CHOP 3.6 - HUMAN RESOURCES

Question 1

Diversity

Answer 1

The condition of having or being composed of differing elements, variety; especially the inclusion of different types of people (as people of different races or cultures) in a group or organization.

Question 2

Employee

Answer 2

One who works for and under the full direction of another individual or entity (employer); a person working either full-time or part-time for an employer and in a manner that satisfies Canada Revenue Agency’s criteria for determining employer-employee relationships.

Question 3

Inclusion

Answer 3

The act or practice of including and accommodating people who have historically been excluded (as because of their race, gender, sexuality, or ability).

Question 4

Independent Contractor

Answer 4

An individual or entity that is not entirely dependent on a single source for business and is distinguished from an employee by having a chance for profit, risk of loss, and a degree of self-control and ownership of tools; a person or firm providing services who is not an employee under Canada Revenue Agency’s criteria for determining employer-employee relationships.

Question 5

Principals must consider the following costs related to employees:

Answer 5

• base cost of salaries, and costs to cover statutory employer contributions such as Canada/Québec Pension Plans…
• Overhead costs related to in-house resources such as: furniture, computers, software licenses, telecom costs.
• indirect costs related to training, professional development and management of employees.

Question 6

The terms of engagement between the architectural practice and any contractor or firm providing contract resources include details such as:

Answer 6

• length of contract (start and end date);
  services to be provided;
• who (named) is authorized to enter into a contract;
• who will be providing the services;
  confidentiality;
• copyright, intellectual property and moral rights;
• credit for authorship;
• liability;
• insurance, workers’ compensation premiums, etc.

Question 7

Regulations and office standards include:

Answer 7

1) Health and Safety.
2) Respect in the workplace
3) Diversity, inclusion and Equity.
4) Discrimination.
5) Harassment.
6) Communication of policies, practices, culture and work environment to team members.

Question 8

Preparing for a Performance Discussion

Answer 8

Steps to prepare for a feedback meeting include:

1) Collect information about the performance issue (e-mails, meeting minutes, notes, etc.).
2) Document the observable behaviours that are not meeting firm expectations or are causing issues for the team (i.e., what did or didn’t the employee do, say, respond to?).
3) Make note of a few recent examples if possible.
4) Consider if the issue is a matter of lack of skill or will (i.e., attitude/motivation).
5) Identify what the employee should stop or start doing, or do differently.
6) Identify the expected timeframe to observe improvement.
7)Identify how the employer and/or the team might support the employee.

Question 9

Preparing for a Performance Discussion

Answer 9

Steps to holding the feedback meeting include:

1) Find a private location for the meeting.
Be prepared and focused.
2) Keep points brief but give time to discuss.
3) Explain that there are concerns about performance that require discussion.
4) Identify the specific performance concern.
5) Provide observable behaviours and one to two recent examples, if possible.
6) Provide the employee an opportunity to respond/explain; a few minutes of silence is OK.
7) Explain the firm’s expectations in terms of improvement/resolving the concern and the expected timeframe.
8) Ask for the employee’s plan to resolve the issue; offer up suggestions and support as required.
9) Confirm the employee’s understanding of the level of concern, e.g., how serious is this? How many times has this already been discussed?
10) Be clear about possible outcomes if the issue is not resolved, but do not threaten.
Offer the employee an opportunity to reflect and respond at a later time following the meeting.

Question 10

Preparing for a Performance Discussion

Answer 10

Steps to following up on feedback:

1) Give the employee time to discuss a plan of action or need for training/support if requested.
2) Provide positive recognition when performance improvements occur, even if it is gradual.
3) Recognize when performance improvement has been sustained.
4) If written documentation was included in the employee’s file about performance issues, add written documentation about performance improvements into the file as well.