Read the full article here.

Read the full article here.

National HR

By Jonny Stevens

The demand for sales talent continues to expand in Canada, with business-to-business sales professionals leading in demand. Canadian universities have launched sales-centric programs to increase the talent pool, such as the Toronto Metropolitans Sales Leadership Program and the University of New Brunswick's sales-focused MBA. The enduring demand for sales roles has existed since at least 1958, as evidenced in the academic literature. Despite the challenge of attracting talent to sales, the profession still needs to create an attractive environment for women.

Women comprise approximately one-third of Business-to-Business (B2B) sales representatives and only one-quarter of sales representatives in the rapidly growing technology sector. Women's representation dwindles as we look up the senior leadership ladder, accounting for just one-tenth of senior leadership roles. Studies show that women encounter more barriers than men, such as a lack of mentorship and organizational support, as well as higher instances of sexual harassment and discrimination. These factors have hindered both the attraction and retention of women in the B2B sales profession; factors which are experienced by women in many male-dominated industries. Unlike other male-dominated sectors, one systematic factor is potentially made worse in sales - a widening pay gap due to the design and administration of commission-based compensation plans.

Obstacles in Commission Design

B2B sales compensation generally combines a base salary with commissions. The split of base salary to commission in B2B sales can be as high as 50/50, meaning if someone is paid $75,000 in a base salary, an additional $75,000 in commissions may be paid when the salesperson achieves their sales target, also known as sales quota. Commission payments can be uncapped, and surpassing sales targets can lead to higher earnings.

Differing Attitudes Toward Commission-Based Pay

Research indicates that men and women differ in their attitudes toward commission pay. Women are less likely to work under pay-for-performance arrangements, suggesting that commission-based plans are less appealing to women. A 2015 Guardian survey found that 77% of female respondents believed they would need to be aggressive to be effective in sales and that the risk and uncertainty of commission-based plans were a deterrent. If sales commissions offer significant earning potential and women opt out of pay-for-performance roles, most of these higher earnings will go to men, potentially widening the pay gap.

Base Salary Gaps Double Total Comp Gaps

A 2020 study of sales professionals revealed that women in sales base salaries were often significantly lower than those of their male counterparts. This discrepancy is particularly troubling given that research has shown that women achieve sales quotas at higher rates than men, can effectively manage the complex relationships required for successful B2B sales and that gender-diverse sales teams outperform non-gender-diverse teams.

The pay gap between women and men in sales widens when commissions make up a significant portion of total compensation. In the scenario where total compensation is split 50% base salary and 50% commission, every dollar less a woman is paid in base salary potentially results in an additional dollar less in commission pay, doubling the wage gap between male and female employees. One industry study suggested that women in sales earned 22% less than their male counterparts.

Parental Leave Significantly Impacts Women in Sales

Women in sales face additional disadvantages when taking parental leave due to company commission policies that reward presence over deal influence. If a woman is on parental leave and absent at the time of contract signing, she may not receive the associated commission despite having invested time in the sale. When women return from parental leave, they face another sales penalty as their pipeline of potential opportunities may need to be built from scratch, creating a quarter or two of lower commission payments. Many organizations lack clear parental leave policies outlining account coverage, commission payment during leave, and a modified quota upon return to work. High-performing women often suffer the most significant wage penalty during parental leave.

Recommendations for Action

Now that we have a high-level understanding of some of the problems contributing to widening the wage gap for women in sales let’s look at some practical solutions leaders can take today.

Step One: Review Base Salary for Gaps

HR and Sales leaders can conduct regular base salary reviews for all sales professionals to ensure fair pay practices and prevent discrimination, regardless of gender or other demographic factors. Additionally, including salary ranges in job postings can promote transparency and demonstrate the flexibility of a firm's compensation policies, helping to attract diverse talent. The research underscores the importance of this transparency in fostering trust and satisfaction among employees.

Studies suggest that reducing variability in sales compensation, especially in business-to-business contexts, can help narrow the wage gap for women in sales, establishing a fair compensation structure that offers equal opportunities to all sales professionals. Additionally, by measuring the base salary and commissions paid to men and women, organizations can ensure a more accurate comparison of the total compensation package while exploring gaps. This approach by HR and sales leaders demonstrates a commitment to upholding principles of equality and diversity, which are fundamental in creating an inclusive workplace environment where all employees feel valued and respected.

Action: Review the base salary of all salespeople to see if there are any gaps. If gaps exist between people doing the same job under the same conditions (experience, geography), enact a plan to equalize the base salary of the underpaid salespeople.

Step Two: Review Variable Portions of the Compensation Plans and Ensure They Are Understood

Shifting pay-for-performance plans away from strictly revenue-based metrics (sales) to include additional organizational metrics and KPIs can help attract and retain more women in B2B sales. Sales and HR leaders should consider customer satisfaction scores, 360 reviews, and the attainment of team or firm goals as supplemental sales targets.

Although studies suggest that women may have less interest in commission plans than men, it is recognized that setting fair sales targets and clearly defining what is required to meet those targets can address women's reservations about commission-based roles. Therefore, sales leaders should spend time with all current and prospective salespeople, clearly outlining what is required to meet their target, providing details regarding where sales reps typically fall short, and maintaining an active level of coaching and mentorship.

Action: Review any variable portions of the compensation plan (commission) by first reviewing the attainment of sales representatives to see how many are achieving the plan. From there, assess whether changes are required to make the plan fair for all. Ensure that all sales staff understand the activities required to achieve the plan.

