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a) 300-500 word reflection on: What concepts of human resources law does your organization employ and why are they beneficial to employees?

b) 300-500 word reflection on: How does your organization recruit applicants and how do they select successful applicants for open positions? Would you offer your employer any recommendations to enhance their recruitment and selection process?

Human Resource Management

Recruitment and Selection

McGraw-Hill/Irwin

Image credit: Getty Images

http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm
Case study assignment: recruit and selection – job description, success profile, reporting relationship, performance management, etc.

Learning Objectives
Discuss how to align company’s strategic direction with its HR planning.
Maintaining competitive advantage with your human resources
Describe various recruitment policies to make job vacancies more attractive.
Examine how to attract candidates
Analyze various recruitment methods to source job applicants
List various sources from which job applicants can be drawn, their advantages, disadvantages and evaluation methods.
Determine effective selection criteria for the best candidates
Steps in the selection process
The interview
Making the final decision
Explain the needs and expectation of GEN Y in the workplace.
5-2

Effectiveness + Efficiency
= Successful Organizational Performance
A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals.

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Effectiveness
A measure of the suitability of the goals an organization is pursuing and the degree to which they are achieved.
Efficiency
A measure of how productively resources (including human resources) are used to achieve a goal.

Organizational Performance
© Copyright McGraw-Hill. All rights reserved

Performance is everything. It doesn’t matter how beautiful your plates are if you are the only one that can do it, it takes too long to prepare or no one is interested in what you are serving. Successful Organizational Performance, which includes profit, occurs when there is Effectiveness and Efficiency of the staff. We depend on the human resources department to recruit, hire and train enough skilled people to meet the company’s strategic goals. HRM works to ensure successful organizational performance by hiring the right people with the right skills at the right time
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What is Recruitment?
The process of finding and attracting qualified candidates to apply for employment
Recruitment is the responsibility of the HR department
Recruiting new staff with the skills and abilities that your organization will need in the future is essential

Source, Google image search: https://www.linkedin.com/pulse/you-making-right-recruiter-call-nikhil-saha

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Recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential emploees. It thus creates a buffer between workforce planning and the actual selection of new employees. The goals of recruiting includes encouraging qualified people to apply for the job and then selecting candidates who will be the highest performers.
Recruitment is:
The responsibility of the HR department
The process of finding and attracting the right people
Ensuring that the organization has staff who can contribute skills to fit the demands of the future.

Recruiting Methods
The key is to build your candidate pool before you need it

Recruitment Sources

Internal Sources
faster, cheaper,
can be more certainty
External Sources
new ideas & approaches
Direct Applicants
& Referrals
Self-selection, low cost
Newspaper Advertising –
large volume, low quality
recruits
Electronic Recruiting
Internet/Social Media
Public & Private
Employment Agencies –
headhunters can be
expensive
Colleges & Universities
campus placement services

JOBS
JOBS
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Recruitment Sources—Since recruitment sources are unlimited, an organization must decide how to reach the best sources of potential employees.
Internal versus External Sources—Relying on internal sources is useful since employees are well known and are knowledgeable about the organization and jobs. However, there may not be enough internal recruits
2. Direct Applicants and Referrals
a. Direct applicants are people who apply for a vacancy without prompting from an organization.
Referrals are people who are prompted to apply for a vacancy by someone within the organization, such as a friend or neighbor.
3. Advertisements in newspapers and periodicals – Typically are less effective than direct applicants or referrals and are more expensive.
4. Electronic Recruiting – The growth of the information highway as opened up new vistas for organizations trying to recruit talent such as social networking sites., niche boards, search engine sites as well as job boards.
5. Public and Private Employment Agencies—Agencies will search their computerized inventory of individuals searching for work for an organization at no charge.
6. Colleges and universities are an important source for entry level professionals. To increase effectiveness, organizations employ internship programs to get early access to potential applicants and to assess their capabilities directly.

Recruitment Methods
Develop and hire internally – Provide promotional opportunities for employees – boosts morale and contributions
Incentivize your employees for referrals
Have an active social media presence – post about good things happening at your company
Include a Careers page on company website – be known as a great employer
Use social media networking platforms
LinkedIn, Facebook (Food & Wine Career Industry Navigator Toronto)…
Campus recruitment – develop important relationships with schools – career fairs, develop apprenticeships and internship programs
Use a recruiting agency/”headhunter” that understands your HR needs and the labour market

Providing internal opportunities for current employees to get promoted positively boosts morale and makes your current staff members feel that their talents, capabilities, and accomplishments are appreciated. Always post positions internally first. There is nothing worse that when an outside person is hired into a position that a few internal staff could have easily filled: it serves as a signal to the staff they they are not valued.
A great way for a company to attract new George Brown College culinary management graduates would be for their HR team to:
Post a job ad online
Use a headhunter who understands your HR needs
Post a job ad directly with the GBC career services centre
*Invite students to an exciting culinary demo by one of the chefs so they can learn more about what the restaurant is all about

Able to acquire skills and knowledge that may not be available within company
Newer ideas and ways of solving problems may emerge
Usually more expensive to train
Employee is familiar with the organization
Lower recruitment costs
Employee is “known,” thereby increasing ability to predict success
Improves employee morale & motivation
INTERNAL RECRUITING

Recruiting

EXTERNAL RECRUITING

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A 2017 study of Canadian organizations revealed that 4 in 10 positions are filled by internal staff. For senior executives as well as service and production-level jobs, 50% of the positions were filled by internal candidates.
Benefits of hiring internally are:
It generates applicants who are well known to the organization
The applicants are relatively knowledgeable about the job vacancy, which means they will not have unrealistic expectations about the job
Lower training expenses
Improvement of morale for existing employees
An increased ability to predict the new employee’s success
A benefit of external recruiting are:
An introduction of new ideas and ways of solving problems
It helps employees build a career with the company rather than just holding a job

Campus Recruitment
Career Fairs
Guest Lectures/Demos
Information Sessions
Networking Receptions
Social Media
Scholarships
Externships
Apprenticeships

Campus Recruitment is becoming more important every day. In fact, according to AfterCollege’s 2016 Student Career Insight Survey, career fairs are the third most popular way that new grads find career opportunities (behind job boards and employer websites). A study from 2017 showed that on-campus recruiting was utilized by half of all employers.
The job market is more dependent on young talent than ever before. Millennials, in fact, are now the largest generation in the Canadian workforce. And as Canada’s labour force ages (the country now has more people over the age of 65 than under 15), the demand (and competition) for young college-educated talent will only increase.
Strategies for campus recruitment include :
Get Your Best People to Engage With Students
Go Where the Students Are – Social Media platforms such as Facebook and Instagram are now essential
Make the Application Process Easy and Engaging
https://hbr.org/2014/03/how-companies-can-attract-the-best-college-talent
https://hbr.org/search?term=sanjeev+Agrawal
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#Millenials

Gen. Y vs. Gen. X
Millenials/Gen Y: the generation of people born between 1981 to 1996
It comes after Generation X — those people between 1961-1980
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved

Generation Y Characteristics
Largest generation in history
Most educated generation in western history
Tech savvy
Global citizens – nomadic
Entrepreneurial
Progressive
Embrace diversity
Communicators
Impatient: expect instant gratification, instant answers and services
Image credit: http://luckyattitude.co.uk/wp-content/uploads/2015/05/millennials-characteristics

Millenials are the largest generation in history.
True

What do Millenials Want at Work?
The same thing as everyone else!
“Conventional wisdom holds that Millennials are entitled, easily distracted, impatient, self-absorbed, lazy, and unlikely to stay in any job for long. On the positive side, they’re also looking for purpose, feedback, and personal life balance in their work. A growing body of evidence suggests that employees of all ages are much more alike than different in their attitudes and values at work. To the extent that any gaps do exist, they amount to small differences that have always existed between younger and older workers throughout history and have little to do with the Millennial generation per se. Looking at the importance of six traits in a potential employer — ethics, environmental practices, work-life balance, profitability, diversity and reputation for hiring the best and brightest — CNBC found that Millennial preferences are just about the same as the broader population on all six.”
https://hbr.org/2016/04/what-do-millennials-really-want-at-work

http://www.businessnewsdaily.com/1367-millennial-generation-demographic-portrait.html
What Do Millennials Really Want at Work? The Same Things the Rest of Us Do
Bruce N. Pfau https://hbr.org/2016/04/what-do-millennials-really-want-at-work
The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau
Millenials want career development, they want to work somewhere that is diverse, inclusive, open-minded. They want a caring management and for the company they work for to be involved in a cause.

