Kinnear & Associates Consulting, human resource consulting

At Kinnear & Associates, we are committed to your success. Working side by side,
we develop actionable, sustainable solutions to address your operational and strategic human resource issues on both a project and outsourced basis.

" What lies behind us and what lies before us are tiny matters compared to what lies within us."

Ralph Waldo Emerson

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A Certified Management Consultant with overtwenty years in the field, Brenda Kinnear the firm’s president, has assisted her clients in developing innovative strategies to addressa variety of complex H.R. issues. Her expertise and knowledge of current thinking and trends in the field, has made her both a strategist and a coach, to clients within government, and the public and private sectors.

The focus of our practice is in the areas of:

Human Resource Management
Organizational Development
Workplace Harassment Investigation & Resolution
Human Resource Outsourcing

Kinnear & Associates has developed strategic alliances with diverse networks of consulting professionals available for projects requiring expertise across multiple disciplines.

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CANADIANS FEELING THE CRUNCH - Report

Balancing work, family and personal time getting harder

The following article appeared in thehrreporter.com on June 15, 2010

Canadians, especially women, are caught in a time crunch between work and family and the problem has been getting worse over the past 15 years, according to a new report.

The proportion of Canadians experiencing high levels of time crunch grew from 16 per cent in 1992 to 20 per cent in 2005, found the Canadian Index of Wellbeing (CIW) report Caught in

the Time Crunch: Time Use, Leisure and Culture in Canada. About 23 per cent of women felt time pressured compared to 17 per cent of ment.

In a world with the internet and Blackberrys, work no longer just happens in the workplace from 9 to 5. As such, Canadians are struggling to meet the competiting demands of work, caring for children and aging parents, and taking the time they need to refresh body and mind, said Roy Romanow, chair of the CIW advisory board.

"As individuals and as a society we are paying a steep price for this time crunch. We're less healthy, both physically and mentally and we have less time for leisure and relaxation with family," said Romanow.

While just 11 percent of Canadians are working 50 hours a week, down from almost 15 per cent in 1996, more people are working weekends, evenings, nights and rotating shifts (29 per cent in 2009 compared to 23 per cent in 1992). More Canadians are also taking care of seniors, with the proportion jumping from 17 per cent in 1996 to 20 per cent in 2006, found the report. The responsibility for this care is more likely to fall to women (23 per cent) than men (16 per cent).

With work and family responsibilities increasing, Canadians have less time to spend doing the things they enjoy. Time spent on social leisure activities dropped from 15 per cent in 1998 to 12 per cent in 2005, found the report. "This is not just a simple case of individuals needing to better manage their time," said Romanow. "We need family-friendly policies for all workers and more community resources and supports for seniors. We need governments and public policies that support leisure and culture activities and venues - ensuring that equity and inclusion are overarching principles in our approach."

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DOMESTIC VIOLENCE PREVENTION IN THE WORPLACE

The Public Services Health & Safety Association (PSHSA) has developed a comprehensive guide which deals with domestic violence prevention in the workplace. The guide was developed by the Occupational Health and Safety Council of Ontario in partnership with the Ontario Women's Directorate.

This guide has been designed to assist employers in recognizing the signs of domestic violence and connecting employees to appropriate community resources.

The following contains excerpts from the Occupational Health & Safety Council of Ontario (OHSCO) Workplace Violence Prevention Series

As of June 15, 2010, the Ontario Occupational Health and Safety Act (the Act) defines workplace violence as the exercise, attempted exercise, or threat to exercise physical force
against a worker in a workplace that causes or could cause physical injury to the worker. Under the Act, inappropriate behaviour in the workplace that does not risk a worker’s physical
well-being may also be considered workplace harassment.
Domestic violence becomes workplace violence or harassment when it occurs or spills over into the workplace. It is also known as Personal Relationship Violence, Intimate Partner Violence, Woman Abuse or Family Violence. The term domestic violence

is most widely used in Ontario and Canada. Often, employers

do not see domestic violence as a workplace hazard. But it negatively affects the victim, co-workers and the organization. Employers and workers often believe that domestic violence is

a personal issue, and that workplace parties can do nothing about it. This makes it even harder for a victim to ask for help.

WHY DO EMPLOYERS NEED TO BE INVOLVED?

