[Haley O’Halloran]

in reply to: Unionization #97039

In BC, the key question the Labour Relations Board (LRB) looks at is whether the employees form an “appropriate bargaining unit” — and that depends on how similar their work is, how they’re managed, and whether they share a community of interest.

When the union applies, it defines the bargaining unit it wants. For example:

“All Installers employed by [Company] in BC, excluding supervisors, managers, and confidential staff.”

The LRB then decides whether that scope is appropriate. They may narrow or broaden it depending on the facts.

If the LRB accepts a province-wide “Installers” unit, all Installers across BC (gas, water, electrical projects) could be included in one certification.

But if the Board decides that different projects/sites are sufficiently distinct, it may certify a smaller unit (e.g., only the Installers at the head office gas meter project).

How the Board Decides

The BC LRB looks at factors like:

Community of Interest: Do the employees perform similar functions? Do they share skills, training, conditions, and terms of employment?

Functional Integration: Are they managed under the same structure? Do they move between projects, or are they fixed to one?

Geographic Separation: Are the worksites close together, or scattered across the province?

Bargaining History: Has there been previous certification or informal recognition?

If your Installers (gas vs. water vs. electrical) are all hired under the same job classification, policies, and management structure, the LRB may well see them as one “natural” bargaining unit.
If instead they are segmented by project, with different supervisors, conditions, or pay structures, the LRB may restrict the unit to one site or project.

Example Outcomes

Broad certification: “All Installers in BC” → union represents every Installer, regardless of project type.

Narrow certification: “All Installers at the Burnaby Gas Project” → union covers only that group; if they want water/electrical projects unionized later, they’d need a new certification.

It won’t automatically be all Installers everywhere unless the union’s application defines it that way and the Board agrees.

There’s a good chance the union will try for a broad unit (all Installers in BC) since it gives them more leverage.

But you (as the employer) have the right to argue before the Board that the unit should be narrower — for example, that gas meter work is materially different from water/electrical projects, or that project management structures are separate.

In BC, certification can apply to all employees of a certain class (like Installers) across the province — but only if the LRB defines the bargaining unit that way. If you can show that your Installers on different projects do not share a strong “community of interest,” the Board may limit the unit to just one group or project.

[Haley O’Halloran]

in reply to: Unionization #97034

I should also clarify upon what “separate certifications” means –

When a union applies to represent employees, the labour board issues a certification order that is specific to a defined bargaining unit (e.g., “All program staff at the Burnaby location, excluding managers”).

If the union wants to represent employees at a different site (say, your Alberta office), it must file a new certification application in that province, for that site.

Each of these is its own separate certification order.

So if you have three sites in three provinces, the union would need three separate certifications (one per site/province) unless the labour board finds that the sites are integrated enough to treat them as one bargaining unit (uncommon across provinces). The “separate certifications” I referred to are individual certification orders from the labour board for each site/province where the union organizes. Later, the union can apply to the board to consolidate those certified units into one larger bargaining unit — but only within a single province.

[Haley O’Halloran]

in reply to: Unionization #97032

That’s another great question. Unionization applies only to the defined bargaining unit, not automatically to the entire company. Managers, supervisors, and HR/confidential staff are generally excluded. The labour board makes the final call on who is “in” and who is “out.”

Unionization does not automatically mean every single employee in your company is covered. It depends on how the bargaining unit is defined and on exclusions set out in law.

Bargaining Unit Definition

When a union applies for certification, it specifies the group of employees it seeks to represent — for example:

“All full-time and part-time program staff at the Vancouver location, excluding supervisors and managers.”

The labour board reviews this definition and decides whether it is appropriate.

The bargaining unit can be location-specific, job-class-specific, or broader — but it will not automatically cover the whole company unless the board certifies it that way (which is rare).

Typical Exclusions

Across provinces, labour relations boards generally exclude certain roles from union membership because of potential conflicts of interest. Common exclusions include:

Managers & Supervisors: Anyone who hires, fires, disciplines, or has significant authority over others.

Confidential HR & Payroll Staff: Employees with access to sensitive labour relations information (e.g., HR professionals like you).

Senior Executives: Directors, officers, or other high-level decision-makers.

Sometimes “Professional” Staff: In some sectors, professionals (like lawyers or certain healthcare roles) may have separate bargaining rights or exclusions.

Practical Example

Let’s say your BC location has:

Program coordinators, outreach workers, and admin assistants → likely included in the bargaining unit.

