Human Resources Toolkit

• You can use Canada’s immigration system to attract, hire and retain qualified workers from around the world to address your labour needs when Canadians and permanent residents are not available. 
• Usually, a Labour Market Impact Assessment (LMIA) is needed to hire a foreign worker. An LMIA confirms that there is a need for a temporary foreign worker and no Canadians or permanent residents are available to do the job.
• To see if you and the foreign worker you want to hire are exempt from needing an LMIA, review the LMIA exemption codes.
• Find the right candidate with Job Match, which is a service that allows employers and job seekers to be matched based on their needs and profiles.
• The process of Hiring a Temporary Foreign Worker.

• Determine your staffing needs based on clinic type/service offerings, size/number of care providers, patient volume, and productivity goals. Find more information in our assessing Staffing needs PDF.
• Review tips for incorporating Equity, Diversity, and Inclusion (EDI) best practices in your hiring process.
• For more resources on physician recruitment and retention, see the Recruitment & retention toolkit from Practice in BC.

• Review job description examples, which you can paste into this sample job description template.
• Review guidance on wage or salary information on job postings in accordance with the Pay Transparency Act.
• Use credible websites to advertise your vacant positions using this job posting template. Consider posting positions on the following sites based on your target candidates:
  • BC Medical Journal
  • Divisions of Family Practice
  • Indeed
  • Local community newspapers
  • University job portals

• Use these sample interview questions and rating form to help you decide on your preferred candidate.
• Develop a basis for comparison by asking a consistent series of questions to each candidate and seek assistance where necessary to rate technical competence.
• Check references of the preferred candidates using this reference check form.

• Use this offer form to offer employment to your preferred candidate.
• Sign written contracts with all employees and include a probationary period. A probationary review template is available in the Evaluating Performance and Developing Skills section below.
  • Consult a legal professional to help with the contract process.
• Find more information on how to determine compensation for a role.

It is recommended that you follow up with and inform the unsuccessful applicants—this can be done via email or phone. We recommend emailing applicants who did not meet the application requirements and were not interviewed. For applicants who did meet the hiring requirements, and participated in an interview, but were unsuccessful, you should follow up by phone. This is a good practice as an employer and helps maintain relations should you need to hire again for the same role. We recommend waiting to inform an unsuccessful applicant until the successful applicant has signed and returned their employment offer letter.

• Use this follow-up form to follow up with unsuccessful applicants.

• Give the documentation to the new employee for their review and signature. Keep their record in their employee file using this employee file checklist.
  • Confidentiality agreement
  • Conflict of interest declaration
  • Direct deposit form
  • Emergency contact information
  • Benefits enrollment form, if applicable
  • Criminal Records Clearance information, if applicable

• Create a Bullying and Harassment Policy as required by WorkSafeBC using this Respectful workplace policy template.
  • More templates are available from WorkSafeBC on developing a Workplace bullying and harassment policy statement, an incident reporting structure, and investigation procedures.
• Create a privacy policy as required by regulations using this template. See Doctors of BC’s privacy toolkit for more information.
• Having other office policies in place can help set clear expectations for employees. Access more sample office policies.

• This training template can help with onboarding new staff.
• Demonstrate tasks, set clear workplace expectations, and provide training materials when applicable.
  • Consider cross-training and/or designating an existing staff member as a “buddy.”
• Include training on your emergency and IT privacy and security plans, as well as using this Health and safety orientation checklist.
• MSP’s (Medical Service Plan) Medical office assistant billing guide can be a helpful resource for training new staff.

• Complete the steps required for the payroll program with Canada Revenue Agency (CRA) to open a Payroll Deductions account under your existing Business Number (BN), or to obtain a BN if you don’t already have one.
  • Find more information about payroll requirements.
  • Learn more about payroll services and support offered by ADP.
• As an employer, you must register with WorkSafeBC and contribute to the workers compensation system, which provides income and care for workers who are injured on the job.
• Employers with BC remuneration greater than $500,000 (exemption amount) in a calendar year must register for the employer health tax.

• An annual review is most effective when you use objective criteria to rate an employee’s performance.
• Clarifying performance goals using the Performance review: Supervisor assessment template will ensure employers and employees are working toward a common goal.
• Using the Self-assessment template as a guide, encourage employees to reflect on their performance, noting areas of success and identifying goals for the future.
• Consider your budget for salary increases using the Performance-based salary assessment template.