Today’s leading companies understand that workers’ personal safety and well-being benefit workers, employers and a company’s bottom line. Amendments to Ontario’s Occupational Health and Safety Act will require employers who are aware, or who should reasonably be aware, that domestic violence may occur in the workplace to take every precaution reasonable in

the circumstances to protect a worker at risk of physical injury. Employers will also be required to have policies and programs
regarding workplace violence, including domestic violence in the workplace. In addition to having to respond to specific incidents or requests for precautions to be put in place, it is in the best interests of employers to be able to recognize the signs of domestic violence, assess the potential risk to the victim, co-workers and other bystanders, and have measures and procedures in place to control risks. Helping workers feel safe

by addressing their personal safety issues and connecting them
to appropriate community resources can contribute to a

healthier, more productive workforce. It can also prevent

serious injuries and fatalities

HOW PREVALENT IS DOMESTIC VIOLENCE?

“Domestic violence in the workplace has been identified as the fastest growing type of workplace violence in Canada." (Alberta Council of Women’s Shelters 2008). One in five homicides in Canada involves the killing of an intimate partner. (Johnson, H. and T. Hotton. 2003. “Losing Control: Homicide risk in estranged and intact intimate relationships.” Homicide Studies)
Between 2002 and 2007, Ontario reviewed 230 domestic violence-related deaths involving 142 women, 23 children and 65 men. Women were the victims most of the time and men were the perpetrators. The majority of male deaths were perpetrator suicides. (Annual Report of the Ontario Coroner’s Domestic Violence Death Review Committee, 2008). Research suggests that 70 per cent of domestic violence victims are also abused at work at some point. This therefore becomes an issue in almost every organization. (Swanberg, J.& Logan, T.K., (2005) Domestic Violence and Employment: A Qualitative Study. Journalof Occupational Health Psychology. 10(1), 3.) Fifty-four per cent of domestic violence victims miss three or more days of work a month. (Zachary, M 2000, Labor Law for Supervisors: Domestic Violence as a Workplace Issue, Supervision, vol. 61, no. 4, 23-26.) The social costs of violence against women – including healthcare for victims, criminal justice, social services and lost productivity – are estimated in the billions of dollars. However,

the psychological impacts on victims, their families and friends cannot be measured in dollars. (Statistics Canada.
MeasuringViolence AgainstWomen: Statistical Trends 2006.)

What should you as an employer do?

All employers have a legal responsibility under the Occupational Health and Safety Act (the Act) to take every precaution reasonable in the circumstances to protect workers from

hazards, including violence in the workplace. As of June 15, 2010, employers must also specifically take precautions
to protect workers from domestic violence that may occur in the workplace and is likely to expose a worker to physical injury, where the employer is aware or should reasonably be aware.
As a leading practice, an employer can develop and implement a prevention program to help protect workers from domestic violence in the workplace. A prevention program should include:
Once an employer is aware that domestic violence has occurred or could enter the workplace, the employer should take steps to minimize that risk. Those steps will depend on the circumstances
of each situation. But an employer may take precautions to avert an incident or complaints of domestic violence. These include:

• Develop a practical guide with strategies to deal with abusers

(both co-workers and visitors).
• Develop policies for paid time off, extended leave of absence

and workplace relocation options for workers who experience

domestic violence.
• Establish a company hotline for reporting potential threatening

situations, and communicate this to all workers.
• Develop and implement domestic violence prevention training

for all managers and supervisors.
• Ensure victims understand that confidentiality will, as much as

possible, be maintained on a need-to-know basis.
• Develop, implement and communicate a domestic violence

policy and supporting program. Ensure it includes:

– emergency response,
– reporting procedures,
– police notification,
– door security,
– emergency contact numbers preprogrammed into

communications devices,
– installation of desk or wall panic buttons, and
– code words to indicate a potential situation.

• A clear statement that any violence, including domestic violence

will not be tolerated in the workplace and on the property.
• To the extent possible, confidential needto- know reporting

methods for domestic violence situations (recognizing that, in

certain situations, an employer may need to provide some

information to fulfill his or her duty to protect workers).
• Regular supervisor and worker training and education about

domestic violence and resources available.
• Steps employers will take once they are aware of an incident,

complaint or threat of domestic violence to victims, and

accountability measures for the abusers if they work in the

organization.
• Consideration for the victim’s safety at the workplace. This

includes developing a workplace safety plan.

Where to go for more help

Information on the prevention of domestic violence in the workplace is plentiful. The websites listed below are good resources:

• www.NeighboursFriendsandFamilies.on.ca for information on

how to help women at risk of abuse, how to talk to men who

are abusive and how to plan for safety.
• The Assaulted Women’s Helpline at 1-866-863-0511 and

TTY 1-866-863-7868 offers crisis support for abused women in

Ontario. This anonymous and confidential service is available in

154 languages. Service representatives discuss the warning

signs of abuse and give practical advice on items such as safety

planning. They can also suggest other community resources.
• The Safe @ Work Coalition: www.safeatworkcoalition.org
• Corporate Alliance to End Partner Violence: www.caepv.org
• Ontario’s Health and Safety Associations

However, if you are concerned about a worker’s immediate safety, call the police.

