Strengthening Your Workforce

HR
Strengthening Your Workforce:
A Guide to Human Resources
Fundamentals for Hamilton Employers

JULY 2008
Prepared by
Simone Saunders, MA
and
Denise Lipiec

HR
Strengthening Your Workforce:

HR Fundamentals
A Guide to Human Resources
Fundamentals for Hamilton Employers

CONTENTS
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Workforce Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Planning for your present and future workforce needs

Recruitment & Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Finding the best talent for the job

Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Keeping your skilled workforce working for you

Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Developing a skilled workforce from within

Diversity Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Achieving a competitive advantage

Older Workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Capitalizing on experience

Internationally Trained Workers . . . . . . . . . . . . . . . . . . . . . . . 26
Utilizing immigrant talent and experience

School-to-work Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Tapping into youth talent

Apprenticeship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

The Hamilton Training Advisory Board is funded by

The Hamilton Training Advisory Board acknowledges the support of the Ministry of Training,
Colleges, and Universities.
This document may be freely quoted and reproduced without obtaining the permission of the
Hamilton Training Advisory Board provided that no changes whatsoever are made to the text and the
Hamilton Training Advisory Board is acknowledged as author.
The information presented in this document is current at the time of printing. The views expressed in
this document do not necessarily reflect those of the Government of Ontario.

I Introduction
In support of the Hamilton Chamber of Commerce employer workshop series
Dinosaur to Dynamo: Part 2 (D2d2), the Hamilton Training Advisory Board (HTAB)
produced a comprehensive series of fact sheets on the most pressing human
resources issues concerning small- and medium-sized employers in Hamilton today.
Employer response to these fact sheets was overwhelmingly positive and the
suggestion was made to expand the content and bind it all together into one practical
and accessible reference guide. HTAB is pleased to make Strengthening Your Workforce:
A Guide to Human Resources Fundamentals for Hamilton Employers available to all
employers in both hard copy and PDF format (available for download from HTAB’s
website www.htab.ca).

Strengthening Your Workforce originated in research undertaken in 2001 on behalf of
1
HR Matters. The resulting study, Hamilton Human Resource Strategy (May 2002),
showed a trend towards an aging population that anticipates a significant decrease in
the size of Hamilton’s skilled labour force and therefore labour shortages in many
occupations.

The following year HTAB, in partnership with other community organizations,
undertook the development of a business plan – the Hamilton Human Resource
Strategy Business Plan (June 2003) – that identified strategies for mitigating the impact
2
of Hamilton’s aging demographic on the labour force. One of the five priority
themes to emerge in this business plan was “Assist Employers with HR Planning.”
Strengthening Your Workforce is one of several projects HTAB has supported in an effort
to provide Hamilton employers with the knowledge and tools they need to address
the challenges of their present and future human resources planning.

The longest section in Strengthening Your Workforce is dedicated to Recruitment and
Selection and for good reason: an organization’s success depends, to a significant
degree, on the skills of its workforce and, considering the current national trend in
skills shortages, it is increasingly important for employers to invest in a recruitment
and selection strategy if they intend to remain competitive. To assist employers in
making the right hire, the sections on Diversity, Older
Workers, Internationally Trained Workers and School-to-
work Transition offer opportunities for employers to
expand the talent pool and survive the growing skills
gap. Once their workforce is in place, employers need to
consider how they will sustain it. Strategies for
Workforce Planning, Retention and Mentoring have
been included to help employers anticipate and meet
the challenges inherent to an evolving workforce.

Read in its entirety or in sections on a subject “need to
know” basis, the definitions, tips, checklists, strategies,
law, and hundreds of links to further information make
Strengthening Your Workforce an invaluable HR resource
for all Hamilton employers, regardless of the size of their workforce.

Simone Saunders, M.A.

1
HR Matters is a community-based, volunteer committee that works with leaders and
organizations/employers to strengthen the workforce skills and talents of Hamilton’s labour
force.
2
This report and its precursor, HR Matters I: Hamilton Human Resource Strategy (May 2002)
can be downloaded from HTAB’s website www.htab.ca.

