[Haley O’Halloran]

in reply to: Health and Safety Representative #95056

In British Columbia, the requirements for health and safety representatives or committees are determined by the number of workers at each workplace location:

Workplaces with 9 or fewer workers: No formal requirement for a health and safety representative or committee.​

Workplaces with 10 to 19 workers: A worker health and safety representative is required.​

Workplaces with 20 or more workers: A joint health and safety committee must be established.​

Given that your organization operates two locations—one with 12 staff and another with 30 staff—you are required to have a worker health and safety representative at the 12-staff location and a joint health and safety committee at the 30-staff location. ​

Selection of Representatives and Committee Members:

Worker Health and Safety Representative: For non-unionized workplaces, the representative should be selected by the workers through a secret ballot. If workers do not select a representative, the employer must seek out and assign one. ​

Joint Health and Safety Committee: Members should be selected according to procedures established by the union (if applicable) or, in non-unionized settings, by the workers they represent, typically through a secret ballot. ​

Compensation and Training:
Compensation: Employers are required to compensate worker health and safety representatives and committee members at their regular rate of pay for time spent performing their duties, including attending meetings and carrying out related functions.
​
Occupational Health and Safety Law
Training: Worker health and safety representatives must receive four hours of training and instruction, while joint health and safety committee members are required to receive eight hours of training. Additionally, all representatives and committee members are entitled to eight hours of annual education leave to attend occupational health and safety training. ​

There is no requirement to pay additional salary beyond the regular rate for these roles. The compensation pertains to the time spent fulfilling health and safety duties during working hours.​

For comprehensive information and resources, you can refer to WorkSafeBC’s guidelines on joint health and safety committees and worker health and safety representatives. I would always highly recommend consulting an HR professional or legal counsel to guide you through a fully compliant healthy and safety process to ensure there are no roadblocks.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Vacation/sick days/personal days #95046

I’ll do a quick run-down of the various requirements in each of those jurisdictions for you:

Ontario:
Under Ontario’s Employment Standards Act, 2000 (ESA), employees are entitled to several types of unpaid, job-protected leaves, including:​
Sick Leave: Up to 3 days per calendar year for personal illness, injury, or medical emergency. ​
Family Responsibility Leave: Up to 3 days per calendar year for illness, injury, medical emergency, or urgent matters concerning certain family members. ​

These leaves are distinct from vacation days. Since your company offers 5 sick days, which exceeds the ESA minimum, and does not have a policy on personal days, you can require the employee to use a vacation day for personal reasons not covered under the ESA. However, it’s advisable to ensure consistency and fairness in applying such decisions.​

British Columbia:
The BC Employment Standards Act provides for various job-protected leaves, including:​
Illness or Injury Leave: After 90 consecutive days of employment, employees are entitled to up to 5 paid days and 3 unpaid days per year for personal illness or injury. ​
Family Responsibility Leave: Up to 5 unpaid days per year to attend to the care, health, or education of a child or immediate family member. ​
There isn’t a specific provision for personal days unrelated to illness or family responsibilities. Therefore, in BC, you can require an employee to use a vacation day for personal matters not covered by these leaves.​

Quebec:
Quebec’s Act Respecting Labour Standards provides for:​
Absence for Family or Parental Reasons: Employees may be entitled to leaves for various family or parental reasons, but there isn’t a specific provision for personal days unrelated to these reasons. ​
In the absence of a specific personal leave provision, you can require an employee in Quebec to use a vacation day for personal reasons not covered by the Act.

In short, I would stick with my original advice – you’re going about this the right way but ensure you have measures in order in case you need to create a policy to address increased personal day requests! It sounds like you’re going about this the compliant way and should come across no issues.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Vacation/sick days/personal days #95044

Yes, since your company does not have a specific policy for personal days, you can require the employee to use a vacation day instead. However, before making a decision, consider the following:

Check Employment Contracts & Jurisdictional Laws – Ensure that there are no legal requirements in your jurisdiction that entitle employees to personal days or leave flexibility.

Consistency & Fairness – If other employees have been allowed to take personal days without using vacation time, denying this request may seem unfair or inconsistent.

Employee Morale & Flexibility – While you are within your rights to ask the employee to use a vacation day, consider whether offering flexibility or implementing a new option for employees to take personal days might improve employee satisfaction and workplace culture.

Clarifying a Policy Moving Forward – If personal day requests are becoming common, it may be helpful to establish a formal policy to avoid confusion in the future. If you need any help with that policy, we have a handy AI Assistant on the HRInsider site that will create one for you and allow you to download it as a Word doc or PDF format.