HR staff, office managers, site directors → likely excluded.

The labour board decides this after reviewing evidence from both the union and the employer. Sometimes there are disputes (e.g., whether a “team lead” counts as a supervisor), and the board rules on it.

Company-Wide vs. Location-Based

Not company-wide automatically: Certification usually applies to the specific group/location listed in the application.

If you have multiple sites, the union would need to apply to cover each one (unless the board finds a “community of interest” across sites and certifies a larger unit).

Over time, unions sometimes organize site by site and then amalgamate into one larger bargaining unit, but that requires separate certifications.

[Haley O’Halloran]

in reply to: Unionization #97030

Yes of course! Sorry, I should have broken down the original response by jurisdiction.

Labour relations are regulated provincially (except in federally regulated sectors like airlines, banking, telecom, interprovincial transport, etc.).

Since your organization is a registered charity/non-profit operating in BC, Alberta, and Ontario (and not federally regulated), each province’s Labour Relations Code applies separately.

This means:

Certification in BC only applies to the employees in BC who are part of the bargaining unit defined in the certification order.

Employees in Alberta and Ontario are not automatically covered by the BC union certification.

How Certification Spreads (or Doesn’t)

A union can only represent workers in another province if it applies for certification separately in that province, and employees there support the application.

Sometimes, the same union will organize multiple provinces and create a “local” structure (e.g., Local 123 in BC, Local 456 in Alberta). But each certification is legally independent.

If your head office is in BC, and the bargaining unit is defined as “all employees at the BC location”, that certification does not automatically extend to Alberta or Ontario staff.

Practical Implications for Your Organization

BC unit only: If the certification goes forward, you would need to bargain a collective agreement only for those BC employees.

Multi-province exposure: Union organizers may use momentum in BC to approach staff in Alberta or Ontario—but they would need to file separate applications under those provinces’ labour codes.

Consistency vs. legal requirement: While legally you only bargain in BC, operationally you may want to consider how differences in pay, benefits, or policies between unionized and non-unionized provinces will be perceived by staff.

Differences by Province

Each province has slightly different rules:

BC: “Card check” system — if more than 55% of employees sign cards, the union can be certified without a vote.

Alberta: Mandatory vote if 40–65% sign cards; automatic certification only if more than 65% sign.

Ontario: For most sectors, mandatory vote if 40%+ sign cards; automatic certification in some sectors (e.g., construction).

So, what happens in BC doesn’t bind Alberta or Ontario, but you should expect the union may test interest in those provinces next.

Certification in BC applies only to BC employees. Alberta and Ontario staff are unaffected unless the union separately applies for certification there. However, the BC outcome may influence how employees in other provinces think about organizing.

[Haley O’Halloran]

in reply to: Unionization #97028

You’re right to pause here—once unionization papers have been filed, the employer’s rights and obligations are quite specific under Canadian labour law. Here’s a structured breakdown for you:

What Happens Once Papers Are Filed

When a union files for certification with the labour board, the employer enters a “statutory freeze” period. This means you cannot change wages, benefits, policies, or working conditions without labour board approval.

The labour board will review the application and either:

Certify the union (if they already have majority support, typically 55%+ of employees signed cards), or

Order a secret-ballot vote if support is in the 45–55% range (thresholds vary slightly by province).

Employer Rights

Employers retain certain rights during this process:

Freedom of expression: You may share factual information with employees about what unionization means (e.g., the collective bargaining process, dues, possible outcomes).

Business as usual: You may continue running the business as you normally would, as long as you don’t change terms of employment in response to the organizing drive.

Legal counsel: You have the right to consult with labour lawyers to ensure compliance and prepare for bargaining if certification goes through.

Representation: You may participate in the labour board’s process (e.g., challenging the scope of the bargaining unit if you believe certain employees should be excluded).

What You Cannot Do (Risk of “Unfair Labour Practices”)

This is where many well-meaning employers get into trouble. You cannot:

Threaten employees with negative consequences if they unionize (e.g., job loss, reduced hours, closure).

Promise new benefits, pay increases, or other inducements if they reject the union.

Spy on organizing activity or interrogate employees about their union support.

Negotiate directly with employees outside the union once certification papers are filed—this is considered “bypassing” the union and is unlawful.

Even informal “let’s work it out ourselves” meetings after certification papers are filed can be seen as coercive, since employees are legally exercising their right to representation through the union.