T: 519.565.4040 C: 519.955.4041

Email: kaconsulting@tcc.on.ca

WHAT'S NEW?

ANNUAL H.R REPORT CARDS!

Demonstrating H.R.'s value proposition by linking metrics to the business strategy has never been more important. Annual H.R. report cards represent an excellent way to demonstrate to the Board, H.R.'s R.O.I.

We can assist you in identifying metrics that matter and in developing an HR Report Card Template for your Board.

Call or e-mail us for more information.

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NOW ONLINE
Summer Newsletter
- click here -

IN THIS ISSUE

1. Bill 168 - Compliance & Beyond

2. How to Take a Vacation

3. Severance isn't an Entitlement

4. How to Walk Your Talk: Leadership

& Sponsorship in Action

5. Inspiring Workplaces

IMPORTANT DATES &

REMINDERS

August 2, 2010

Civic Holiday

In Ontario, the First Monday in August is not a statutory holiday under ESA legislation. As such, it, may be a discretionary day off with or without pay.

September 6, 2010

Labour Day

Labour Day is a statutory holiday under ESA legislation. In Ontario, employees get a day off with public holiday pay. If the employee is required to work on the holiday, the employee must be paid regular wages and/or premium pay and/or get a substituted day off with pay at a later date.

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UPDATE

E.I. CONSIDERING EXTENDING SICK BENEFITS

E.I. is considering amending its regulations which would see an extension of Sick Benefits for up to 6 weeks without supporting medical documentation for eligible workers whose immediate family members have died as a direct result of a crime. This amendment is also being contemplated for eligible workers who have immediate family members in the military and who die as a direct result of a service-related injury in a special duty area as designated by the Minister of National Defence.

The Commission is currently soliciting input from stakeholders on the amendments being contemplated.

ONTARIO PROPOSES

EXPANDING CPP

Alberta, CFIB worry increases will burden

employers and low-income workers

The following article appeared in the hrreporter on June 15, 2010

The federal finance minister would like to see a modest but mandatory increase to Canada Pension Plan contributions as a way to ensure better pension coverage for Canadians.

Finance Minister Jim Flaherty is meeting with the provincial finance ministers in Charlottetown this week to discuss pension reform.

Ontario's Finance Minister Dwight Duncan has already come out in support of expanding the CPP. Duncan would also like to see regulatory changes that would encourage financial institutions to offer low-cost retirement options to the self-employed and small businesses.

But not all provinces are on board with expanding the CPP.

“It is not a targeted response to the issue at hand. Rather, it is an overreaction," said Alberta's Minister of Finance Ted Morton.

Expanding the CPP will benefit a significant minority who aren't saving enough for retirement but it will also provide additional, and unnecessary, benefits to those who already have adequate income provisions, said Morton.

Expanding the CPP would cost employers and hurt low-income workers who would have to make additional contributions throughout their working lives, he added.

A better answer is to find ways to encourage Canadians to save for their retirement over the course of their careers, said Morton, such as through supplementary pension plans.

“We should be looking for the right combination of private sector delivery with public oversight and monitoring. Alberta is already working with British Columbia on harmonized pension standards legislation that will help enable the private sector to innovate and enhance the retirement savings system," he said.

The Canadian Federation of Independent Business (CFIB) is calling the proposed CPP expansion "outrageous."

“Small businesses in Canada are already bracing themselves for maximum allowable increases in employment insurance premiums for the next four years,” said CFIB president Catherine Swift. This is on top of potential hikes in workers compensation premiums in many jurisdictions and significant increases in minimum wages across Canada, she said.

“Coming out of a recession, these huge increases in mandatory payroll taxes will take a big bite out of the payroll budgets of virtually every business in Canada,” said Swift.

Nearly three-quarters (71 per cent) of almost 8,000 small businesses surveyed by CFIB oppose the idea of increasing mandatory CPP premiums.

“CPP premiums for both employers and employees have already risen by 75 per cent since the late 1990s with no commensurate increase in benefits. Canadians should be skeptical of union claims that they can enjoy a dramatic increase in CPP benefits for a few cents per hour,” said Swift. “As always, if it sounds too good to be true, it is.”

Premium increases now will only result in benefit increases many years, likely decades, from now, said Swift.

Rather than mandating increases to CPP contributions and benefits, governments need to to offer incentives and remove impediments to boost pension coverage, said Satinder Chera, Ontario director of provincial affairs.

"Businesses must be brought on board as willing participants, instead of being shoe-horned into a one-size fits-all scheme that could have serious negative effects on their businesses, and the economy overall,” said Chera.