Step Three: Create Parental Leave Policies for Commission, Coverage, and Return to Work

Organizations should proactively plan for sales representative coverage during parental leave by hiring job shadows or maintaining a steady talent pipeline. Bringing on an additional hire allows them to shadow the departing sales representative, ensuring they are well-prepared to step in and provide temporary coverage during the parental leave period. This proactive approach ensures operations continuity and mitigates workload pressures on the remaining team members.

By formalizing policies related to commission pay during parental leave, companies will empower employees to fully disconnect and focus on their family responsibilities without the added stress of work-related obligations. Progressive firms are compensating women on parental leave for deals they influenced and providing a ramped or reduced quota upon return to work, demonstrating a commitment to supporting employees through all stages of their lives and careers.

Action: Review whether your firm has a policy on paying commissions during parental leave and, if so, explore whether it is being adhered to. If a policy does not exist, create one that provides commission payment for deals influenced and a modified quota (ramp plan) upon return to work.

A Call to Action

In this article, I have identified the compensation issues women in sales face. I have also provided three practical actions you can start today to begin understanding the gaps in your organization and building the case for change required to support the equity and performance of your sales team.

Commission plans tend to sit with the sales leader rather than the HR team. In my past role as the Head of Sales for a billion-dollar professional services firm, I welcomed my HR colleagues to support the design and administration of the sales commission plan. The guidance from my HR colleagues was invaluable in striving for fairness and identifying potential issues in our commission process, which I may have overlooked. Crucially, their expertise resulted in equitable compensation strategies that encouraged the correct sales behaviours and significantly improved team performance.

By providing adequate support for women during parental leave, including flexible work arrangements and ensuring fair compensation, organizations demonstrate their commitment to supporting their employees through significant life events. Additionally, addressing pay gaps and implementing equitable compensation practices fosters a sense of fairness and inclusivity. Rethinking highly variable commission plans to ensure consistency and transparency can also contribute to a positive perception of organizational support, as employees feel valued and fairly rewarded for their contributions.

Research shows that gender-diverse sales teams perform better, but the statistics showing the lack of women in business-to-business sales do not reflect this performance gain. This article has identified the widening of the pay gap as one issue and some practical recommendations for action that organizations can undertake today through collaboration between HR and Sales leaders. These recommendations for action will promote inclusivity, fairness, and support, ultimately contributing to a more engaged and productive sales force where organizations thrive.

Research Referenced

Bandiera, O., Fischer, G., Prat, A., & Ytsma, E. (2021). Do Women Respond Less to Performance Pay? Building Evidence from Multiple Experiments. American Economic Review: Insights, 3(4), 435–454. https://doi.org/10.1257/aeri.20200466

Larson, L. R. L., & Mullen, L. (2020.). Hey Blue Eyes: Sexism Still at Work in the Modern Sales Workplace. 20(2), 29.

Nsiah, C., DeBeaumont, R., & Ryerson, A. (2013). Motherhood and Earnings: Wage Variability by Major Occupational Category and Earnings Level. Journal of Family and Economic Issues, 34(2), 224–234. https://doi.org/10.1007/s10834-012-9323-2

Peesker, K. M. (2020). Walking the Talk: LinkedIn’s Best Practices to Advance Women in Sales. 20(2), 11.

Stevens, J. F. & Carroll, W. R. (2024). Underrepresentation of women in business-to-business sales: A scoping review and future research direction. Unpublished and submitted to journal for review.

NATIONAL HR

View full document (pdf).

September 14, 2022

ME ALEXANDRE BOISJOLY-RIVEST, CPHR, and ME AMÉLIE GUILLEMETTE

Introduction

By proposing Bill C-19, also known as the Budget Implementation Act, 2022,[1] earlier this year, the federal government served notice of its intention, in step with trends that can be observed in other jurisdictions in the area of competition law reform, to make a number of amendments to the Competition Act[2] in the interest of expanding its scope and strengthening it.

On June 23, Bill C-19 was passed. It received royal assent on the same day.

Some of the amendments made to the Competition Act came into force upon royal assent, whereas others will take effect exactly one year after the date of royal assent, which will be June 23, 2023.

For reference purposes, the Competition Bureau published a Guide to the 2022 amendments to the Competition Act, which provides a high-level explanation of the various amendments made to the Competition Act. The Bureau also announced that it would hold a public information session in September, where Competition Bureau representatives would discuss the recent amendments made to the Competition Act.

Some of the amendments made to the Competition Act will have major repercussions for employers, regardless of whether they fall under provincial or federal jurisdiction. This article provides an overview of these amendments.

Amendments that are likely to have a significant impact on the working world

One of the amendments made to the Competition Act expands the concept of criminal conspiracy, thereby making wage-fixing, no-poach and no-hire agreements between unaffiliated employers illegal.[3] With this amendment, Canada is keeping pace with other jurisdictions, such as the United States, which already prohibit these types of agreements.

When these amendments take effect, employers that enter into agreements with other unaffiliated employers regarding the salaries, wages or terms and conditions of employment that they grant to their employees and make agreements in which they agree not to solicit or hire their respective employees will be committing a crime. Employers that become parties to such agreements will be liable to penalties ranging from a fine, whose amount is not set by the law, to imprisonment for up to 14 years, or both.[4]

Employers that become parties to such agreements may also be sued for damages through different types of legal actions, including class action suits filed by the parties that had been harmed by the effects of these agreements.[5]

However, as is already the case for other offences involving conspiracies, agreements or arrangements between competitors, employers will be able to raise an ancillary restraints defence.[6] An ancillary restraints defence, as specified in paragraph 45(4) of the Competition Act, provides that no person may be convicted of having taken part in a conspiracy, an agreement or an arrangement prohibited by the Competition Act, if it is demonstrated that the conspiracy, agreement or arrangement, depending on the case, is ancillary to a broader or separate agreement or arrangement that includes the same parties, is directly related to, and reasonably necessary for giving effect to, the objective of that broader or separate agreement or arrangement, and the broader or separate agreement or arrangement, considered alone, does not constitute itself a conspiracy, an agreement or an arrangement prohibited by the Competition Act.