W
Hamilton Employers &

Workforce Planning
3. Greatly increase an organization’s ability to adapt to
Key Concepts the following workforce trends:
A Workforce or Human Resources Plan is a § aging workforce
document describing the organization’s human § decreasing labour supply
resources goals and means of achieving them over a § changing patterns of immigration
fixed period of time. It helps management clarify where § increasing diversity of labour force
organizational efforts should be focused and provides a
benchmark against which actual performance can be § skills shortages
measured. In order for it to be meaningful and effective, § emerging technology
a workforce plan should be closely aligned with an § evolving economic trends, e.g. globalization
organization's objectives and overall business strategy. § workforce demand for work-life balance and safe
Forecasting involves estimating an organization’s future workplaces
need for employees and determining how sales or profit § legislative requirements
goals will be met with a view to minimizing human
resource costs and increasing organizational flexibility.
Succession Planning means identifying, developing, and
tracking employees for future promotions. These In the Workplace
employees represent future leaders in management and
possibly ownership. Ideally, succession planning Both internal and external supply and demand is
develops internal candidates however, if this is not very much a function of environment, therefore
possible, an external search may be conducted. an effective workforce plan must include a scan of the
economic, political, social, technological, and
stakeholder environment. This scan should be done in
conjunction with an internal SWOT analysis (strengths,
weaknesses, opportunities, and threats) of the
Good Business organization, with a particular focus on relevant
$ense industry labour market issues. A human resources
professional may be able to provide the objectivity
Smart employers know that tracking labour market needed to accurately assess your workforce needs and
trends enables them to make informed decisions about develop your workforce plan.
their workforce. Preparing and following a workforce
plan ensures that you have the right people with the 5 Steps to Workforce Planning
right skills in the right place at the right time in order to
accomplish your organization’s goals. STEP 1: Forecast Your Demand for Labour
Based on your short-term and long-term business
Business Case strategy, identify your current and future workforce
needs. Take into consideration anything that will affect
Employer benefits of workforce planning: your organization now or in the future, for example:
1. Minimize human resources costs. § projected sales and/or units of production
§ past, present, and future needs of the organization
2. Maintain a high return on employer investment.
§ potential organizational changes which may result
in downsizing, restructuring, and/or growth for
your business

w w w . h t a b . c a 3

W Hamilton Employers & Workforce Planning § Review and revise your recruitment strategy to
STEP 2: Assess Your Internal Supply of
address workers or skills that may become
Labour
especially difficult to obtain due to pending skill
Create a profile of the organization’s internal supply of
shortages.
labour. Consider including the following:
§ types of labour that are relevant to the organization STEP 5: Monitor Your Workforce Plan
§ attrition patterns Revisit your workforce plans on a regular basis and
§ rate of turnover conduct a thorough environmental scan and SWOT
§ leaves of absence analysis at least once a year to ensure your
§ age of retirement organization’s effective utilization of labour and capital
§ age distribution, gender, education and other on a continuing basis.
demographic features
Organize all of the data by type of labour and
department if possible in order to capture different
areas for special attention. A workforce plan is about
having the right people doing
STEP 3: Calculate the Gap between Internal
the right job to accomplish
Supply of Labour and Demand for Labour
This step involves subtracting your internal supply of your business goals.
labour (Step 2) from your demand for labour (Step 1).
The result may be a human resource deficit or a human
resource surplus. In the future, the result will most likely
be a deficit.

STEP 4: Develop a Workforce Plan to
Eliminate the Gap
A workforce plan that considers both internal and Resources
external solutions will mitigate the organization’s
labour force deficit and sustain productivity:
Community Connections
Internal Solutions:
Found Locally: Human Resources
§ Adopt diversity and mentoring initiatives in the This section of the site provides information related to
workplace. staffing and human resources, from both employer and
§ Transition suitable candidates into more senior or employee perspectives.
specialized positions with additional education, 8 http://www.foundlocally.com/hamilton/Hr/index.htm
training, development, and mentoring.
Human Resources Services Directory: Human
§ Plan ahead so that candidates have the training and Resources Solutions for Businesses in Hamilton
experience they need to fill internal vacancies and Surrounding Areas
quickly. Lists local human resources professionals and their
areas of expertise. Published by the Hamilton Training
External Solutions
Advisory Board.
§ If there are no suitable or available candidates 8 www.htab.ca
internally, determine what type of talent you need
and where you will find it. Economic Development Department,
City of Hamilton
§ Re-visit the recruitment sources of your current and Publications and reports on the Hamilton business
previous workforces. environment and labour market sectors.
8 www.investinhamilton.ca

