Employers must meet obligations under the Accessibility for Ontarians with Disabilities Act (AODA) and file a compliance report with the Ontario Government by December 31, 2017.

What is the AODA?

In 2005, the provincial government passed the Accessibility for Ontarians with Disabilities Act with the goal of making Ontario accessible by 2025. People with disabilities face obstacles that make it difficult, sometimes impossible, to do the things most of us take for granted. Things like going shopping, working, or taking public transit; organizations can remove some of these obstacles by doing things differently.

Ontario Employers must implement Accessible Standards

The purpose of the AODA is to involve Ontario employers in the development and implementation of accessibility standards in their workplaces in key areas that impact daily living. The AODA has 5 components:

• Customer Service
• Communication
• Employment
• Transportation
• Built Environment (public spaces)

Does the AODA apply to all Ontario Employers?

Employers with 1 or more employee must implement AODA standards. Accessible standards, requirements and implementation deadlines vary depending on the organization size and for private, non-profit or public sector organizations.

AODA Compliance Report Due December 2017

All employers with 20 or more employees must file an AODA compliance report by December 31, 2017.

Large Private Sector Organizations (50 or more employees) should have the following policies, programs, practices and training in place by the end of 2017: 

• Develop a Customer Service policy, procedures and practices for providing goods and services to persons with disabilities. Customer Service Standards apply to businesses serving the public or business to business.
• Develop an accessibility policy and multi-year plan on how to implement the requirements of the legislation.
• Train all employees on accessible customer service and the requirements of AODA.
• Implement accessibility across all stages of the employment relationship.
• Create accessible public spaces such as waiting areas, service counters, walkways and parking. This only applies to new or major renovations to existing public spaces.

Small Private Sector Organizations (fewer than 50 employees) should have the following policies, programs, practices and training in place by the end of 2017: 

• Develop a Customer Service policy, procedures and practices for providing goods and services to persons with disabilities. Customer Service Standards apply to businesses serving the public or business to business.
• Develop accessibility policies.
• Train all employees on accessible customer service and the requirements of AODA.
• Implement accessibility across all stages of the employment relationship.

Where can I learn more about AODA Accessible Standards?

A summary of implementation deadlines for private sector companies is available here:

Managers’ guide to accessibility large organizations

Managers’ guide to accessibility small organizations

Learn how to file an AODA Compliance Report, more about accessibility in Ontario and the AODA.

An important part of being a people manager is knowing how to manage office gossip and limit negative rumors in the workplace.

Too much gossip will eventually hurt productivity and lead to low morale and employee engagement. Another negative side effect is the impact on employee turnover, with high-performing employees becoming frustrated and ultimately leaving. On the extreme end, malicious and hurtful gossip could potentially result in legal action being taken against the company. These are just a few of the negative impacts of office gossip, but there are ways to overcome the gossip.

Here are a four essential tips to overcome office gossip and protect your company’s productivity and values.

Tip #1 – Address the employees who gossip.

The first step is to stop the gossip directly by addressing the key people face to face. Always meet in a private location where your conversation cannot be overheard. The purpose of this step is to to help the person understand the ramifications of their actions and what could happen if it continues. This could include a written warning, demotion or even loss of employment. Make it very clear that gossip will not be tolerated and explain the consequences if it continues.

Tip #2 – Meet with all your employees.

The next step to manage office gossip should involve addressing your entire team. Add gossip as an agenda item at the next staff meeting. Use humor to introduce this topic and get people talking. Make sure to include some examples from the news to highlight the potential damage of gossip and rumors. Make sure your team understands the difference between negative and positive gossip and the ramifications of each. Over time, develop a strategy that helps your team change the corporate culture to one that encourages positive gossip.

Tip #3 – Don’t Ignore It.

While gossip is often hurtful and not productive at all, there are sometimes ways to make it useful. Gossip might point to issues that are brewing among staff and alert you to take action. Not everything that is said around the water cooler is worth your attention. Look for patterns in mood and behavior. Identify better methods than the rumor mill to flag problems. Keep communication open and search for ways to improve the work environment.

Tip #4 – Report It.

Above all, gossip can be a huge distraction in the workplace and can easily cross over into harassment and bullying. As a manager, don’t hesitate to bring any incidences to HR if there is a problem you cannot solve on your own. If the gossip does not stop after taking action, talking to HR should be your next logical step.

In a day and age where it is becoming more common place for people to speak their minds, we see more and more incivility at work. It almost seems like people feel they have permission to say and do things that they would not have said or done 1 year ago. It’s a people managers job to ensure that negative behavior does not impede the progress, productivity or goals of the organization. Follow these tips to manage office gossip, help mitigate the negative impacts of gossip and build a positive work environment.

“Don’t bother coming back!” This is the text message sent after a heated exchange with your employee. Can you terminate employment by text message?

There are two issues to consider in this situation. The impulsive reaction to an argument or incident and the method of communication.