How to Recruit Millenials
Update your technology:
Engage in social media
Have a mobile friendly site
Video screening interviews – Youtube and video resume/profiles are the way of the future
Emphasize company culture – be a good corporate citizen, offer work/life balance, have transparent goals
Highlight your perks:
Flexible schedule
Desirable benefits and clear paths to advancement opportunities
Make it easy for them to learn more about you and your work environment.

Hospitality Recruiters
Lecours Wolfson http://www.lecourswolfson.com/wp/
Profile Hospitality Group
http://profilehospitalitygroup.com/

Many companies use an outside consulting specialist known as a recruiter or talent advisor in order to recruit and select candidates for key roles. The job of a recruiter is to match the right person to the right job. The recruiter is responsible for assessing the knowledge, skills, abilities, and other traits of a candidate that will meet the requirements of a job. To be a true “Talent Advisor,” recruiters need to spend most of their time interacting with candidates and hiring managers to ensure the right person is hired for the job. Recruiters are not only responsible for the careers of their candidates but they are also responsible for the productivity and success of the companies they are recruiting for.
There are dozens of hospitality recruiters in Toronto. If you have a profile on LinkedIn I strongly suggest that you try to connect with as many recruiters as possible. As you update your profile with new professional experience, recruiters will contact you to see if you are interested in positions your experience matches. I personally tend to ignore my LinkedIn feed with its neverending updates of the profiles of my contacts, but a recruiter is specifically looking through this information every day in order to keep a good roster of candidates who may pair well with a company they represent.
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Career Websites
http://gbcareers.georgebrown.ca/home.htm

http://www.hcareers.ca/

http://www.hospitalityjobs.ca
http://www.monster.ca/

http://www.eluta.ca/
http://toronto.en.craigslist.ca/

http://www.indeed.ca

The Job description

The Job Description
An effective job description is critical for every position and performs several important functions:
describes the skills and competencies needed to perform the role
defines where the job fits within the overall company hierarchy
It’s the basis for the employment contract
a valuable performance management tool used to create a success profile

In addition to creating job descriptions, it’s important to develop a “success profile” of the ideal employee for key positions in your company that are critical to the successful organizational performance. These might include such positions as team leaders like chefs de partie, sous chefs, chef de cuisine and executive chefs.
To accomplish that goal, you need to identify any skills and attributes that are common in top performers. Using this information, you’ll be able to develop a profile to help you select the candidates most likely to succeed in that position. You can’t tell if you’ve found a match if you’re not matching candidates against a specific profile. Later this job description or success profile will become the basis of a valuable performance management tool to use with the candidate hired for a key role.

Key Parts of Job Postings
Job title
accurately reflects the nature of the job and the duties being performed
reflects the reporting relationship to other jobs in the company
is free of gender or age implications
Duties
Skills and competencies
Relationships
Company overview
Salary

http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/job-descriptions/server-job-description-sample.aspx

Post it in relevant communities
“If you have a specialized need, find a LinkedIn group that corresponds to that need and open up a discussion. This will attract people in that field. Referral is the best way to get a higher quality candidate.” – Mark Frietch, president, Frietch Consulting Group [15 LinkedIn Groups Every Entrepreneur Should Belong To ]
Don’t use an outdated template
“Don’t go back to the original posting that was used to hire the current employee in the role and just send it out. There is oftentimes a sense of urgency about trying to fill a position when someone quits. Instead of using the posting that you used to hire the current employee, take some time to think about how the position has changed since this person took the role. What do you need now? What will you need moving forward?”– Liz D’Aloia, CEO, HR Virtuoso Company
Don’t just list requirements
“Top candidates want to understand how a position will impact their career, challenge them and add skills. A boring list of requirements doesn’t accomplish any of that.” – Stephanie McDonald, owner, Hire Performance
Explain your company’s values
“High performers try to figure out whether your business shares their values. They want to understand your products and what you stand for. Your ad needs tell them that. The first few sentences need to capture the candidate’s attention. Like any effective sales pitch, make it about them and their interests.” – Rebecca Barnes-Hogg, founder and CEO, YOLO Insights
Ask for skills, not experience
“Skills trump experience. Be clear about the specific skills a candidate will use in their new job. Focusing on experience alone may eliminate the candidate with the best skills which you can grow and develop in favor of a more experienced but mediocre performance.” – Steve Langerud, workplace consultant, Steve Langerud & Associates
Watch your tone
“Write in a tone that reflects your organization’s brand. If you’re looking for someone who’s creative, just writing ‘seeking a creative individual’ [is] meaningless unless your job description is creative. Especially in smaller organizations, if you don’t walk the walk, the best candidates will recognize that your organization is not creative, just really good at inserting random keywords in their job descriptions.” – Joseph Terach, CEO, Resume Deli
Make it quick and easy to read
“Make the job post scannable. Most job seekers are scanning. They are on the hunt for the right job and will look at a job post and scan the details before deciding to apply, or to ignore it. By organizing key responsibilities with bullet points, the readability of the post will increase and catch the attention of the right people. In addition to bulleted lists, it’s also a good idea to separate sections with descriptive headers that allow a potential applicant to scan the important facts as quickly and easily as possible.” – Steve Dempsey, VP of recruiting, Aquent
Avoid business jargon
“Not every great candidate will know the ins and outs of your business before reading your job description. Don’t assume that they’ll know industry lingo or abbreviations. Spell those things out and provide plenty of context about what your company actually does.” – Shayleen Stuto, talent coordinator, TechnologyAdvice
Add a catchy title
“The title is very important. The title must entice the job seeker to click through to the posting. Rather than just listing ‘Project Manager,’ try ‘Project Manager at a fast growing startup’ or ‘Project Manager at a leading Fortune 500 company.'” – Sean Pritchard, co-founder and partner, MilitaryHire
List specific skill requirements
“Use specific language. For example, instead of seeking a candidate who is ‘computer literate’ or has ‘good communication skills,’ explain the specific programs or technologies the employee will be using and the ways in which they will be required to communicate and with whom. The words ‘administrative duties’ are also very broad and should be clarified as much as possible.” – Jeanine Hamilton, president, Hire Partnership
Consider your mobile presence
“Think about how your listing will look on mobile. Many companies put requisition numbers and internal codes at the top of their job listings. Although this may be easily overlooked on a full-size monitor, candidates who browse your jobs from a mobile device will have to scroll several times just to get to the job requirements. Over time this can result in avoidance of your company’s job postings.” Susan Martindill, director of demand generation, Simply Hired
Add a call to action
“In the body of your job posting, include instructions on how to apply that contain a specific call to action. This serves as a built-in screening process as you will be able to weed out applicants who are not able to follow directions and demonstrate a clear lack of attention to detail.” – Michael Lan, senior resume consultant, Resume Writer Direct
Don’t include obvious red flags
“Never, ever, ever say ‘this is not a scam.’ This should go without saying. Potential applicants automatically see red flags. You’d be shocked by how many hiring managers include this in job postings.” – Chad Bronstein, CEO, Time to Hire
Describe your company well
“Open up with a quick blurb about the company or the role that will engage the candidate to read on—and reinforce that in the closing by pointing out why the company is a great place to work or why this position, in particular, would be appealing.” – George Vollmer, client partner, Alexander Mann Solutions
Get familiar with the position
“Before you make a job posting and look for someone new to fill an opening, be sure you understand everything that job will entail. To ensure you know everything, sit down and talk with the person who currently holds the position, or someone who recently did. Getting them to write down all their responsibilities and tasks is a great way to help find someone who will fill the role perfectly.” – Christopher Young, CEO and founder, Async Interview
Encourage your staff to share it
“A large percentage of your best hires will come from your staff’s combined existing network, so in your job postings, make sure and include a social sharing feature and incentivize staff to post.” – Chris Gannon, manager of sales talent, Signpost
Talk about your company culture.
“Beyond the skills and experience required for the position, applicants are looking for a company where they can fit in and relate to the culture and goals. To draw the highest-quality and best-fit applicants to your position, you must give them a feel for your company culture.” –Jean Cook, business coach and certified facilitator, The Alternative Board
– See more at: http://www.businessnewsdaily.com/7899-better-job-description.html#sthash.PsluDlcS.dpuf
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Duties
The job description contains a list of the duties and responsibilities associated with the role.
Descriptions of duties should be short in length and should be outcome-based, containing an action, an object and a purpose – ‘prepares all cold appetizers dinner menu.’
The list should be made up of approximately 10-15 duties.

