We've all been there. You're thinking to yourself, "why don't I see if there is a template online for the document I am looking for?". You do a quick Google search for "free vacation policy template" and you find several websites offering you a free policy you can put into your employee handbook and, voila, problem solved.

Here are some things to consider before putting that policy into place and why HR policies are not a one-size fits all solution.

Announced earlier today, the UCP has outlined their plans for Bill 2 - Open for Business Act.

Here is a recap of the changes to the Employment Standards legislation proposed by the UCP Government:

• $13/hour min. wage for workers under the age of 18 and work less than 29 hours per week which will take effect on June 26.
• Return of the 30 day waiting period to be eligible for general holiday pay
• Workers will not receive general holiday pay for holidays that occur on days they are not usually scheduled to work.
  
• Allow employees to bank overtime at a rate of 1:1
• Restore the mandatory secret ballot process for union certifications
• Increased support programs for workers intended help workers better understand and exercise their rights.

These are proposed changes that will be included in their Bill 2. With the UCP government having a majority in the legislature, the bill will be expected to pass.

The performance management cycle is one of the simplest HR functions in theory but one of the hardest to put into practice. Simply put, it can be broken down into three simple steps. The performance management process is a cycle that reverts back to the beginning once it completes itself. It is never complete as long as that person is still an employee. We should always be evolving and changing both our goals and our expectations. 

Conflict in the workplace is one of the most common issues that managers have to deal with in managing employees. It is very common, especially for newer managers, to ignore the problem hoping that it goes away. Unfortunately, this is not usually the case and by ignoring the issue, it tends to create a bigger problem that could have been dealt with much easier if it had been discussed earlier. I am suggesting that you utilize the IBR Approach to conflict resolution. 

We often get asked in HR, what are my rights to information on an employee's disability? 

Well the answer is a complicated one that needs to be carefully considered. Usually the answer is - "it depends".  Below, I will take you through several different commonly asked questions.

​I just attended another webinar of the dozens I have this year.

This one was on Overview of Employment Standards Code. There are so many unique situations employers face and it is difficult to know how to apply legislation. ​We've seen many employers taking risks as they are not aware of how legislation relates to them. Sometimes just crossing their fingers hoping they are not reported. We know from experience that putting in the effort up front to be compliant saves time, energy, and money. 

Here are some answers to common questions:

If an employee requests to be paid our their vacation instead of taking it, can I do that?
Yes and No. Employees can be paid out their vacation, but employers are still required to allow them the time away from work. Therefore an employee who has been with you 4 years and under would be entitled to 2 weeks vacation (4% accumulation) and could be paid out their vacation, however you are still required to provide them with 2 weeks away from work.

Does Bereavement Leave apply to part timers as well?
Yes, the code does not distinguish between full and part time for this topic.

Does a "good friend" passing qualify and employee for Bereavement Leave?
It could! This person could qualify under "a person the employee isn't related to but considers to be like a close relative" (last bullet point under Employees family members). We have seen this distinction be tricky for employers.
Often I receive questions as to whether an uncle or aunt qualifies and they do. A good rule of thumb is "would they be sitting around your table at Christmas dinner or another important family celebration?" if yes then you do need to grant your employee leave.

​If you've ever been an Human Resources practitioner, your office has probably been referred to as the "Principals Office", the dreaded place where wayward students go to receive their punishment. Often, this is because employees have associated this office and the HR position as with the place they go and the person they see to discuss disciplinary action. As leaders in your organization, it is important recognize that this practice can have detrimental effects on the effectiveness of your HR team. 

Depending on the culture/process within your organization, you have likely heard something along the lines of "if you have any concerns, please bring them up with HR" and left it at that. Now put yourself in the shoes of the employee who has something to say, wants to report it, but fears that going to the HR department out of fear of being "on the radar" of HR. This can lead to under reporting and potential productivity issues if problems go unchecked. 