4 w w w . h t a b . c a

W Hamilton Employers & Workforce Planning
Hamilton Training Advisory Board Labour Market Information
Check website for current and local labour market
reports. Canadian Federation of Independent Business
8 www.htab.ca Publications, reports, resources, and useful links geared
to small and medium sized employers.
8 www.cfib.ca

Business Case Conference Board of Canada
Links, information, and insights on economic trends
Manpower Planning and human resource management.
Details costs and business case for HR planning. 8 www.conferenceboard.ca
Includes HR planning process and tips.
8 www.accel-team.com/human_resources/hrm_01.html Statistics Canada
Analysis of Canadian population, resources, economy,
Human Resource Planning society, and culture.
PowerPoint presentation provides a concise overview of 8 www.statcan.ca
workforce planning.
8 www.busi.mun.ca/jaya/4320/s04/dessler_hrm_9ce_ Ontario Job Futures
ch04.ppt Current trends and future outlook for 157 occupations
in Ontario. Includes “Overview of Ontario’s
Employment Patterns”.
8 www.ontariojobfutures.net
Implementation
Labour Market Information, Service Canada
Human Resource Management Facts and trends in the labour market. Report available
Guide to workforce planning and other HR functions specific to Hamilton.
for small business owners. 8 www.labourmarketinformation.ca
8 www.councils.org/1small_business/owneroperator/
hrmanagement_e.cfm

HR Planning, Government of Canada Diversity management
Information about developing human resource plans.
Includes occupational, wage, and industry information
and mentoring should
to support human resource planning and life-work be part of any
balance. workforce plan.
8 http://hrmanagement.gc.ca/gol/hrmanagement/
site.nsf/en/hr10777.html

Work Network, Books
Canadian Policy Research Networks
Explores the cutting edge of labour market and Strategic Human Resources Planning. M.Belcourt and
workplace change. Topics include: “Creating K.McBey. Nelson (2004).
Tomorrow’s Workplace”, “Developing Tomorrow’s
Workforce”, “Vulnerability in Labour Markets”, and Strategic Staffing: A Practical Toolkit for Workforce
employer best practices. Planning. Thomas Bechet. AMACOM (2002).
8 www.cprn.org Succession Planning: Ensuring Leadership Continuity and
Building Talent from Within.
William Rothwell. AMACOM (2001).
Customized Human Resource Planning: Different Practices
for Different Organizations. M.J.Duane. Greenwood
(1996).

w w w . h t a b . c a 5

R

Recruitment
& Selection
entice qualified candidates. Offering a variety of
Key Concepts benefits, advancement opportunities, and a positive
corporate culture greatly increases an employer’s
Recruitment is the process of identifying and
competitive advantage in recruitment and selection.
attracting a group of potential candidates to begin
evaluating them for future employment. It includes
tasks like writing a job description and job postings,
and going through the steps of posting it internally (e.g. Be an “employer of choice”
bulletin boards, intranet, email notification), externally
(e.g. newspaper ads, temp agencies, internet), or both. and attract the brightest
Selection is the process designed to determine the most
and the best talent to
qualified candidate from a group of applicants. It your business.
includes tasks like reviewing resumes, interviewing,
work related testing, reference checks and the final
employment offer.
A company is an Employer of Choice when it
demonstrates care and concern for employees through a Business Case
commitment to a healthy work environment, 1. Research shows that effective recruitment and
continuous learning, employment equity, career growth, selection strategies result in improved organizational
work-life benefits, progressive HR policies, and outcomes such as increased productivity, quality of
attractive compensation and benefits packages. When a products and services, customer satisfaction, and
company is reputed to be an Employer of Choice, it will financial performance.
attract and retain the best labour force talent.
2. The more effectively an organization recruits and
It is the Law that – with respect to employment – selects candidates, the more likely it is to hire and
individuals cannot be discriminated against or harassed retain satisfied employees.
on the basis of race, colour, ancestry, place of origin,
ethnic origin, citizenship, religion, creed, gender, sexual 3. Hiring the right candidate can be a major source of
orientation, physical or mental capabilities, age, marital competitive advantage and profits.
or family status (including pregnancy), same-sex
partnership status, or record of offences. 4. Having recruitment and selection policies and
procedures in place increases the likelihood of hiring
individuals who possess the right skills and abilities
to be successful at their jobs.