Image credit: Getty Images

Sometimes we even include the amount of time expected to be dedicated to each task. This should be represented as a percentage (i.e. filing 20%, data entry 40% etc). The entire point of listing the duties is to ensure that the appropriate candidates are applying for the position. If a potential applicant looks at the duties and thinks they are over their head or perhaps they don’t have the experience to perform the duties, then that person will probably decide not to further pursue the position.
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Skills & Competencies Are Not the Same Thing
Skills are activities that the candidate can perform based on what they have learned in the past, or from qualifications they already have.
A skill is the ability to give effective presentations. A skill is something that can be learned through study and practice.
Competencies are the traits or attributes you expect the candidate to display in the role.
A competency, would be strong communication, which is a characteristic displayed by a person
When hiring, strong consideration is given to competencies such as leadership, teamwork, flexibility, communication and initiative.

Reporting
Relationships
Reporting lines clarify the responsibilities of the position by showing who the candidate reports to and who reports to them.
An organizational chart is a good way to represent relationships in a job description, with vertical lines between boxes demonstrating reporting lines and horizontal lines showing working relationships.

Image credit: https://www.123rf.com/profile_leremy

Kitchen Organizational Chart
Image Credit: http://louzado.com/img/restaurant-kitchen-organizational-chart_0.bmp

Salary
A salary range should be included in the job description. It should be competitive with similar positions in other organizations and allow for variations according to education and experience levels.

Image credit: http://www.bankofcanada.ca/banknotes/bank-note-series/polymer/

Company Overview
While a candidate should already know essential details about the hiring company, it is still useful to provide a description of the company.
Include information about the company’s mission, goals, key leaders and its significance in the industry.
For a job description, choose a style that conveys your company’s philosophy. The goal is to attract people who are the right fit for the position and the company.
While it is ideal that a candidate would already know essential details about the hiring company, it is helpful for potential applicants to have a description of the company (as written by the company) at hand. Include information about the company’s mission, goals, industry and headquarters location. Other useful details could include the number of states and countries where the company is present, number of employees, annual sales and so on.
While it is ideal that a candidate would already know essential details about the hiring company, it is helpful for potential applicants to have a description of the company (as written by the company) at hand. Include information about the company’s mission, goals, industry and headquarters location. Other useful details could include the number of states and countries where the company is present, number of employees, annual sales and so on.

http://mashable.com/2011/06/03/how-to-write-job-description/#8k8xlFSmN5qM
When creating a job description, choose a style that conveys your company’s philosophy. The goal is to attract people who are the right fit for the position and the company.

Selection and Placement, focuses on ways to minimize errors in employee selection and placement to improve a company’s competitive position; it focuses on five standards that should be met by any selection method. It then evaluates several common selection methods according to those standards.

Watch the video

There’s No Greater Act of Hospitality than to Embrace a Stranger as One’s Own. It’s In Our Nature.

https://www.youtube.com/watch?v=wZeS0Un3jwk (3min 01sec)
Based on the Shangri-La video from week 2 when selecting the right candidates to fit the company culture, the HR team would be looking for the ability for the candidate to:
*Sincerely embrace a stranger
Speak more than one language
Work internationally
Work with little supervision

Our Philosophy: Shangri-La Hospitality from a Caring Family.
Our Mission: To delight our guests every time by creating engaging experiences straight from our hearts.
Our Core Service Values: Respect, Humility, Courtesy, Helpfulness and Sincerity.
What is the service philosophy of Shangri-La? What qualities will candidates for any position within Shangri-La need to posses? As a hiring manager at Shangri-La, how could you assess whether the candidate possessed the necessary qualities and attributes to fit with the company culture?
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Selection
Selection:
Placing candidates who are the right fit for your company in the right job at the right time.

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The video is as intense as the Shangri-la is about their hospitality.
Here are Shangri-La’s philosophy, mission and core service values that you will probably be able to identify from the video you just watched:
Our Philosophy: Shangri-La Hospitality from a Caring Family.
Our Mission: To delight our guests every time by creating engaging experiences straight from our hearts.
Our Core Service Values: Respect, Humility, Courtesy, Helpfulness and Sincerity.
After watching the video and considering the company philosophy, mission and core service values, consider the following questions:
What qualities will cook or chef candidates within Shangri-La need to posses?
As a hiring manager at Shangri-La, how could you assess whether the candidate possessed the necessary qualities and attributes to fit with the company culture?
Certainly we can see that by having such a clear vision of who they are it then becomes easier to select the right employees who will bring their vision to life.
The key to successfully developing such a program is to follow a proven recruiting process for the positions you need to fill. Resist the temptation to omit steps, because shortcutting the process can shortchange your results. Here’s what you’ll need to do:
1. Develop accurate job descriptions. Your first step is to make sure you have an effective job description for each position in your company. Your job descriptions should reflect careful thought as to the roles the individual will fill, the skill sets they’ll need, the personality attributes that are important to completing their tasks, and any relevant experience that would differentiate one applicant from another. This may sound fairly basic, but you’d be surprised at how many small companies fail to develop or maintain updated job descriptions.
2. Compile a “success profile.” In addition to creating job descriptions, it’s important to develop a “success profile” of the ideal employee for key positions in your company that are critical to the execution of your business plan. These might include such positions as team leaders, district managers and salespeople. For example, let’s say you currently have 20 salespeople. Within that group, you have four that are top performers, 12 that are middle-of-the-road and four that aren’t quite making the grade. If you could bump the number of folks in the top group from 20 percent to 33 percent, that could have a dramatic impact on your company’s performance.
To accomplish that goal, you need to profile everyone in the sales group to identify any skills and attributes that are common to the top group but missing from the other groups. Using this information, you’ll be able to develop a profile to help you select the candidates most likely to succeed in that position. Remember, you can’t tell if you’ve found a match if you’re not matching candidates against a specific profile.
3. Draft the ad, describing the position and the key qualifications required. Although some applicants will ignore these requirements and respond regardless, including this information will help you limit the number of unqualified applicants.
4. Post the ad in the mediums most likely to reach your potential job candidates. Of course, the Internet has become the leading venue for posting job openings, but don’t overlook targeted industry publications and local newspapers.
5. Develop a series of phone-screening questions. Compile a list of suitable questions you can ask over the phone to help you quickly identify qualified candidates and eliminate everyone else.
6. Review the resumes you receive and identify your best candidates. Once you post your ad, you’ll start receiving resumes…sometimes many more than you anticipated. Knowing what you’re looking for in terms of experience, education and skills will help you weed through these resumes quickly and identify potential candidates.
7. Screen candidates by phone. Once you’ve narrowed your stack of resumes to a handful of potential applicants, call the candidates and use your phone-screening questions to further narrow the field. Using a consistent set of questions in both this step and your face-to-face interviews will help ensure you’re evaluating candidates equally.
8. Select candidates for assessment. Based on the responses to your phone interviews, select the candidates you feel are best qualified for the next step in the process.
9. Assess your potential candidates for their skills and attributes using a proven assessment tool. A resume and phone interview can only tell you so much about a job applicant, so you’ll need a dependable assessment tool to help you analyze the core behavioral traits and cognitive reasoning speed of your applicants. For example, a good test will provide insights as to whether the individual is conscientious or lackadaisical, introverted or extroverted, agreeable or uncompromising, open to new ideas or close-minded, and emotionally stable or anxious and insecure.
The success profile you created for each position will help you determine which behavioral traits are important for that position. For example, you would expect a successful salesperson to be extroverted. On the other hand, someone filling a clerical position might be more introverted.
These assessment tests can be administered in person or online. Online testing and submission of results can help you determine whether the applicant should be invited for a personal interview.
10. Schedule and conduct candidate interviews. Once you’ve selected candidates based on the previous steps, schedule and conduct the interviews. Use a consistent set of 10 or 12 questions to maintain a structured interview and offer a sound basis for comparing applicants.
11. Select the candidate. Make your selection by matching the best applicant to the profiled job description.
12. Run a background check on the individual to uncover any potential problems not revealed by previous testing and interviews.
13. Make your offer to the candidate. The information you collected during the interview process will provide you with important insights as to starting compensation levels and training needs.
Additional Pre-Recruiting Tips
Before you start the hiring process, determine your strategy relative to how people fit into your organization. What is your process for making sure they’re a good fit with your company’s culture? Decide whether your approach to the cultural question should include a second interview. Also, who else, if anyone, do you involve in the interviews to help make this selection and judge the candidate? Your goal is to have a plan that will help you determine whether you have a qualified applicant who will fit into your company’s culture.

