Human Resources Toolkit

HR Toolkit

Human resources toolkit

Having a knowledgeable, supportive team running your clinic is essential for maintaining a smooth and efficient workflow. Whether you want to hire the right people for the role, learn how to manage a diverse team, or have open and productive conversations about optimizing the work environment, Business Pathways is here to help. 

Hiring
Onboarding
Evaluating Performance
Developing Skills
Leading Teams
Dealing with Performance Issues
Ending Employment
 
The Business Pathways Human Resources toolkit is broken down into three distinct sections: 
  1. Hiring and onboarding.
  2. Managing staff and the work environment.
  3. Ending employment.
Each section has simple instructions and helpful templates to ensure you have what you need to manage staffing matters at every stage of the process.
 
The first section of the toolkit is available now, and the subsequent sections are scheduled for release shortly. 

Hiring

 
1. Attracting global talent
  • 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. Contact an  who can assist with navigating the process.
  • Usually a Labour Market Impact Assessment (LMIA) is needed to hire a foreign worker. A 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.
2. Assessing staffing needs
3. Job description: templates, writing and posting
4. Interviewing and rating candidates
  • Use these sample 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 form. 
5. Offering employment
  • Use this 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.
  • Find more information on how to determine compensation for a role here. 
6. Following up with unsuccessful applicants

It is recommended that we follow up with and inform the unsuccessful applicants; this can be done via email or phone. Communication can be provided via email to 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, it is advised to follow up by phone. This is a ‘good practice’ as an employer and helps maintain relations should you need to hire a nurse again. Communicating to an unsuccessful applicant should not be actioned until the successful applicant has signed and returned their employment offer letter.

  • Use this form to follow up with unsuccessful applicants.

All fillable templates in the Hiring section above can be found in one easy-to-print package here.

Onboarding

1. Providing new employee with documentation

 

2. Ensuring required policies are in place
3. Training your staff on business processes and systems
4. Setting up payroll, taxes, and registrations
  • 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 here. 
    • Learn more about payroll services and support offered from 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.

All fillable templates in the Onboarding section above can be found in one easy-to-print package here.

Evaluating performance and developing skills

Providing your employees with regular feedback through both informal conversation and annual performance reviews is important. 

Proactively identifying and addressing performance issues will help prevent issues from escalating. Addressing concerns or issues in a timely manner, rather than waiting for a previously scheduled review, can help quickly resolve conflict. 

  • Upon completion of a new employee’s probation period as outlined in their employment contract, conducting a probation period review using the Probation Period Performance Review template will help acknowledge employee successes and identify areas for improvement.
1. Conducting annual performance reviews
2. Creating performance development plans
3. Improving with professional development
  • Professional development programs improve employees' knowledge, skill set, and job satisfaction, resulting in higher employee retention.
  • Using the Sample Professional Development Policy template as a guide, draft a company policy.
    • Keep in mind budget allocation for funding employee professional development. 
  • BC Family Doctors offers MOAs and office staff access to billing supports and resources. 

All fillable templates in the Evaluating Performance and Developing Skills section above can be found in one easy-to-print package here.

Leading teams

1. Providing a safe workplace
2. Fostering a successful workplace culture
3. Managing leaves of absence and leave requests
4. Investing in human capital for retention
  • Stay interviews can help you to understand how your team feels about the work environment and supports 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 view knowledgeable employees with insight into organizational context as valuable assets. 
  • Consider a benefits plan for employees such as the Doctors of BC Health Benefits Trust Fund Plan (HBTF).
5. Planning ahead to keep things running smoothly
  • Planning ahead for potential vacancies using the Succession Planning template will ensure a smooth transition in the event of an employee departure.

All fillable templates in the Leading Teams section above can be found in one easy-to-print package here. 

Dealing with performance issues

  Roles and responsibilities
Employer
  • An employee’s direct manager should advise the employee of any unacceptable conduct and/or performance and give the employee 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 held confidentially 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
  • Be aware of job expectations and responsibilities.
  • Identify gaps in their understanding and seek the training and/or assistance they need to be successful in their role.
  • Listen and respond to feedback provided by management.
  • Work to create a positive and open work environment.
1. Applying progressive discipline
  • Progressive discipline is used to increase the employee’s awareness of a problem and the expectation of improvement based on an escalation of consequences for failure to comply. Consequences may include the following steps:

  • 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 guide will help to determine the appropriate step to start your progressive discipline.
     

2. Initiating a performance improvement plan
  • 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 behavior-related concerns.
  • Preparing an Employee Performance Improvement Plan form which clearly states: 
    • The expectations of the workplace, 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.
  • Meeting 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 provide support as necessary will help support an employee’s success. 

All fillable templates in the Dealing with Performance Issues section above can be found in one easy-to-print package here.

Ending employment

1. Determining reasons for ending employment
  • Reasons for ending employment include:
  • Understanding the administrative and operational requirements when ending employment is critical.
  • Ensuring a successful knowledge transfer.
    • In advance of their departure, request that the employee prepare a transition document that outlines key information that will support the next person in the role. 
    • Reviewing the document with your employee before their departure allows the opportunity 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. 
    • If you would like to make a survey for long term use within your clinic. One option may be to make a customized version of the “ending employment checklist” or by constructing a SurveyMonkey survey.

      Steps to construct a Survey monkey survey:
      1) Make an account with Survey Monkey
      2) Choose a Template
      3) Add desired measures
      4) Customize as need
      5) Finalize and share link to collect results

      For additional context for constructing a survey visit, how to make a survey, 7 step guide. Or the step by step video.

    • 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.
2. Understanding types of termination
  • 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 articulated in company policy or the employee’s employment agreement.

3. Initiating the termination process
  • Preparing the proper documentation prior to terminating an employee can be done by using the Ending Employment checklist.
  • To reduce 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. 
4. Understanding notification requirements and severance entitlements
  • 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. 

All fillable templates in the Ending Employment section above can be found in one easy-to-print package here.