I hope this helps!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Unlimited PTO Policy & Maternity Leave #94991

Hi there! Let’s go through these questions one by one:

1. Is the employee entitled to be paid for statutory holidays that occur while on leave?
No. Under Ontario’s Employment Standards Act (ESA), employees on an unpaid statutory leave of absence (such as maternity leave) are not entitled to statutory holiday pay. Since the employee is on maternity leave and not actively working, they do not meet the requirement of having earned wages in the four workweeks before the holiday, which is typically required for statutory holiday pay eligibility.

2. With an unlimited PTO policy, does the employee technically accrue sick time while on leave?
This depends on the company’s internal policies and whether “unlimited PTO” includes accrual tracking for sick time.
In Ontario, employers are required to provide a minimum of three unpaid sick days per year under the ESA (if the company does not already provide a more generous policy).
If the company does not track sick time accrual under its unlimited PTO policy, there may be no technical “accrual” of sick days during maternity leave.
If the company does track or imply accrual, it would need to clarify whether employees continue accruing PTO (including sick time) during leaves.

3. With an unlimited PTO policy, does the employee technically accrue vacation time while on leave?
Yes, but only in terms of vacation pay.
Under Ontario’s ESA, vacation time does not accrue during statutory leaves, but vacation pay does accrue if it is based on a percentage of earnings. Since the employee is on maternity leave and receiving only 13 weeks of top-up (but otherwise unpaid), their vacation pay accrual would be limited to the earnings during those 13 weeks.
If the company’s unlimited PTO policy does not use a vacation accrual system, then there may not be any formal accrual at all, and instead, vacation is granted at the company’s discretion once the employee returns.

Let me know if you have any more questions!

-HRInsider Staff

[Haley O’Halloran]

in reply to: Terminations/Voluntary #94923

If an employee continues to receive payments (e.g., severance or termination pay) beyond their last working day, the interruption of earnings — and thus the requirement to issue an ROE — occurs only after these payments conclude. This means that ADP’s policy of not producing an ROE until the employee stops receiving payments aligns with Service Canada’s guidelines.

To expedite the issuance of an ROE from your payroll provider, consider the following steps:

Review Internal Policies: Ensure that your organization’s policies align with Service Canada’s requirements for ROE issuance, particularly concerning the timing of final payments and the definition of an interruption of earnings.

Communicate with ADP: Reach out to your ADP account representative to discuss your specific needs and any potential adjustments to your payroll processing that could facilitate timely ROE issuance.

Utilize ROE Web: If immediate issuance is necessary and feasible, consider using Service Canada’s ROE Web platform to manually issue ROEs. This secure online service allows employers to create and submit ROEs directly to Service Canada.
CANADA.CA

By proactively managing the timing of final payments and maintaining open communication with your payroll provider, you can help ensure compliance with ROE issuance requirements and support your employees’ access to Employment Insurance benefits.

[Haley O’Halloran]

in reply to: Terminations/Voluntary #94921

In Alberta and Saskatchewan, when an employee voluntarily resigns or retires, employers have specific obligations to fulfill. While the practices you’ve implemented in the U.S.—such as providing a termination letter, final payroll details, vacation payout information, and benefits provider contacts—are comprehensive, it’s important to ensure compliance with the specific requirements in these Canadian provinces.

Alberta:

Final Wages: Employers must pay all outstanding earnings, including regular wages, overtime, and vacation pay, within 3 consecutive days after the employee’s last day of work.

Record of Employment (ROE): Employers are required to issue an ROE to the employee within 5 calendar days of the end of the pay period in which the employee’s last day of work occurred. This document is essential for employees applying for Employment Insurance benefits.

Saskatchewan:

Final Wages: All outstanding wages, including vacation pay, must be paid to the employee within 14 days of their last day of work.

Record of Employment (ROE): Similar to Alberta, employers must provide a Record of Employment promptly, as it is necessary for employees seeking Employment Insurance benefits.

Additional considerations for both provinces:

Resignation Notice: Employees are generally expected to provide written notice when resigning—at least one week if employed more than 90 days but less than two years, and two weeks if employed for two years or more. However, if an employee does not provide the required notice, employers are still obligated to fulfill their responsibilities regarding final pay and documentation.

