Human Resource Management
Strategic Role of Employee Benefits
Indirect financial payments to employees
Instrumental in attracting and retaining talented employees
Needs to be in tune with business strategy and must not be in conflict with other HRM practices
Government- Mandated Benefits
Employment Insurance (EI)
Canada/Quebec Pension Plan
Works Compensation
Vacations and Holidays
Leaves of Absence
Pay of Termination of Employment
Employment Insurance
Federal program that provides income benefits if a person is unable to work through no fault of their own
Workers Compensation
Provides income and medical benefits to victims of work related accidents or illnesses and/or their departments, regardless of fault
Vacations and Holidays
Labour. employment standards legislations sets out a minimum amount od paid vacation that must be provideed to employees, usually two weeks per year, but the requirements vary by jurisdiction
Paid time for vacation and statutory holidays
Pay on Termination of Employment
Specified in employment standards legislation
Pay in lieu of notice
Severance pay
Pay for mass layoffs
Leaves of Absence
Specified in employment standards legislation
Maternity/parental leave
Parental/adoption leave
Bereavement (grief) leave
Compassionate care leave
Canada/ Quebec Pension Plan (C/QPP)
Program that provides three types of benefits:
Retirement income
Survivor or death benefits payable to the employee’s dependents regardless of age at the the of death.
Disability benefits payable to employees with disabilities and their dependants

--> Benefits are payable only to those individuals who make contributions to the plans and/or available to their family members.
Voluntary Employer- Sponsored Benefits
-Life insurance
-Supplementary health care/ Medical insurance
Short-term disability and sick leave long term disability additional paid/unpaid leave of absences additional paid vacation and holidays
Retirement benefits
Employee Services: Job Related Services
Subsidized employee transportation
Eldercare subsidized employee transportation
Food Services
Educational subsidies
Family-friendly benefits
Cafeteria Approach
Individualized benefits plans to accommodate employee needs and preferences.
Group defined or completely individualized

Global Staffing Policy (Perlmutter)
Ethnocentric Staffing Policy
Polycentric Staffing Policy
Geocentric Staffing Policy
Regiocentric Staffing Policy
Global Relocation
Some of the most pressing challenges are techniques used to recruit, select, train, compenstae, and provide family support for employees who are based abroad, such as the following:
Candidate identification, assessment and selection
-Cost projections
-assignment letters
-compensations, benefits and tax programs
-relocation assistance
-family support
Selection for Global Assignments
Selecting Global Managers
-Selecting managers for expatriate assignments means screening them for traits that predict success in adapting to what may be dramatically new environments.
Adaptability Screening
-Realistic job preview, pre-assignment visit, paper and pencil tests
Success of Canadian Expatriates
-Canadian companies have reported low failure rates for expatriates relative to other countries, particularly the U.S, which has a failure rate of 40 to 50 percent
The country’s diverse ethnic makeup has produced a generation of business leaders who mix easily with different cultures.
Why Expatriate Assignments Fail
Early return of an expatriate from a global assignment
Given the fact that family issues are the number one cause of expatriate assignment failures, it is important that the employer understands just how unhappy and cut off thee expatriate managers’s spouse can feel in a foreign environment

The employer can provide realistic previews of what to expect, careful screening, improved orientation, and improved benefits packages, as well as other solutions.
Repatriation
-Process of moving the expatriate and his or hers family back home from the foreign assignment
Repatriation can be more difficult tan going abroad
Suggestions:
-Write Repatriation agreements
-Assign a sponsor
-Provide career counselling
-Keep Communication open
-Offer Financial Support
-Develop Reorientation Program
-Build in return trips
Hardship and Safety
-Provide expatriates with general training about traveling and living abroad and specific information about the place that they are going to.
-Have travelers arrive at airports as close to departure time as possible and wait in areas away from the main flow of traffic where they are not easily observed
-Equip the expatriates car and home with appropriate security systems
-Tell employees current on crime and other problems by regularly checking travel advisory service and consular information sheets.
-Advise employees to remain confident at all times; Body language can attracts perpetrators, and those who look like victims often become victimized.