Practical Next Steps

Stay neutral but informative: If a vote is ordered, you can communicate with staff about the facts of unionization, but keep it objective and non-threatening.

Document everything: Keep records of communications in case of unfair labour practice complaints.

Prepare for bargaining: If the union is certified, you’ll need to negotiate in good faith. Start thinking about your priorities and constraints.

Train managers: Make sure supervisors understand what they can and cannot say—most unfair labour practice cases come from frontline managers saying too much.

Bottom Line: Once unionization papers have been served, you cannot prevent the process from moving forward by negotiating directly with employees. Your role shifts to compliance, communication, and preparation. Trying to cut a side deal outside of the union would likely be seen as interference and could expose your organization to legal challenges.

I hope this helps!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Vacation Entitlement PTE #96988

Great question! Let’s break this down carefully since vacation entitlement for part-time employees can be confusing. I’ll base this on employment standards in Canada (which set the minimum requirements), then explain how it applies in practice.

Vacation Entitlement Basics

Time-based entitlement: Employees earn a minimum of 2 weeks’ vacation after 12 months of employment. In many provinces, this increases to 3 weeks after 5 years.

Percentage-based entitlement: Instead of granting hours or days, employers may pay out vacation pay as a percentage of wages. The minimum is 4% (often 6% after 5 years). Some employers offer more as a benefit.

Since you’re paying 6% vacation accrual on each cheque, you’re already meeting (and likely exceeding) the legal minimum for a new part-time employee.

Do They Also Get 120 Hours of Vacation?

The 120 hours is a full-time equivalent calculation (3 weeks × 40 hours/week).

A part-time employee working 18 hours per week does not automatically get 120 hours. Vacation is pro-rated according to their average weekly hours.

For your PTE (18 hrs/week average):

3 weeks entitlement = 3 × 18 = 54 hours of vacation per year, not 120.

Percentage vs. Time Off

You don’t usually apply both systems. You either:

Track vacation pay only (percentage of wages, paid out each cheque), or

Track time off (e.g., 3 weeks pro-rated hours off, with pay when taken).

Since you’re already paying 6% vacation pay on each cheque, that covers their entitlement. They wouldn’t also earn separate “banked vacation hours” unless your policy grants it as an extra benefit.

Best Practice

Legally: Paying out 6% vacation pay on each paycheque is enough; they don’t additionally get 120 hours of paid vacation.

If you want to provide time off as well: Calculate it as 3/52 of average weekly hours worked (about 54 hours/year for your employee).

Answer: Your part-time employee does not get 120 hours of vacation. Since you’re paying 6% of earnings on each paycheque, their vacation entitlement is satisfied in cash. If you also allow unpaid vacation time off, calculate their paid hours as 3/52 × average weekly hours (≈54 hrs for 18 hrs/week).

-HRInsider Staff

[Haley O’Halloran]

in reply to: Working Time VS Travel Time #96982

Great question — this gets into “travel time” vs. “work time” in Canadian and U.S. employment law. The short answer is: in many cases, an employer can designate the paid start time as being at the job site — but there are important caveats depending on jurisdiction, the nature of the travel, and employment standards.

1. General Principle (Canada & U.S.)

Commuting time (home to first worksite, and final worksite back home) is usually not considered paid time, unless employees are required to transport company equipment, tools, or other materials as part of their job.

Work time begins when the employee starts their principal activities — e.g., performing work tasks, loading materials, or traveling between job sites after the start of the day.

So if employees drive directly from home to a job site, the clock generally starts when they arrive.

2. Situation: Stopping at the Warehouse First

If employees must stop at the warehouse before reaching the site (to pick up a vehicle, tools, or materials), some legal authorities may view this as work time, because:

They are performing a duty required by the employer.

Their commute is effectively extended by a work obligation.

Canada

Employment Standards (provincial/territorial): Most provinces (e.g., BC, Ontario, Alberta) consider required travel between work locations as paid.

If stopping at the warehouse is mandatory, time from warehouse departure to the job site is clearly work time.

Whether the drive from home to warehouse is paid depends — often it’s considered commuting, unless the stop adds significant duties (loading, preparing, paperwork).

U.S. (Fair Labor Standards Act – FLSA)

Portal-to-Portal Act: Ordinary commute from home to the first work location is unpaid.

However, if the employee must stop at a designated location (warehouse) to get a company vehicle, that may convert the warehouse-to-jobsite portion into paid work.

The home-to-warehouse commute would still usually be unpaid unless they’re performing integral work duties (e.g., required prep tasks).

