HR Legal Requirements And Managing ADiversity Flashcards
Government role in HR
Federal and provincial laws regulate employee employer relationship
Responsibility of HR specialist
Stay update with law
Develop and administer program to ensure compliance
Managing diversity
Charter of rights and freedom
1982
1982
Charter provide fundamental right to every Canadian
guarantee equality before the law
human rights act
1977
provide equal employment opportunities without race, colour , age , sex ,
Federal”law prohibiting discrimination
Passed by parliament/enforced-federal human rights commission
applied to employers under federal jurisdiction
Provincial law enforced-provincial human rights commission-provincial jurisdiction employers
Directs &indirect discrimination
Direct-on grounds specified in human rights legislation
-illegal
Indirect-company policy practice that are not intentionally -but discriminatory effect
Eg. minimum height
Bona fideoccupaational requirement(BFOR)
Justified business reason for describing ring against a member of protected class
Duty to accommodate
Requirement that an employer must accommodate the employee to the point of undue hardship
Prohibited grounds of describing toon
Race and colour National and ethnicity Religion Gender identity Sex sexual orientation Age Married Disability Pardoned convict
Harassment
Treating an employee in a disparate manner bcoz of sex , race, religion ,age
Sexual harassment
Unwelcome sex or gender based conduct that has adverse employment consequence for the complainant
Enforcement of Human rights act
Canadian human rights commission (CHRC)
Employment equity
equal employment opportunity Women Disabled Visible minority Aboriginal people
Employment equity act 1987
Abella commission
Passed by federal government 1987
federal law to remove employment barriers and to promote equality
Employment equity amendment 1996
Employers are responsible for providing reasonable accommodation
Eg sign language interpreter for deaf interview
Functional impact of employment equity
Hr plans Job description Recruiting Selection Training Performance appraisal Compensation program
steps of employment equity program
Show commitment Appoint director Publicize Workforce survey Develop goal and time frame Design program Establish control
Pay equity
Equal pay for work of equal value than men if their job are equal value
Illegal to pay women less
Reverse descrimination
Happen when an employer seeks to hire or promote a member of a protected group
Principles of natural justice
Minimum standard of fairness Of hearing and process Right To a fair hearing To a bias free proceeding To present opposing argument To a timely notice
HR challenges
Canadian labour code1971 Dismissal Hours of work Minimum wage Occupational health Week rest Whims
Diversity management
A diverse workforce requires managers with new leadership styles who understand employees varying needs and offering flexible management policies and practices
Organization barriers
Old boys network
Glass ceiling
Stereo typing
Workplace diversity
Imp human characteristics that influence employee values and behaviour
Dimensions of diversity
Core———age,sex,religion,
Secondary——education ,income ,language
Managing diversity
Differencesace acknowledge
Treat employees as individuals not group
Steps in managing diversity
1Identify future state
2Analyze present system
3Change system
4Evaluate result and follow up
1Identify ideal future state
Obtain current workforce composition
Forecast future
Assess values
2Analyze present system and procedure
Examine current policies practices rules
Determine their appropriateness for diverse workforce
3Change system , procedure and practice
Check system is relevant for mission and strategy
If not modify
Factors essential to make change
Sr manager commitment Establish diversity committee Education and retraining Communication change Evaluation and follow up
Current industry diversity practice
Diversity training Mentoring Alternative work Apprenticeship Support groups Communication standards
discrimination
a showing of partiality in treatment ,
old boys network
set of informal relationship among male managers
glass ceiling
invisible but real obstruction to career advancement
