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Warning signs of workplace violence
Mar 23, 2010
What are workplace violence warning signs? Unfortunately, most employees probably think...
Workplace Violence and Harassment Legislation
Mar 23, 2010
On April 20, 2009, the Ontario Government introduced Bill 168, the Occupational Health and...
Employees Are Out of Control, And It's...
Oct 5, 2009
1 in 3 Canadian workers report they are in serious financial distress and are dissatisfied...
Employers to Reduce Pay Hikes Next Year
Sep 3, 2009
A survey of employers shows Canadians can expect an average pay hike of 2.3% next year,...
More Canadian Employers to Boost Salaries Next...
Sep 1, 2009
OTTAWA -- A report done by business research group Watson Wyatt Data Services shows that more...
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Workplace Violence and Harassment Legislation

Mar 23, 2010

Author: Daniel Pugen and Ben Ratelband - McCarthy Tetrault

On April 20, 2009, the Ontario Government introduced Bill 168, the Occupational Health and Safety Amendment Act (Violence and Harassment in the Workplace) 2009. If passed, Bill 168 would amend the Occupational Health and Safety Act (OHSA) to impose new obligations on employers with respect to workplace violence and harassment.

Under Bill 168, employers must devise workplace violence and harassment policies, develop programs to implement such policies, and engage in assessments to measure the risk of workplace violence. In addition, work refusal rights and the duties of employers and supervisors under OHSA have both been clarified to specifically apply to workplace violence.

The main features of Bill 1681 are summarized below:

Definitions of Workplace Violence and Harassment

Bill 168 defines "workplace violence" and "workplace harassment" as follows:

"Workplace harassment" means engaging in a course of vexatious comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome.

"Workplace violence" means (a) the exercise of physical force by a person against a worker in a workplace that causes, or could cause, physical injury to the worker; and/or (b) an attempt to exercise physical force against a worker in a workplace that could cause physical injury to the worker.

What is notable about the definition of "workplace violence" is that it only deals with physical harm or injury.2

The definition of "workplace harassment" is very broad. Unlike "harassment" as defined in the Human Rights Code, the definition of "workplace harassment" under Bill 168 may include conduct that is not related to a prohibited ground of discrimination, e.g., sex, age, ethnicity, religion, etc.

Workplace Violence and Harassment Policies

Bill 168 requires employers to prepare written policies dealing with workplace violence and harassment. Workers must be trained on these policies, which must be posted in workplaces with more than five workers and reviewed by the employer annually.

A Program to Implement the Policies

Under Bill 168, employers are required to develop and maintain a program to implement workplace violence and harassment policies.

The workplace violence program must include measures and procedures to:

  • control the risks identified in the workplace violence assessment;
  • call for immediate assistance when workplace violence occurs or is likely to occur, or when a threat of workplace violence is made;
  • report incidents or threats of workplace violence to the employer or supervisor; and
  • establish how the employer investigates and manages incidents, complaints or threats of workplace violence.

The workplace harassment program must include procedures for reporting and investigating incidents of workplace harassment.

Workplace Violence Assessments

Bill 168 requires employers to assess the risk of workplace violence that may arise. In addition to taking into account its own workplace conditions, an employer’s assessments must also take into account the conditions of other similar workplaces.

The employer must advise the joint health and safety committee or the health and safety representative of the results of the assessment. If the assessment is in writing, a copy must be provided. If the workplace does not have a joint health and safety committee or a health and safety representative, the workers must be advised of the results of the assessments and of how to obtain a copy of the assessment (if the assessment is in writing).

Workplace Violence Reassessments

Bill 168 requires that employers reassess the workplace for workplace violence risks "as often as is necessary" to ensure the workplace violence policy and program protects workers.