3. Employer Policy Considerations

You can set the rule that paid time begins at the job site.

However, if employees are required to report to the warehouse first (not optional), it may create a legal expectation to compensate travel from warehouse to job site.

If employees voluntarily decline a take-home vehicle and instead drive to the warehouse, the employer is in a stronger position to define “paid time” as starting at the job site — because the warehouse stop was based on employee choice, not requirement.

4. Risk Factors

Grievances/complaints: Employees may file claims under provincial Employment Standards (Canada) or FLSA/state law (U.S.) if they feel required stops are unpaid.

Collective agreements (if unionized): Often specify when pay begins.

Fairness and retention: Even if lawful, setting unpaid warehouse stops may cause dissatisfaction if employees feel they’re doing work-related travel off the clock.

5. Best Practices

-Put the policy in writing, making clear:

-Paid time begins at the job site.

-If employees opt not to take vehicles home, their commute to the warehouse is their responsibility.

-Only travel between worksites after arrival is considered work time.

-Consider whether requiring a warehouse stop creates additional “work” (loading, vehicle checks) — in which case, pay should arguably start there.

-Review provincial/state standards to ensure compliance.

Summary:
Yes, you can generally set work time to begin at the job site. But if you require employees to stop at the warehouse, you may need to pay for warehouse-to-jobsite travel. If employees decline the option of taking a vehicle home, and the warehouse stop is voluntary, you are on firmer ground setting the start time at the job site.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Dash Cam in Employer Vehicle #96940

1. Can an employer in Saskatchewan install a front/back dashcam with audio without informing the employee?

Criminal Law (Recording Audio):
Under the federal Criminal Code (section 184), it is a criminal offence to record a private conversation unless at least one participant consents. Thus, an employer who is not a party to audio recorded in the vehicle (for example, recording employee-private phone calls or discussions with others) could be violating criminal law. Employers must obtain consent or ensure they are a participant in the conversation.
CanLII Connects

Privacy Law (Saskatchewan, LA FOIP, PIPEDA):
Saskatchewan’s privacy norms, particularly applicable to public institutions, require surveillance only for legitimate purposes and generally require notice and reasonable measures. The Office of the Information and Privacy Commissioner of Saskatchewan has emphasized that audio surveillance should be accompanied by a privacy impact assessment, clear employee notification, appropriate signage, and limiting collection to what’s necessary.

Summary: Recording audio without prior notice—especially if it intercepts private conversations—raises serious legal concerns. Employers are expected to notify employees and limit such surveillance to legitimate business purposes, applying proper safeguards.

2. Can an employer discipline an employee based on dashcam footage?

Yes—as long as the surveillance was lawful and transparent.

If the camera was installed with proper notice for a legitimate purpose (e.g., safety), and not intrusively, then footage showing misconduct can generally be used in disciplinary actions.

However, if audio or video was collected improperly (secretly or beyond necessity), using that footage could breach privacy laws or raise ethical and legal challenges.

3. Is recording private phone calls a violation—even if not used for discipline?

Yes, potentially.

Criminal law: Recording a private call without consent (if the employer isn’t a party) is likely a violation of section 184.

Privacy legislation: Even if not used in discipline, mere collection of private personal communications without consent or notice likely breaches privacy expectations and is against PIPEDA or provincial privacy directives. Employers should only collect what is necessary and must inform employees.

What you can do as an employee:

Ask to review your employer’s surveillance policy and whether a privacy impact assessment (PIA) was done.

Ask whether the audio is being retained, where, who has access, and how long it’s kept.

If concerned, you may contact the Office of the Information and Privacy Commissioner of Saskatchewan for advice or to file a complaint.

In Saskatchewan, as elsewhere in Canada, surveillance must be:

Transparent — Employees should know about it beforehand.

Proportionate & necessary — Used only for legitimate purposes (e.g., safety, investigation).

Legally compliant — Must not contravene criminal law (e.g., unauthorized audio recording) or privacy statutes.

Recording private conversations without notice—especially via dashcam audio—poses legal risks, even if the employer chooses not to use that footage for discipline.

Let me know if you’d like help drafting further questions to your HR or privacy officer, or exploring next steps including contacting the privacy commissioner.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Employee Agreement, Remote Work Clause #96936

Hi there! This is a very solid starting point — you’ve covered the main elements employers typically need when it comes to reserving flexibility for hybrid or remote work. Let me break it down into strengths and potential refinement points for you:

Strengths of Your Clause

Discretion Reserved: You clearly state that hybrid/remote work is not a guaranteed condition of employment and may be revoked or modified at the employer’s discretion. This helps protect against claims that remote work is a permanent contractual right.