• Using the Employee performance development plan can help you provide clear direction and support to your employees on how to improve performance.

• Professional development programs improve employees' knowledge, skill set, and job satisfaction, resulting in higher employee retention rates.
• Using the Sample professional development policy template as a guide, draft a company policy.
  • Ensure your budget allocates for funding employee professional development.
• BC Family Doctors offers MOAs and office staff access to billing supports and resources.

• WorkSafeBC requires all employers to ensure a healthy and safe workplace for their employees.
• Reviewing the Occupational Health and Safety info sheet will help with understanding employer responsibilities.
• The following templates can help you plan for a safe workplace.
  • First aid record
  • Hazard report
  • Workplace incident report
  • Workplace inspection checklist

• The Workplace relationship assessment form can provide you with a baseline representation of your clinic’s current work environment and will be helpful in the future as you continue to measure successes and challenges.
• More information about creating a culturally sensitive, respectful, and safe workplace can be found in the Words Matter: Guide on using inclusive language in the workplace developed by the BC government.
• Build skills to successfully manage employees through effective communication, motivation, and conflict resolution. The following resources can provide you with a comprehensive overview of three key areas:
  • Managing relationships with employees—Government of BC
  • Managing problems with employees—Government of BC
  • Dealing with conflict—Canadian Medical Protective Association (CMPA)
• Review Doctors of BC's Equity, diversity, and inclusion resources sheet to help ensure a fair and equitable workplace for all employees.

• Under the Employment Standards Act, employers cannot prevent employees from accessing their entitled leaves.
• Employees on leave are still considered employed and remain eligible for vacation, wage increases, and benefits.
• The following templates can help manage employee leaves of absence:
  • Leave of absence checklist
  • Leave of absence form
  • Confirmation letter
  • Medical duty to accommodate letter
  • Return to work plan

• Stay interviews can help you understand how your team feels about the work environment and can support retaining valuable employees.
  • The Stay interview form and Stay interview guide can be used to gather valuable information from your current employees.
  • This process will show that you value knowledgeable employees with insight into how your clinic operates.
• Consider a benefits plan for employees such as the Doctors of BC Health Benefits Trust Fund Plan (HBTF).

• Planning for potential vacancies using the Succession planning template will ensure a smooth transition in the event of an employee departure.

Employer:

• An employee’s direct manager should advise the employee of any unacceptable conduct and/or performance and give the employee the opportunity to explain their actions before any disciplinary action is taken.
• Discuss all misconduct in a timely manner.
• Investigate misconduct and document findings. If possible, have someone take notes during the debrief and include the date, the parties present, and the key points of the conversation. The notes should reflect the perspectives of all parties involved and include next steps and agreed outcomes.
• Ensure all disciplinary conversations are confidential and objectively documented.
• Ensure all letters or documents related to the disciplinary process are included in the employee’s personnel file.
• Ensure any terminations are done in accordance with the Employment Standards Act.

Employee:

• Employees should be aware of job expectations and responsibilities.
• Employees should identify gaps in their understanding and seek the training and/or assistance they need to be successful in their role.
• Employees should listen and respond to feedback provided by management.
• Employees should aim to create a positive and open work environment.

• Progressive discipline is used to increase the employee’s awareness of a problem and set the expectation for improvement based on an escalation of consequences for failure to comply. Consequences may include the following steps:
  • Step 1: Verbal warning
  • Step 2: Written warning
  • Step 3: Performance Improvement Plan (PIP)
  • Step 4: Suspension
  • Step 5: Termination
• Depending on the nature of the misconduct and other factors, the appropriate step to initiate may vary. Read more about the steps involved in progressive discipline.
• This Progressive discipline guide will help to determine the appropriate step to start your progressive discipline.

• A performance improvement plan is a tool used to give an employee with performance issues the opportunity to succeed. It could be used to address failures to meet specific goals imperative for their role or to improve behaviour-related concerns.
• Preparing an Employee performance improvement plan form which clearly states:
  • Workplace expectations, a description of acceptable conduct, and/or performance required for future success in the role
  • The consequences of failing to meet expectations
  • The method for how improvement will be measured
  • Any follow-up meetings and progress reports
  • The length of time the employee will be considered under review
• Meet with the employee to review their plan in detail and answer any questions.
  • Documenting the discussion objectively and keeping a copy with the Performance Improvement Plan (PIP) in the employee’s file will provide important context for future discussions.
  • Scheduling regular meetings to monitor progress with the PIP, and providing necessary support will help support an employee’s success.