Importance of Health and Safety
-Investment in disability and wellness programs create bottom line returns in 2007 there were 1,055 deaths and 317,524 injuries resulting from accidents at work
-Workplace accidents can be prevented.
Occupational Health and Safety (OHS) Legislation
-Based on principle of joint responsibility between workers and employers
Intended to minimized work-related accidents and illnesses
Laws fall into three categories
1. General Health and Safety Rules
2. Rules for specific industries (Ex. Mining)
3. Rules related to specific hazards (Ex. Asbestos)
Employer Responsibilities: Due Diligence (reasonable steps taken by a person to avoid committing a tort or offense)
Take every precaution to ensure the health and safety of workers (Due Diligence)
Specific duties include:
Filing government accident reports
-Maintaing records
-Ensuring that safety rules are enforced
-Posting safety notices and legislative information
Employee’s Rights
-To know about workplace safety hazards
-To participate in the OHS process
-To refuse any unsafe work
Employees Responsibilities: Self Care
-Take resonable care to protect their own health and safety, and that of co-workers
Includes wearing protective clothing and equipment, and reporting contravention of the law
Joint Health and Safety Committees
-Non-adversarial atmosphere where management and labour can work together to ensure a safe and healthy workplace
-Usually consists of between 2 and 12 members, at least half of whom represent workers
In small workplaces, one health and safety representative may be required
What Causes Accidents?
-Chance Occurrence
-Beyond management control

Unsafe Conditions
-Equipment, procedures, storage, illumination, ventilation
-Job itself, work schedule, psychological climate
Unsafe Acts
-Carrying/lifting, operating speed, avoiding safety decives.equipment, horseplay, Quarrelling, etc
How to Prevent Accidents
-Reduce Unsafe Conditions:
-Job design, remove hazards
-Ensure safety precautions are taken
Reduce Unsafe Acts:
-Selection testing
-Top management commitment
-Training and education
-Positive reinforcement
Substance Abuse Testing
-Random testing is ILLEGAL
Employers Can :
-Forbid drugs/ alcohol
Require testing for “safety-sensitive” jobs
Require testing “for cause” or “post-incident”
-Positive tests must result in accommodation
-Immediate termination is not generally justifiable
Substance Abuse and the Law
-Human rights law (disability) vs. OHS (due diligence)
Testing is only legal if test is:
-Rationally connected to performance of the job
-Adopted in honest and good-faith belief that it is necessary for fulfillment of work related purpose
-Reasonably necessary to the accomplishment of the work-related purpose
Dealing with Substance Abuse
-Look for signs of impairment
-Make written record of observed behavior
-Refer troubled employees to employee assistance program (EAP)
Techniques for dealing with substance abuse:
-Discipline
-Discharge
-In-house counseling
-referral to outside agency
Violence at Work

Legislation covers physical violence; some jurisdictions include psychological/emotional violence
-Human rights laws prohibit forms of harassment and bullying
-Employers may be liable on the basis of negligence or failure to respond to violent acts
Prevention of Workplace Violence
-Identify jobs with high risk of violence
-Institutes workplace violence policy
-Create a healthy work environment
-Heighten security measures
-Provide workplace violence training
-Improve employee screening
Job Related Stress
Environmental Factors
-High demand job
-High levels of mental and physical effort
Personal Factors
-Type A personalities
-Patience, Tolerance for ambiguity
-Self-esteem
-Health and exercise, work/sleep patterns
-Non job related problems
Burnout
Total deplition cause by excessive striving to reach unrealistic work-related goals
Avoiding burnout
-Break pattern
-Get away from it all periodically
-Reassess goals
-Think about work
-Reduce stress
Workplace Toxins and Smoking
Toxins
-Smoking is the leading causes of work-related deaths
-New chemicals and substances are introduced into the workplace without adequate testing
Smoking
-Smoking is banned from most workplaces
-Health Canada is urging employers to implement smoking cessation programs
Workers Compensation Costs
Accident prevention measures
After the Accident

-Provide first aid and ensure medical attention
-Show interest in the injured worker
-Document/file accident reports
-Encourage speedy recovery to work
Workers Compensation and Stress Related Disability Claims
-Benefits for post-traumatic stress from specific and sudden workplace incidents
-Limited or no coverage for chronic stress, in some jurisdictions
-Attitude is that stress has multiple causes