Notice Requirement: By committing to “reasonable notice,” you reduce the risk of employees claiming unfair treatment. Courts often look for reasonableness in changes.

Operational Needs Basis: You tie the discretion to “operational requirements,” which strengthens your justification and shows it’s not arbitrary.

Constructive Dismissal Protection: Including that changes do not constitute constructive dismissal is important—it signals to employees up front that this flexibility is not a fundamental term of employment.

Areas to Refine or Clarify

-What is “Reasonable Notice”?

Leaving this undefined could lead to disputes. Some employers specify a minimum timeframe (e.g., “at least two weeks’ notice”) unless exceptional circumstances apply.

Without clarity, employees may argue notice wasn’t sufficient.

-Explicit Reference to the Remote Work Policy

Since you already have a policy, it would be wise to cross-reference it. E.g.:
“This arrangement is subject to and must be read in conjunction with the Company’s Remote Work Policy, as amended from time to time.”

That way, you avoid gaps between the contract and policy.

-Expense & Equipment Considerations

Employees may assume that if they’re called back, the employer covers commuting costs or relocation. Some employers add wording like:
“Any costs associated with commuting to or from the office, or otherwise associated with a change in work location, remain the employee’s responsibility unless expressly provided otherwise in writing.”

Similarly, you may want to clarify who provides/maintains equipment if remote work is revoked.

-Geographic Limitation

If you want to prevent employees from moving far away (e.g., another province or country), consider adding:
“Remote or hybrid work does not entitle you to perform your duties from outside the jurisdiction of [Province/Canada] without the Company’s prior written approval.”

This protects you against unexpected tax, payroll, and employment law complications.

-Collective Impact Disclaimer (Optional)

Some employers add that changes “shall not be considered a breach of contract or constructive dismissal, provided the change does not result in a fundamental alteration of the essential terms of your employment.”

This aligns with legal principles around constructive dismissal.

Suggested “Polished” Version

Here’s a slightly refined draft incorporating the above:

Remote/Hybrid Work
If your role includes a remote or hybrid work arrangement, you acknowledge that such arrangements are not guaranteed and may be modified or revoked at the Company’s discretion, with reasonable notice. The Company expressly reserves the right to require you to perform your duties from a designated Company office or other location, as determined by operational requirements. Unless expressly stated otherwise in writing, a hybrid or remote arrangement does not constitute a guaranteed or permanent term of employment. This arrangement is subject to the Company’s Remote Work Policy, as amended from time to time.

The Company will provide reasonable notice of any changes to your work location, taking into account operational needs, and such changes shall not constitute constructive dismissal or a breach of this Agreement. Any costs associated with commuting to or from the office, or otherwise associated with a change in work location, remain your responsibility unless otherwise agreed in writing. You are not entitled to perform your duties from outside [Province/Canada] without the Company’s prior written approval.

I hope this helps!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Termination without Cause #96928

Hi there! I have divided my answer into questions so it is a bit easier to read, but there is a direct answer at the end:

1. Employment Standards (Minimum Requirements)

If this employee is provincially regulated (most employees are, unless federally regulated like banks, telecom, airlines, etc.), the applicable provincial ESA sets the minimum statutory notice or pay in lieu.

For example, in BC or Alberta, after such long service (since 1999), the maximum statutory entitlement is capped (e.g., 8 weeks in BC, 8 weeks in Alberta).

Providing 8 weeks’ severance in lieu of notice would satisfy statutory minimums in those provinces. So yes, you’d be in compliance with minimum standards if you pay 8 weeks’ severance in lieu.

2. Common Law (Reasonable Notice)

Courts often award more than ESA minimums under the doctrine of “reasonable notice,” unless you have a well-drafted employment contract that clearly limits entitlement to ESA minimums.

Factors: employee’s age, length of service, character of position, and availability of similar employment.

This employee has:

~25+ years of continuous service,

-Moved into management role,

-Likely mid-to-late career,

-Specialized experience.

Courts could easily find 12–24 months’ notice reasonable in a wrongful dismissal claim. This means that while you’d be statutorily compliant, you may still face common law exposure unless the contract explicitly limits entitlements.