Effective date of changes with significant impacts

These amendments to the Competition Act are some of the amendments that will take effect exactly one year after royal assent, i.e. on June 23, 2023.[7] This grace period is meant to give employers some time to make the necessary adjustments so that they comply with the law.

What employers need to keep in mind

Employers should use this grace period before the provisions take effect that make wage-fixing, no-poach or no-hire agreements between employers illegal to review their agreements with other unaffiliated employers, verify whether any of them contain wage-fixing, no-poach or no-hire clauses for their respective employees and make any necessary changes. Employers should also review their methods and procedures to make sure that they do not engage in practices with unaffiliated employers in the future that could be considered wage-fixing, no-poach or no-hire agreements or any other practice that could be construed as facilitating such agreements.

This is a translation of an article published on the site of the Ordre des conseillers en ressources humaines agréés du Québec. Click here to read the original version.

1.       S.C. 2022 c. 10 (hereinafter “Budget Execution Act, 2022”).

2.        R.S.C. 1985, c. C-34 (hereinafter “Competition Act”).

3.        Section 257 (1) Budget Execution Act, 2022.

4.        Section 257 (2) Budget Execution Act, 2022.

5.        Section 36 (1) Competition Act.

6.        Section 257 (4) Budget Execution Act, 2022.

7.        Section 275 Budget Execution Act, 2022.

The Act to amend the Criminal Code and the Canada Labour Code[1], as amended in Bill C-19, the Budget Implementation Act[2], contains modifications to the Canada Labour Code[3] (the “Code”) providing for medical leave with pay to all federal employees. Subsequently, modifications were brought to the Canada Labour Standards Regulation[4] (the “Regulations”) regarding the payment method for the medical leave with pay[5]. These modifications come into force on December 1, 2022.

All employees of federal employers are entitled to medical leave with pay, subject the conditions stipulated in the Code and Regulations. This includes full-time, part-time, casual and contract employees.[6] Even employees with multiple employers are deemed to be continuously employed for the purpose of the provisions on medical leave with pay.[7] While there was a possibility that the medical leave with pay provisions would only apply to employers with 100 or more employees,[8] this provision does not come into force on December 1, 2022, and will only come into force following an order of the Governor in Council. As of now, there is seemingly no plan for the coming into force of this provision.

Employees may take a medical leave with pay for the following reasons:

• Personal illness or injury;
• Organ or tissue donation;
• Medical appointments during working hours; or
• Quarantine

A. Accrual

As of the coming into force of these new amendments, employees of federal employers will become progressively entitled to 10 days of paid medical leave per year.[9] While most employers may calculate this on the basis of a calendar year, employers may also use the period of 12 months used in the calculation of annual vacation.[10]

Employees will accrue their first three paid days of medical leave after a 30-day qualifying period. Subsequent to this qualifying period, employees must complete an additional calendar month of employment with the employer, following which they will progressively accrue one additional paid day of leave per calendar month.[11]

This means that employees who are currently employed with a federal employer will begin their qualifying period as of December 1, 2022, and will obtain their first three days of paid leave as of December 31, 2022. They will then need to complete one calendar month of employment with the employer, namely January 2023, after which they will obtain one paid day of leave per month. Therefore, they will accrue their fourth day of leave on February 1, 2023.

The accrual rules are the same for new employees hired after December 1, 2022. For example, if an employee is hired on January 14, 2023, the 30 day qualifying period ends on February 13, 2023, at which point the employee will have acquired their first three days of paid medical leave. This employee must then complete one calendar month of employment. Given that their qualifying period ends in the middle of February, the next full calendar month is March. The employee will then earn their fourth day of medical leave after having completed the full month of March, meaning on April 1, 2023.

It is worth reiterating that the initial qualifying period is 30 days, and not a calendar month. However, the subsequent period must be a full calendar month, which begins on the next first of the month closest to the end of the qualifying period. Employees then receive one additional day on the first of each calendar month, up to a maximum of 10.

Employees are entitled to carry-over any unused days from one year to the next. However, their entitlement to accrual is diminished by the amount that they carry over.[12] At no point will an employee be entitled to more than 10 days of paid medical leave per year. As an example, if an employee carries over seven (7) days from one year to the next, they may only accrue three (3) days in the subsequent year.

B. Use of medical days with pay

An employee may make use of one (or more) of their paid days of medical leave on any day where they are scheduled to work or expected to work. Employees are entitled to many types of leave under both the Code and possibly through employer policies or collective agreements (e.g.: paid personal days[13]). The decision to categorize a particular day off as being a day of medical leave with pay as opposed to a day off under alternative policies is at the discretion of the employee, and not the employer.[14] However, the employer can require that each period of leave be not less than one day in length.[15]

An employee who makes use of a day of medical leave with pay is paid their regular rate of wages for their normal hours of work.[16] The regular rate of wages for an employee whose hours of work differ from day to day or who is paid on a basis other than time (e.g.: by the kilometer or on commission) is an average of the employee’s daily pay (excluding overtime) for the 20 days worked prior to the first day of medical leave with pay.[17] Note that this is an average of days that the employee actually worked, and not simply the 20 previous days. Alternatively, a collective agreement may specify a different calculation method. This will be applicable to days of medical leave with pay if this method relates specifically to medical leave with pay or if it is applicable to all forms of leave.[18]

