1. © 2009 McGraw-Hill Ryerson Ltd. Chapter 6 Training Employees 1.Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees’ readiness for training. 4.Describe how to plan an effective training program. 5.Compare widely used training methods. 6.Summarize how to implement a successful training program. 7.Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. What Do I Need to Know? The Legal Context for Human Resource Management

2. © 2009 McGraw-Hill Ryerson Ltd. Steven Fletcher, MP Steven Fletcher is breaking barriers in Ottawa as Canada’s first quadriplegic MP. Steven is focused on using his abilities to contribute and improve the situation for others. Accommodations including building adaptations and use of technologies to allow him to do his job. 2 of 15

3. © 2009 McGraw-Hill Ryerson Ltd. Introduction Federal, provincial and territorial governments set limits on HRM Need to be proactive about legal requirements rather than just merely maintaining compliance with legislation 3 of 15

4. © 2009 McGraw-Hill Ryerson Ltd. The Legal Framework for HRM. 4 of 15 Federally Regulated (10%) (Partial List) Provincially Regulated (90%) All other businesses not federally regulated Examples include: Retail & Hospitality Hospitals & Health Care Schools, Colleges, & Universities Most Manufacturers Federal Government BanksAirlines TV & Radio stations Telecommunications First Nations Other: e.g., seed mills

5. © 2009 McGraw-Hill Ryerson Ltd. Equality in Employment Discrimination To treat someone differently or unfairly because of a personal characteristic Direct Discrimination Policies or practices that clearly make a distinction on the basis of a prohibited ground Indirect Discrimination Policies or practices that appear to be neutral but have an adverse effect based on a prohibited ground 5 of 15

6. © 2009 McGraw-Hill Ryerson Ltd. Inappropriate Discriminatory Behaviour in Employment Examples: Denying someone a job because of a disability that can be accommodated or doesn’t affect job performance Internet or recorded telephone hate messages Firing an employee for filing a human rights complaint Including employment requirements not related to the job e.g., asking for previous Canadian work experience 6 of 15

7. © 2009 McGraw-Hill Ryerson Ltd. Legislation in Canada Canadian Human Rights Act Charter of Rights and Freedoms Employment Equity Act Official Languages Act Personal Information Protection and Electronic Documents Act (PIPEDA) Employment Standards Pay Equity 7 of 15

8. © 2009 McGraw-Hill Ryerson Ltd. Employment Equity Designated Groups 8 of 15 Aboriginalpeoples Women Persons with disabilities Visible minorities

9. © 2009 McGraw-Hill Ryerson Ltd. Prohibited Grounds of Discrimination 9 of 15 Canadian Human Rights Act Pardonedconviction National or ethnic origin Disability Marital or family status Religion Age Sex, sexual orientation Race or colour

10. © 2009 McGraw-Hill Ryerson Ltd. Human Rights Complaints 10 of 15

11. © 2009 McGraw-Hill Ryerson Ltd. The Government’s Role At a minimum employers need to comply with legal requirements for their jurisdiction Human Rights Commissions Human Rights Legislation Employment Equity Pay Equity The Privacy Commissioner of Canada PIPEDA 11 of 15

12. © 2009 McGraw-Hill Ryerson Ltd. Employer’s Role Avoiding Discrimination Differential treatment Differing treatment of individuals where the differences are based on a prohibited ground Bona fide Occupational Requirement A necessary (not merely preferred) requirement for performing a job e.g., legal discrimination End of Mandatory Retirement Duty to Accommodate Duty to consider how an employee’s characteristic can be accommodated 12 of 15

13. © 2009 McGraw-Hill Ryerson Ltd. Preventing Harassment Harassment: Any behaviour that demeans, humiliates, or embarrasses a person and that a reasonable person should have known would be unwelcome Sexual Harassment: Unwelcome behaviour that is of a sexual nature or is related to a person’s sex Negligent Hiring: Legal concept--duty to protect workers and the public from harassment or violence arising from negligent hiring 13 of 15.

14. © 2009 McGraw-Hill Ryerson Ltd. Valuing Diversity A diverse workforce provides a competitive advantage Wider pool of talent Greater insight into needs of diverse customers Objectives for Diversity and Employment Equity may be linked Create an environment where individuals feel valued and can perform to potential Avoid microinequities 14 of 15

15. © 2009 McGraw-Hill Ryerson Ltd. Occupational Health and Safety Organizations are increasingly taking a strategic approach by adopting a values- based commitment to safe operations Benefits include: Cost savings by reducing worker injuries, fatalities, occupational disease, and property damage Improved employee relations and reliability Productivity improvement 15 of 15