3. Effect of Employee’s Intended Resignation

The fact the employee intended to resign complicates things. However:

If the employee never gave a firm resignation date, the resignation is not legally effective. The employer can’t rely on an indefinite “I’ll leave sometime” as a resignation.

Since you acted on the initial 6–8 week comment, but the employee withdrew the firm date, it remains a termination without cause on the employer’s side.

4. Compliance vs. Risk

Yes, you’re compliant with ESA by offering 8 weeks’ severance.

No, this doesn’t shield you from a wrongful dismissal claim under common law—the employee could pursue significantly more notice/severance.

If you have a written contract limiting notice to ESA minimums, you are in a strong position.

If not, it’s a risk management decision: some employers negotiate a package (e.g., 6–12 months) to reduce litigation exposure.

Answer to your direct question:
Providing 8 weeks’ severance in lieu of notice does meet statutory minimum requirements, so yes, you are “in compliance.”
However, unless the employment contract limits severance to those minimums, the employee could claim reasonable notice at common law, which would likely be much higher given 25+ years of service.

-HRInsider Staff

[Haley O’Halloran]

in reply to: Performance Review Criteria #96855

Hi Susie!

What often helps is defining specific observable behaviours and impact levels under each category, so it’s easier to anchor evaluations.

Here’s a more detailed framework you could consider expanding to:

Outstanding (OS)

Consistency & Reliability: Consistently demonstrates excellence in all areas of work, with little to no oversight required. Anticipates needs and resolves potential issues proactively.

Initiative & Leadership: Frequently takes ownership of complex or high-impact projects beyond their role. Actively mentors, coaches, or elevates team performance.

Innovation & Problem-Solving: Regularly introduces improvements, creative solutions, or efficiencies that positively impact the organization.

Collaboration & Culture: Seen as a role model for organizational values; inspires others with positivity, resilience, and adaptability.

Exceeds Expectations (EE / AE)

Consistency & Reliability: Performs all duties at a strong level, often going above the standard requirements. Occasionally anticipates needs and identifies opportunities for improvement.

Initiative & Leadership: Willingly takes on new or difficult tasks when needed; contributes to team success beyond their own role.

Innovation & Problem-Solving: Suggests improvements and solutions, some of which are implemented with success.

Collaboration & Culture: Encourages teamwork and maintains a positive attitude, serving as a reliable support to peers and managers.

Meets Expectations (ME)

Consistency & Reliability: Completes assigned tasks on time and to an acceptable standard. Requires standard levels of guidance.

Initiative & Leadership: Takes responsibility for their own work but rarely steps outside defined responsibilities.

Innovation & Problem-Solving: Resolves issues within scope using established methods, but seldom introduces new approaches.

Collaboration & Culture: Works respectfully and cooperatively with colleagues, demonstrating alignment with core values.

Optional Additions

Some organizations also add a “Needs Improvement” or “Developing” category for clarity at the lower end. This gives managers language to describe performance that is below expectations without having to misapply “Meets Expectations.”

I hope this helps!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Layoffs & Extending a Fixed Term Contract #96831

Hi Aleesha!

You’re right to suspect there are a couple of key timing and legal pitfalls here.
Here’s how this generally works in Canada, along with what your options might be.

1. Contract Expiry and Retroactive Extension

Once a fixed-term contract expires, the employment relationship legally ends unless:

You have continued the person working beyond the expiry date, which can trigger an implied extension or conversion to an indefinite-term contract under employment standards/common law; or

You execute a new contract starting immediately after the last one ends.

You cannot backdate an extension to before the expiry date unless it’s clearly documented and agreed in writing — otherwise it risks being considered a fresh contract or even evidence that they’ve been a continuing, permanent employee.

2. Layoff Rules for Fixed-Term Employees

If an employee is truly on a fixed-term contract, a layoff doesn’t usually make sense — their employment ends at the contract end date.

If you extend the contract and then immediately place them on a temporary layoff, they will need to meet Employment Standards Act rules for temporary layoffs:

In BC, a temporary layoff can last up to 13 weeks in any 20-week period without triggering termination pay.

The layoff must be for a reason recognized under the ESA (e.g., shortage of work).

You need the employee’s written agreement to the layoff if it’s not in the original contract.

If the layoff is not ESA-compliant, it can be deemed a termination, triggering notice or pay in lieu.

3. Health Benefits During a Layoff

Many employers keep benefits active during a temporary layoff, but:

Your benefits provider must agree to continued coverage.