Good Business 5. Quality new hires impact the strategic success of an
organization and influence its internal/external
$ense realities.
In today’s labour market the competition for talent is 6. Effective recruitment and selection strategies
intensifying because there are fewer qualified applicants minimize the risks and costs associated with hiring
available in the labour force. This shortage of applicants the wrong candidate.
makes it all the more important for organizations to
invest their resources in attracting and selecting the 7. A well-planned recruitment and selection strategy
talent they need. Increasingly, employers are discovering allows management to determine and gradually
that they need to offer more than an attractive wage to modify the behavioural characteristics and
competencies of its workforce.

6 w w w . h t a b . c a

R Hamilton Employers & Recruitment & Selection
unnecessarily or on the basis of a prohibited ground
In the Workplace such as culture, religion, gender, and so on.
Job descriptions should identify key information about
Recruitment a position and may include the following:
STEP 1: Identify the Vacancy § Name of hiring company, logo, web address, and
Determine if there is a vacancy and what kind of a brief description of company
vacancy it is. The type of vacancy will influence § Job title
recruitment strategies; for example, consider the reason § Purpose of the job and why it exists
for the vacancy and whether the vacancy is full time, § Duties and responsibilities
part time, temporary, permanent, or contract. Before § General and specific accountabilities
trying to fill a vacancy, you may wish to investigate § Working conditions
alternatives for filling the vacancy. The need to hire § Required qualifications (e.g. knowledge, skills,
someone new may represent a growth opportunity to abilities, education, experience)
improve the way the company is currently doing § Qualifications considered to be assets to the
business. position
§ Hours of work and location of work
Once a vacancy is determined and the decision is made
§ Remuneration and benefits
to make a hire, the company’s next decision is to choose
§ Application procedures (e.g. contact person,
between conducting the recruitment and selection
directions, and deadline for application)
process on its own or purchasing the services of an
external human resources consultant.
Quick Links
Quick Links National Occupational Classification (NOC)
Descriptions of over 30,000 occupations useful for
Hamilton Human Resources Services Directory creating or updating job descriptions.
Directory of local independent human resources service 8 www23.hrdc-drhc.gc.ca/2001/e/generic/
providers in Hamilton and surrounding area. welcome.shtml
8 www.htab.ca/eng/publications.php
Employee Job Descriptions
Multiple links to resources for writing effective job
descriptions.
STEP 2: Create/Update the Job Description 8 www.managementhelp.org/staffing/specify/
The job description is the most important recruitment job_desc/job_desc.htm
and selection tool and therefore it must be very clear
about the qualifications and responsibilities required by
the job. A well-written job description is the basis of the
selection decision and will save the company valuable STEP 3: Advertise the Position
time and resources in both the short- and long-term. The following tips will help you to prepare for
advertising the position:
When writing or updating a job description, reflect
carefully on why each criteria is considered a § Consider your company’s available resources (time
requirement or an asset of the position since these will & money), overall business strategy, and anticipated
shape the type and number of applicants who respond level of difficulty filling the position as part of your
to the job posting. Keep in mind that with each advertising strategy.
requirement that you add to the job description, you are § If you are recruiting on the basis of employment
decreasing the number of potential candidates. equity, it is important to consider recruitment
Furthermore, the more experience and education you strategies and resources that will reach equity
demand, the higher the salary expectations of the groups; for example, publications, media, and
candidate. employment services that are targeted to these
Finally, it is important to make sure that your job audiences.
description does not discriminate against applicants