An employer may request that an employee provide a medical certificate from a health care practitioner[19] to justify their period of medical leave only after five (5) or more consecutive days of absence.[20] The employer must make this request no more than 15 days after the employee’s return to work.[21]

C. Record Keeping

Employers are required to keep detailed records of their employees’ use of medical leave with pay, including the following, for a period of at least three (3) years:

• The pay provided for as medical leave with pay;
• Starting and ending dates of the medical leave;
• The year of employment in respect of which the leave was earned;
• The number of days of leave carried over from a previous year;
• A copy of any request for a medical certificate and the corresponding certificate.[22]

Medical Leave with Pay and Existing Entitlements

An employee is not necessarily entitled to additional days of paid medical leave under these new provisions of the Code if they are already eligible to substantially similar entitlements under their employment contract, an employer policy or a collective agreement.

If an employee is already entitled to certain paid sick days or medical days that are similar in scope and condition to those newly provided under the Code, then those days will be considered as equivalent to the newly provided medical leave with pay.[23] This means that employees must be able to take their existing leaves for at least the same reasons (e.g.: illness, injury, organ or tissue donation, medical appointment or quarantine) and subject to at least the same conditions (e.g.: same or greater pay).

However, if an existing entitlement to sick leave is greater in scope or more favourable than what is now provided by the Code, then the employee will continue to be eligible for the greater entitlement. For example, many employers, either through policy or under a collective agreement, provide for a number of paid sick days at the beginning of every year, without any necessary accrual period. This is considered a greater benefit to which employees will continue to be entitled, despite the new provisions in the Code.

What should employers keep in mind?

Given the complex accrual method, employers should be ready to implement processes for keeping track of the accrual of days of medical leave with pay and their use and carry-over. Employers should also be prepared to respond to questions from employees who are requesting a medical leave of absence. In addition, employers should update their record keeping processes and payroll practices to remain in compliance with these new provisions. Finally, employers should review their existing employment contracts, policies and collective agreements, and compare them against the new medical leave with pay provisions under the Code, in order to determine what, if anything, they must now provide for their employees.

This article was first published on the site of the Ordre des conseillers en ressources humaines agréés du Québec.

[1] An Act to amend the Criminal Code and the Canada Labour Code, SC 2021, c 27 [Act].

[2] Bill C-19, Budget Implementation Act, 1st Session, 44th Parliament, 2022. [Bill C-19].

[3] Canada Labour Code, RSC 1985, c L-2 [Code].

[4] Canada Labour Standards Regulations, CRC, c 986 [Regulations].

[5] Regulations Amending Certain Regulations Made under the Canada Labour Code (Medical Leave with Pay), SOR/2022-228. [Amending Regulations].

[6] Note that the medical leave with pay provisions do not apply to student interns who are not required to be paid pursuant to Standards for Work-Integrated Learning Activities Regulations, SOR/2020-145.

[7] Amending Regulations, supra note 5 at s. 4.

[8] Bill C-19, supra note 2, at s. 424.

[9] Bill C-19, supra note 2, at s. 423(1); see also: Medical leave with Pay, IPG-118 [IPG-118].

[10] Amending Regulations, supra note 5 at s. 6.

[11] Bill C-19, supra note 2, at s. 423(1).

[12] Ibid at s. 423(2).

[13] Code, supra note 3 at s. 206.6.

[14] IPG-118, supra note 9.

[15] Act, supra note 1 at s. 7(1).

[16] Ibid.

[17] Amending Regulations, supra note 5 at s. 3. See also IPG-118, supra note 9.

[18] Ibid. To note: this calculation of medical leave with pay is the same as was introduced for paid personal days in previous (though recent) amendments to the Code and Regulations.

[19] A health care practitioner as defined in the Code at s. 166: “a person lawfully entitled, under the laws of a province, to provide health services in the place in which they provide those services”.

[20] Bill C-19, supra note 2 at s. 423(3); IPG-118, supra note 9.

[21] Ibid.

[22] Amending Regulations, supra note 5 at s. 5(2) and 5(3).

[23] Stacking – Medical leave with Pay, IPG-119 [IPG-119].

Introduction

 At a time when employers are resorting more often to international recruiting, it is essential that they properly understand the rules that apply to temporary foreign workers who want to obtain a work permit to work legally in Canada.

However, before they even begin to consider the various steps involved in obtaining a Canadian work permit, employers and temporary foreign workers must take a number of factors into account if these workers are to be persuaded to immigrate to Canada. For temporary foreign workers, these factors include finding housing, being able to send their children to a child care centre, or bringing family members with them who are allowed to immigrate to and work in Canada.

To remain competitive internationally and attract more temporary foreign workers, Immigration, Refugees and Citizenship Canada (IRCC) recently announced new changes that should simplify the immigration process for the family members of temporary foreign workers. These news rules took effect on January 30, 2023 and they are applicable for an initial two-year period.

Previous rules

Prior to the new measures announced by IRCC, only the spouses or common-law partners of skilled temporary foreign workers could obtain a Canadian work permit as an accompanying family member.

The work permit they obtained in that case was an open work permit. An open work permit is a work permit that is not tied to a specific employer in Canada. In other words, this permit is obtained independently and a job offer from a Canadian employer is not required.

Thus, to qualify for a work permit as a spouse or common-law partner, the principal applicant was required hold a skilled position. A skilled position is defined as a job with a skill level (TEER category) of 0 to 3 according to the 2021 National Occupational Classification.