Domestic Violence

Bill 168 has specifically addressed the issue of domestic violence in the workplace by requiring employers to "take every precaution reasonable in the circumstances" to protect workers from domestic violence that would likely cause physical injury to workers in the workplace. This obligation on the employer arises only if the employer is aware, or ought reasonably to be aware, of the situation. What constitutes "domestic violence" is not defined.

Disclosure of Persons with a Violent History

One aspect of Bill 168 that may prove contentious is the obligation on employers and supervisors to provide information, including personal information, to a worker about a person with "a history of violent behaviour" if:

  • the worker could be expected to encounter that person in the course of his/her work; and
  • there is a risk of workplace violence likely to expose the worker to physical injury

Bill 168 contains no guidance on who would be a person with a "history of violent behaviour." However, it is interesting to note that the person must have a history of "violent" behaviour (and not necessarily "harassing" behaviour) in order for the disclosure obligation to be triggered.

Work Refusals

Bill 168 clarifies that a worker may refuse to work where he/she has reason to believe that he/she is in danger of being a victim of workplace violence. The normal work refusal process would be triggered (i.e., the employer would investigate the refusal, followed by a Ministry of Labour inspector if necessary).

What Should Employers Do?

If Bill 168 passes into law, employers need to be diligent and develop a plan to address the risk of workplace violence and harassment in the workplace. For example, Employers should:

  • create written workplace violence and harassment policies;
  • train employees on such policies;
  • undertake risk assessments to determine the possibility or prevalence of workplace violence or harassment;
  • disclose incidents of workplace violence and harassment with the joint health and safety committee and any risk assessments undertaken;
  • provide ways for employees to report instances or risks of workplace violence and harassment;
  • discipline employees for not following workplace violence and harassment policies or for committing workplace violence or harassment;
  • offer a confidential employee assistance program to allow employees subject to workplace violence or harassment, or those with personal problems, to seek help;
  • ensure that proper security measures are in place at the workplace to protect workers from members of the public or customers; and
  • keep detailed records of any workplace violence or harassment, investigation or work refusal.

Given the Ministry of Labour’s increased focus on workplace violence and harassment, and the fact that Bill 168 is a Government Bill, it is very likely that some version of Bill 168 will pass into law. Therefore, it is advisable for employers to review their current policies and procedures and consider how to address issues of violence and harassment in their workplaces in order to be well-positioned to implement changes that may be required under Bill 168 when it becomes law.

 


1 Bill 168 appears to be the Government’s response to Bill 29 – a private member’s bill introduced in December 2007 dealing with workplace violence and harassment, which has remained stalled in the Legislature. Therefore, it is very likely that, as a Government bill, Bill 168 will be passed while Bill 29 will not.

2 Unlike Bill 29, there is no reference to "psychological" harm or injury as a form of workplace violence.

 
     
     
 

Human Resource Outsourcing Outlook 2009

Aug 12, 2009

Author: Vendorseek.com

Human Resource Outsourcing Outlook 2009

In a recession, all arrows point to outsourcing. The Human Resources Outsourcing (HRO) industry projects growth at five percent in 2009 amid the most severe economic downturn since the Great Depression. Some of the industry changes driving this growth promise to translate into improved ROI for HRO clients. Find out which behind-the-scenes strategies will save you money in 2009.

To reach a projected $3.2 billion in sales, HRO intends to drive new business through several strategic initiatives.

A La Carte Service

Industry analysts are predicting more componentized deals, allowing companies to select specific services to outsource while retaining others in-house. HR outsourcing suppliers are building greater flexibility into service agreements, allowing clients on-demand service changes and pay-as-you-go pricing. With cost reduction a top priority, new clients will target transaction-intensive processes for outsourcing. Human resources outsourcing services include:
- Payroll and benefits

- Recruiting
-
Performance management
-
Compensation
- Learning

HRO clients can trim expenses by accessing available resources only as needed, scaling outsourced services to meet changing needs. In a volatile economy, this sort of flexibility is crucial to maintaining a lean business.

