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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.

1. The Award of Excellence recognizes exemplary HR professionals who demonstrate leadership in the HR profession and their organization through strong HR practices and innovative programs leading to the achievement of business results.
2. The Rising Star Award recognizes an individual who has demonstrated early leadership qualities in human resources through personal performance and commitment to professional, volunteer and educational opportunities. Rising stars are the future of the profession. 
3. The HR Team of the Year Award recognizes an HR Team that played a key role in driving the performance and reputation of an organization, are catalysts for organization-wide change and serve as trusted advisors on organizational strategy.
4. The Honorary Membership Award may be conferred on a person who has made outstanding contributions to the field of human resources or to the Association. Honorary Membership Nominations require the approval of the Board of Directors. One award may be presented each year.

The deadline for submission is 12:00 noon on Friday, May 6, 2022 – Nominate today!

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

We are accepting Expressions of Interest for the 2020/21 term for the Board of Directors. 

Details on the positions up for nomination, time commitment, and the Expression of Interest Form are available in the Members Only Section of this website under the Reports & Messages menu option.  Once on the Reports & Messages page, the link to the nominations information is near the top of the content.

Express interest, using the Expression of Interest Form, by October 9, 2020.  

A reminder that opportunities to serve on the Board are mandated by the Association's bylaws as outlined on the nominations page.

Click here to find out more.

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.

This is the first time ever these global HR leaders have met online to discuss how HR professionals will play key roles in the recovery from this pandemic both at the corporate and social levels.

Two main areas that were addressed:

1. What is needed to ensure workplaces recover from the pandemic and set the course for healthy, thriving workforce?
2. How as a profession can we ensure all organizations are in the best situation to start up again?

Click here to listen, learn, and share the conversation with your co-workers, peers, and members.

Click here to read the summary report of the live stream.

Moving forward, it is HR’s responsibility to focus on communication, empathy, resilience, agility, and leadership.

As of January 2021, CPHR Nova Scotia will be adding a new educational requirement that must be completed prior to writing the National Knowledge Exam (NKE). This requirement is applicable unless the individual is covered by another eligible path.

Taught by leading Canadian HR professors, each course provides extensive multimedia lectures with downloadable PowerPoint slides, progress quizzes, and a discussion board where you will interact with your instructor and other students and post answers to assignments.

The Spring 2020 Semester begins between May 4th and 15th, 2020 and ends between July 24th and August 7th, 2020. (Flexible start and completion dates to suit your schedule.)

Accounting and Financial Management (Forthcoming)

• Author: John Parkinson Ph.D., Professor of Accounting, York University
• Instructor: TBA

Financial and management accounting knowledge is necessary to enable Human Resources Managers (HRM) to do their job effectively. In some cases, where the HRM are expected to carry out the activity, a detailed knowledge is required. This would be the case, for example, in respect of the preparation of operating budgets within HR, and the interpretation of control information based on those budgets. In other cases the HRM is expected to have a working understanding of the challenges faced by fellow members of the management team, where a familiarity with the concepts is more important than detailed knowledge.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Casebook included, Textbook is extra. Click HERE to register.

Textbook: TBA

Human Resources Management (Forthcoming)

• Authors: Monica Belcourt, PhD, Professor, and Michael McGarry Human Resources Management, York University
• Instructor: TBA

Human Resources Management will help you understand how effective people in management can lead to the creation of better working conditions and improved employee performance. Dr. Monica Belcourt, author of Canada's best-selling textbook on the subject, leads a comprehensive introduction to the core topics of human resources management including human resources planning, recruitment, selection, performance appraisal, industrial relations, employment law, health and safety, and training and development.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Casebook included, Textbook is extra. Click HERE to register.

Textbook: TBA

Industrial Relations (Forthcoming)

• Authors: Travor C Brown, PhD, Professor, Memorial University and Robert Hebdon, PhD, Professor, McGill University
• Instructor: TBA

In Canada, approximately one in three employees are represented by unions. This course provides an introduction to the economic, legal, political and social aspects of industrial relations in Canada. While the emphasis of the course will be on the union-management relationship, non-union representation issues will also be examined. Topics to be covered include: labour and employment law, collective bargaining, grievances and arbitration, strikes, as well as the rights of the employer and union.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Casebook included, Textbook is extra. Click HERE to register.