w w w . h t a b . c a 7

§ Finally, spend your time and money on advertising Selection
in sources where you are going to get the largest Throughout the selection process it is extremely
response rate of suitable candidates. And important to track why and how decisions about
remember: while finding the right type of candidate applications and candidates are made. Be sure that all
is more important than the number of applicants criteria and predictors (such as tests) are valid, reliable,
who apply, it is wise to advertise in more than one and legal. Keeping records of all documents and
source. information collected throughout the recruitment and
Once the job description is complete and approved for selection process will protect your company against
posting, the next step is to advertise the position. Select legal or procedural challenges to the process, e.g. why
only those advertising sources which have the potential some applications were screened in and others were
of attracting the most suitable candidates for the screened out, or why one candidate was selected for an
position you are advertising. The following is a list of interview over another candidate.
possible advertising sources:
§ Internal company advertising, website, and job fair
§
STEP 4: Accept Applications
Employee referrals
To help you manage incoming job applications, record
§ Professional networking
the date each application arrives, from whom, and
§ Community newspaper classifieds
whether the application is complete. Develop a list of
§ Trade magazines or newspapers
screening criteria based on the advertised job
§ Professional search firms
description and scan the applications looking for
§ Temp agencies
candidates who meet these criteria. Organize the
§ Internet job sites (free and fee-based websites
applications into three separate categories:
available)
§ Association websites/publications for specific skills ? Yes. This candidate meets all or most of the screening
or professions criteria.
§ Educational institutions: career services, job fairs, ? Maybe. This candidate meets some of the screening
co-op placement offices criteria.
§ Government employment service providers, e.g. ? No. This candidate meets too few or none of the
Ontario Works, Job Connect, etc. screening criteria.
§ Community employment services providers
§ Signage, e.g. window, point of purchase, or lawn Once you have divided the applications into these three
signs categories, review the applications from the strongest
candidates (the “Yes” category) more closely and note
Quick Links the outstanding strengths and weaknesses of each. Pay
particular attention to gaps in information or points
Five Tips For A Targeted Job Ad you would like clarified. Create a shortlist of those
Features tips for writing job postings. candidates who seem to be an especially good fit for the
8 http://campus.workopolis.com/servlet/Content advertised position. Using your shortlist of the most
/wcemployers/en/5tips?gateway=campusen qualified candidates, rank each from strongest to
weakest with 1 being the strongest candidate, 2 being
Internet Job Postings Are Different than the next strongest, and so on. This ranking system
Print Advertisements determines the candidates you will interview.
Tips for writing online job postings and how to manage
the job posting process. Quick Links
8 http://hr.monster.ca/articles/recruiTIPS/
Guide to Screening and Selection in
Service Canada Job Bank Employment
Canadian free online job posting service for employers. Do’s and dont’s from the Canadian Human Rights
8 www.jobbank.gc.ca/Intro_en.aspx Commission.
8 www.chrc-ccdp.ca/publications/screening_
employment-en.asp

8 w w w . h t a b . c a

STEP 5: Selection Process § Show interest in the candidate even if you decide
You have now created a list of candidates that you during the interview that the candidate is not
consider qualified and worthy of further consideration suitable.
and you are ready for the next step: selection. § Listen carefully to what candidates say and note the
Organizations who report a highly successful selection questions that the candidate does not adequately
process recommend the following selection practices: answer.

? Behaviour-based interviews Employment Testing
? Training and experience evaluations Employment testing provides an objective basis for
? Ability tests comparison between candidates. Testing must be job-
? Biographical data related and it can be conducted before, after, or in
? Motivational inventories conjunction with an interview.