Human Resource Management System (HRMS) Technology

Human resource management system (HRMS) technology has hitherto served as something of a competitor to HRO. HRMS facilitates in-house human resources, providing a global view of human capital and automating tasks such as payroll, benefits, recruiting, training, and performance tracking. A technological solution can increase in-house efficiency, rendering outsourcing unnecessary.

In 2009, however, analysts predict an increased adoption of HR technology by outsourcing providers. By making this technology available to clients on a Software as a Service basis, HRO suppliers present an attractive proposition for companies looking to avoid a large capital outlay. Clients benefit from subscription-based access to both the state-of-the-art technology and the providers outsourced human resources team.

Consolidation in the HRO Industry

Consolidation among HRO suppliers will bring better value to clients outsourcing multiple processes or implementing a large-scope human resources solution. Industry analyst Everest Research Institute expects to see consolidation via mergers and acquisitions as well as via partnerships among independent suppliers. Providers will consolidate in order to broaden their expertise into new processes and technology; widen their geographical footprint; and expand their market share.

For HRO clients, consolidation promises greater efficiency and access to broader services, as well as a reduction in the cost of multi-process service contracts. Continuity between services alone produces greater value. For example, a global HRO supplier might partner with a specialized Recruitment Process Outsourcing (RPO) provider to deeper recruiting services in specific geographies. Their clients benefit from both the reach and economy of a global HRO and the local recruitment relationships of the partner.

The coming year offers a promising outlook for human resource outsourcing suppliers and clients alike. As the market for outsourcing human resources matures, the industry will drive growth by increasing the efficiency and breadth of its services. In a climate of pessimism and gloomy forecasts, companies finally have something to cheer about.

by VendorSeek.com

 
     
     
 

Preparing for Your Upcoming Shortage of Key People

Did you know that the cost of replacing retiring or departing employees in your business could be in the millions of dollars over the coming decade? And while hiring retirees as contractors can fill the skills gap, it will also slow your corporate adaptation efforts.

With the looming retirement of Baby Boomers, many companies are ill prepared for the accelerating talent shortage to follow. They haven't done enough to improve their hiring and employee retention practices, or establish succession programs. Consequently, they will struggle in attracting needed talent and sector skills in the competitive future. They will not stand out in comparison amongst employers and will find themselves unable to afford the replacement cost for comparable skills.

The time to act is now, since your hiring competitors may have already taken significant steps to position themselves as an attractive employer - an "Employer of Choice."

It's critical to recognize both the attraction and retention issues faced. Changing your internal practices to become a competitive employer will be a significant undertaking. Board members and shareholders must be alerted to the issues and make the choice to enable you to successfully compete for talent and retain proprietary information.

The first step is generally to craft the business case which highlights the risk to the company and proposes an action plan to make your business a desirable employer - which boards and shareholders

must consider seriously. Backed up by research and best practices, identify what your company needs competitively to be a more attractive employer, together with an appropriate budget for this effort.

Here are some of the areas such a presentation might address (customized to your business, its location and priorities):

• The cost profile of replacing retirements/departures
• The upcoming labor force demographics in Canada and specifically your region
• The folly of relying on contracted retirees as a stop gap
• What today's employees are looking for
• What other similar or competitive businesses are doing to attract and retain employees
• Human resource costs - direct and indirect
• The training costs of training up internal and external candidates based on the difficulty in replacing critical skills in a more competitive marketplace
• Financial and other implications arising from inability to service your customers until internal knowledge base is replace
• A plan for transitioning your business to becoming a more competitive employer
• Proposed budget and how to pay for the transition
• Measurable success criteria

Everyone knows that a few key people can make a huge difference to your business. If you have those people now - it's important to ensure that you don't lose them. If you need to add those people, you need to be their most attractive option.

About the Author:
David Boyle, president of HR-on-Demand, has over 30 years experience in designing and implementing strategies and tactics for outsourced human resources expertise.

 

 
     
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