This meant that spouses and common-law partners of workers with an unskilled job were not able to obtain a Canadian work permit. To qualify for a Canadian work permit, spouses and common-law partners were then expected to take individual steps, which usually involved additional immigration processes and the intervention of a Canadian employer.

In addition, the children of temporary foreign workers were unable to obtain work permits under the rules previously in force.

New measures

As mentioned above, starting January 30, 2023, new measures took effect to expand the work permit eligibility criteria for family members of temporary foreign workers.

First, spouses and common-law partners of temporary foreign workers who hold an unskilled job – i.e. a job with a skill level of 4 or 5 according to the 2021 National Occupational Classification – are now able to obtain a work permit. For example, this would include jobs that involve operating machinery, working at a fish market or as an assembler at a plant.

Accordingly, spouses and common-law partners of foreign workers are now able to obtain a work permit, regardless of the skill level of the job that the principal applicant holds in Canada.

Another important measure is that the dependent children of temporary foreign workers are granted expanded eligibility for Canadian work permits, subject to the rules that apply to hiring minor-aged workers. As mentioned above, the dependent children of foreign workers were previously unable to obtain a Canadian work permit. They had to apply individually and complete all the steps required for that purpose.

Under the new measures, dependent children of temporary foreign workers are now eligible to apply for a Canadian work permit. This means that they are also able to apply for an open work permit, regardless of the skill level related to the position held by their family member in Canada.

In addition, spouses, common-law partners and dependent children of permanent resident applicants in the economic immigration class may now apply for an open Canadian work permit. To do so, the principal applicants also need to hold a Canadian work permit.

For the time being, these new measures exclude the family members of applicants who have submitted a Canadian work permit application in the Low-Wage stream, the Seasonal Agricultural Worker Program, or in the Agricultural stream of the Temporary Foreign Worker Program. Nevertheless, it appears that IRCC is planning to announce other future measures that will specifically deal with these two programs.

Impact on human resources professionals

These new measures announced by IRCC are excellent news for all professionals active in the field of human resources.

In fact, many professionals in this field had already expressed the desire that family members of temporary foreign workers be eligible to apply for a Canadian work permit.

It was previously harder to convince temporary foreign workers to immigrate to Canada for low-skilled jobs, in large part due to competition from other countries and their immigration processes. In many cases, foreign workers had family members who were unable to accompany them to Canada and had to stay behind in their country of origin.

Due to this situation, some foreign workers turned down job offers in Canada, because they did not want to be separated from their family members. In cases where temporary foreign workers actually did agree to immigrate to Canada, they often left the country after a few weeks of work because they missed their family. On that note, it has been proven that when a temporary foreign worker’s family members are with them, their integration process is much more successful.

Furthermore, thanks to the expanded measures for dependent children, the children of some foreign workers will be able to take a job when they arrive in Canada. This situation could also serve as another selling point, because dependent children were previously only allowed to obtain temporary status as visitors or students.

Conclusion

Ultimately, although IRCC still needs to provide more details, the measures recently announced are great news for human resources professionals. These measures will ultimately increase Canada’s competitiveness and make it easier for temporary foreign workers to complete their integration into the country.

Suggested readings for more information

• IRCC website on the current rules for obtaining a work permit as a spouse or common-law partner of a temporary foreign worker
• IRCC announcement on December 2, 2022
• Details of the new measures announced by IRCC

Carrefour RH, a site of the Ordre des conseillers en ressources humaines agréés du Québec, published a first version of this article.

Information was gathered mainly from political party platforms. We have focused on the topics most likely of interest to human resources specialists in Canada. Although this overview is most probably not thorough, it shows what the political parties are aiming to do for Canadians in the pandemic context.

CHRA Canada takes no political position. This document has been created based on the best information available as of September 8. Its purpose is to show the main measures from a strictly informational point of view.

Click here to read the review.

In addition, MQO Research developed recommendations and suggestions for enhancing awareness and delivery of coaching services in Atlantic Canada.

Click here to read the report.

Noemie Ferland-Dorval, governmental relations advisor, from CPHR Canada has analyzed and summarized the budget for you and the rest of our HR community. 

Please click here for CPHR Canada's Overview

Over last fall and earlier this year, CPHR Canada and l’Ordre des CRHA collaborated on a series of briefing papers on key human capital issues. Due to the COVID-19 pandemic, the original launch date of March was postponed.

The paper addresses the following four issues: psychological health and safety in the workplace, diversity and inclusion, flexibility in the labour market and scarcity of qualified workers. With time, the data and conclusions are becoming stale.

We are posting the paper entitled Human Capital: Four Priorities for Sustainable Economic Performance in Canada today and making it available for all members.

A special thank you to two of our CPHR Nova Scotia members who made significant contributions to this paper: 

• Mike Christie, Vice President of HR at the Halifax International Airport Authority
• Layla Khalil, Vice President of HR at East Coast Credit Union

Please find the link for it here:

While the paper was developed pre-pandemic, many of the issues raised in it are urgent to address and even more relevant today. We hope to convene a virtual round table discussion in the fall with all provinces, and open it up to Nova Scotia members to discuss the issues raised in the paper and identify next steps required for HR professionals, businesses and governments. More information on this will be available in September.

As the federal government winds down in anticipation of the October general election, CPHR Canada reflects on the past year and its involvement on many legislative issues of interest to human resource professionals.

A key plank in the Trudeau government platform was to pass proactive pay equity legislation during its mandate. The legislation received Royal Assent on December 13, 2018.

