsman and an officer of parliament who reports directly to the House of Commons and the Senate. OPIC administers the acts.
PIPA is the act that applies to BC.
There are a number of legal requirements under PIPA to consider when recruiting, interviewing, hiring and establishing employee records policy and procedures.
Such as the information gathered during the recruiting process. How it is stored, where it is stored, who has access, etc. Be careful what written notes you make on the resume; they could end up in the employee file.
This applies to reference checking; when hiring a new employee. I.e. provided the latest on social media reference checking in your pre-reads. Plus I sent you some resources that refer to reference checking.
Every business must have a written privacy policy and an appointed person responsible for privacy. I.e. especially for websites and in our business the Pharmacy area. Also Ie; backups of the Pharmacy computer, storage of the original hard copy prescriptions. All must be secure and kept private.
As well, there are very specific requirements for the collection and storage of personal information in the employee file.
The employee file must contain... The employee’s name, date of birth, occupation, telephone number and residential address; date the employment began; employee’s wage rate, whether paid hourly, by salary, commission, flat rate, piece rate or on some other basis; hours worked on each day, regardless of how the employee is paid; benefits paid to the employee; employee’s gross and net wages for each pay period; amount of and reason for each deduction made from the employee’s wages; dates of the statutory holidays taken by the employee and the amounts paid; dates of the annual vacation taken, the amounts paid, and the days and amounts owing; dates taken and amounts paid from the employee’s time bank, and the balance remaining.
Other records; Employers are also required to keep records of agreements made with employees regarding: Substituting another day for a statutory holiday;
Implementing an averaging agreement; and Reimbursing employees for cleaning and maintaining special clothing.
The employee file should contain; There are a number of items, in addition to information that is legally required, that organizations usually keep in employee records: Employee's resume; Letter of employment/employment contract; Performance related documentation including information such as appraisals, commendations, and disciplinary action; Tax forms
Security of personnel files; Organizations should establish a secure location for storing employee records - most often this location is a locked filing cabinet in a locked office, usually belonging to the executive director or the HR professional on staff.
Employee access; An employee has the right to review his or her own employee records. Organizations should specify how employees get access to their employee records. Compliance with the Act does not require the employer to hand over the entire personnel file to the employee. The key to dealing with access requests is to understand what types of information are covered by the Act and which categories of information must be disclosed to the employee.
Writing a clear and accurate job description is an important first step to recruiting the candidate best suited to your needs. It should outline what responsibilities and tasks the job entails and summarizes what skills and abilities are required for the position.
Anyone who has ever run an employment ad probably knows, screening job applicants can be tedious. Streamlining the hiring process is difficult. It may seem obvious, but efficient screening starts with specifying clear job requirements.
Write the job description carefully and include all the associated duties. Separate the necessary skills from the helpful skills; the soft (interpersonal) skills from hard (job-related) skills.
If you run a job post online or a take out an ad, make sure the minimum requirements of the job are clearly defined. Vague job postings attract a broad range of candidates, many of whom may or may not be qualified for the job you need done.
Be detailed, but don’t create an unrealistic job no one could possibly fulfill.
Some pointers before you get started… (next slide)
Use clear, concise language. Don’t use ambiguous or elaborate language. The goal is to be literal, not literary.
Use non-discriminatory language. I.e. Don’t say; this position includes heavy lifting and is ideally suited for a male. Instead; this position requires lifting and moving of 50lbs or more on a regular basis.
Describe only the duties, skills and knowledge required of the position, and avoid describing personal traits. The skills, knowledge and attributes that you require in the job description should be directly related to the duties and responsibilities performed in the “work performed” section of the job description.
Be accurate about the duties and responsibilities of the position – don’t understate or overstate them.
Describe the position as it exists today – not how it was in the past, or how it will be in the future.
Avoid technical terms, acronyms or abbreviations. If you must use acronyms or abbreviations, use the full term the first time followed by the acronym or abbreviation in brackets.
Education, certification, specific training or experience should not be stated as requirements of the position, unless you can demonstrate that they are essential to the duties and responsibilities of the position, or unless they are required by law or a relevant licensing body. Ie Pharmacist, registered tech; must be licensed to practice in BC etc.
Job Title: The job title is the first thing job seekers see when they conduct a job search. Therefore, the job title is the most important part of writing a great job advertisement. Job seekers will first click on job titles that grab their attention and are specific to their abilities. Be clear in what you are looking for.
Application Deadline: Having an application deadline is important as it creates a sense of urgency to apply to the posting and ensures you get a quick response.
Job Description: Describe the desired results of work, rather than the method of accomplishing them. E.g. accurately input customer information into database. It is important to differentiate between skills they ‘must have’ and skills that ‘would be nice to have’. Begin each statement with a strong, action verb describing the activity. Use present tense. E.g. performs, drives, coaches, monitors, plans, etc.
Required Education: Include minimum specifications for formal training, education, certifications, and licenses. This will set the standard for applicants and provide you with applicants that match your specific requirements.