Follow the “24 Hour” Rule 

Managers should avoid making an impulsive or snap judgement regarding the termination of employment. It is always a best practice to follow what is called the “24 hour” rule. Don’t make decisions in the heat of an argument or in response to an incident. Allow for a cool down period. Take the time to discuss the situation with your management team, human resources or an employment lawyer. You may end up firing the employee, but by thoughtfully responding to the situation and preparing the termination you may save yourself future litigation in a wrongful dismissal case.

Fired by Text Message

Is text messaging a legitimate method for communicating a termination? Most people would agree that important communications should occur face to face. As a manager, you need to ensure your message is received and understood. Therefore, face to face communication is ideal. Treating your employee with respect and dignity is a very important best practice in employment, even during a difficult termination.  

However, since text message is the preferred method for communication in many workplaces it needs to be considered. Texting is a quick and direct method to communicate. Verifying that the message was delivered and read is possible depending on the phone plan.  Managers can use text messaging to inform the employee of an in-person or telephone meeting. If the employee does not respond to your efforts, you will need to use several options to communicate your message. In this situation, managers may decide to inform their employee about the termination by telephone message, text message, email and by registered mail. 

Once a decision has been made to terminate employment, managers should make every effort to conduct a face to face meeting with the employee. Managers should be very cautious about using text messaging during the termination process. The last thing your company wants to read is a news headline like this one “I was fired by text message, my boss is @#%!”.

For more information on managing workplace issues and terminations visit the Fusion Career Services Industry Resource page. 

It’s that time of year again, when colds and the flu are rampant and it seems like every other day another member of your staff is calling in sick.

Everyone gets sick occasionally, and in Canada flu season typically peaks in December and again in January – February with the cold temperatures. But for people managers, this time of year can be hard when deadlines need to be met and new year goals achieved. Managing chronic sick leave is even more difficult. 

According to Statistics Canada, the average Ontario worker misses 8.5 days per year (6.8 sick days & 1.7 days for personal or family responsibilities). For larger corporations and the government sector this number is troubling; but for small and medium sized businesses days off can culminate in huge losses to productivity and may affect the organizations bottom line. The best way to overcome the pitfalls that come with chronic absenteeism is to use a combination of methods to not only monitor frequent sick days but also to ensure a pattern of frequent sick days doesn’t become the norm for your staff.

Listed below are a few practical tips to help you manage chronic sick leave.

Track Attendance

Tracking attendance is important to identify any patterns in absenteeism early. This is your opportunity to start communicating and working with the employee when there are early signs of chronic illness or patterned absenteeism. Communication is key to ongoing dialogue and working with your staff to develop a suitable solution to manage chronic sick leave.

Understand your Team

Be on the lookout for warning signs. If there is a spike in employees calling in sick (and it’s not because of a bout of the flu that’s making the rounds) have a conversation to find out what the issue could be. It can be awkward to approach someone who may be feigning an illness. Asking the right questions can give you a good idea of your staff’s sense of stress or job satisfaction. It takes time to cultivate a trusting professional relationship with staff. Regular check-ins are important to show team members that management is invested in their professional development and well-being.

Identify Possible Causes

Absenteeism can be the result of stress (at work or at home), a poor match within the organization, childcare or eldercare responsibilities, disengaged employees, the list goes on and on. Identifying the cause will make it easier to find the best solution.

Request Medical Info

Know when to request a Doctor’s note to substantiate sick leave and to include as part of continued documentation.

Follow Up

Work collaboratively with the employee and their medical professionals to obtain relevant medical information that is specific to their limitations and to the workplace. Follow up regularly and provide the necessary tools to assist in making their working hours balanced and manageable.

Accommodate

Accommodating the unique needs of an employee at an early stage can avoid conflict down the road. There are often small changes that can be made to the employee’s schedule or work duties that may meet their accommodation needs. Make sure you are aware of the Employment Standards Act leaves of absence without pay that are available to employees.

Document

Of all tips, this is perhaps the most important. Always keep detailed notes about managing the illness at the workplace. These notes should include all communication with the employee, any accommodations considered, employee response, how the efforts to accommodate are impacting the workplace (good and bad) and any other pertinent information. Having this type of information can help in the long run in case other measures need to be taken.

Managing frequent absenteeism and employee sick leave is a very sensitive issue and has to be managed in a way that doesn’t hurt the organization but also helps the employee. Using these techniques will help you manage chronic sick leave while balancing that slippery slope by giving managers the tools that will put the business and the employee – on top.

For information on the Employment Standard Act leaves of absence read the Fusion Blog on Family Friendly Leaves or check out our Manager Guides.  

Anyone with responsibility for hiring or promoting employees knows how frustrating it can be to choose a candidate that seemed right only to later find out that they weren’t a good fit for the job. 

Bad Hire Costs are Higher Than You Think

In the staffing world, it’s commonly known that a poor job fit can cost a company 30% or more of the first year salary. Costs come from recruiting, on-boarding, training, lost productivity, overtime, mistakes, and lost customers. Other related bad hire costs include morale issues and disengaged employees. For small and medium sized organizations a bad hire can cripple operations.  