The Act creates a number of obligations for federally regulated organizations. Regulations are currently being drafted and once again CPHR Canada was at the fore sharing expertise on how regulations could be drafted without creating unforeseen consequences. Pay equity legislation will come into force three years after the regulations have been approved. According to pay equity expert, Denise Perron, CRHA, who assisted CPHR Canada in the development of submissions to government, it’s not too early to start preparing a work plan to ensure successful completion of the pay equity project.

On behalf of CPHR Canada, Madame Perron and pay consultant François Trottier appeared before the Standing Senate Committee on National Finance on the legislation in December 2018.

CPHR Canada was again invited by the Standing Senate Committee on National Finance to share its views on amendments to the employment equity legislation.  

The law requires private sector employers under federal jurisdiction to report information on their employees’ compensation. It’s CPHR Canada’s position that these requirements need to align with the requirements of the pay equity legislation in order to reduce the compliance burden for employers. Unfortunately, with the passing of the legislation, employers will be required to submit a different set of data to comply with both laws.

Have Your Say

Budget 2019 announced the creation of a new Canada Training Benefit. CPHR Canada has had the opportunity to participate in round-table discussions on the topic. The training benefit proposes to provide funding to employees to help pay for training through the new Employment Insurance Training Support Benefit while offering job protection for workers who take time away from work to upgrade their skills.

The design of some components of the support benefit is not yet finalized so there is still time to provide your views.

Click here for the online survey. It is available until July 31.

What’s next

The government has mandated an expert committee to study the modernization of the Canada Labour Code.

Specifically, the Committee was studying issues around federal minimum wage, labour standards protections for non-standard workers, the right to disconnect, access and portability of benefits and the collective voice for non-unionized workers.

CPHR Canada weighed in on the topic of the right to disconnect.

At this time, the Committee’s report should be on the Minister’s desk. But with the countdown to the October election, it will be up to the next government to act on these important issues.

For further information, please contact Carole Presseault, Government Relations Consultant to CPHR Canada at carole@presseaultstrategies.ca.

Recognizing and rewarding people can be a strategic advantage – helping you keep your best, demonstrating your commitment to people and your commitment to achieving your organization’s goals.

But if recognition and reward are not undertaken purposefully and thoughtfully, it can backfire, creating jealousy and dissension.

Everyone likes to be recognized and rewarded – some publicly, some personally. People also have an inherent sense of fairness, against which many things are measured. So how do you create a recognition and reward system that pleases people and meets your objectives? Like everything else worthwhile, it takes time and the expertise of an HR professional.

But here are some ideas to consider before you begin:

1. LINK TOTAL REWARDS TO PERFORMANCE MANAGEMENT

Almost all recognition and reward is nice to receive. But recognition that isn’t tied to a person’s key performance areas doesn’t serve you, or the recipient. If you only recognize and reward your payroll administrator for their great work on planning the golf day, you’re demonstrating where you feel their value lies and encouraging what you want them to focus on in the future.

2. DEFINE AND SET YOUR EXPECTATIONS

What are the behaviours and the metrics that you want to achieve? Consider the key one or two priorities you want to achieve this year to move closer to your vision. Then consider both the actual behaviours that will get you there and the desired outcomes those behaviours will produce. Select your incentive points from there.

3. DON’T BE UNDERINVESTED

Underinvested employers place high expectations on individuals but offer low levels of inducements – causing high performers to question why they bother. An unrealistic expectation can rally a person or a team in an exceptional circumstance. Consistent unrealistic expectations are demoralizing.

4. DON’T BE OVERINVESTED

Overinvested employers offer high levels of inducements attached to little performance expectation. This creates golden handcuffs, where good and poor performing employees alike have little reason to improve things, and no desire to leave. So for your increased investment, you’ve bought stagnation.

5. USE ALL THE TOOLS YOU HAVE AVAILABLE

Inducements and investments (reward programs) include training, pay rates, benefits, job security and procedures.

Employer expectations (performance programs) include individual pay for performance systems, as well as employee monitoring and performance appraisals with the goals of raising overall performance levels and sorting the workforce based on performance levels.

6. CREATE A HIGH-PERFORMANCE CULTURE

Studies have proven that high performers want to work in a high-performance culture. They want to contribute, be productive and to stay challenged in a culture that rewards them for meeting high expectations. Recognition doesn’t always have to come from you. In high-performance cultures people recognize each other’s contributions, creating a positive spiral.

On the flip side of the coin, low performers tend to voluntarily leave these types of cultures.

7. STRIKE YOUR UNIQUE BALANCE

Ultimately, the solution is in knowing which HR programs impact the retention of high performers while ensuring the proper resources get applied to addressing the issue of dysfunctional turnover. Your HR expert can help you strike the right balance.

“The Culture of any organization is shaped by the worst behaviour the leader is willing to tolerate.”

What are you putting up with, or turning a blind eye to?

Culture is a critical factor in business today. A company’s culture is made up of its values, beliefs and attitudes shared by employees within an organization.

People want to work for an organization that lines up with their personal core values, and they’ll turn down contracts with companies that don’t. At the end of the day, if you have a strong company culture, you’ll likely have more people wanting to work for you.

Acquiring and retaining top talent definitely helps your business succeed. In fact, a recent study found that companies with a strong company culture in place saw four times increase in revenue growth and employees stayed twice as long as their counterparts.

Company Culture can be described as “the way we do things around here”.

At times, culture can be a different concept to understand because it’s an unwritten directive. You can’t write your culture goals into your employee manuals. It’s the dynamic between your staff and is influenced by your company as a whole.

So, what kind of culture does your company currently have? Do you know?

1. Team Culture

Team-oriented companies usually hire based on culture fit first, skills and experience second. Often times this culture is rooted in collaborations. Employees are often encouraged to share and explore new ideas with others. Additionally, this culture often offers flexibility and independence with their employees. The happiness of their employees tends to be the focus. Team cultures believe that productive and cheerful workers lead to stronger work.