Managements Labor Relations Strategy
Union acceptance strategy
--> Managers view the inion as the legitimate representative of the firms employees
Union Avoidance Strategy
--> Managers use this strategy when they believe that it is preferable to operate in a non -unionized environment
Two Approaches to Avoid Unions
1. Union substitution- They become so responsive to employees that there is no incentive to unionize
2. Union Suppression which is when there is a desire to avoid unions at all cost
Labor Union
-An officially recognized association of employees practicing a similar trade or employes in the same company or industry who have joined together to present a united front and collective voice in dealing with management
- Purpose is to influence HR policies and practice affective bargaining unit members such as pay, benefits and job security
Bargaining Unit
-The group of employees in a firm or an industry that has been recognized by an employer or certified by a Labour Relations Board (LRB) as appropriate for collective bargaining purposes.
Union Recognition
-Voluntary Recognition by employer
-Regular Certification- Labour union obtains certificate from the relevant LRB declaring that the union is the exclusive bargaining agent for a defined group of employees
-Pre Hearing Votes- An alternative mechanism for certification used in situations which there is evidence of violations of fair labour practices ely in the organizing campaign.
Termination of Bargaining Rights- Decertification
-Process whereby a union is legally deprived of its official recognition as the exclusive bargaining agent for a group of employees
Collective Bargaining
-Process by hich a formal collective agreement is established between labour and management
-Union and management must bargain in good faith
Three Steps
1. Preparation for bargaining
2. Face to face negotiations
Negotiations and Bargaining
3. Obtaining approval for proposed contract ( Memorandum of settlement (summary of terms)
Ratification (secret ballot vote))

-Negotiations/Bargaining are held at a neutral site, off-site location, such as a hotel meeting room, so that there is no psychological advantages for either team and so that interruptions and work distractions can be kept at a minimum.
-Each side generally has another room in which intra-team meetings, know as cacus sessions are held
Meetings are held as often as either or both parties consider desirable, and they last as long as progress is being made.
Distributive Bargaining
-A win- lose negotiating strategy where one party gains at the expense of another
Integrative Bargaining
-A negotiating strategy in which the possibility of win-win, lose-win, win-lose and lose-lose outcomes is recognized.
-Acknowledgement that achieving a win-win outcome will depend on mutual trust and problem solving. a win-win approach based on training in the fundamentals of effective problem solving and conflict resolution.
Interests of all stakeholders are taken into account
Collective Agreement & Example
-A Formal agreement between an employer and the union representing a group of its employees regarding terms and conditions of employment.
-Collective Agreement : Typical Provisions
-Union Recognition
-Union security
-No strikes or lockout
-Compensation (pay ranges)
-Promotion and sidcipline
-Seniority and layoff regulations
-Arbitration
Contract Approval Process
Memorandum of Settlement
• a summary of the terms and conditions agreed to by the parties that is submitted to the constituent groups for final approval
Ratification
• formal approval by secret-ballot vote of the bargaining unit members of the agreement negotiated between union and management
Third Party Assistance
Conciliation (14 day cooling down period )
-The use of a neutral third party to help an organization and the union representing group of its employees to come to a mutually satisfactory collective agreement
Mediation

-The use (usually voluntary) of a neutral third party to help an organization and the union to reach a mutually satisfactory collective agreement
Arbitration
- The use of an outside third party to investigate a dispute between an employer and union and impose a settlement
Bargaining Impasses and Action
Strike
-The temporary refusal by bargaining unit member to continue working for the employer.
Strike Vote
-Legally required in some jurisdictions, it is a vote seeking authorization from bargaining unit member to strike if necessary
-A favorable vote does not mean that a strike is inevitable
Picket
-Stationing groups of striking employees, usually carrying sign, at the entrance and exits of the stuck operating to publicize the issues in dispute and discourage people from entering or leaving the premises.
Lockout
-Temporary refusal of a company to continue providing work for bargaining unit employees involved in a labour dispute, which may result in closure of the establishment for a time
Wildcat Strike
-A spontaneous walkout, not officially sanctioned by union leadership, which may be legal or illegal (If happens during the term of collective bargaining), depending on its timing
Back to Work Law
-The federal government and provincial governments have the right to initiate a back to work law (bill) if they feel that the strike has a significant impact on the safety and security of the population, it has been used numerous times, including, in fact contradicting its purpose to prevent a strike by Air Canada employees.
Discipline and Contract Administration
Most collective agreements restrict an employer’s right to discipline employees by requiring proof of just cause for the disciplinary action imposed
-Disciplinary issues must be handled in accordance with the terms of the collective agreement and backed by carefully documented evidence
Grievance Resolution
-A written allegation of a contract violation, filed by an individual bargaining unit member, the union, or management. Often this is related to discipline and promotion regulations and practices.
Rights Arbitration: Language Interpretation
-Grievances relating to the interpretation or administration of collective agreement (rights dispute)

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