In addition, decide whether you’re going to conduct pre-employment testing. How much is it worth for you to know an individual’s strengths and weaknesses, not just as a hire/don’t hire test, but as a coaching tool to help you determine their training needs and the best approach to maximize the person’s productivity? Pre-employment testing is often overlooked, when it could be a very valuable tool. For example, if you find an applicant who fits the job description and appears to be the person you want to hire, pre-employment testing can help you determine how to work with them more effectively and move them along in your organization.
If you want your business to attract and retain good clients, your comprehensive people strategy must include a recruiting and selection strategy that attracts and retains quality employees. Following a well-thought-out, structured process will help you best match the right people to the right jobs in your company.
https://www.entrepreneur.com/article/76182

The Selection Process
Review of Application
Care taken to ensure applicant is qualified and meets legal requirements
Set up phone interview pre-screening
Employment tests
Personality/Aptitude
Knowledge
Performance
Integrity
Attitude

Review & Screening

The Selection Process
Review & screening
Employment references
Discuss applicant’s work history
References may not be candid, especially with negative information
Employment tests
Interview
Verification of references
Supervisors (not just HR managers) involved to increase quality of the hiring decision.

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Various Employment Tests:
A cognitive ability test differentiates individuals based on mental rather than physical capacities.
Verbal Comprehension -a person’s capacity to understand and use written and spoken language.
Quantitative Ability – speed and accuracy with which one can solve arithmetic problems.
Reasoning Ability – a person’s capacity to invent solutions to diverse problems.
Personality inventories categorize individuals by personality characteristics. – extroversion, inquisitiveness etc.
Emotional Intelligence – Empathy, Self Awareness, Social Skills
Physical Ability Tests
Work samples simulate a job in miniaturized form
Drug Tests – tend to be reliable and valid, used where safety is a concern

Reference Checks: give the applicant notice in advance that it intends to contact previous employers or conduct background checks
explain to the applicant in advance the purpose or reason for collecting, using or disclosing the information
ensure that the collection and use of the information is “reasonably required” for the establishment of the employment relationship (i.e., to determine the job applicant’s suitability for the position).

The Purpose of an Interview
The goal is to determine whether or not a candidate is a strong match for the company and the job.
The goal is to hire the best people possible always.
The interview is a more in depth assessment of a candidate’s qualities and experiences than the application/resume evaluation.

https://www.reference.com/business-finance/purpose-interview-9ea50cddc6498317#
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Allows the employee to understand the job setting before the hiring decision
Observation shifts show candidate:
Type of work
Equipment
Work environment/company culture
Steps in the Selection Process
Review & screening
Employment tests
Verification of references
Employment interview(s)
Realistic job previews
Hiring decision
Marks the end of the selection process

Structured
Face-to-face interview:
Interviewers are looking for dedication, teamwork, leadership and who you are, your personal characteristics. Use your STAR stories.
Behaviourally-oriented/S.T.A.R.
Behavioural description: past behaviour is the best predictor of future behaviour
Situational–attempts to assess applicant’s likely future response to specific situations
Pre-screen: Phone or Video
Verification of key details of resume and candidate’s fit for position
Rely on a predetermined checklist of questions
Prerequisite to moving to formal interview
Types of Interviews

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STAR stands for Situation, Task, Action, Result. Using this strategy is particularly helpful in response to competency and behavioural-focused questions, which typically start out with phrases such as, “Describe a time when…” and “Share an example of a situation where….”

The STAR technique

What Is the STAR Interview Response Technique?
The STAR interview response technique is a way of answering behavioral interview questions. Behavioral interview questions are questions about how you have behaved in the past. Specifically, they are about how you have handled certain work situations. Employers using this technique analyze jobs and define the skills and qualities that high-level performers have exhibited in that job.
Since past performance can be a good predictor of the future, interviewers ask these questions to determine whether candidates have the skills and experiences required to excel in the job.
For example, employers might be looking for proof of problem-solving skills, analytical ability, creativity, perseverance through failure, writing skills, presentation skills, teamwork orientation, persuasive skills, quantitative skills, or accuracy.
Examples of behavioral interview questions include the following:
Tell me about an occasion when you had to complete a task under a tight deadline.
Have you ever gone above and beyond the call of duty?
What do you do when a team member refuses to complete his or her quota of the work?
Situation: Describe the context within which you performed a job or faced a challenge at work. For example, perhaps you were working on a group project, or you had a conflict with a coworker. This situation can be drawn from a work experience, a volunteer position, or any other relevant event. Be as specific as possible.
Task: Next, describe your responsibility in that situation. Perhaps you had to help your group complete a project within a tight deadline, resolve a conflict with a coworker, or hit a sales target.
Action: You then describe how you completed the task or endeavored to meet the challenge. Focus on what you did, rather than what your team, boss, or coworker did. (Tip: Instead of saying, “We did xyx,” say “I did xyz.”)
Result: Finally, explain the outcomes or results generated by the action taken. It may be helpful to emphasize what you accomplished, or what you learned.
How to Prepare for an Interview Using STAR
Since you won’t know in advance what interviewing techniques your interviewer will be using, you’ll benefit from preparing several scenarios from the jobs you’ve held.
First, make a list of the skills and/or experiences that are required for the job. It may help you to look at the job listing and similar job listings for indications of the required or preferred skills/qualities and match your qualifications to those listed in the posting. Then, consider specific examples of occasions when you displayed those skills. For each example, name the situation, task, action, and result.
Whatever examples you select, make sure they are as closely related to the job you’re interviewing for as possible.
You can also take a look at common behavioral interview questions, and try answering each of them using the STAR technique.
Examples of Interview Questions and Answers Using STAR
Example Question 1: Tell me about a time you had to complete a task within a tight deadline. Describe the situation and explain how you handled it
Example Answer 1
While I typically like to plan out my work in stages and complete it piece by piece, I can also achieve high-quality work results under tight deadlines. Once, at a former company, an employee left days before the imminent deadline of one of his projects. I was asked to assume responsibility for it, with only a few days to learn about and complete the project. I created a task force and delegated work, and we all completed the assignment with a day to spare. In fact, I believe I thrive when working under tight deadlines.
Example Question 2: What do you do when a team member refuses to complete his or her quota of the work?
Example Answer 2
When there are team conflicts or issues, I always try my best to step up as team leader if needed. I think my communication skills make me an effective leader and moderator. For example, one time, when I was working on a team project, two of the team members got embroiled in an argument, both refusing to complete their assignments. They were both dissatisfied with their workloads, so I arranged a team meeting where we reallocated all the assignments among the team members. This made everyone happier and more productive, and our project was a success.
Example Question 3: Tell me about a time you showed initiative on the job.
Example Answer 3
Last winter, I was acting as an account coordinator, supporting the account executive for a major client at an ad agency. The account executive had an accident and was sidelined three weeks before a major campaign pitch.
I volunteered to fill in and orchestrate the presentation by coordinating the input of the creative and media teams. I called an emergency meeting and facilitated a discussion about ad scenarios, media plans, and the roles of various team members in relation to the presentation.
I was able to achieve a consensus on two priority ad concepts that we had to pitch, along with related media strategies. I drew up a minute-by-minute plan of how we would present the pitch that was warmly received by the team based on our discussions. The client loved our plan and adopted the campaign. I was promoted to account executive six months later.
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The Interview Process

3. Information
exchange
1. Interviewer
preparation
2. Creation
of rapport
4. End Interview
Discuss next steps
5. Evaluation

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Candidates selected for interviews should know exactly what to expect: when, where, and who will be involved in the interview. Be considerate, be thoughtful… be awesome.
Spend twice the time on doing homework on the candidate as you do on the interview.
Make the interview a conversation, not an interrogation.
Allow candidates to ask questions and take the time thoughtfully answer them. Remember, a candidate who has questions is more serious about the job and we should take them more seriously.
Describe the next steps; provide closure
Contact references – not only the ones provided by candidate, but also reach out to contacts that also may know the candidate so you get an impartial reference.
Conduct a second or even third interview if necessary
Make an enthusiastic offer! Be excited to offer the job to the candidate. After all, they may be your new star and you want them to know you can’t wait for them to be part of the team.