Telephone Interviews Preferred testing addresses job-related knowledge
You can conduct further screening of candidates and/or skills. Personality and psychological testing are
through a telephone interview prior to an in-person the most inconsistent and often most questionable
interview. This screening phase performs two functions: types of testing. Regardless of the type of testing you
it helps to reduce the number of candidates and it also choose, make sure that it is valid and reliable.
provides an opportunity to ask questions raised by the Candidate results on employment tests should be
resume. consistent when the same candidate takes a test more
Tips: than once. Finally, the test must not discriminate
§ Arrange a convenient time for an interview with the against the candidate on the basis of a prohibited
candidate. ground (see the link to the Canadian Human Rights
§ Ask the same questions of each candidate and write Commission at the end of this chapter).
notes of the responses. There are typically four types of tests:
§ Inform candidates of the next step in the process. 1. Personality tests determine how an applicant will
§ Re-rank the candidates when you have completed behave and perform in various situations.
all of the telephone interviews. 2. Aptitude/Ability tests measure how well an applicant
performs job-related tasks.
In-person Interviews 3. Performance tests measure an applicant’s
Interviewing candidates will help you to look beyond performance of actual on-the-job tasks.
the resume to determine if the applicant has the best fit 4. Computer tests measure an applicant’s ability to
of skills and qualities for both the position and your complete tasks using job-related software.
company. Focusing on person-organization fit is equally
as important as person-job fit. Reference Checking
Tips: Reference checking confirms that the information
§ Behavioural type interview questions are considered provided by the candidate in the cover letter, resume,
to be the most effective way to evaluate a candidate. interview, and testing can be corroborated. The
This type of question begins with “Tell me about a references provided by the candidate are most likely
time when…” and should elicit information about people that the candidate trusts to give a positive review
how a candidate deals with workplace situations so it is important to consider the reference check as only
and job-related challenges. one aspect of the selection process.
§ Provide a realistic overview of the job to ensure
each candidate is fully aware of the job expectations Ask the candidate for a minimum of two business
and to give the candidate the opportunity to references from former colleagues or supervisors who
withdraw from consideration if she/he feels it is not are familiar with the candidate’s work. Do not follow up
a good fit. with references from the candidate’s friends, family, or
§ Include the immediate supervisor in the hiring acquaintances. You can ask for these references at the
decision and you may wish to include co-workers end of the interview or post-interview if you need time
who will be working closely with the new to consider which candidates you are considering for
employee. the position.

w w w . h t a b . c a 9

Tips: If an unsuccessful candidate requests feedback, inform
§ Conduct the reference checks over the phone. Ask them that another candidate matched the qualifications
direct questions about job-related behaviour and more closely. It is advisable to keep records of all
skills. Listen for signs of hesitation in the responses unsuccessful applicants’ information in the event of
to your questions. potential challenges to the hiring decision.
§ Consider the services of an HR professional or
agency with expertise in conducting reference
checks.

Quick Links Effective recruitment and
selection means increased
Employer Interviewing Tips
8 www.levela.net/employertips.php
productivity and customer
satisfaction.
Demand: Employment Testing
Types of employment testing and links to testing
websites.
8 http://www.hrassociates.ca

A List of Sample Interview Questions
8 http://www.quintcareers.com/interview Resources
_questions.html
STEP 6: Offer of Employment
It is now time to evaluate all of the information you
Human Resources Service Directory
have gathered from the candidates you are considering. for Hamilton 2005
Determine the top one or two candidates based on the Lists local consultants and organizations who work with
facts and information you have collected. Decide on the employers on recruitment and retention.
terms and conditions of employment. Within these 8 www.htab.ca/pages/publications
terms and conditions, identify which are firm and
A Practical Guide to Resume Screening
which have some flexibility if you need to improve your
Information from Audie McCarthy, Marrek
offer.
Solutions Inc.
Begin by making a verbal offer followed by a written 8 http://www.marrek.com/tips/articles/Resume
offer. The offer should feature: title, start date, salary, Prescreening.pdf
benefits, reporting relationship, date of expiry (if
applicable). The offer may also include: incentive pay,
relocation details, signing bonuses, and first day
procedures. Business Case
After your selected candidate has signed the offer of Finders & Keepers:
employment, notify all other interviewees that they Recruitment and Retention Strategies
were not selected and thank them for their interest. Written for an employer audience, this guide examines
Ending the selection process on a positive note makes the costs of employee turnover and the importance of
good business sense because you never know when an becoming an “employer of choice”. Includes a detailed
unsuccessful candidate may be the perfect fit for recruitment and retention strategy.
another job opening. 8 www.alis.gov.ab.ca/pdf/cshop/FindersKeepers.pdf

10 w w w . h t a b . c a

Implementation Law
HR For Employers – Hiring Employees Employment Standards Act
Resources, links, and an overview of the hiring process. 8 www.e-laws.gov.on.ca
8 http://employers.gc.ca/ Look under frequently accessed law.