Benefits Continuation: Upon resignation, benefits typically cease as of the employee’s last working day unless otherwise specified in the employment contract or benefits plan. Providing information about benefits cessation and options for continuation or conversion (e.g., converting group life insurance to an individual policy) is advisable.

Exit Procedures: Collecting company property (such as access cards, equipment, and uniforms) and revoking access to company systems should be conducted on or before the employee’s last day. Ensuring all administrative tasks, like approving final timecards and completing termination forms, is also essential.

While your current practices align closely with the requirements in Alberta and Saskatchewan, it’s crucial to adhere to the specific timelines and documentation standards mandated in each province. Consulting with an employment law professional will help provide you with further guidance to ensure you are complying with all laws and regulations in your specific situation. Thank you for your question!

-HRInsider Staff

[Haley O’Halloran]

in reply to: Marshalling points #94908

It sounds like you want to have two different marshalling points based on the mode of travel—your office for driving and the airport for flying. This is definitely possible, but there are a few things to consider from a legal, policy, and fairness perspective.

1. Two Different Marshalling Points
Yes, you can designate two different marshalling points. This is a common practice in industries requiring travel. The key is to have a clear policy stating:

-When each marshalling point is used.
-How employees are notified.
-Expectations around transportation to each location.

2. Employee Transportation Costs to the Airport
This depends on:

-Company Policy & Precedent: Do you currently reimburse employees for travel between their home and the office? If not, you may not be required to cover costs to the airport.
-Employment Laws & Contracts: Some jurisdictions require employers to cover work-related travel, but usually, this starts at the official marshalling point.
-Industry Standards: If it’s standard in your industry to pay for transport to the airport, you might want to align with that.

Options for Airport Transportation:
-Mileage Reimbursement – If employees use personal vehicles, you could reimburse them based on the distance (e.g., $0.XX per km).
-Company-Provided Transportation – You could arrange a shuttle or carpool option from the office.
-No Compensation – If your policy states that travel begins at the airport and employees are responsible for getting there, you wouldn’t have to cover costs.

3. Travel Pay Considerations
You already pay them for a 12-hour travel day when flying, which seems fair.
If they are expected to drive themselves to the airport and it’s considered part of their work travel, you might need to clarify if the travel pay includes getting to the airport.
If there are concerns about fairness (e.g., one employee has much higher transportation costs), offering a transportation option might help.

My recommendation?
-Create a written policy outlining the marshalling points and transportation expectations.
-Decide whether to reimburse or provide transportation to the airport to keep things consistent and fair.
-Check local labour laws to ensure compliance with any regulations about travel expenses.

Hope this helps!

-HRInsider Staff

[Haley O’Halloran]

in reply to: Length of Employment/Tenure #94847

Yes of course – I hope these answers are sufficient but please let me know if you need any more info.

Under Ontario employment law, whether you consider the worker’s entire tenure (1.5 years) or just their most recent assignment (1 year) depends on several factors, including the Employment Standards Act, 2000 (ESA) and potential common law considerations. Here’s a breakdown:

1. Employment Standards Act (ESA) Perspective
Under the ESA, temporary workers (assignment employees) of a staffing agency are generally not considered employees of the client company but of the staffing agency. However, if the worker was directly employed by your company (rather than through an agency), then the total time worked—including breaks in service—might still count towards their continuous employment if the gap between assignments was short.

Breaks in service:

If the break between assignments was brief (e.g., a few weeks or months), the Ministry of Labour might view the entire period (1.5 years) as continuous employment.
If there was a clear break where the worker was not considered an employee and had no reasonable expectation of recall, then only the most recent assignment (1 year) may be considered.

Termination pay & notice:

Under the ESA, employees qualify for termination pay if they’ve worked at least 3 months continuously with their employer.
If the employment relationship is deemed continuous, the worker might be entitled to termination notice/pay based on 1.5 years of service.
If there was a legitimate break in employment, your obligation may only be based on the most recent assignment (1 year).

2. Common Law Considerations
Even if the ESA does not require recognizing previous assignments, common law wrongful dismissal claims may consider the totality of the worker’s history with your company. Courts often look at the entire relationship, including whether the worker reasonably expected continued employment.

If the worker had a reasonable expectation of ongoing employment due to recurring assignments, a court might determine that their total service (1.5 years) should count toward severance calculations.
If they were clearly terminated with no expectation of return and rehired later as a new hire, the court may only consider the most recent assignment.