HR should be used as a tool in the conversation with employees to establish your expectations, whether it be disciplinary in nature or not. You may want to include your HR rep if you are giving positive feedback, providing a coaching session with that employee, or reviewing their career development plan. Not only does this help keep the HR team informed of your conversations, it helps to reinforce that HR is their to support the employee. 

As HR providers, we must also remember to be frequently checking in with employees and looking for these positive moments to provide our support and not necessarily waiting for our invite.

​Biases, that part of us that decides how we perceive things. 

Every time you make a decision, your social background, personal and cultural values, and life experiences influence your reasoning. This is beneficial for helping you make day-to-day choices that align with your goals, but in HR it can lead to unconscious bias, also known as implicit bias, which unfairly influences how we interact with employees. Everything from performance reviews, to recruiting, to layoff decisions, can be influence by these biases. 

Type of Biases
​
Affinity Bias
Affinity bias refers to when you unconsciously prefer people who share qualities with you or someone you like. For example, if an applicant went to the same school as you or they share similar hobbies, you’re more likely to prefer them over other candidates.

Beauty Bias
We all unconsciously notice people’s appearances and associate it with their personality. Appearances are important, particularly in a workplace setting, as they reflect on professionalism and self-awareness. However, many of us judge others too harshly based on their physical attractiveness.

Other times, you may unconsciously dislike certain features in a person. Maybe you think they’re too short, that they have poor posture, or they don’t have an expressive face. These may stem from a subconscious, stereotypical view of what a successful or friendly person looks like.

Conformity Bias
Conformity bias happens when your views are swayed too much by those of other people. It occurs because we all seek acceptance from others – we want to hold opinions and views that our community accepts.

Confirmation Bias
Confirmation bias refers to how people primarily search for bits of evidence that back up their opinions, rather than looking at the whole picture. It leads to selective observation, meaning you overlook other information and instead focus on things that fit your view. You may even reject new information that contradicts your initial evidence.

Gender Bias
Gender bias is simply a preference for one gender over the other. It often stems from our deep-seated beliefs about gender roles and stereotypes.

Halo Effect
The halo effect occurs when we focus on one particularly great feature about a person. You view everything about the person in a positive, ‘halo’ light, which makes you think they’re more perfect than they are. Similar to affinity and confirmation bias, this makes us overlook other information. It skews our opinion of other aspects, including negative ones.

Horns Effect
The horns effect is the opposite of the halo effect: you focus on one particularly negative feature about a person, which clouds your view of their other qualities. For example, if a person uses a particular turn of phrase you dislike, you may suddenly dislike everything else they say.

Recency Effect
The recency effect occurs when we make a decision or judgement based only on the most recent memory or interaction. For example, if a sales employee recently made a large sale, we may base our assessment of their performance on this sale as opposed to looking at the data from the past year. 

How to Overcome Unconscious Bias

Recognizing these biases are the first step in overcoming them.

Use the following strategies to counter your unconscious biases:

• Take your time during decision-making processes. Making the right decision is more important than making a fast decision to save money and time, so you should avoid snap judgements or opinions. Instead, make sure you fully assess the decision and keep an open mind. 
• Where possible, include a variety of people in decision. Other people’s views and input help you spot and address your own preconceptions, which in turn helps reduce bias.
• Everyone should aim to assess others more positively – to give credit where it’s due and not magnify shortcomings.
• Be honest with yourself. It’s okay to have biases – we all do. It doesn’t make you any less of a person. What’s important is that you control them and actively look for ways to expand and revise your views. Be open to change.
• Improve everyone’s awareness of equality and diversity. You can take training courses that teach people the benefits of a multicultural workplace. It helps you recognise any biases you hold that go against building an equal, diverse team.

Bill 17 (The Fair and Family Friendly Workplaces Act) brought in many changes for Alberta Employers. It is important that employers have implemented changes from the Bill as it came into effect in January 2018. Contact us if you need advice or assistance in implementing changes into your company.