Texbook: TBA

Occupational Health and Safety (Forthcoming)

• Author: Professor Kevin Kelloway, PhD, Saint Mary’s University
• Instructor: TBA

This course provides a basic knowledge of health and safety and will be useful to all employees, regardless of whether they are directly, or indirectly responsible for health and safety. Emphasis will be placed on legislation, chemical and biological agents, physical agents, psycho-social hazards, hazard recognition and assessment, hazard control, accident investigation, and other topics of interest. By the end of this course students will understand their responsibilities as related to the internal responsibility system, and that health and safety is everybody's responsibility.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Casebook included, Textbook is extra. Click HERE to register.

Textbook: TBA

Organizational Behaviour

• Author: Alan Saks, PhD, professor,
  Centre for Industrial Relations and Human Resources, Joseph L. Rotman School of Management, University of Toronto
• Instructor: Madeleine Maruaniy

Organizational behaviour is the study of how people behave both individually and within informal and formal groups. Every organization's performance is ultimately dependent on the motivational levels of its human resources and the willingness and ability of people to work harmoniously and effectively towards the accomplishment of shared goals. Organizational Behaviour explores and examines the interrelationships of individual personality and work, the characteristics of organizations and their environments and the challenges presented by the ever-changing combination of these factors.

Prof. Saks explore organizational structure and the environment, communication, motivation, leadership, group dynamics, decision-making, job design, and organizational change in this course. Upon completion, you will understand individual and group behaviour within small and large organizations and know how this behaviour influences organizational performance.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Casebook included, Textbook is extra. Click HERE to register.

Textbook: TBA

Recruitment and Selection

• Authors: Professor Mary Jo Ducharme, School of Human Resources Management York University and Mark Podolsky
• Instructor: TBA

This course provides an introduction to the current issues and procedures that are used in recruitment, selection and appraisal of employees in Canadian organizations. We will be reviewing such topics as Canadian legal standards, the utility of scientific approaches to selection and the steps involved in developing and validating a selection system.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Textbook is extra. Click HERE to register.

Textbook: TBA

Strategic Compensation

• Author: Dr. Parbudyal Singh, professor, Human Resources Management, York University
• Instructor: Dr. Parbudyal Singh

This course provides the student with an understanding of the objectives of a compensation program; the process and techniques of wage and salary determination; issues and problems in incentive systems; benefits and services, and the management of these programs.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Textbook is extra. Click HERE to register.

Textbook: TBA

Strategic Human Resources Planning (Forthcoming)

• Authors: Monica Belcourt, PhD, Professor, Human Resources Management, York University, Ron Alexandrowich and Mark Podolsky
• Instructor: TBA

The course provides students with an understanding of the personnel planning process, the quantitative and qualitative techniques used in forecasting personnel requirements, and possible solutions to shortages and surpluses. Students will understand the implications for various human resource functions as a result of strategic options such as restructuring, mergers; outsourcing and international ventures. Students will gain a solid understanding of how to measure the effectiveness of all these processes.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Casebook included, Textbook is extra. Click HERE to register.

Textbook: TBA

Training and Development

• Author: Alan Saks, PhD, professor, Centre for Industrial Relations and Human Resources, Joseph L. Rotman School of Management, University of Toronto
• Instructor: Paul Proulx

This course provides the student with an understanding of the objectives of a compensation program; the process and techniques of wage and salary determination; issues and problems in incentive systems; benefits and services, and the management of these programs.

In this online credit course, you will access multimedia lectures, participate in a discussion board, submit a midterm assignment and write a final exam, all online. See the course outline for full details.

Price: $415 plus tax. Textbook is extra. Click HERE to register.

Textbook: TBA

We had another great year at CPHR Nova Scotia! In 2019, we saw the creation of a new strategic plan:

1. Growing and Retaining Membership

In 2019, CPHR Nova Scotia continued to target business leaders and potential CPHRs. Our strategic partnerships and sponsorships gave us a platform to showcase the value of HR. This level of outreach helped us elevate our brand awareness and helped to increase demand for CPHRs in the workplace.

