13 Constructive Dismissal Pitfalls to Avoid – As an employer, you must be able to make tough decisions about pay, benefits, job responsibilities and other key terms of employment, especially during hard times. The problem is that what you regard as legitimate and necessary changes for the good of the business might drive employees to leave the organization and sue you for constructive dismissal.

How to Comply with Group Termination Requirements – The first thing you need to be able to do is recognize when the restructuring you do and the pink slips you hand out constitute group terminations under the law. But that’s not as simple as it sounds, especially if you operate in more than one part of Canada.

Don’t Let Age-ist Stereotypes Taint Cost-Cutting & Reorganization Layoffs – Age discrimination complaints are common when companies reorganize or downsize because of the disproportionate impact such actions often have on older employees. Among the common stereotypes is the belief that older employees who’ve done their job a certain way for a long time will have more trouble adjusting to or accepting new technology, procedures or work conditions.

Is Requiring an Employee to Relocate Constructive Dismissal? – As an employer, you may think you have the right to restructure your business and shuffle employees to different geographic locations any way you see fit. If you do force employees to relocate you run the risk of what’s known as constructive dismissal. Here’s a quick briefing on the liability risks and how to manage them.

When Do Cuts in Employee Benefits Cross the Constructive Dismissal Line? – The most obvious form of a compensation-related constructive dismissal offence is a direct cut in wages and salary. The deeper the cut, the greater the risk. But there’s no bright line of how deep you can cut before crossing the line.