Job Start Date: The more information you can provide in the job description the better quality applicants you will receive. By adding a Job Start Date you will let applicants know when you would like them to start.
Compensation / Salary: Generally, Salary information is optional - however - if the salary is not high, listing it may save you a lot of time from interviewing people who require more money. Also, be clear if the job has potential for growth, as that is something that all job searchers are looking for. Using the statement “salary commensurate with qualifications” provides flexibility to adjust the pay to the qualifications of the applicant.
How to apply: Include information on how to apply to the position. The options are by Email, Website, Telephone, Fax, or Mail.
Additional Information: Provide any additional contact information for applicants along with other instructions, for example: "No personal enquiries please" or "Address your application to Human Resources Department". Also, if you wish to let applicants know how you will respond to applications, please enter the information in this area. Examples: "Applicants will receive a postcard acknowledging their application." or "Thank you for your interest; only applicants who will be interviewed will be contacted."
You may find yourself in a position to interview potential employees, you must be careful to follow employment law rules to ensure you protect the applicants’ human rights.
And of course to protect yourself against allegations of unfairness.
Sometimes there are issues that employers would like to address but which are not directly relevant to the vacancy being filled.
Such questions might even come across as violating basic human rights protected under the BC Human Rights Act.
Have a consistent interview process that prepares you to ask candidates the same questions about only the essential skills and qualifications required, and helps prevent you from asking off-the-cuff questions or making comments that could be illegal.
In other areas, again you should confine your questions to essential job functions or workplace environment issues.
Usually, interviewers will have copies of résumés or applications available at the interview for easy reference or to use as the basis of interview questions. When many applicants are being interviewed, interviewers often make notes on the résumés to help differentiate candidates. Even though these notes may be solely for the use of the interviewer, they must not identify or differentiate candidates according to the prohibited grounds (for example, “black woman, 45-ish” or “South Asian man” or take a photograph of the person).
Your pre-planned interview questions should be designed to determine a candidate's capability to perform the essential functions you have defined for the job. Just be sure to phrase your inquiries in job-relevant language, and don't make assumptions about a candidate's ability or disability. Keep your questions related to the job.
Essentially, you cannot ask questions that will reveal information that can lead to bias in hiring, but you can ask questions that relate to job performance. For example a carefully planned question; if a position requires regular overtime and has an irregular schedule as in a Pharmacy job, do not ask: “Do you have children?” as you would be assuming a person with children could not work longer hours. To ensure the candidate can work the schedule you need, you should ask: “This job requires regular overtime and has an irregular schedule, can you meet this requirement?”
Or…If a job requires heavy lifting, do not ask: “Do you have a bad back or any medical issues?” as you might be discriminating against a candidate with a disability. To ensure the candidate can meet the physical requirements for the role, you should ask: “This job requires periods of heavy lifting for most of the day. Are you able to do this?”
Despite your careful preparation and question selection, some candidates will volunteer information that you would prefer not to know. The best way to handle this situation is not to pursue it nor to make note of it. You can't erase the information from your memory, but you can eliminate it as a discussion point and selection factor.
Carefully planned questions and a structured interview process that is the same for all candidates will ensure equal treatment of all who apply. Keep the focus on what the job requires and how each candidate has performed in the past.
What then becomes important for the employer's protection is to articulate in writing; why they prefer one candidate over the other, in order to demonstrate they didn't consider the protective grounds as a basis for why they didn't give that employee that job. Keep it in a secure file.
Planning and creating a consistent list of the right interview questions is the first step. Ask all candidates the same questions. How can you compare candidates with each other based on job relevance and merit if you do not ask them the same questions?
Wording of interview questions should be open-ended to encourage a full, meaningful answer using the candidates own knowledge and/or feelings.
Questions should be as neutral as possible. Avoid wording that might influence answers, e.g., leading, evocative, judgmental wording.
Questions should be worded clearly. This includes expecting the candidate to know any terms particular to the company and taking into account the respondents' culture.
Be careful asking "why" questions. This type of question infers a cause-effect relationship that may not truly exist. These questions may also cause respondents to feel defensive, e.g., that they have to justify their response, which may inhibit their responses to this and future questions.
Do not ask leading questions, which tell the applicant what answer you want to hear or makes them think you want to hear.
Only ask questions that will give you information about past job performance, skills, and personal traits which are directly related to the position you are trying to fill. Get the facts, and then ask subjective questions which will allow you to judge the person's ability to fit your culture and business situation.
The easy part is matching a person's skill sets to the position. The harder part is establishing a person's fit within the [corporate] culture. Their personality. Always hire for attitude and train for skill.
Bottom line is…It’s 10% law; 90% process.
At the end of this slide deck is an appendix; a summary of legal and illegal questions at an interview.
To your business and professional success, thank you for your attention.
Got questions? Get answers…find me at any of these contact points. (next slide)
As always; if you want to talk or ask questions…I’ll stick around as long as you want to.
'I don't think that question is appropriate'
There isn't any piece of legislation that protects someone from inappropriate or invasive questions.
A common method to assess personality is by asking "What do you like to do for fun?"