We have also been connecting with students across Nova Scotia – educating them about the HR industry, the CPHR designation and becoming a member of CPHR Nova Scotia. This year, we attended numerous information sessions to spread the word. We also added a new additional accredited post-secondary program:

- (NEW!) Sobey School of Business, Saint Mary’s University: Bachelor of Commerce majoring in Human Resources and Industrial Relations

- (pre-existing) Nova Scotia Community College: Advanced Diploma in Human Resources

We launched several new pathways to the designation but in particular we saw early success from our new Senior Designation Pathway and we’re thrilled to have had three influential HR Leaders successfully acquire the designation through this pathway. Congratulations to Jennifer Swinemar-Murray, CPHR, Craig Sampson, CPHR and Doug Stephens, CPHR.

Our membership grew by over 50 new members within the first two months of the fiscal year and with the addition of the Sobey School of Business HR Major acquiring accreditation, we expect a big spike over the first few months as it rolls out.

2. Enhancing Our Value Proposition:

Our branding platform for CPHR Nova Scotia and the CPHR designation continues to grow and be recognized by our stakeholders. We marketed the designation nationally with preflight videos on all West Jet flights this fall and winter (https://www.youtube.com/channel/UCUU4lRRqvtt_Rl87AM049BA?view_as=subscriber). Strategic sponsorship with the Halifax Chamber of Commerce, the Cape Breton Chamber of Commerce and Cape Breton Partnership has put the profession in front of our community and business leaders.

Through the Nick’s Listening Tour it was quickly realized that members wanted our Dinners to be relaunched. We have done so under the branding of PDND (Professional Development Network Dinners). Join us at our first one on March 31, 2020. (https://cphrns.ca/events/EventDetails.aspx?id=1297981&group=)

A brand new punchier and more frequent Mentoring program was launched. Early feedback so far has been favourable.

In the New Year, we will be launching a completely overhauled eNewsletter which will be sent out every two weeks beginning January 8, 2020. It will result in improved communications, more regular communications and a non-dues revenue stream with subtle industry specific ads.

3. Strengthening Our Collective Brand:

Our Communications strategy is thriving with the addition of Social Media. Our social reach is now over 14,000.

1. https://twitter.com/CPHRNS
2. https://www.instagram.com/cphrns/
3. https://www.linkedin.com/company/cphr-nova-scotia
4. https://www.facebook.com/cphrns
5. https://g.page/CPHRNS?share

Increased our rapport with many provincial leaders and organizations through strategic partnerships including: Teamworks, all levels of government, IFEBP, GPTW, Virgin Pulse, Pathways, Halifax and Cape Breton Chamber of Commerce, Cape Breton Partnership, IRCC, NS Immigration, many law firms, HRW (informal HRM HR group), and HRC (informal HR Hospitality Group).

CTV Live at Five included an interview with us on our position with an international HR News story.

CPHR Nova Scotia participated in our third annual “Day on the Hill” (Parliament Hill) to reinforce that CPHR Canada is the national voice for HR and advocate for employers and government alike to recognize and hire designated HR professionals. We had the unique opportunity to increase our political clout in a productive meeting with the Speaker of the House, Honourable Geoff Regan.

• Looking forward to 2020:

As we continue to move forward with our goals and our mission in 2020, we look to you, our members, to be ambassadors of our Association. CPHR Nova Scotia’s presence and impact in the HR industry is supported by you – help us share our message, extend our brand and carry on the important conversation around the value of the profession and designation by supporting your peers and educating your colleagues.

Thank you to our board, staff, committees, strategic and education partners, suppliers, sponsors and members – our past successes, ongoing achievements and driving force in the HR industry couldn’t be possible without your dedication and support!

We wish you all a wonderful holiday season and look forward to welcoming 2020 together.

Sincerely,

Nick Beynon.

“You may think your job as an HR professional is less important because of this technology, but, if anything, it’s doubly critical.”

Alex Benay discussed his opinions, predictions and suggestions on the impact of artificial intelligence in the workplace. His webinar was held on December 11, with host Richard Cloutier, senior reporter for Global News Winnipeg and the co-host of 680 CJOB.

“Odds are that 50 years from now, AI will have replaced a lot of jobs,” Benay said. “The problem is also the opportunity.”

Benay is no stranger to the world of AI, being Canada’s former chief information officer and now a partner at KPMG Canada. He works with the public sector to implement technology solutions like AI, data security and digital integrity.

