You are an employer that has just received a harassment complaint from an employee. The complaint is against a valued employee who you do not want to lose. But you are also worried that you will be faced with an expensive human rights complaint or lawsuit. What do you do?
The New Brunswick Labour and Employment Board recently decided that an employee was entitled to a paid lunch break because he was working on a boat which not only prevented him from leaving the “worksite” for his lunch break, but also left him operating the boat during his lunch and effectively, under the [...]
Just this past month, the acclaimed Canada’s Top 100 Employers for 2013 list was released and an editorial was featured in the Globe and Mail. (You can see the full list here) Among the ranks were 3M Canada Co., Deeley Harley-Davidson Canada, Loblaws Cos. Ltd., and Winnipeg Airports Authority Inc. The list is diverse, awarding honours to a mixed bag of firms, from Technip Canada Ltd (124 employees) to Toronto-Dominion Bank (43, 850 employees). While the nature and size vary significantly, one factor remains constant across every organization: employee engagement. Human resource development is at the core of every listed organization’s values, and for good reason; human capital is considered their greatest asset.
Open-plan offices were first introduced in the 1950s and quickly became a popular way of arranging workspaces. Businesses have implemented the open-plan office to save space and money, to foster communication and collaboration, to allow for creative thinking among workers, and for some, to remove the imposed hierarchy (status implications of office type, e.g., the corner office) created by closed office spaces. However, it turns out that sometimes an open plan office means too much communication and a loss of privacy, leading to undesirable effects.
Nova Scotia is a wondrous place full of amazing–and dangerous–places. I visited “Canada’s Ocean Playgound” this summer and came home with a renewed appreciation for labour history and the reality that occupational health and safety missteps often cost workers their lives.
First Reference just had its annual picnic and a good time was had by all. There was lots of food, chats and amusing repartee, and a mean game of croquet! This event, among others,which in practical terms might be characterized as activities to build the culture of the organization or team-building activities, have helped create a community at our workplace and not just a workforce.
The first anniversary of the Chilean mine disaster is an opportune time to take a closer look at the key aspects of managing human resources, and how we can avoid some of the mistakes that were made during the Chile mine incident.
On July 7, 2011 the New Brunswick Court of Appeal handed down a decision regarding an employer’s alcohol testing policy. In Irving Pulp and Paper Limited v. Communications, Energy and Paperworkers Union of Canada Local 30, 2011 NBCA 58, the Court found that the random alcohol testing policy in the case was reasonable.
In a recent Globe and Mail video, author Juliet Schor discusses how reducing work hours might be the answer to some of the problems facing Canada’s workforce. Schor mentions that having employees work shorter hours decreases unemployment rates, lowers greenhouse emissions, and improves quality of life.
When an organization gives one of their human resources a task, how often is a risk assessment done? The answer is: it depends. When firefighters are asked to enter a burning building, the person in charge first assesses the risk to his people. When the engineers at the Japanese nuclear plant had to re-enter the facility to prevent a meltdown, a risk assessment was also completed before that. However, when most organizations fly their sales guy to South Africa, or get the young clerk at the gas station to close up the shop at night, rarely do they consider all the risks.