The Interview

Conducting the Perfect Job Interview

Read the article

Please read Successful Interviewing by Jeff Haden (found under week 3)
https://www.linkedin.com/pulse/20140210135852-20017018-conduct-the-perfect-job-interview-in-twelve-simple-steps Jeff Hayden

Interviewer Errors
Arriving late and being unprepared
Fail to define a success profile for position
Fail to ask open-ended, accomplishment-oriented questions
What do you consider to be the biggest accomplishments of your life and your career? Why?
Not making candidate feel welcome
Not using a scorecard or writing down what the candidate actually said:
helps you to grade every candidate objectively against criteria that are important for the job
Click on hyperlink to see example of Interview Scorecard
Stereotypes
Harbouring prejudice or hiring people like you or who make you feel comfortable
Interviewer domination
Let the candidate do most of the talking

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An interview scorecard can keep you focused and on track during an interview with an applicant. This helps you to grade every candidate objectively against criteria that are important for the job.
Additionally, encourage every interviewer to write down what candidates actually say during the interview, rather than what they thought was said. When interviewers review these verbatim notes it will jog their memories and recall the candidates’ actual responses. In turn, this will enable everyone to more accurately discuss the candidate’s strengths and weaknesses and decide who makes the next round of interviews. http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/interviewing-candidates/interview-preparation.aspx

Interviewee Errors
Arriving late
Dressing inappropriately
Making a weak first impression
Open posture, smile and firm handshake convey confidence for a great first impression
Failing to research the position and company
Having phone out during interview
Talking too much/too little
Badmouthing a former employer
Failing to ask the interviewer questions
Not updating your social media profiles
Set social networking profiles to private, and display your education and experience on your public (LinkedIn, etc.) profiles

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Here’s a favourite interview question to assess a candidate’s emotional intelligence and how they approach interpersonal challenges:
Have you worked with someone you didn’t like? How did you handle it?
Yes as a matter of fact, I have worked with someone whom I found difficult to like as a person. However, when I focused on the skills they brought to the job and their ability to solve problems, slowly my attitude towards them changed and I could appreciate their contribution. We were never friends, but we did work well together and we got the job done.
This answer is mature and honest and shows the candidate can focus on what is important – getting the job done with the team and not get bogged down in petty interpersonal power struggles.

So, What Does Everyone Want at Work?
Despite generation, race, or gender employees want the same things from work.
Companies that create environments in which employees answer each of the four following questions with “Yes” are those most likely to win and retain the best talent.

Next slide

The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau
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All employees consider the following when deciding whether to join, give their best effort or stay at an organization:
Is this a winning organization I can be proud of?
Employees want to be proud of the organization they work for. They want to work for a successful, high-performing company and for leaders with a blend of competence, integrity and vision.
Can I maximize my performance on the job?
Most employees want to be able to do a good job. That means working in an environment that will make the most of their skills and which provides the resources, information, authority and training necessary to be at their best.
Are people treated well?
People want to work in an inclusive environment where they are respected, valued and treated fairly. They want their opinions to count, and they want their contributions recognized and rewarded both financially and psychologically.
Is the work itself fulfilling and enjoyable?
Everyone wants to enjoy the work they do and the people with whom they work. They also want to derive a sense of meaning and purpose from what they do every day.

What Do Millennials Really Want at Work? The Same Things the Rest of Us Do
Bruce N. Pfau https://hbr.org/2016/04/what-do-millennials-really-want-at-work
The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau
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Hospitality Law:
Canadian Employment Legislation,
Health & Safety

In this video we will be talking about hospitality law and more specifically how laws in Canada can have a profound affect on how we engage in human resources management.

Objectives
Recognize how law is created in Canada
Examine Canadian Labour Law from the perspective of the restaurant industry – Requirements for employers and employees
Analyse Canadian Human Rights Act – fair employment practices, discrimination, workplace harassment and violence
Review a real-life example of a case of harassment in the restaurant
Understand how the Employment Standards Act influences the employee-employer relationship
Investigate Occupational Health and Safety Acts and what employees and employers must know about their accountability for workplace injuries and health hazards

Government Impact
Federal and provincial laws regulate the employee-employer relationship
Responsibility of HRM:
Stay up to date with laws, interpretations, and court rulings
Develop and administer programs to ensure company compliance with laws
Maintain an optimal workforce for the organization while providing a fair, safe workplace

3
Federal, Provincial and Municipal laws have an impact on how businesses are run and how employees engage with each other.

What is “law”?
Where is “law” created?

In this section of the presentation, we will discuss WHAT IS A LAW and how laws are created in Canada

Canadian Legal System
Canada has a dual system.
Law is created by
The government
Legislation and regulations
Created at federal, provincial and municipal levels
The courts
The courts create laws known as Common Law

Voice: It’s important to understand that in Canada we have a dual system of law, meaning that law can be created by the government at all levels, and additionally, the courts can create law in Canada. If a law is in dispute, the court will rule on it creating what is known as a “common law” which is just a binding as law created by government. FYI: The Supreme Court of Canada (Ottawa) is the highest court in Canada

Law in Canada that is created by the courts is referred to as “common law;” that is to say that common law is created when legislation or regulations are not clear or are in dispute and the courts have to make new ruling creating updated or new law.
Judges are asked to make decisions on these issues and those decisions become “common law”
Judges must follow the precedent (decisions) of judges at the same level or higher
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Government Law
Government-made law is often referred to using the terms:
Legislation
Regulation
Act
Statute
Code
The Canadian Human Rights Act is one of our most important bodies of law

Voice: Government law can be made by:
The federal government
The House of Commons
The provincial government
The Ontario Legislative Assembly
The municipal government
Toronto City Council
Agencies given the power to create regulations
Toronto Public Health; Alcohol and Gaming Commission of Ontario (AGCO)

Equity in the workplace

Now we will go over Equity in the Workplace

Canadian Legislation Affecting the Employer-Employee Relationship
Canadian Human Rights Act
Employment Standards Act
Charter of Rights and Freedoms
Employment Equity Act
Pay Equity Act
These important laws protect employees from discrimination and help to ensure equity and fairness.
© 2009 McGraw-Hill Ryerson Ltd.

Canadian
Human Rights Act
Pardoned
convicts
Prohibited Grounds of Discrimination
Religion
National or
Ethnic origin
Race &
colour
Disability
Marital and
Family status
Sex & Sexual
orientation
Age

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The Canadian Human Rights Act, passed in 1977, prohibits discrimination on the grounds of race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, age, record of offences, marital status, same-sex partnership status, family status and handicap. This is a big part of employment equity in Canada. It ensures that employers cannot discriminate when it comes to hiring and employment.
The Ontario Human Rights Commission (also known as the “Commission”) considers “employment” to include full-time and part-time work, contract work, temporary work for an agency, and probationary periods. “Employment” may even include volunteer work.

Employment Discrimination
Unfair treatment based on the prohibited grounds listed in the Canadian Human Rights Act resulting in disadvantage, barriers to or preferential access to opportunities, for one group over another.
(Human Rights Discrimination and Harassment Policy, George Brown College)

Employers in Canada cannot discriminate against people that they hire, nor can they impose barriers for promotion or give preferential treatment to one group over another. This is a very powerful law but people will still experience workplace discrimination. Requirements or duties of employment should be reasonable, genuine and directly related to the job. For example, in Canada it is reasonable and job-related to require that a receptionist speak clearly in English or French and have excellent comprehension of those languages in which their business is done: but, it is not acceptable to require “unaccented English.” This would be considered discriminatory. Also, an employer cannot post a job for a cook and specify “men only.” If the job requires lifting heavy equipment, the employer can specify that the applicants must be able to lift 20 kg, and this would not be discriminatory since it is a requirement for anyone doing the job.

What about job ads?
Job advertisements cannot directly or indirectly ask about race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, gender, sexual orientation, age, record of offences, marital status, same-sex partnership status, family status or handicap.
Some qualifications can unfairly prevent or discourage people from applying for a job. For example, a job that requires “Canadian experience” may create discriminatory barriers.
Many Craigslist ads explicitly ask for things like “hot, young Asian women for bottle service.” This is plainly discriminatory. If a job descriptions list things such as being able to stand for more than 8 hours at a time or lifting 50 lbs above a certain level, it is because all applicants must be able to perform this task. If a person in not able to perform these kinds of tasks because they are in a wheelchair or a have a small physique, the job requirements are not considered discriminatory.

Requirements or duties of employment should be reasonable, genuine and directly related to the job. Sometimes there is a Bona fide occupational qualification (BFOQ) – which is considered to be a “Legal form of discrimination”: in other words, there is a justified business reason for discriminating against a member of a protected class. For example: Firefighters must meet certain physical standards and abilities. And of course as we all know, there are female firefighters!

Duty to Accommodate
A reasonable accommodation is a modification to a job, the work environment, that enables a qualified individual with a disability or special need to enjoy an equal employment opportunity.
An employer has a “reasonable” duty to accommodate so long as it does not impose “undue hardships” on the employer, and recent Supreme Court of Canada decisions have placed the burden on employers to demonstrate how providing accommodations will cause undue hardship (usually by compromising safety or jeopardizing the organization’s solvency.)
The need for accommodations usually center around illness, disabilities or religion of an individual employee.