2. Elite Culture

Elite corporate culture hires the strongest due to the desire to break forward and take the lead in their business. This culture type is often referred to as a performance-driven culture. Its leaders are driven and demanding of their employees, but the entire organization is united by the common objective to succeed. Elite culture offices encourage employees to think outside the box and push the boundaries of the status quo on a daily basis.

3. Conventional Culture

Sometimes known as the traditional company culture, this is one of the original cultures set up in businesses. They have defined hierarchies and usually have a goal mindset throughout the company. Also known as customer-focused culture, this culture type seeks to excel at providing high-quality service to whomever their consumer is. Often times, this culture is formal and has proper procedures in place for guidance.

4. Progressive Culture

Progressive culture is rapidly growing in recent years. Similar to team culture, progressive culture focuses heavily on people who bring a positive and confident attitude to the workplace. These organizations favour progress, change and improvement within their company. Progressive organizations no longer focus solely on increasing sales or meeting one goal at a time. They want to build experiences for their customers, which starts with a positive experience for employees.

Your company culture can either energize or drain your employees. Make sure your culture is a healthy one that lines up with your company values. Remember that companies receive greater earnings and ideas from employees that are engaged and passionate about their work.

Create the conditions where people are excited to come work in the morning.

If you are looking to develop a culture of engagement, the formula is simple:

-   Help people continually expand their expertise at what they do.

-   Once they know, give them the authority and responsibility to decide how things should get done.

-   Give them something meaningful to work on.

Happiness is not the absence of problems, it’s the ability to solve them.

When smart, confident people can use their unique skills and experience to solve problems that are meaningful, there is no stopping them.

Here’s how HR can help:

1.     Experts in Human Resources are uniquely trained and skilled in developing people’s skills and expertise, through formalized professional development, on the job training programs and feedback systems designed to encourage learning in a safe environment.

2.     Your HR team can build job descriptions with defined responsibilities and accountabilities that give people the freedom to make decisions about how best to get things done, within parameters that are clear and widely understood.

3.     As members of the strategic leadership team, HR can translate the organization’s vision and purpose into meaningful daily application.

Why is it important?

1.     Engaged employees boost productivity

Employees who are engaged and invested in their roles are 21 per cent more productive at work than those who aren’t. Disconnected employees work less, cost money and demotivate others.

2.     Engaged employees are less likely to quit

Unwanted turnover is expensive and difficult. If your employees are invested in your workplace and they’re happy in their role, they’re far less likely to leave.

3.     Engaged employees are positive

Negative feedback surfaces more than positive, which is why it’s important to engage with employees and give them a reason to feel proud and significant at work. At the end of the day, the employee experience will translate to the customer experience.

4.     Engaged employees are more creative

Creativity is not about coming up with an idea no one thought of before. It’s improving on an existing solution, or putting a series of ideas together in a new way. Employees who are engaged tend to feel more comfortable taking risks. Creative problem solving breathes new possibilities into work.

Ultimately, engagement leads to a healthier and more creative workplace, where innovative people want to contribute meaningfully to the best possible outcomes.

Strategy isn’t a set it and forget it thing.

It evolves, it moves, it adapts to circumstances. So, the best way to stay strategic is to hire strategy-minded people and let them do their thing. 

But a recent survey by CEB Global reports that one-third of star performers feel disengaged from their employer. In other words, some of the people whose energy and insight you really need have already checked out and are looking for their next job.

You need a strategy to keep your strategic thinkers happy (and strategic thinkers can be found at all levels of the organization). Creating this environment doesn’t happen overnight. The good news is that you have complete control over the things that keep the best people engaged and contributing.

1. Define your company vision

You, as the leader, should be able to define the vision in 100 words. This statement should answer key questions that drive your business: Why does your company exist? Where is your company headed? What do you want your company to be? If your employees truly buy in to the vision, they will look for opportunities to advance it and identify potential threats.

2. Show them the big picture

 Set the vision in the context of its surroundings. Share what achieving the vision means to them and others. Most of your top people genuinely care about mastering their work and making a difference. As a leader, clearly define your company’s true purpose (think beyond the bottom line) and demonstrate it wherever possible.

3. Balance being professional with being human

 Compassion is empathy and caring in action. How many companies truly demonstrate compassion? Show that your people mean more than their eight-hour work output. Celebrate their wins, empathize when they need support, and challenge them when they need a nudge.

4. Give rewards and recognition

 Top performers won’t accept being ignored. Set high, bit achievable expectations and reward performance appropriately. This doesn’t have to be complex or costly, but it should always be credible. Earned financial rewards and perks are important, but so is a sincere mention in a staff meeting, or a personal note of thanks.

5. Establish strong performance management

 Don’t reward or ignore underperformance. Remember that unsatisfactory work and a bad attitude can spread through an office like wildfire, if not stopped. It demoralizes the top performers and encourages underperformers to stay. Managers sometimes turn a blind eye to underperformers or give them endless chances to redeem themselves. Encourage and support tough, but fair decisions.

6. Strengthen individuals and teams

 Provide opportunities for personal development and access to the tools needed to advance their careers. Your job as an efficient leader is to help your employees discover their concealed talents and develop them. Encourage them to grow as a team, welcoming projects that allow collaboration and play a direct role in your company’s success. Even small steps such as delegating will have a big payoff. Delegation is a great opportunity that allows employees to take ownership of something and gain confidence in their abilities.