When it comes to implementing AI into business, Benay says it all falls back on values. We have to understand our organization’s values and ethics before we dive into AI. Your data is only as good as your organization and these kinds of tools can bring out the flaws.

Benay also notes that managers should consider the ethical side of things before implementing AI. Are you taking decisions out of the hands of humans and, if so, should you be? Openness and transparency have to be part of the AI conversation.

With the speed that the technological world is accelerating at, Benay says it’s crucial that HR professionals understand how AI affects their profession. It’s upon us to make sure that we at least try to know what’s going on in the world of AI.

“You have to accept that you are an expert at nothing in this day and age. The second you do that, it opens up the collaboration space even more.”

Don’t miss your chance to view the Alex Benay webinar on: Artificial Intelligence at Work.

Artificial Intelligence at Work

Join us for the third “This is HR” webinar series by CPHR Canada with keynote speaker Alex Benay and host Richard Cloutier.

Format: Online – Live Webinar

Date: December 11, 2019

Time: 12:00 p.m. CDT (central time zone)

The world of Artificial Intelligence (AI) is rapidly growing and it’s important to be aware. 

In this webinar, Alex explores the most pressing AI and data battles taking place, while bringing to life some of the important real-world scenarios we too often ignore either as corporate citizens or everyday individuals.

From companies making decisions without human intervention to certain governments controlling ISO standards processes on AI, Alex will draw from his personal experience developing the world’s first Algorithmic Impact Assessment tool to show how we can reduce risk and move forward.  

In this presentation, you will learn:

-       What AI is and how it affects the modern workplace.

-       How your organizations can better prepare for the algorithmic conflicts to come.

-       How to choose ethical technology suppliers.

-       The role corporate values play in automation.

-       How to cut through the hype in order to focus on real concrete digital actions your institution should be most concerned about getting right.

Keynote Speaker:

Canada’s former chief information officer Alex Benay is no stranger to the world of AI. Now as a partner at KPMG LLP, Alex is an advocate for culture change that facilitates more digital, agile and open organizations. He is a dynamic executive with public, crown and private sector experience.

Alex has incredible energy, drive and a wealth of knowledge in the world of digital. He is the former CIO for the Government of Canada where he was named one of the world’s 100 most influential people in digital government.

His book Canadian Failures brings together successful Canadians such as astronauts and gold medal athletes to discuss how failure got them to where they are today in an effort to remove the national stigma surrounding the term ‘to fail’.

Leaders need to stay on top of the current trends influencing their industry and their employees to stay ahead of the game. As the workforce changes and progresses, so does the way we lead our people. Here are the Top Five Leadership Trends.

1.     Relationships in employee engagement

Engagement boils down to your employee’s willingness and ability to contribute to a company’s success. It’s how hard they want to work while they’re in the office. As a leader, you need to ensure that your employees are passionate about their jobs and that they are eager and enthusiastic at work. A huge part of promoting employee engagement is getting to know each of your employees as individuals. Ask for their feedback, meet with them one-on-one, set specific goals and mentor them as often as possible. A people-focused culture starts with the leaders in the workplace.

2.     Invest in your people

Besides having a business mindset with your employees, it’s important to have a personal one. Humans are social beings; we especially want to feel needed and respected at work.  Leaders need to focus on particular soft skills, such as emotional intelligence and people skills – because when employees feel comfortable toward someone who’s able to relate to their concerns, sentiments or challenges, they work harder and stay at their jobs longer. Show gratitude to your employees, encourage collaboration and build authentic relationships with your people to keep them content at their profession.

3.     Improved training and coaching

The first step in developing your people is through training and coaching. The point of coaching isn’t to make your employee feel bad about their quality of work, but to enhance their work and hopefully move them forward. Proper development requires encouragement, empowerment and patience. Everyone improves at different speeds. Be mindful and learn how to guide your employee through your training.

4.     Making use of technology

Having both talented people and advanced technology to serve customers is fast becoming the norm. If your business isn’t comfortable with technology, it’s time to get familiar. Technology lets employees interact in new ways. The days of being limited by face-to-face meetings and impersonal conference calls are long gone. Today’s teams can work remotely and across wide distances, not just in the office.  