In Canada, the employer now also has a reasonable duty to accommodate for employees. Accommodations are “reasonable” so long as they don’t impose “undue hardships” on the employer, and recent Supreme Court of Canada decisions have placed the burden on employers to demonstrate how providing accommodations will cause undue hardship. Sometimes a short period of accommodation is all that’s required (for example, setting a flexible schedule for an employee returning to work after an illness). Employees with mental health problems may not have functional limitations, but someone with depression or an anxiety disorder, for example, might find that accommodation helps them to work much more productively, and with fewer health and disability costs.
Employers are not only to refrain from discrimination but they are also obligated to take steps to accommodate individuals who are protected under the Act. (This includes people with drug and alcohol dependencies).
What is undue hardship?
The law does set limits on the obligation of an employer to accommodate an employee. In Canada, the limits are described as either “reasonable” accommodation or accommodation to the point of “undue hardship,” depending on the legislative requirements.
In Ontario, under the Ontario Human Rights Code, three criteria are used to determine whether undue hardship exists:
1. Cost
2. Whether other sources of funding are available through grants and other government funding options;
3. Health and safety requirements that may exist
http://www.mentalhealthworks.ca/what-is-a-reasonable-accommodation/

(2009 Amendment to the Occupational Health & Safety Act (OHSA)

In 2009 – The Occupational Health and Safety Act was amended to include policies regarding workplace harassment and violence.
People can refuse to work if there is fear of workplace violence or harassment that is not being suitably dealt with.
Bill 168 requires every workplace with 6 or more employees to establish minimum standards and policies (in writing and visible to all employees).
Bill 168 assigns a legal duty for Canadian employers to provide and maintain a physically and psychologically safe workplace for employees.

Workplace Harassment
Workplace harassment: engaging in distressing comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome. This also includes sexual harassment.
Workplace harassment can involve unwelcome words or actions that should be known to be offensive, embarrassing, humiliating or demeaning to a worker or. It can also include behaviour that intimidates, isolates or discriminates against the targeted individual(s).
Workplace bullying is a form of harassment. It is repeated, unreasonable or inappropriate behaviour directed towards a worker, that creates a risk to health and safety.
https://www.labour.gov.on.ca/english/hs/pdf/wpvh

Workplace harassment may include making remarks, jokes or inferences that demean, ridicule, intimidate, or offend; displaying or circulating offensive pictures or materials in print or electronic form; bullying; repeated offensive or intimidating phone calls or e-mails; or workplace sexual harassment.

Sexual Harassment
Unsolicited or unwelcome sex or gender-based conduct that has adverse employment consequences for the accuser.
Quid Pro Quo Harassment: When some type of benefit or punishment is made dependent upon the employee submitting to sexual advances.
Hostile Working Environment: Occurs when someone’s behavior in the workplace creates an environment that makes it difficult for someone of a particular gender to work.
.

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Sexual harassment is a sub-section to the topic of workplace harassment.
Bundy vs. Jackson – 1964 – facts showed that the plaintiff repeatedly received sexual propositions from her fellow employees and supervisor. She rejected these advances and was eventually passed over for promotion without reason. It was the first complaint that sexual harassment was a form of discrimination in the workplace. This was finally written into law in the United States in 1981 citing that workplace sexual harassment could constitute employment discrimination under the Civil Rights Act of 1964.
http://scholarship.law.missouri.edu/cgi/viewcontent.cgi?article=2653&context=mlr

Sexual Harassment in the Kitchen
Read the article
Image Credit: Jennifer Roberts, Globe & Mail
Warning: Article contains stories that could be triggers for assault survivors

https://www.theglobeandmail.com/news/toronto/kitchen-fires-the-open-debate-canadian-chefs-are-finally-having-about-sexism-and-harassment/article25046709/

Please take a moment to read this important article that was published in the Globe and Mail

Workplace Violence
Physical force by a person against a worker that causes or could cause physical injury.
An attempt at physical force against a worker that could cause physical injury.
A statement or behaviour that it is reasonable for a worker to interpret as a threat of physical force against the worker, in a workplace, that could cause physical injury.

Under Bill 168, workplace violence is essentially considered a threat or an attempt at physical force causing injury or the actual exercise of physical force to cause injury in the workplace. It is important to note that workplace violence and harassment can also be dealt with under the Criminal Code of Canada. If violence occurs at the workplace, it is important to call the police. Filing a report with the police is an important measure not only to help protect yourself, but to also serve as documentation that can be referred to as evidence if the violence or harassment persists, which would help in a legal case.

Legitimate Management
is NOT harassment
Management has a right to:
Reorganize, adjust the way work is performed
Impose deadlines
Insist that work be of a satisfactory quality
Respectfully criticize work and ask for improvement
Warn someone that if they do not improve their performance, they may face disciplinary action or termination (they actually have an obligation to do this)
Image source: http://lifeminute.tv

Reducing the Risk of Workplace Harassment & Violence
Educate:
Follow Bill 168 standards and educate employees
Regularly train new and existing employees
Safe workplace policy
Use bill 168 to implement a policy that keeps people safe
Safe reporting procedures
Provide clear ways for employees to report instances or risks of workplace violence and harassment. Eg.: HR
Investigate all complaints
Keep detailed records of any workplace violence or harassment, investigation or work refusal.
Commit to act upon harassment and bullying to keep workplace safe.
Discipline employees for not following workplace violence and harassment policies.

https://canadasafetycouncil.org/workplace-safety/working-bully

Bullying is considered a form of harassment and psychological violence. Bullying at work is the repeated, health or career endangering mistreatment of one employee, by one or more employees. The mistreatment is a form of psychological violence and is often a mix of verbal and strategic insults preventing the target from performing work well.
Being the target of a workplace bully can affect your physical and mental health, it can impact other areas of your life, such as affecting social bonds or your enjoyment of work. Forty-five per cent of targets suffered stress-related health problems, including anxiety, panic attacks, and clinical depression.
In a study conducted by the Workplace Bullying Institute cited by the Canadian Safety Council, 37 per cent of workers have been bullied, with 57 per cent of the targets being women. The majority of bullies (72 per cent) are people in positions of authority, whereas peer bullies are less frequent at 18 per cent. The most common victims are women in their 40s.

What if I am being harassed?
1. Document what happened:
the date and time of each event
who was there
what people said, including who said it
what order things happened in
any injuries you had
any steps you took to try to fix the problem
what you told your supervisor and when you told them
2. Speak to your employer about the harassment
3. Make a complaint to Human Rights Tribunal and/or Ministry of Labour
For more information:
http://stepstojustice.ca/common-question-plus/employment-and-work/what-can-i-do-if-i-am-being-harassed-work

Not only should you speak to your employer about the problem, you should also send them an email later that day to recap what you discussed so that there is a paper trail. Unfortunately sometimes people will try to deny that you spoke to them: when you have an email to back up your claim, now you have proof.

Employment Standards Act (ESA)
The Ministry of Labour enforces employment standards, such as minimum wage, hours of work, public holidays and other standards.

Further reading:
http://www.isthatlegal.ca/index.php?name=overtime_hours.employment_law_Ontario

Ontario Minimum Wage Rates

Employees Sent Home After Working Less Than Three Hours: The Three-Hour Rule*
When an employee who regularly works more than three hours a day is required to report to work but for some reason works less than three hours, he or she MUST be paid whichever of the following amounts is the highest:
three hours at the minimum wage, or
the employee’s regular wage for the time worked.
For example, if an employee who is a liquor server is paid $10.00 an hour and works only two hours, he or she is entitled to three hours at minimum wage (i.e., $9.55, the liquor servers minimum wage, x 3 = $28.65) instead of two hours at his or her regular wage ($10.00 x 2 = $20.00).
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Employment Standards Act
Employment Standards are enforced under the Employment Standards Act (ESA), 2000 which sets out the minimum standards that employers and employees must follow.
Examples: Dismissal/termination, hours of work, overtime, holidays, minimum wage, etc.
For further information: https://www.labour.gov.on.ca/english/es/

Image source: essential-picture.com

However, the ESA has many exceptions to its provisions. Most of the information included here does not apply to managers and supervisors and can be altered by getting written consent from employees and special permission for exemptions from the Ministry of Labour.

Employment Standards Act
A workday is defined as 8 hours (or other agreed upon)
Working over 44 hours a week is OVERTIME – pay is time and one half (but most kitchen never pay overtime as it can be averaged over 2 or more weeks – if employer has written consent from employee and it’s approved by the Ministry of Labour).
Managers and supervisors (this includes sous chefs and chefs) are exempt from overtime provisions.
48 hours a week is maximum allowable hours an hourly employee can work (but can be higher if employer has written consent from employee and it’s approved by the Ministry of Labour).
Also many kitchens don’t pay overtime because cooks agree to getting paid a day rate which is equivalent to becoming a salaried employee like a manager.