Key Takeaways for Your Situation:
If the gap between assignments was short, the Ministry of Labour or a court might treat the total period (1.5 years) as continuous employment.
If the worker was clearly terminated with no expectation of rehire, only the latest assignment (1 year) may count.
Severance entitlements under the ESA only apply if the worker meets the eligibility threshold (e.g., 5+ years of service, employer payroll of $2.5M+).
Common law severance could consider the full 1.5 years depending on the circumstances.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Accessibility Across Canada #94846

Yes, that would be a fantastic option – I would also recommend these resources:

Accessibility Duties for Federal Employers
Accessibility Laws Across Canada
Accessibility Policy Template

Best of luck with your training!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Length of Employment/Tenure #94843

In Ontario, the calculation of employment tenure for temporary workers, especially concerning gaps between assignments, is guided by the Employment Standards Act (ESA). According to the ESA, once an employment relationship is established between a temporary help agency and an assignment employee, this relationship continues regardless of whether the employee is currently on an assignment or experiencing gaps between assignments. The employment relationship is considered ongoing unless it is explicitly terminated by either party.

Therefore, if your agency off-boards workers completely after each assignment, effectively terminating the employment relationship, their tenure would be calculated based on each distinct period of employment. In such cases, previous periods of employment would not count towards the calculation of tenure for future assignments. However, if the employment relationship is maintained during gaps between assignments, those periods would contribute to the overall length of service.

It’s important to note that there isn’t a specific “look-back” period defined in Ontario’s employment legislation that dictates how far back previous employment periods should be considered when calculating tenure. The key factor is whether the employment relationship was maintained during the gaps between assignments.

Given the nuances in employment relationships and tenure calculations, it would be prudent to consult with a legal professional or employment standards specialist to ensure your agency’s practices align with provincial regulations and to determine the most appropriate method for calculating employment tenure for your temporary workers.

To read more about the difference in types of employment and the tenure they garner, check out this article.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Accessibility Across Canada #94841

Ensuring that your employees across British Columbia, Ontario, and Quebec receive comprehensive accessibility training is essential for compliance with regional regulations and for fostering an inclusive workplace. Given that Ontario has specific legislation—the Accessibility for Ontarians with Disabilities Act (AODA)—it’s crucial to provide training that encompasses AODA requirements and is available in both English and French.

Accessibility Training Options:

Accessibility Services Canada:

AODA Training: This organization offers updated AODA training programs in both English and French. The training covers the five AODA Standards: Customer Service, Information and Communications, Employment, Design of Public Spaces, and Transportation. It’s designed to be interactive and includes knowledge testing to ensure participants can apply accessibility best practices in their roles.

Canadian Centre for Occupational Health and Safety (CCOHS):

AODA Course: CCOHS provides a one-hour AODA training course available in both English and French. The course offers a comprehensive overview of the AODA and its standards, suitable for employees across various sectors.

Accessibility Regulations in British Columbia and Quebec:

British Columbia:

Accessible British Columbia Act: Enacted in June 2021, this act provides a framework to identify, remove, and prevent barriers to accessibility. Organizations are required to establish accessibility committees and develop accessibility plans to address barriers in services and employment. The act emphasizes principles such as inclusion, adaptability, diversity, collaboration, self-determination, and universal design.

Adaptable Dwellings Requirement: As of March 10, 2025, large new condominium and apartment buildings in BC are required to have 100% adaptable suites. This includes accessible clearances through doorways, accessible paths of travel to living spaces, appropriately placed switches and controls, and reinforcement of bathroom walls to allow future installation of grab bars.

Quebec:

While Quebec does not have specific accessibility legislation akin to the AODA or BC’s Accessible British Columbia Act, organizations are still subject to the Quebec Charter of Human Rights and Freedoms, which prohibits discrimination based on disability. It’s advisable for organizations operating in Quebec to adopt best practices in accessibility to ensure inclusivity and compliance with human rights obligations.

Recommendations:

Unified Training Approach: Implementing a training program that covers the AODA standards and general accessibility principles will benefit all employees, regardless of their location. This approach ensures compliance with Ontario’s specific requirements and promotes a consistent understanding of accessibility across your organization.

Stay Informed: Regularly monitor updates to accessibility legislation in BC and QC to ensure ongoing compliance. Engaging with local accessibility organizations or consulting with legal experts can provide valuable insights into regional requirements and best practices.

By providing comprehensive, bilingual accessibility training and staying informed about regional regulations, your organization will be well-positioned to foster an inclusive environment for all employees and clients.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Environmental & Sustainability policy #94813

Thank you for making me aware of this! I will have our editorial team work on creating one ASAP.

