Showing posts with label procedure. Show all posts
Showing posts with label procedure. Show all posts

Friday, February 15, 2013

What must an employer do in your workplace?




Part III: Duties of Employers and Other Persons

Disclaimer: This resource has been prepared to help the workplace parties understand some of their obligations under the Occupational Health and Safety Act (OHSA) and regulations. It is not legal advice. It is not intended to replace the OHSA or the regulations. FOR FURTHER INFORMATION PLEASE SEE FULL DISCLAIMER
The Occupational Health and Safety Act (OHSA) imposes duties on employers, constructors, supervisors, owners, suppliers, licensees, officers of a corporation and workers, among others. Part III of the Act specifies the general duties of these workplace parties.

General Duties of Employers

An Ontario employer, who is covered by the OHSA, has a range of legal obligations, including the obligation to:
  • instruct, inform and supervise workers to protect their health and safety [clause 25(2)(a)]
  • assist in a medical emergency by providing any information—including confidential business information—to a qualified medical practitioner and other prescribed persons for the purpose of diagnosis or treatment [clause 25(2)(b)]
  • appoint competent persons as supervisors [clause 25(2)(c)]. “Competent person” is a defined term under the Act. A “competent person” is defined as one who must:
    • be qualified—through knowledge, training and experience—to organize the work and its performance
    • be familiar with the Act and the regulations that apply to the work being performed in the workplace
    • know about any actual or potential danger to health and safety in the workplace

    An employer may appoint themselves as supervisors if they meet all three qualifications [subsection 25(3)].
  • inform a worker, or a person in authority over a worker, about any hazard in the work and train that worker in the handling, storage, use, disposal and transport of any equipment, substances, tools, material, etc. [clause 25(2)(d)]
  • help joint health and safety committees and health and safety representatives to carry out their functions [clause 25(2)(e)]
  • not employ or permit persons, who are under the prescribed age for the employer’s workplace to be in or near the workplace [clauses 25(2)(f) and (g)]
  • take every precaution reasonable in the circumstances for the protection of a worker [clause 25(2)(h)]
  • post in the workplace a copy of the OHSA, as well as explanatory material prepared by the Ministry of Labour that outlines the rights, responsibilities and duties of workers. This material must be in English and the majority language in the workplace [clause 25(2)(i)]
  • in workplaces in which more than five workers are regularly employed, prepare a written occupational health and safety policy, review that policy at least once a year and set up and maintain a program to implement it [clause 25(2)(j)]. For guidance on how to do this, see Appendix A of this Guide
  • post a copy of the occupational health and safety policy in the workplace, where workers will be most likely to see it [clause 25 (2)(k)]
  • provide the joint health and safety committee or the health and safety representative with the results of any occupational health and safety report that the employer has. If the report is in writing, the employer must also provide a copy of the parts of the report that relate to occupational health and safety [clause 25(2)(1)]
  • advise workers of the results of such a report. If the report is in writing, the employer must, on request, make available to workers copies of those portions that concern occupational health and safety [clause 25(2)(m)]
  • ensure that every part of the physical structure of the workplace complies with load requirements prescribed in the applicable Building Code provisions, any prescribed standards and sound engineering practice [clause 25(1)(e)]
  • prepare policies with respect to workplace violence and workplace harassment and review them at least once a year [subsection 32.0.1(1)]
  • regardless of how many workers they employ, develop programs supporting workplace harassment and workplace violence policies and include measures and procedures for workers to report incidents of workplace harassment and workplace violence, and set out how the employer will investigate and deal with incidents or complaints.
Note: the version of the Occupational Health and Safety Act on the e-Laws website is an official version of the Act per the Legislation Act, 2006.