7. Most importantly, elevate your HR function

 Despite the growing importance and complexity of managing people, many businesses treat HR as if it were just a necessary administrative function. But HR can lead the way on several fronts, including the six steps above – which are not quick fixes. They are long-term strategies that should be aligned to your unique market and your culture. They require thoughtful establishment and ongoing management to deliver the dividends that will set you apart.

The process of strategic planning can be as important to an organization as the results. Maximize your investment in talent and make sure to keep them satisfied.

For more strategic tips and guidelines, sign up for our upcoming webinar.   

The best leaders create leaders, not followers.

While each person’s leadership style is distinct, true leaders stand by their own sincere, clearly defined sense of purpose.

Becoming and staying a sound leader doesn’t happen overnight, it takes practice and determination. Check your leadership habits against the following ten key points:

1.     Lead by example

People look to you for guidance and strength, especially in difficult times. Your values, commitment, energy and attitude are contagious, just make sure that’s a good thing. When you stand by your principles, your team will, too.

2.     Communicate

Effective communication is leadership. Talking is not the same as communicating. When your employees come to you with an idea or issue, make sure you actively listen to them and think before you react. Be authentic, be credible, be trustworthy.

3.     Collaborate

Look for opportunities to get other people involved in projects at work. Bring new employees together to get new results. There is immense value in bringing your team together. Collaboration challenges people to think and articulate their visions, often  generating new approaches and richer ideas.

4.     Delegate

Leaders don’t try to be everywhere at once. Let your employees take on new things and free up space on your desk so you can focus on the tasks only a leader can do. It also shows trust and confidence in other people’s abilities.

5.     Never stop learning

Knowledge is power. Aside from keeping things fresh to sustain your professional creativity and passion, learning also keeps you relevant in our dynamic and ever-changing world. Leaders ask questions and they listen everywhere, bringing each person’s unique perspective to the table.

6.     Build trust

Show your employees that you have their back. Demonstrate that you have the competence and the character to be trusted. As Covey says, ‘business moves at the speed of trust.’

7.     Be passionate

Passion constantly inspires others and is a trait you can’t fake. Talk about why the work has meaning. Put the purpose before your personality. People want their work to contribute to something meaningful. Show them what that is.

8.     Know your limits

We all want to succeed, so we push our limits. But strong leaders know their limits and in honouring them, give others permission to do the same. As a leader, if you’re burning yourself out, you’re probably burning others out, too.

9.     Motivate

Motivation has three components, mastery, autonomy and purpose. Help people become masters at their trade. As they do, give them the authority to make appropriate decisions and apply this to meaningful work. If you get this right, they will rush into work in the morning.

10.  Prioritize your immediate team

Invest one-on-one time with your employees to build individual relationships and make sure they feel heard and understood. Your people are your responsibility, and their success is your success. Remember, leaders get the employees they deserve.

In the end, successful leaders achieve because they understand themselves and others. True leadership is not about perfection, it’s about credibility, character, communication, consistency and purpose.  

"We see this as another great stride in our shared mission to advance the HR profession here, across Canada and internationally." says Sheila Oyler, CPHR, CAE, Chief Executive Officer, HRANS.  "HRANS and our colleagues across Canada have established a clear and strong CPHR designation and have positioned it for the future within CPHR Canada.  These changes reflect the fact that HR professionals today are impactful, high-value, trustworthy business leaders with unique expertise in delivering on business outcomes while supporting the success of individuals."

The profession in Canada is officially represented nationally and internationally by Chartered Professionals in Human Resources Canada (CPHR/CRHA Canada).  Across the Country, the granting of designations remains the focus and responsibility of the member associations, such as HRANS.

CPHR Canada is strengthening their reputation as leaders and economic drivers across Canada and representing Canada's HR profession with Member Associations around the world.  Together, CPHR Canada has established consistent minimum standards for certification, and a national Code of Conduct.

CPHR Canada includes HR professionals in all of Canada's provinces and territories except Ontario.

CCHRA becomes CPHR Canada, Designation becomes CPHR

CCHRA announced today that they, and the eight provincial associations who make up the national body (including HRANS), are aligning under the name and designation CPHR - Chartered Professionals in Human Resources.

"This change further unites and strengthens the organization on behalf of our members." says Shannon Railton, Chair of CPHR Canada.  "The human resources role continues to become more critical in accelerating economic growth through business success and in improving the lives of employees.  Our strong, single CPHR designation showcases the unique experience and expertise CPHRs bring to the workplace."

The eight provincial associations in CPHR Canada opted to maintain one designation - Chartered Professional in Human Resources - as their standard of quality, consistent with many other professions and other HR designations around the world.

"We would have proceeded with aligning our Associations nationally under the previous CHRP banner," adds Railton, "however, the Human Resources Professionals Association (HRPA) of Ontario opted to create a three-tiered designation for their province and defined CHRP, which was shared across the country, as their entry level designation.  So the rest of Canada was required to either accept the three-tiered model, or make this change.  We collectively determined that it was in our members' best interests to proceed with one designation."

This summer, CPHR Canada, which is 27,000 members strong, announced a strategic agreement with SHRM (Society for Human Resources Management), in the US, the largest HR organization in the world.  

CPHR Canada is Canada's representative on the North American Human Resources Management Association (NAHRMA) and the World Federation of People Management Associations (WFPMA).

The new CPHR brand will be rolled out in the coming months.

The Human Resources Member Associations of CPHR Canada include: HRMA (BC), HRIA (Alberta), SAHRP (Saskatchewan), HRMAM (Manitoba), HRANB (New Brunswick), HRANS (Nova Scotia and Prince Edward Island), HRPNL (Newfoundland and Labrador), and CHRA (Quebec).