Voice: Written consent from the employee will lift most of these standard limits. Often a clause in the initial offer of employment letter, which the employee signs, will remove many of these provisions. Be sure to read your offer letter before you sign it.
The ‘otherwise agreed upon’ clause carries a lot of weight. Many cooks sign their job offer letter (which is a contract where they agree to things that are binding, but most don’t realize this) giving consent to many situations that can veer away from the ESA rules. In a court of law it would be argued that because they signed their job offer letter that stated that they would do what was needed to maintain standards for customers and meet the needs of business volume, then they agreed to different rules of engagement. This holds some weight but no one can ever agree to working slave hours in Canada and have it hold up in a court of law for the employer. Question how many hours you will work and be paid for. This may make you less desirable for some kitchens but until everyone starts doing it, the pattern of exploitation won’t change because even though the Ministry of Labour sets out the standards and businesses are inspected periodically, most restaurants can act outside of employment standards because employees don’t question it. Be the change. The laws are there for you. Make them work for you. If you suspect or are sure that your employer is violating a code of the ESA, you can call the Minsitry of Labour and speak to an Employment Standards Officer. You are fully protected under the law and cannot be fired for doing so. Your employer may be fined and an Employment Standards Officer will make regular check-ins to ensure that the appropriate changes have been made to rectify the violation.

Employment Standards Act
24 consecutive hours off each work week or 48 consecutive hours off every two work weeks.
An employee must not work for more than five hours in a row without getting a 30-minute eating period (unpaid meal break) free from work.
Meal breaks are unpaid. The employee must be free from work in order for the time to be considered a meal break.
Note: Meal breaks are not considered hours of work and are not counted toward overtime.
8 hours off between shifts

Statutory/Public Holiday Pay
STATUTORY/PUBLIC HOLIDAYS:
If the employee is required to work on a public holiday, the employer may either:
pay the employee 1.5 times the employee’s regular rate for the hours worked. So if you are earning $14/hour then you will be paid $21/hour
or
pay the employee the regular rate for the hours worked on the public holiday, and provide a substitute day off work with public holiday pay

Ontario has nine Statutory Holidays:
New Year’s Day
Family Day
Good Friday
Victoria Day
Canada Day
Labour Day
Thanksgiving Day
Christmas Day
Boxing Day (Dec. 26)

This is a bit complicated. The employer can pay time and a half for hours worked on the public holiday or they can give their staff a substitute day off which is known as a “day in lieu.” “Public holiday pay” is calculated as the total amount of regular wages earned plus vacation pay payable to the employee in the four work weeks before the work week that contains the statutory holiday, and then divided by 20. This will be what you will be paid for the substitute day you take for a public holiday. There are other scenarios to consider but for that you can investigate the Ontario Ministry of Labour Employment Standards site.
Every employee in Ontario is entitled to Statutory Holiday pay but the employee must work their scheduled shift before and after the public holiday to qualify. For example, if an employee calls in sick the day before the holiday or the day after, they will no longer receive the public holiday pay. If an employer cancels either or both of those shifts, the employee is still entitled to Public Holiday pay.
People who are employed full-time and receive a salary are to receive all Statutory Holidays off and are also paid their regular day rate for those days.

Termination
An employer can terminate an employee who has been employed continuously for three months or more if the employer has given the employee proper written notice of termination.
Or
an employer can terminate the employment without written notice or with less notice than is required if the employer pays termination pay to the employee.
No notice is required for employment less than 3 months.
Length of Employment and Notice Required
Less than 3 months – 0 weeks
3 months but less than 1 year – 1 week
1 year – 2 weeks
3 years – 3 weeks
4 years – 4 weeks
5 years – 5 weeks
6 years – 6 weeks

When an employee is terminated, the written notice required under the ESA is generally determined by how long someone has been employed by the employer.
Notice of termination of employment, once given, cannot be withdrawn without the consent of the employee.
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Termination Pay
An employee who does not receive the written notice required under the ESA must be given termination pay in lieu of notice.
Termination pay is a lump sum payment equal to the regular wages for a regular work week that an employee would otherwise have been entitled to during the written notice period.
An employee earns vacation pay and benefits on his/her termination pay.

Employers must also continue to make whatever contributions would be required to maintain the benefits the employee would have been entitled to had he or she continued to be employed through the notice period.
An employer is required to average out the “regular wages” based on 16 weeks of employment directly leading up to the termination.
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Occupational Health and Safety Act (OSHA)
OHSA protects workers from health and safety hazards on the job. It sets out duties for all workplace parties and rights for workers.
Health and safety in Ontario is fixed on the principle of each of us doing our part to keep the workplace free of accidents and illness.

https://www.ontario.ca/laws/statute/90o01

Click on link to view OHSA
The OHSA establishes procedures for dealing with workplace hazards and provides for enforcement of the law.
In Canada both employers and employees have a duty to take responsibility for health and safety. Employees also have rights under the law that the employer must uphold. An occupational hazard is a thing or situation with the potential to harm a worker. Occupational hazards can be divided into two categories: safety hazards that cause accidents that physically injure workers, and health hazards which result in the development of disease. It is important to note that a “hazard” only represents a potential to cause harm.
Workers have a general duty to take responsibility for personal health and safety, which means they should not behave or operate equipment in a way that would endanger themselves or others. Section 28 of OHSA lists additional specific duties:
Work in compliance with the Act and regulations;
Use any equipment, protective devices or clothing required by the employer;
Tell the employer or supervisor about any known missing or defective equipment or protective device that may be dangerous;
Report any known workplace hazard or violation of the Act to the employer or supervisor;
Not remove or make ineffective any protective device required by the employer or by the regulations.

Worker Rights – OHSA
The right to know about hazards in your workplace and be given training on how to work with them safely. Instructions and guidelines are to be posted in a visible area.
The right to refuse work that you believe is unsafe and could cause harm to yourself or others
The right to participate in workplace health and safety activities, like the joint health and safety committee.

There are three main workers rights as outlined by the Ontario Health and Safety Act.
Workers have the right:

Worker Responsibilities – OHSA
Employees have a general duty to take responsibility for personal health and safety, which means they should not behave or operate equipment in a way that would endanger themselves or others.
Work safely – don’t take risks; you might injure yourself or another worker
Report unsafe conditions – tell your supervisor or employer right away; don’t wait until someone gets hurt
Wear the right safety equipment for the job – follow training on how to use it properly
Ask your employer first – your employer needs to know your concerns and questions about health and safety issues, so they can take the necessary measures to avoid injuries

safety hazards that cause accidents that physically injure workers, and health hazards which result in the development of disease. It is important to note that a “hazard” only represents a potential to cause harm.

Joint Health and Safety Committee – (JHSC)
Any employer with over 20 employees must have a JHSC
JHSC:
Completes inspections to identify workplace hazards once every 3 months
Makes recommendations to the employer for improvements
Members consist equally of management and staff
Members are trained and certified by the government

Another way we keep the workplace safe and healthy is by the mandatory establishment of the Joint Health and Safety Committee which is required to inspect the workplace for hazards every three months, and then bring the findings to management so they can take step to resolve any issues as required. These committees can exist in any place of employment, in fact, I was on a Joint Health and Safety Committee when I was a book editor and I would monitor things such as loose carpeting that someone could trip on, etc. In kitchen environments this is even more important. The Joint Health and Safety Committee ensures transparency and safety in the workplace. The members of the committee are certified by the government. There are both employees and management on the committee to ensure that there is transparency and fairness. The inspections happen every 3 months. A form is filled in and either the GM of the restaurant or the Executive Chef must sign off on it. This signature endorses that the employer is aware of potential hazards that must be corrected. They are in essence taking responsibility to act. If any accident happens on site, the first thing the Ministry of Labour does is refer to the inspections to see if hazards were highlighted and brought to the employer’s attention. If the hazards listed on a recent JHSC report that the manager/chef/employer signed off on and no actions had been taken to resolve the issues which subsequently caused an injury, the company may be in serious trouble. They cannot say they never knew about it because their signature is part of the report. They will most probably be given a hefty fine and can even be sued by the injured party.

