Human Resources

In this category, the standards address all aspects related to human resources management, namely the following three areas: promoting a positive and equitable work environment, hiring, engagement and retention of staff, and managing volunteers and students. Listed below are the various standards within the main areas of Human Resources. For a more in-depth overview of this category, we encourage you to listen to the short video located in the right hand corner of this page.

Bill 148 New Changes Feb 2018

February 23, 2018, Updates on (Bill 148)

Learn more about changes to Ontario’s employment and labour laws and how you benefit.

Summary

Ontario’s economy, like others around the world, has changed. Work is different and, for many people, increasingly less secure. Many workers struggle to support their families on part-time, contract or minimum-wage work, and many more don’t have access to time off due to illness.

In order to create more opportunity and security for workers in this changing economy, we introduced the Fair Workplaces, Better Jobs Act, 2017. It was passed on November 22, 2017.

Some changes will come into effect in November 2017, January 2018, April 2018, January 2019.  You will learn about:

  1. Minimum wage<
  2. Equal pay for casual, part-time, temporary and seasonal employees<
  3. Temporary help agencies<
  4. Scheduling<
  5. Vacation time<
  6. Personal emergency leave<
  7. Domestic or sexual violence leave<
  8. Employee misclassification<
  9. Footwear with an elevated heel<
  10. How we enforce the Employment Standards Act<
  11. Other changes<

Values and Ethics Competences: Human Resources Planning?

VALUES

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

AND ETHICS COMPETENCY

Values and Ethics
Serving with integrity and respect in personal and organizational practices. Includes respecting democratic, professional, ethical and people values. Building respectful, bilingual, diverse and inclusive workplaces. Ensuring decisions and transactions are transparent and fair. Holding themselves, their employee and their organizations accountable for their actions.

 

Behaviours include:
• Adhering
• Promoting
• Advocating

 DEVELOP YOUR CORE COMPETENCIES <

Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

and the overall strategic plan of an organization.

 

Technology Is Changing Human Resource Management

Technology Is Changing Human Resource Management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

 

The future of any human resource team is being connected to technological development and challenging it offers rooms for innovators inside and outside the industry to adapt new developments to create and redesign the workplace and employee experience. I believe the future will showcase that HR can take a role in the science fiction novels, and innovation in the field will continue to grow as human resource professionals will find new ways to embrace and model the technological development. What will be next?

 Companies will continue to adopt cloud computing and HR is actually ahead of the curve, with more time being spent on using cloud solutions to efficiently increase workforce productivity than other industries. The increase in use of these tools comes with availability of information, which will push HR expertise into middle management ranks freeing up human resource departments from training middle tier leadership

When referring to an ‘organization’s leadership’, we mean the board, ED and senior management.

. Part of HR’s functions will be taken over by line managers, while the role of HR will shift to business performance and execution.

EI Maternity and Parental Benefits

Are you eligible for EI maternity or parental benefits? 

Find out more:https://www.canada.ca/en/employment-social-development/programs/ei/ei-list/reports/maternity-parental.html#h2.2

What are EI maternity benefits?

EI maternity benefits are offered to biological mothers, including surrogate mothers, who cannot work because they are pregnant or have recently given birth. A maximum of 15 weeks of EI maternity benefits is available. The 15 weeks can start as early as eight weeks before the expected date of birth, and can end as late as 17 weeks after the actual date of birth.

What are EI parental benefits?

EI parental benefits are offered to parents who are caring for a newborn or newly adopted child. A maximum of 35 weeks of parental benefits is available to biological, adoptive, or legally recognized parents. The two parents can share these 35 weeks of benefits. A person recognized as the child’s legal parent on the provincial or territorial birth certificate may be eligible to receive parental benefits.

Note: The number of weeks of EI maternity or parental benefits you are entitled to receive does not change, even if you have a multiple birth (twins, triplets, etc.) or if you adopt more than one child at the same time. 

EMPLOYMENT POLICIES AND PROCEDURES

EMPLOYMENT POLICIES AND PROCEDURES

 An organization should have the policies in place to explain how they will deal with issues when they arise and to show that they operate in a fair and consistent way towards all employees. 

It can be hard to write a policy from scratch.This resource will assist you with:

Developing and implementing a policy. 

What should an employment policy include?

Defining a good policy

Professsional Development Plan for Organizations

Professional Development

All types of facilitated learning opportunities that aim to increase a person’s skills or knowledge, leading to personal development and career advancement. Learning opportunities may include courses, workshops, coaching, etc and may be specific to the present demands on an organization’s staff or leadership, or may be more broadly relevant to a person’s career goals.

Plan

A professional development plan documents the goals, required skill and competency development, and objectives a staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

member will need to accomplish in order to support continuous improvement and career development. A professional development plan is created by the manager working closely with the staff member to identify the necessary skills and resources to support the staff member's career goals and the organization's business needs.

Professional development for staff members begins when a new member joins your team. In addition, all staff members should have a "living" professional development plan in place. Planning should not take place only after an staff member is identified as needing improvement. Professional development plans should be reviewed on an on-going basis throughout the year, with at least one interim https://hr.duke.edu/managers/performance-management/professional-development-plan<

7 Steps to Better Employee Self-Care in the Workplace

7 Steps to Better Employee Self-Care in the Workplace

How organizing our space can organize our thoughts and life: a chronicle<

How organizing can turn our life inside out, at first! Balancing work, family, and personal life has always been challenging for employees. It is even more challenging today. Our technological advancements are overwhelming us with its information overload. The workday is filled with multi-tasking expectations and increasing emphasis on efficiency, productivity< and global competitiveness. Employees find themselves competing not only against peers but also against a global workforce. These workplace< pressures continue to mount, especially with the current economic and political challenges and uncertainty. Such pressures can lead to the experience of cumulative stress< for employees. It may also compromise the quality of their performance in all areas of their lives, and their emotional and physical well-being overall. 

 

Professional Development Strategies

Developing a self-care plan

Once you have created a self-care plan it is important to ask yourself, “what might get in the way?” What can you do to remove these barriers? If you can’t remove them you might want to adjust your strategies. Think honestly about whether any of your strategies are negative and how you can adjust your plan to avoid or minimise their impact.

It can be challenging if your workplace is not supportive of self-care activities, but you can still do things outside of work to help yourself. It is import that your plan resonates for you and that you put it in to action starting now.

Human Resource Management

History Antecedent theoretical developments The Human Resources field evolved first in 18th century Europe from a simple idea by Robert Owen and Charles Babbage during the industrial revolution. These men knew that people were crucial to the success of an organization. They expressed that the wellbeing of employees led to perfect work. Without healthy workers, the organization would not survive.[6] HR later emerged as a specific field in the early 20th century, influenced by Frederick Winslow Taylor (1856-1915). Taylor explored what he termed "scientific management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

" others later referred to "Taylorism", striving to improve economic efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing process—labor—sparking inquiry into workforce productivity.[7] 

PERFORMANCE MANAGEMENT TOOL

PERFORMANCE MANAGEMENT

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

TOOL

 Download the tool<

PURPOSE:

To provide the organization with a means of managing the performance of their staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

through identifying critical performance objectives for all employees which are linked to the priority goals of the organization and reviewed on a specific time frame.

DESCRIPTION:

The Performance Management Tool consists of three complimentary parts: A Work Planning and Performance Review System, a guide for Developing Performance Objectives and a guide for Developing Job Descriptions.

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