5.     Learning to lead several generations

2019 will see a major flood of workers from Generation Z (individuals born in the late 1990s and early 2000s) entering the workforce. Managing and motivating a diverse workforce can be challenging at times. As the youngest generation enters the workforce and works alongside the senior employees, a one-size-fits-all management style simply does not exist anymore. While there are a lot of differences between the age groups, there are a lot of similarities as well. Overall, remember that your employees want to be heard and need a safe space to do so. They want opportunities to develop and advance in their workplace. Don’t dwell on the differences of your employees, instead brainstorm how you can bring them together and what they mutually share. 

Remember to register for our next webinar on Unlocking Happiness at Work with Jennifer Moss on November 6 at 12:00 p.m. (CDT) 

Unlocking Happiness at Work

Join us for our second “This is HR” webinar series by CPHR Canada with keynote speaker Jennifer Moss and host Richard Cloutier.

Format: Online – Live Webinar

Date: November 6, 2019

Time: 12:00 p.m. CDT (central time zone)

After two decades of research, it is proven that there is a direct correlation between a healthy, productive workplace culture and a company’s bottom line.

We used to think IQ was the best determinant of a person’s likelihood for success. Now, we have scientific evidence that proves otherwise. As we understand more about emotional intelligence and how it plays into the cultural makeup of some of the most innovative companies, it’s impossible to ignore its relevance.

When your team builds up their psychological fitness, it can give them the edge to outpace competitors through increased innovation, improved engagement, and higher productivity. This talk will explore how to unlock happiness in the workplace to rally organizational metrics while sustaining, or even reigniting, our passion for work.

In this presentation, you will learn:

-       The Happiness Economy

-       How to foster workplace happiness

-       The mechanisms for tracking your organizational success

-       Adaptive frameworks to implement within your organization

Keynote Speaker:

Jennifer Moss is an international public speaker, author, and workplace expert. She is the award-winning author of “Unlocking Happiness at Work” and frequent writer for Harvard Business Review and Society for Human Resource Management (SHRM). She is the co-founder and Board Member at Plasticity Labs, a workplace insights and consultancy firm. 

Jennifer is also a member of the United Nations Global Happiness Council – a small group of leading scientists and economists that analyze and report on the happiest and the least happy countries. Jennifer contributes annually to the workplace chapter of the Global Happiness Policy Report.

Jennifer is a recipient of the International Female Entrepreneur of the Year Award, named a Canadian Innovator of the Year and was honoured with the Public Service Award from the Office of President Obama.

Please join us for an educational and insightful conversation. See you soon!

Addressing Diversity and Inclusivity in the Workplace Webinar Recap

“We don’t have to pretend as though we are not trying to do something brand new. It’s okay to say that you’re moving into a space you haven’t been in before.”

 That’s one of the key takeaways from Kim Katrin around the topic of diversity and inclusion. Her webinar was held on September 26, with host Richard Cloutier, senior reporter for Global News Winnipeg and the co-host of 680 CJOB. Together they discussed a range of topics; pronouns, gender-neutral bathrooms, tips for a healthy and diverse office and languages in the workplace.

“When we make decisions around diversity or inclusivity, it creates more open space that overall benefits people. However, every single person isn’t going to have the same experience,” said Kim. 

Kim has travelled around the world speaking to people about justice, equity, inclusion and human rights. During the webinar, Kim shares a twist to the “golden rule”.

The golden rule suggests that we should treat other people the way that we want to be treated. That might seem simple enough, but it assumes that there is a standard for other people’s experiences. Instead, she encouraged webinar viewers to treat people the way they want to be treated, which means we have to ask.

Kim noted that creating a diverse and inclusive workplace takes time. “Allyship, inclusivity and diversity are a process. It’s not a place or an identity.”

 Above all, you need to want to create a diverse and inclusive workplace.

“It’s so important to want to do the work. If you aren’t interested in it and you feel like it’s a chore, everyone else is going to feel like it’s a chore,” said Kim. “So, before you start any initiative, be sure that you are ready, and you want to do it.”

Don’t miss your chance to view Kim Katrin webinar on: Addressing Diversity and Inclusion in the Workplace. Click here to watch!

We are accepting Expressions of Interest for the 2019/20 term for the Board of Directors. 

Details on the positions up for nomination, time commitment, and the Expression of Interest Form are available in the Members Only Section of this website under the Reports & Messages menu option.  Once on the Reports & Messages page, the link to the nominations information is near the top of the content.