Some plans only allow coverage if the employee is still “actively employed,” so you’d need written confirmation from the insurer before proceeding.

4. Practical Options

Best practice: If you truly want them back in a couple of weeks and want to maintain benefits, you might:

Sign a short new fixed-term contract starting immediately, covering the gap until work resumes.

Continue paying them (even if not working) so employment status and benefits remain intact.

Alternative: Execute a new contract now and issue a compliant temporary layoff notice with written agreement, keeping benefits active per the insurer’s approval.

5. Risk Considerations

Multiple contract extensions over time can make it easier for an employee to argue they’re really an indefinite-term employee — which means they’d be entitled to regular termination notice/pay.

Retroactive changes after expiry are high risk if challenged.

If the goal is benefits continuity without triggering a deemed termination, the safest route is to keep them as an active employee under a valid current agreement.

I hope this helps!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Layoff’s in BC #96823

Hey Aleesha!

So here is a breakdown of the layoff and termination rules in both provinces:

British Columbia

Layoff Duration & Termination Trigger
-Under the BC Employment Standards Act (ESA), a temporary layoff can last up to 13 weeks in any 20-week period (or longer if certain conditions are met, such as benefits continuation and agreement with the employee).
-If the layoff exceeds the allowable limit, it’s deemed a termination on the date the layoff started.

Pay in Lieu of Notice (Termination Pay)
-If the layoff becomes a termination, the employee is entitled to notice or pay in lieu, based on length of service:
<3 months: No notice required
3 months to <1 year: 1 week’s pay
1 year to <3 years: 2 weeks’ pay
3+ years: 1 additional week per completed year of service, to a maximum of 8 weeks

Severance Pay
-BC’s ESA does not have a separate “severance pay” requirement like Ontario; only termination pay applies unless an employment contract or policy provides more.

Ontario

Layoff Duration & Termination Trigger
-Under the Ontario Employment Standards Act, 2000, a temporary layoff can last:
Up to 13 weeks in any period of 20 consecutive weeks, OR
Up to 35 weeks in any period of 52 consecutive weeks if certain conditions (like benefits continuation) are met.
If the layoff exceeds the permitted limit, the employment is deemed terminated as of the first day of the layoff.

Notice of Termination / Termination Pay
-Based on continuous service:
<1 year: 1 week’s pay
1 year to <3 years: 2 weeks’ pay
3 years to <4 years: 3 weeks’ pay
Up to 8 weeks maximum (same as BC)

Severance Pay (in addition to termination pay)
-Owed if the employee has 5+ years of service AND the employer’s payroll is $2.5M+, OR if 50+ employees are terminated within a 6-month period due to a business closure.
How to calculate: 1 week’s pay per completed year of service (plus partial year pro-rated), up to 26 weeks.

So basically, here are the key differences between Ontario and BC:

In British Columbia, a temporary layoff can last up to 13 weeks in any 20-week period unless certain exceptions apply, and if it goes longer, the termination date is deemed to be the first day of the layoff. Termination pay is based on length of service, capped at eight weeks, and there is no separate statutory severance pay requirement. In Ontario, a temporary layoff can also last up to 13 weeks in any 20-week period, but it can be extended to up to 35 weeks in a 52-week period if specific conditions are met, such as continuing benefits. Termination pay is also capped at eight weeks, but Ontario has a separate severance pay entitlement for employees with at least five years of service if the employer’s payroll is $2.5 million or more, or if 50 or more employees are terminated within a six-month period due to a business closure, with severance pay calculated at one week per completed year of service to a maximum of 26 weeks.

I hope this helps!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Deduction from Wages – Training Agreement #96810

You’re absolutely right to be cautious. These kinds of training reimbursement clauses can, in certain circumstances, be enforceable in Ontario, but only if they’re carefully crafted and meet specific legal criteria. Let’s break it down succinctly so you can confidently determine how to proceed with the employee’s final pay.

1. Legal Framework in Ontario
A. Written Agreement Required
Ontario’s Employment Standards Act (ESA) does allow wage deductions or reimbursements only if there is a clear, written authorization from the employee, specifying an amount or formula for calculation

B. Renaud v. Graham (Ontario case law)
In Renaud v. Graham, the Court upheld a repayment clause because:
-It was part of a clear, written contract
-The formula for reimbursement was explicit
-The employee signed knowingly without coercion
-The training provided had transferable benefit (enabled real estate practice)

C. Key Conditions for Enforceability
A clause is more likely to be enforced if:
-It’s clearly written and unambiguous (with formula or amount stated).
-Employee fully understood and consented, without coercion.
-The training benefits are transferable—i.e., training gives the employee credentials or skills they take with them
-It’s not a penalty but a genuine pre-estimate of damages

D. When Clauses Fail
If training is mandatory but only benefits the employer, not transferable, or the clause is overly harsh and one-sided, courts may deem it unconscionable or a disguised business cost, and thus unenforceable.