• Reasons for ending employment include:
  • Resignation or retirement—employees must submit an Employee resignation and retirement confirmation letter.
  • Funding no longer available or role no longer needed—see termination not for cause.
  • Termination with or without cause.
• Understanding the administrative and operational requirements when ending employment is critical.
  • The Ending employment checklist and Internal ending employment checklist can help guide this process.
  • Learn more about how to provide a Record of Employment (ROE).
• Ensuring a successful knowledge transfer
  • In advance of their departure, request that the employee prepare a transition document that outlines key information to support the next person in the role.
  • Review the document with your employee before their departure to ask questions and seek further clarification.
• Conducting exit interviews:
  • The main objectives of an exit interview include:
    • Uncovering issues relating to Human Resources
    • Understanding the employee’s perception of the work
    • Gaining insight into managers’ leadership styles and effectiveness
    • Fostering innovation by asking about areas for improvement
  • When conducting an exit interview, ask if the employee would prefer to participate in person, over the phone, or by email. The interviewer should be someone who is neutral in the employee/employer relationship to create a safe environment for honest feedback. Using the Exit interview guide can help keep questions consistent and objective.
  • Alternatively, create a survey to use for exit interviews using an online platform such as Survey Monkey.
  • Reviewing the responses, identifying key themes in the larger context, and following up on any significant matters that may require investigation will help strengthen the work environment and culture.

• With cause (or “for” cause) - Employee not entitled to a notice period
  • After other disciplinary measures have been unsuccessful in correcting unacceptable conduct/performance, or when a first time incident occurs that is illegal or very serious in nature. (For example: theft, failure to comply with safety/office policies, intentional harassment, etc.)
  • In cases of terminations with cause, the burden of proof for just cause rests with the employer.
  • Always consult a legal or HR professional* for terminations with cause. *member login required
• Without cause - Employee is entitled to a notice period
  • Termination without cause means ending an employee’s employment not for workplace misconduct. Possible reasons for termination without cause include restructuring, cost-cutting, realignment, or poor work performance.
  • A notice period is a length of time from the date on which notice of termination is given to an employee, to the date on which employment will terminate.
  • Minimum notice requirements are informed by the Employment Standards Act, and any applicable contractual notice or severance entitlements that are outlined in company policy or the employee’s employment agreement.

• Preparing the proper documentation prior to terminating an employee can be done by using the Ending employment checklist.
• To reduce the chances of physical or verbal violence, conducting the termination in the employee’s office or a neutral, confidential location can help. Have at least one other person present.
• Important steps to consider following the termination are:
  • Making notes for future reference
  • Meeting with remaining team members to answer any non-confidential questions
  • Confirming all final paperwork is prepared and submitted
• Reviewing the Termination process information sheet can help guide you through the termination process in greater detail.

• An employer does not need to issue a notice of termination or severance in the following circumstances:
  • When the employee:
    • Voluntarily resigned
    • Is in their probationary period
    • Is retiring
    • Was dismissed for just cause
    • Was employed on contract and the term has expired
    • Worked on a casual basis doing temporary assignments which they could accept or reject
• An employer must issue a notice of termination or severance in all other cases.
• Determining notice requirements
  • Seek advice in advance from a lawyer or HR professional to assess any situations based on whether termination is with or without cause.
  • Ensure alignment with the Employment Standards Act, and terms of any employment contract.
  • Provide written notice and/or compensation based on length of service for terminations without cause.
• Providing working notice:
  • Is an option when the position has a defined end date, and all parties are clear on the parameters and expectations of the role.
  • Not appropriate in situations where employment is ending for unexpected reasons, where employees working through their notice could have a negative impact.
• Issuing severance and release
  • Follow the Employment Standards Act and consider consulting a lawyer or HR professional.
  • When there is pay in addition to the minimum required by the Employment Standards Act, the employee is required to sign a release outlining the terms of severance only. A Severance form can help with the process.