In the meantime, check out these resources to help guide you in creating your policy:

The Environment and Sustainable Development Guide
How to Write an Environmental Policy for Small Businesses
CIDA’s Policy for Environmental Sustainability

I will respond to this inquiry with our environmental and sustainability policy as soon as it is created. Thank you so much for your question!

-HRInsider Staff

[Haley O’Halloran]

in reply to: Environmental & Sustainability policy #94811

Hi there!

You will have better luck finding such a policy on our sister site, OHS Insider – check out our Environmental page.

Hope this helps.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Guidance on Role and Compensation Amendment #94757

Providing a salary increase in place of the commission structure is a reasonable approach to mitigate the risk of a constructive dismissal claim, but it is not a guarantee.

The risk can be mitigated by:
-Ensuring that the salary increase is substantial enough to compensate for the loss of commission earnings (this will depend on how much the employee typically earns through commissions, and how critical the commission component is to their overall compensation).
-Having clear, open communication about the changes and their rationale. It’s critical to explain that the role change reflects a shift in duties, and that you want to reward her accordingly in her new position.

However, to ensure fairness and transparency, and to avoid misunderstandings or legal issues, we highly recommend you seek legal counsel to avoid any issues or miscommunications. Document any changes you intend to make clearly and present this both to the employee and to your legal aid. Make sure all terms are mutually agreed upon and reinstate that this is a strategic company decision, not a penalty.

If the employee relies heavily on commission earnings, you might want to consider offering a gradual transition or a temporary bonus structure to soften the loss of commissions while she adjusts to the new role.

Ultimately, you should consult with an employment lawyer to review the amendment letter and the terms of the change to ensure that they are in compliance with applicable employment laws and reduce the risk of any claims. They can also provide advice on whether any specific steps should be taken to protect the company in the event of potential disputes.

Thank you for your question and best of luck!

-HRInsider Staff

[Haley O’Halloran]

in reply to: BC ESA leave for sexual or domestic violence #94755

Hi Noreen,

It looks like your current policy for sick and family leave is comprehensive, but as you’re noting, the issue at hand is related to the specific leave entitlement for sexual and domestic violence, which is a separate issue. The 5 days of paid leave for sexual or domestic violence, which applies in some provinces (like BC), is indeed an additional entitlement, separate from the regular sick and family leave.

Based on your current policy, it appears that the 80 hours of paid sick leave per year would not cover this specific leave. The sexual/domestic violence leave entitlement would need to be separate because it’s not tied to illness or regular family care. You’re right to assume it should be additional to the existing sick leave.

You may want to create a separate policy section that explicitly addresses sexual and domestic violence leave, detailing:
-The 5 paid days entitlement.
-The specific purpose of this leave (for dealing with the immediate aftermath of violence, attending medical or legal appointments, etc.).
-Whether any documentation or verification is required (and ensure this is done sensitively to protect privacy).
Here’s a sample structure you could consider adding to your policy:

Domestic Violence Leave Policy

You should also refer to our Domestic Violence Leave Game Plan.

When it comes to payroll, you don’t need a unique code, but you could label the leave in a way that ensures clarity. A simple method could be adding a leave category called “SDV Leave” and just flagging this on the employee’s time records when it’s used. This would allow payroll to differentiate it from other types of leave without creating a unique code or tracking system.

Alternatively, you could incorporate this into your existing sick leave system, with a clear note that the 5 days of sexual/domestic violence leave are distinct from other sick leave.

To protect employee privacy, make sure that employees don’t need to disclose sensitive details to their managers or HR. You could request a general note stating that the employee is using leave under the “Sexual & Domestic Violence Leave” entitlement, but there’s no need for them to provide any additional details unless they choose to. Make sure you handle any related documentation with the utmost sensitivity, ensuring it’s securely stored and shared only with those who absolutely need to know.

If this is not already included in your policy, you may want to add a brief paragraph explaining this specific type of leave and ensure that the information is communicated to your team.
Let payroll know that this is separate from sick leave and ensure that it’s tracked appropriately (whether through a specific label or system).

Lastly, I am worried that this issue is too legally sensitive and involves private company matters, so I will advise you to seek out legal counsel for this issue as it goes beyond our scope of compliance and management. There could be some integral information that we are missing that a lawyer could help you with, to ensure both you and the employee are taken care of.

Thank you for your question.

-HRInsider Staff

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