Prescribed Duties of Employers

Please note that some employer duties make reference to prescribed requirements. For example, clause 25(1)( c) of the OHSA requires that employers carry out any measures and procedures that are prescribed for the workplace. “Prescribed” means specified in regulation. Where a regulation specifies measures and procedures for a specific type of workplace (e.g. an industrial establishment), the employer is required to carry out those measures and procedures.
A complete list of OHSA regulations can be viewed on the Ministry of Labour website.

Duties of Employers with respect to Workplace Violence and Workplace Harassment

Employers have specific duties regarding workplace violence and workplace harassment. Please see Part III.0.I of this Guide for more information.

Duties of Employers Concerning Toxic Substances

In workplaces where there are toxic or hazardous substances, the employer has many specific duties. These are described in detail in Part IV - Toxic Substances.

Duties of Supervisors

The Act sets out certain specific duties for workplace supervisors. A supervisor must:
  • ensure that a worker works in compliance with the Act and regulations [clause 27(1)(a)]
  • ensure that any equipment, protective device or clothing required by the employer is used or worn by the worker [clause 27(1)(b)]
  • advise a worker of any potential or actual health or safety dangers known by the supervisor [clause 27(2)(a)]
  • if prescribed, provide a worker with written instructions about the measures and procedures to be taken for the worker's protection [clause 27(2)(b)], and
  • take every precaution reasonable in the circumstances for the protection of workers [clause 27(2)(c)].

Who is a supervisor?

A supervisor is a person appointed by the employer who has charge of a workplace or authority over a worker [subsection 1 (1)].
Workers are often asked to act as supervisors in the absence of persons hired in that capacity, particularly those identified by such terms as senior, charge, or lead hands. Despite the term used, it is very important to understand that if a worker or lead hand has been given “charge of a workplace or authority over a worker” this person has met the definition of a supervisor within the meaning of the OHSA and assumes the legal responsibilities of a supervisor under the Act.

Who is a Competent Person?

A competent person is defined in the OHSA as someone who is qualified because of knowledge, training and experience to organize the work and its performance, is familiar with this Act and the regulations that apply to the work, and has knowledge of any potential or actual danger to health or safety in the workplace.
The OHSA requires that employers appoint a competent person as a supervisor [clause 25(2)(c)].

Duties of Constructors

Who is a constructor?

A constructor is defined in the OHSA as a person who undertakes a project for an owner and includes an owner who undertakes all or part of a project by himself or by more than one employer. The constructor is generally the person who has overall control of a project.
See also the publication entitled: Constructor Guideline: Health and Safety which is also available on the MOL website.
Under the Act, the constructor’s duties include the following:
  • to ensure that the measures and procedures in the Act and regulations are carried out [clause 23(1)(a)]
  • to ensure that every employer and worker on the project complies with the Act and regulations [clause 23(1)(b)], and
  • to ensure that the health and safety of workers on the project is protected [clause 23(1)(c)].
Where required in regulation, a constructor must give written notice to a Director at the Ministry of Labour, containing prescribed information, before work begins on a project [subsection 23(2)]. The Regulation for Construction Projects (O. Reg. 213/91) made under the Act specifies the projects in respect of which notice shall be provided and the content of the notice.

Friday, April 20, 2012

What Am I Doing Here? Orientation and Training


 So you’ve hired your new employee and they show up on the first day.  That’s a good start, but will it be their most productive day at work?  Maybe it won’t be. Will it be the day that you decide if this person is going to fit at your business?  This is also not likely. 

However, that first day and the days that follow will be the most crucial time period for the new employee in terms of learning what’s expected, what they are supposed to do, how your business operates and where they fit into the larger picture. 

In making this transition a smooth and efficient process you should provide a company overview, your policies and job descriptions. This can all be told to a new employee but it’s a lot to take in so an orientation package that explains all the important aspects of your business, their job and what is expected of an employee will speed the process up. Included with this orientation package should be what is expected of them and what happens when they choose to deviate from these expectations.  This is so they can avoid any unnecessary behaviours or actions. This type of orientation is an important way to avoid misunderstandings that could cause future problems and creates a smoother transition for all parties involved. 