Express interest, using the Expression of Interest Form, by October 4, 2019.  

A reminder that opportunities to serve on the Board are mandated by the Association's bylaws as outlined on the nominations page.

Click here to find out more.

Addressing Diversity and Inclusion in the Workplace

The first in CPHR Canada’s ‘This is HR’ webinar series, with keynote speaker Kim Katrin and hosted by Richard Cloutier, co-host of the News on 680 CJOB, 4 to 7 p.m. weekdays and senior reporter for Global News Winnipeg.

Format: Online – Live Webinar

Date: September 26, 2019 

 Time: 12:00 p.m. CDT (central time zone) 

In 2019, the workplace continues to closely reflect our actual population demographics. Diversity and inclusion are becoming even more important to learn about and understand.

At the end of the day, creating a diverse team isn’t about finding a bunch of different people and expecting them all to do everything the same, but rather to value the fact that everyone’s differences make your team stronger as a whole. 

It’s obvious that greater diversity in the workforce results in greater profitability and creativity, but do you have all the tools needed to succeed when it comes to diversity and inclusion?

In this presentation, you will learn:

Amplifying Ethical Leadership, including themes such as:

- Examining prejudice

- Equity

- Intersectionality

- Mentorship

- Possibility models

- Allyship

- Legacy

- Learning & Leveraging Privilege

Keynote Speaker:

Kim Katrin Milan is passionately dedicated to intersectionality and invested in arousing a sense of curiosity and empathy with her audience. She uniquely weaves together the historical context, statistical analysis, as well as current events. She is a dynamic speaker, invested in tough issues and inspiring in her approach to solutions. By focusing on small meaningful actions and choices, she makes creating large scale change accessible.

A public researcher, consultant and human rights educator, she has shared hundreds of unique resources and presentations around issues including race, ability and gender.

Please join us for educational and insightful conversation. See you soon!  

“I passed my CPHR exam … Your course was worth its weight in gold and your service was second to none.” B.R. 2019

The only online prep course that includes: interactivity in a discussion board with our leading content expert; over 28 hours of multimedia lecture presentations with review quizzes; a diagnostic test, 4 practice exams, and a New NKE Preparation handbook in e-book format. The course provides both broad and in-depth coverage of the Competency Framework, along with many assessment resources to help you study and test your readiness to write the NKE.

Important Features of the NKE Prep Course and Your Advantages

• The ability to create a customized study plan that starts with a Diagnostic pre-test, which assesses your knowledge level, provides feedback, identifies areas that need revision and suggests sources for learning the important content.
  Your Advantage: You can display (and print out) the entire test and diagnostic feedback document at any time for easy access to the specific Competencies you need to review!
• Access 28 hours of interactive multimedia lectures, available 24 X 7 and equivalent to about 75 hours of class time. A detailed glossary, our new in-course Handbook and references to other HR texts are also provided to help you cover the required content of the competency framework.
  Your Advantage: More instructional content and all parts of the lectures are available for selective access 24 X 7! You do not need to access parts that you do not need to review!
• The CPHR NKE Preparation Handbook in e-book format provides you with 300 pages of concise coverage of key concepts of the Competency Framework, conveniently organized by Competency.
  Your Advantage:  Easily locate, study and review the required Competencies. An Ideal study resource to accompany the lectures.
• Interactive quizzes and progress tests with automatic feedback to monitor your learning progress through the lectures and Handbook.
  Your Advantage: You can display and print out all the feedback documents! This helps you keep track of what you already know and what you need to learn.
• 4 timed practice exams with 600 multiple choice questions.
  Your Advantage: Four practice exams provide you with 600 practice questions on the Competency Framework that is covered in the NKE! They are similar to the NKE questions in format, coverage and level of difficulty. (Please note the practice exam questions in the prep course may not closely reflect the actual questions in the NKE.)
• A moderated discussion board allows you to collaborate and form study groups with fellow prep course participants, ask our content expert, Stephanie Milliken, to answer your questions about the course content and practice exams.
  Your Advantage: Access to a content expert ensures that your questions can be answered. A totally pre-scripted course cannot do that!
• Cost: New Registrations cost $349 plus GST (or HST) for 18 weeks access.
  You may also extend your previous registration for $39 for each 4 week extension (within one year of registration).

Register today!