Hire Right the First Time

Choosing the right person among a pool of qualified candidates is not an exact science. The hiring manager must weigh the pros and cons of each individual and make a final selection.

The Job Posting

The first step in selecting the right candidate is to craft an accurate and enticing job posting. A typical job ad focuses on what the employer wants from the applicant such as the academic degrees, specific skills and a strong work ethic. However, in this competitive job market focusing on what employers can offer job seekers will result in better employee matches. Job seekers are looking for work autonomy, career advancement and inclusion in decision making.  It’s these types of job opportunities that produce a larger number qualified applicants. Postings focusing on what the organization can offer received three times as many highly rated applicants as ads that only demanded specific traits from applicants.

The Interview

The next important step in the selection process is asking the right interview questions. Having a good set of relevant questions is a critical step in the hiring process. Preparing a structured interview, with questions that address the attributes you need grow your business and adapt to constant change is very important. All candidates should be asked the same set of questions. During the interview, you will be seeking to learn the answers to these highly valuable questions. Is the candidate highly adaptive? Are they team players? Do they see learning as pleasure? Discovering the answers to these questions will help in selecting the best-fit candidate.

Reference Checks and On-boarding

Other important hiring steps include the reference check and a well organized on-boarding plan to get your new hire trained and working productively as quickly as possible.

Consider Hiring a Professional Recruiter

At the end of the interview process, if there does not seem to be a suitable candidate, then consider doing one of the following:

• Hire the candidate who most closely matched the requirements of the job.  Plan for dedicated training to bring that person’s skills up to needed levels.
• Re-advertise and reconfigure the position to attract more qualified candidates. .
• Retain the services of a Professional Staffing Firm who will actively source qualified candidates for your role. 

The best tool at your disposal is to seek advice from a staffing firm. Hiring a recruitment specialist to assist you may seem costly at first, but choosing the wrong candidate will definitely cost you more. Avoid bad hire costs by hiring right the first time. Learn more about Fusion Staffing Services. 

It’s unrealistic to assume that change will be welcomed with open arms by staff members. Not all change is good for every individual, therefore it’s best to prepare for the worst, hope for the best and implement a transition plan.

The holiday downtime has passed and it’s now time to get down to business. As we move into 2017, it’s the perfect time to tackle some of the biggest issues that face any people manager. A phrase that has come up consistently throughout 2016 was “change is the new normal”. This fact is even more relevant in 2017. Prepare for the predictable by knowing what to expect from your staff when that inevitable change comes to fruition.

To guide you, here are three tips to help your organization put a plan in place to support your staff through organizational change.

1. Expect Resistance

First and foremost, recognize that with change comes resistance. It’s unrealistic to assume that changes will be welcomed with open arms by staff members. Not all change is good for every individual, therefore it’s best to prepare for the worst and hope for the best. Resistance to change is a normal human reaction. In your transition plan, have a strategy to address push-back that includes positive reinforcement and consequences that are clear and precise to avoid misinterpretation.

2. Communication is Key

Communication is the probably the most important tip to overcoming resistance to change. From the beginning, clearly and concisely explain why the change is taking place. Explain how the change will impact each employee’s job and exactly what is expected of each employee before, during and after roll-out. Each employee needs to understand “what’s in it for me”. This is of the utmost importance. Don’t leave anything out and always try to be as transparent as possible. As a people leader make the effort to speak to individuals in a manner in which they prefer. Communication options include a formal meeting or email or an informal meeting over coffee.

Also, try taking a phased approach to not only the proposed changed but to how it is communicated. Downloading a bunch of information at once can be overwhelming. Throughout the process, provide regular updates and allow staff to ask questions. Time for Q&A will help people understand the process which will make it all the more easier for them to accept the outcome.

3. Do it Right the First Time

No one wants to endure constant organizational reviews and recommendations, so do what needs to be done to get it right the first time. Dealing with failed attempts to change your organization’s structure or operations will leave a lasting and negative impact on how employees see future initiatives and changes. From the start, make sure you do everything in your power to make the changes successful. Doing it right the first time involves setting realistic timelines and constantly communicating to your staff.

It’s unfortunate that many companies fail to successfully implement change because they overload employees and expect instant gratification. The reality of change management boils down to one fact: It takes time. As stated, break the changes down in phases. Guide employees through the change procedure to make sure they understand the process correctly before moving on to the next phase.

For most organizations, the key to successfully handling change is to use the influence of the managers and supervisors who are the closest to the front-line employees…those who will be most affected by the changes. If they are neutral to or resistant to a change, chances are that their employees will follow suit. Engaging positive “influencers” early on and making them a champion of sorts will help the process that much more.

Change is inevitable and with change comes resistance to change. Above all, the best way to ensure change is accepted is through effective communication and following these key tips to get you successfully to the finish line of 2017 and beyond.