Training is the next important step and how this is done will vary from one workplace to another but simply expecting a new employee will do things right and in the way that your business normally does them is unrealistic. 

New employees often come into a workplace with either little or no experience in exactly the job that you have them doing.  Perhaps,  the experience they do have gave them different habits or ways of thinking than would normally be expected at your business. 

Training has to be gradual and conducted in more than one way to best deliver your message.  Be sure to take into account that some people will learn better through different methods or at a different pace. Be thorough, expect bumps in the road and make sure you ask for feedback so you know how your employee is adjusting and where they need more help.

Thursday, March 22, 2012

Southwest Glass Products Inc. Fined $50,000 After Worker Injured


Court Bulletin

12-19 For Immediate Release

March 22, 2012
Southwest Glass Products Inc. Fined $50,000 After Worker Injured
London, ON – Southwest Glass Products Inc., a Toronto glass manufacturer, was fined $50,000 for a violation of the Occupational Health and Safety Act after a worker was injured.
On September 9, 2010, at the company’s London plant, a worker was unloading glass sheets from a mechanized conveyor. The worker stumbled and reached out to stop from falling. The worker’s hand made contact with a mechanized roller on the conveyor and was pulled around the roller. The worker lost a finger and a tendon.
A Ministry of Labour investigation found that the employer had installed a guardrail in front of the conveyor but it was removed by workers to make their job easier. At the time of the incident there were no other protective devices to prevent workers from accessing the rollers on that part of the conveyor.
The fine was imposed by Justice of the Peace Jacob Bruinewood. In addition to the fine, the court imposed a 25-per-cent victim fine surcharge, as required by the Provincial Offences Act. The surcharge is credited to a special provincial government fund to assist victims of crime.

Monday, March 5, 2012

How does privacy in the workplace affect the employer and the employee?

Most of us are aware of PIPEDA (Personal Information Protection of Electronic Data Act). The Act put into place in 2000 to assist consumers to trust electronic transfer of their personal information; such as medical and health issues, credit card information, social insurance numbers and Ontario health information and medical care numbers.  Fraud in the use of our medical system was rampant as information numbers were stolen and there was no identification necessary at that time.

Things have changed drastically since then.  Has fraud stopped?  Well, no...  Usually as soon as a new rule comes into place some genius has already found a way to use it or abuse it.

However, when it comes to the employer, you have a duty to protect your employee's information and keep it confidential.  What about those 3rd party phone calls that ask you if so and so works for you and is this how much they make?  There is an easy way to take care of that situation.  Make a policy that asks each employee to fill out a request form for a certain company to ask about their employment information and have it active for a certain time period.  This way you do not have to comprise any information without your employee's consent and the employee can have their information verified quickly and painlessly.

Most financial institutions are happy to have a pay stub from the employer and if they know you - your word on how long you have been employed by that company.

It is very important that all employee information is kept confidential and not given to anyone without the employee's consent.

Something that even small businesses may want to consider - what are you doing with your computer/blackberry smart-phone backups.  If you are wondering exactly what this refers to you could be looking at a lot of hassle down the road.  Most individuals don't even know that they are able to backup their phones.  And many businesses only have their client and employee information on one computer.  If anything happens to that computer - well, let's just say copy the information on your computer to a flash drive, SD card, digital backup hard drive, etc.  Protect yourself, your business, your employees and your clients.

Be smart - not burnt!

www.hrnc.ca

Tuesday, February 28, 2012

Employee Handbooks for Your Golf Course


·        
           When were they last updated?  Is it time to dust them off and see if they are still relevant?
·         Are different handbooks made for seasonal/full-time, clubhouse/grounds crew, management?
·         Do they include salaries/set hourly rates, calculation of OT and vacation pay rates? What about the pay periods?  Do new employees have easy access to the information they need most - When is payday?

