entrepreneurship 101: hr for entrpreneurs
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Speaker: Tammy Sturge For more information, including webscast of this event, please visit: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/hr-20080326.htmlTRANSCRIPT
Human Resources forEntrepreneurs
Entrepreneurship 101 for Researchers, MaRSMarch 26, 2008
Tammy Sturge, HR Transformations
Copyright © 2006 HR Transformations.
What does a new entrepreneur need to knowabout Human Resources?
Copyright © 2006 HR Transformations.
What does a new entrepreneur need to knowabout Human Resources?
How to hire and fire - and how to pay &
manage people in between
Copyright © 2006 HR Transformations.
Topics We Will Cover
Hiring practices
Compensation
Performance appraisals
Policy development
Firing Practices
Related legislation
Copyright © 2006 HR Transformations.
Some Resources:
http://www.canadaone.com/tools/hr_guide.html (free HR
tools)
http://www.labour.gov.on.ca/english/es/index.html (the actual
Employment Standards Act)
http://www.ohrc.on.ca/english/index.shtml (Human Rights
Commission of Ontario)
Copyright © 2006 HR Transformations.
Hiring Practices
Define the jobJob mandate, responsibilities and skills
Search for a candidatePost on professional organisation sites workopolis.com - etc.
Send to your networks
Call possible candidates directly
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Pitfalls:Hiring someone for their pulse factor
Hiring someone today who isn’t going to fit into your
organisation of tomorrow
Hiring someone as a “contractor” who is really an
employee
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Contractor or Employee?Revenue Canada and our courts make this decision
Has implications for your remittances on CPP and EI,
benefits and severance
Isn’t cut and dried but are looking for an “employment
like” relationship
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Do you have an employee?
Does the person work at your office?
Use your computer and your admin assistant?
Works full-time?
Has only you as a client?
Has been with you for more than one year?
Is paid through your payroll versus invoices?
Do you provide the person with ongoing direction?
Copyright © 2006 HR Transformations.
Hiring PracticesScreen Resumesuse basic criteria
possible screening interviews via telephone
Interview candidatesuse behavioural interviewing - listen using CAR model
use rigorous decision-making criteria to make offer
Make offerreference checks
background checks
offer letter
Copyright © 2006 HR Transformations.
Behavioural interviewing
• A method of asking a candidate questions that
uses the principle that the best predictor offuture behaviour is past behaviour.
• Does not:• Simply ask about experience
• Use hypothetical questions
Copyright © 2006 HR Transformations.
Behavioural or not?1. “Tell me about what you did in your job at the Arts Centre.”
2. “What would you do if a team member stopped speaking to
you?”
3. “How do you think you’d be able to help us with fundraising?”
4. “Do you have any experience developing teen programs?
Can you tell me about that?”
5. “Can you give me an example of a time when you
demonstrated leadership with people who didn’t directly
report to you?”
Copyright © 2006 HR Transformations.
The Offer Letter
This is a legal document - but it doesn’t have to sound that way
Keep it friendly - you’re welcoming a potential new employee
Attach a legal addendum if you need to
Letter should include:Name & Address
Role, and location of employment
Compensation including any bonuses, perks, special benefits, vacation and holiday time
Legal addendum can include:Termination clause
Non solicitation clause
Non compete clause is optional - not enforceable
Confidentiality and proprietary information clause
Copyright © 2006 HR Transformations.
Motivating and rewarding employees*
Don’t micro manage
Listen well, acknowledge their complaints and point
them toward what is do-able
Pay attention to them (Hawthorne effect)
Find simple ways to recognise and acknowledge them
(1,001 Ways to Reward Employees)
Don’t expect a magic “fix”
*Without using money
Copyright © 2006 HR Transformations.
Policy
Might want a very slim one after five employees
You probably won’t need one until about the 25
employee mark
There are templates available for fairly low prices that
can be easily customized
Or write your own and have a professional check it for
legality
Copyright © 2006 HR Transformations.
A performance appraisal process
Have a process - even if it’s a convo that
takes place over a couple of beers
It’s a process not a piece of paper
You’ll need a standardized process and
format as soon as you have people who
have other employees reporting to them
Copyright © 2006 HR Transformations.
Addressing Performance Issues
#1 Principle: Thou shalt
manage performance issues.
Copyright © 2006 HR Transformations.
What is a performance issue?
“A performance issue is any circumstance thatoriginates with the employee which prevents themfrom successfully meeting their commitments tothe organisation or to their job.”
These issues may include: job performance, absenteeism, safetystandards, organisation policies and standards, ethical issues, ormedical conditions.
Copyright © 2006 HR Transformations.
Managing Performance Issues - Job Related
Respect for the employee throughout
“No surprises”
Usually a series of progressive steps
May start informally, verbally and not documented – just plain old
feedback
Steps become progressively more formal and documented
The employee is told of the consequences of not changing
behaviour
Steps can be skipped
Sometimes suspension or “decision days”
Copyright © 2006 HR Transformations.
Termination
Just cause
ESA versus common law
Process
Copyright © 2006 HR Transformations.
Just Cause
Employee Misconduct: no rule of law outlining what
degree of employee misconduct constitutes “just cause”
There is, however, a test to be considered. “Did the
employee behave in a manner that is not consistent with
the continuation of employment?”
Burden of proof of whether the conduct of the employee
justifies dismissal is on the employer
Copyright © 2006 HR Transformations.
Examples of Just Causewillful misconduct
gross incompetence
theft
fraud
conflict of interest
serious undermining of the organisation’s culture
serious breach of employer rules and policies (sexual
harassment violation)
non attendance
Copyright © 2006 HR Transformations.
Wrongful Dismissal Payments
Employment Standards Act
Common law
Human Rights Commission
Copyright © 2006 HR Transformations.
Termination Processprepare final chequechoose your time and placebring kleenexmake the meeting shortgive time to gather belongings, returnkeys, etc.communicate to the rest of your staff
Copyright © 2006 HR Transformations.
Questions???