WHMIS
What is WHMIS?
Workplace Hazardous Materials Information System (WHMIS) is a system designed to provide employers and workers information about hazardous materials used in the workplace.
Under WHMIS, there are three ways in which information on hazardous materials is to be provided:
labels on the containers of hazardous materials;
material safety data sheets to supplement the label with detailed hazard and precautionary information; and
worker education programs

As you move into your career in the kitchen you will no doubt have to start handling a variety of hazardous materials on a daily basis. Recently, I heard of an experienced chef receiving second degree burns from inadvertently making the mistake of mixing degreaser and another common kitchen cleaner. Mishandling of hazardous materials can have disastrous consequences. At work, and at school, knowing what you are dealing with, how to minimize exposure, and how to respond when an accident happens, can drastically reduce the potentially life-altering consequences of an encounter with hazardous materials. WHMIS training has not been made mandatory by government but some employers include the training as part of their standard health and safety protocol. The training gives workers the foundation of knowledge to prevent accidental and long-term exposure to the harmful effects of hazardous materials at work.

First Aid
First Aid kits are required in all workplaces
The workplace must have an employee(s) trained in first aid
https://www.ontario.ca/laws/regulation/901101
A first aid station shall contain:
Necessary first aid supplies
Form 82 poster (see slide 34)
the valid first aid certificates of the trained workers
a signed inspection card recording the date of the most recent inspection of the first aid box

Click on link to see what must be in First Aid kit. https://www.ontario.ca/laws/regulation/901101

Form 82: In Case of Injury Poster

This is form 82, known as the “In Case of Injury” poster. By law, it must be posted at first aid stations and also in the staff area where it is visible to all employees. It instructs the steps that according to WSIB must be followed in the event of an accident causing personal injury at work. It outlines the rights and responsibilities of workers, supervisors and employers with regard to injuries that happen in the workplace and it provides a Ministry of Labour telephone number to report critical injuries, fatalities and work refusals or to obtain information about workplace health and safety. Next time you go to work make sure you can find this poster.
34

What to do if you’re injured at work:
The injured employee must:
Seek first aid immediately
Tell your employer/supervisor about your injury immediately
The employer must:
Arrange and pay for transportation for worker to access medical care if required
Report injury to WSIB within three days if it involves:
Medical treatment
Lost wages due to time away from work
Pay injured worker’s full wages for the day of the injury
Workplace Safety and Insurance Board (WSIB)
http://www.healthandsafetyontario.ca/HSO/Home.aspx?_ga=1.207839954.1109146177.1480530389

http://www.healthandsafetyontario.ca/HSO/Home.aspx?_ga=1.207839954.1109146177.1480530389
If someone gets hurt on the job an employer must pay them the full amount they would have earned if they had not been injured (It’s calculated as based on an average of several weeks’ worked leading up to injury). Medical treatment can means a doctor visit, emergency visit but not just being bandaged or taking a break before getting back to work.
If an employer neglects to submit the paperwork (WSIB Form 7) within the 72-hour window, steep fines are levied against them. If too many injuries occur at this workplace, if they are late on their insurance payments, or they don’t send in paperwork upon injuries, it can result in a loss of a business license which essentially shuts a business down. The government takes worker health and safety very seriously.
If your employer does not file the paperwork in the 72-hour window, you need to call WSIB to let them know and they will help you file the necessary documents so that you can receive WSIB payments. I once waited over two weeks for my employer to do this and had to take matters into my own hands. The restaurant ended up having to pay a very hefty fine, and unfortunately there was a long delay before I received my WSIB payment because of the delay in filing the paperwork.
Never hide an injury that you have received at work. Even if it doesn’t seem terribly bad in the moment, it could cause issues later and if not reported, it will not be covered by WSIB. For instance, some cooks may have to climb up on boxes in dry storage to retrieve supplies. If they fall and hurt their shoulder or back many will be afraid to tell anyone, but in the long-term they might suffer from nerve damage, soft tissue that could affect their health and ability to work in future if not treated.
Also, never agree to work “under the table” as you will not be covered by WSIB. I know a student who agreed to work for cash without signing an employment contract and he broke his ankle at work on the second day of his job. The employer, of course, let him go and he was not able to get another job for 4 months AND he had no access to WSIB because he essentially did not exist on the employer’s payroll. Not only did he lose the ability to work, he had to cover the cost of his cast and crutches and all other medical treatments and prescriptions out of his own pocket. This is a very serious issue that can financially devastate a person. Be educated. Know your rights. Don’t agree to working “under the table.”

When not to report to WSIB:
You don’t need to report the incident if injured employee:
Only needs first aid on site
Some examples of first aid are:
Cleaning minor cuts, scrapes or scratches
Treating a minor burn
Applying bandages, a cold compress or ice bag

Image source: firstaidforfree.com
For more information: http://www.wsib.on.ca

Links for Your Reference
Health & Safety and ESA
In Case of Injury Poster https://www.wsib.ca/en/case-injury-poster-form-82
Summary of Employment Standards Legislation: https://www.ontario.ca/page/posters-required-workplace#section-1
Employment Standards Act: https://www.ontario.ca/laws/statute/00e41
Ontario Health & Safety Act: https://www.ontario.ca/laws/statute/90o01
WHMIS: http://whmis.org/
Canadian Human Rights Act: http://laws.justice.gc.ca/en/H-6/ http://www.unac.org/rights/actguide/canada.html
Canadian Charter of Rights and Freedoms:
http://www.unac.org/rights/actguide/canada.html
Employment Equity Act: http://laws.justice.gc.ca/en/E-5.401/
WSIB: http://www.wsib.on.ca
Workplace Harassment: http://stepstojustice.ca/common-question-plus/employment-and-work/what-can-i-do-if-i-am-being-harassed-work

Here is a list of links for your reference.
The Employment Standards Act is a lengthy document that outlines the rights of employees and provides information on almost any employee-related question you can think of. For instance, what rights you may have for a leave of absence should a parent pass away, or what would happen if your company gets sold to another and what that means for your employment.

Minimum Wage
Rate

Rates from October 1, 2015 to
September 30, 2016

Current Rates as of
January 9, 2020

General Minimum
Wage

$11.25
per hour

$11.40
per hour

Student Minimum
Wage

$10.55
per hour

$10.70
per hour

Liquor Servers
Minimum Wage

$9.80
per hour

$9.90
per hour

Minimum Wage Rates

Minimum Wage
Rate
Rates from October 1, 2015 to
September 30, 2016
Current Rates as of
January 9, 2020
General Minimum
Wage
$11.25
per hour
$11.40
per hour
Student Minimum
Wage
$10.55
per hour
$10.70
per hour
Liquor Servers
Minimum Wage
$9.80
per hour
$9.90
per hour
Minimum Wage Rates

Minimum Wage Rate

Rates from October 1, 2015 to September 30, 2016

Current Rates as of January 9, 2020

General Minimum Wage

$11.25
per hour

$11.40
per hour

Student Minimum Wage

$10.55
per hour

$10.70
per hour

Liquor Servers Minimum Wage

$9.80
per hour

$9.90
per hour

Minimum Wage Rates

Ministry
of Labour

Employment Standards in Ontario
The Employment Standards Act, 2000 ( ESA ) protects employees
and sets minimum standards for most workplaces in Ontario.

Employers are prohibited from penalizing employees in any way
for exercising their ESA rights.

What you need to know
Minimum wage
Most employees are entitled to be
paid at least the minimum wage.
For current rates visit:
Ontario.ca/minimumwage.

Hours of work
and overtime
There are daily and weekly
limits on hours of work, and
rules around meal breaks, rest
periods and overtime. For more
information visit:
Ontario.ca/hoursofwork and
Ontario.ca/overtime.

Public holidays
Ontario has a number of public
holidays each year. Most
employees are entitled to take
these days off work and be paid
public holiday pay. For more
information visit:
Ontario.ca/publicholidays.

Vacation time and pay
Most employees earn vacation
time after every 12 months of work.
There are rules around the amount
of vacation pay an employee earns.
For more information visit:
Ontario.ca/vacation.

Leaves of absence
There are a number of job-protected
leaves of absence in Ontario.
Examples include pregnancy,
parental and family caregiver leave.
For more information visit:
Ontario.ca/ESAguide.

Termination notice and pay
In most cases, employers must
give advance written notice when
terminating employment and/or
termination pay instead of notice.
For more information visit:
Ontario.ca/terminationofemployment.

Learn more about your rights at:

Ontario.ca/employmentstandards
1-800-531-5551 or TTY 1-866-567-8893

@ONlabour @OntarioMinistryofLabour

Other employment
rights, exemptions and
special rules

There are other rights,
exemptions and special
rules not listed on
this poster including
rights to severance pay
and special rules for
assignment employees of
temporary help agencies.

Subscribe to stay
up-to-date on the latest
news that can affect you
and your workplace:
Ontario.ca/labournews

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