·         Are OT calculations different for different departments?  Have you checked with the Employment Standards Act before making your handbook so that you are paying your staff correctly?
·         Are holiday work policies included; are these different for different departments?
·         Is there a set procedure for reporting sickness/absences?  Who does the employee call?  Is the procedure different for the grounds maintenance crew than it is for the banquet room serving staff?
·         Are grievance or discipline procedures described?  Have employees been informed of their rights and their responsibilities?  

      The golf course is a beautiful place to spend leisure and casual business hours.  Let's make sure that the experience that the members have is the very best customer service possible.  
     
      This starts at the top.  The leader is just that - the leader.  He leads by example and by having the correct policies in place to manage his greatest asset - his human capital.  

      The sun is shining today, soon the birds will sing and it will be the time to check out your golf swing.  Which golf club will you choose?




Friday, February 10, 2012

HRNC ASK US A QUESTION … REGULAR SERVICES PROVIDED


ASK US A QUESTION …  REGULAR SERVICES PROVIDED:

            HIRING
·         RECRUITMENT, INTERVIEWS AND SELECTION

            COMPENSATION& BENEFITS
·         ORIENTATION & RETENTION
·         PAYROLL
·         COMPENSATION
·         BENEFITS
·         PENSIONS
·         EMPLOYEE ASSISTANCE PROGRAMS

            COMPLIANCE
·         ACCOMMODATION/DISABILITIES
·         DISCIPLINE & TERMINATION
·         DIVERSITY TRAINING
·         HARASSMENT, BULLYING & VIOLENCE
·         EMPLOYEE & LABOUR RELATIONS

            HEALTH&SAFETY
·         WSIB – FORM 7 ISSUANCE & ADJUDICATION ASSISTANCE
·         RETURN TO WORK
·         WORKPLACE SAFETY
·         ERGONOMICS, MSD & WELLNESS
·         PANDEMIC PLANNING

            ORGANIZATIONAL DEVELOPMENT
·         PERFORMANCE EVALUATIONS METRICS
·         TRAINING & DEVELOPMENT
·         COACHING & MENTORING
·         CROSS-TRAINING
·         SUCCESSION PLANNING

            HUMAN RESOURCES INFORMATION 
                 & MANAGEMENT SYSTEMS

            QUALITY MANAGEMENT SYSTEMS

www.hrnc.ca

Wednesday, January 18, 2012

Balancing Act: Internet and Social Media Use At Work


                      With social media outlets such as Facebook and Google+ being so popular and things like fantasy football leagues becoming a staple for many during the winter months personal computer use and even online shopping and banking are inherently going to creep into your employees minds, especially with the ease of receiving email updates on smartphones and wireless internet available nearly everywhere now. So this brings up the question of how employers should address this issue. Is it something that’s been constantly eating away at productivity, is it merely a minor distraction or is it even an issue at all. As the employer you have to ask yourself is it a problem worth addressing? what will the reaction be? And what is the best case scenario or improvement that could come of banning these distractions all together? In doing some online reading reports have suggested ideas on both sides of the spectrum; employees personal internet use is taking up hours of time each day and others saying that yes internet use is common in the workplace but productivity is almost no lower on account of that. My take is distractions are going to creep into the workplace in most cases, internet use is just one of these. Extended lunch breaks, chatter amongst employees and at times foolish games or pranks invented to add a bit of flavour to a sometimes mundane day are common at work. Taking away personal computer use, the one contact they may have outside of work in an 8-10 hour day could cause some unrest with your employees, especially the younger generations who are seemingly tapped into their network of friends, online social groups and hobbies at all times. My opinion is don’t impose a policy eliminating this practice altogether because internet use for personal interests is going to happen. I would encourage employees to do this on their breaks, lunches and at home as much as possible and suggest if it becomes a problem then some disciplinary or internet limiting policies may find their way into the workplace as a result of low productivity. What are your thought on the topic?