2. What This Means for Your Situation
To determine if you can recover training costs from your resigning employee, ask:
-Do you have a clear, signed training agreement?
-Does it specify the formula or amount of repayment?
-Did the employee knowingly agree, without coercion?
-Did the training impart transferable skills or credentials (e.g., certification)?
-Is the repayment obligation reasonable and proportionate—not punitive?

If the answer is “yes” to all of the above, then based on Ontario case law, especially Renaud v. Graham, the clause may well be enforceable. However, because this is a legal matter, I highly recommend consulting legal counsel.

If the answer is not yes to all of the above, especially if the training was for generic business operations or only benefited your company, the clause may be struck down as unenforceable.

3. Calculating Final Pay
If the clause is enforceable, and the employee resigned before the agreed term:
You may deduct the agreed amount or pro-rated training cost from their final pay—but only if the agreement clearly allows this and it is within a specific formula.

Be sure the deduction is not excessive or punitive; it must align with the contract terms.

If the clause is not enforceable (it might be enforceable in Ontario but this is not guaranteed, due to mitigating factors of clarity, fairness, and mutual benefit), you must treat the employee’s final pay as any standard termination:

Pay all owed wages, including any vacation pay, statutory entitlements, overtime, etc., with no deduction for training.

I hope this helps!
-HRInsider Staff

[Haley O’Halloran]

in reply to: Manager vs. Senior Manager Criteria #96677

Hi Susie! Of course — I can provide you with a framework that clearly differentiates Manager and Senior Manager roles. Organizations often make this distinction by looking at scope, responsibility, leadership, and strategic impact. If you would like me to tailor this to your specific sector, let me know – but it should apply to most workplaces regardless.

Scope of Responsibility
Manager
-Oversees a specific team or functional area.
-Focuses on achieving departmental goals and operational efficiency.
-Works primarily on tactical execution of organizational strategy.

Senior Manager
-Oversees multiple teams, departments, or a larger portfolio.
-Accountable for broader organizational outcomes, often cross-functional.
-Balances tactical execution with shaping mid- to long-term strategy.

Leadership & People Management
Manager
-Directly supervises staff, providing coaching, performance reviews, and daily guidance.
-Responsible for team morale, workload distribution, and skill development.
-Focuses on individual and team performance metrics.

Senior Manager
-Leads other managers and senior staff, guiding them in leadership and decision-making.
-Influences culture and organizational values beyond their immediate department.
-Acts as a mentor and talent developer for future leaders.

Decision-Making Authority
Manager
-Makes operational decisions within established policies and budgets.
-Recommends improvements but often needs approval for major changes.
-Handles problem-solving related to day-to-day activities.

Senior Manager
-Makes higher-level decisions that impact multiple departments or long-term business goals.
-Shapes policies, budgets, and strategies in collaboration with executives.
-Responsible for resolving complex, cross-functional challenges.

Strategic Contribution
Manager
-Executes the organization’s strategy at the team level.
-Provides input on departmental plans and process improvements.
-Ensures compliance and efficiency.

Senior Manager
-Translates organizational strategy into divisional or departmental action plans.
-Identifies opportunities for innovation and organizational growth.
-Plays a key role in risk management and future planning.

External & Cross-Functional Influence
Manager
-Limited external representation (e.g., vendors or small partnerships).
-Collaborates mainly within their department and with immediate peers.

Senior Manager
-Represents the organization in external partnerships, industry groups, or with key stakeholders.
-Collaborates across multiple departments and influences organization-wide initiatives.

Performance Metrics
Manager
-Measured by team performance, goal achievement, and efficiency.
-Success often tied to project deadlines, budget adherence, and staff satisfaction.

Senior Manager
-Measured by overall departmental/divisional outcomes and contribution to organizational strategy.
-Success tied to revenue growth, organizational impact, innovation, and leadership development.

Many organizations also differentiate by experience and qualifications (e.g., Senior Managers often have 10+ years of relevant leadership experience and broader industry exposure).

I hope this helps!

-HRInsider Staff

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