Manager’s HR Toolkit Canada Labour Code
Worksheets and a thorough guide to every step of the 8 http://laws.justice.gc.ca/en/showdoc/cs/
staffing process. L-2///en?page=1
8 www.hrtoolkit.gov.bc.ca/staffing
Ontario Pay Equity Act
Human Resources – Hiring 8 www.e-laws.gov.on.ca
Click Human Resources to find articles and tips on the
hiring process from job description to interviews to Guide to the Ontario Human Rights Code
orientation. 8 www.ohrc.on.ca
8 www.entrepreneur.com
Canadian Human Rights Commission
Recruiting Strategies that Pay Off Administers both the Canadian Human Rights Act and
8 http://www.allbusiness.com/human-resources/ the Employment Equity Act and ensures that the
workforce-management-hiring-recruitment/1315-1.html principles of equal opportunity and non-discrimination
are followed.
8 www.chrc-ccdp.ca or
) Tel: 1-888-643-3304

Canada is experiencing a skills Books
shortage in many occupations. Hire With Your Head: Using POWER Hiring to Build Great
Investing in a recruitment and Teams. L. Adler. Wiley (2002).
selection strategy will ensure you get the The Talent Edge: A Behavioural Approach to Hiring,
skills you need when you need them. Developing, and Keeping Top Performers. D.S. Cohen.
Wiley (2001).
Recruitment and Selection in Canada, 2nd Ed. V. Catano,
et al. Nelson (2001).
Embracing Excellence: Become an Employer of Choice to
Policies Attract and Keep the Best Talent. Franklin Ashby and
Arthur Pell. Prentice Hall Press (2001).
Hiring – Recruitment & Selection
Examples of recruitment and selection policies from
Canadian organizations.
8 www.hrvs-rhsbc.ca/policies/pg003b19_e.cfm

w w w . h t a b . c a 11

R

Retention
Key Concepts Business Case
Regardless of the size of your company, having a
Retention refers to an organization’s ability to
retention strategy in place is a sound business
keep its employees and to maintain and enhance its
investment because it:
human capital investments, i.e. its investment in
employees’ knowledge, skills, and abilities that have 1. Decreases turnover rate and consequently lowers
economic value to an organization. recruiting and training costs. Total turnover costs vary
widely by position, industry, and type of skills but are
Turnover is the result of people entering or leaving
currently estimated at about 6 - 24 months’ salary or
employment relationships for either Voluntary (e.g.
total compensation; the higher the position, the
quitting or retiring) or Involuntary (e.g. fired or laid off)
higher the cost and the level of difficulty in finding a
reasons.
replacement. See the “Calculating the Rate and Cost
Voluntary Turnover occurs for the following reasons: lack of Employer Turnover” worksheet under Resources to
of control over work or working conditions, need for determine the cost of your turnover.
work-life balance, lack of advancement opportunities,
2. Retains workers with job-specific skill sets thereby
and poor relations with management.
lessening the impact of anticipated skills shortages.
3. Increases productivity due to a sustained workforce.
4. Improves employee performance and morale.
Good Business
5. Facilitates learning and retaining new skills and
$ense reduces training time.
Retention strategies are just as important as recruitment 6. Reduces errors and workplace accidents.
strategies. How employees are treated will determine
whether an organization will have a sustained and
skilled talent pool to meet its future workforce needs.
While a certain amount of turnover is healthy, the price
of frequent turnover is lost time, lost productivity, and In the Workplace
high financial investment in recruitment and training.
Recruitment Strategies
1. Provide Orientation for New Employees
Orientation gives new employees an introduction to
A retention strategy is just as their job, their colleagues, and the organization and its
work culture. Orientation helps employees understand
important as a recruitment
where they “fit” with the organization and enables them
strategy: once you hire talent, to become productive more quickly. An orientation
you want to keep it. program might include a “buddy” system, an employee
handbook, training, or a welcome seminar.

12 w w w . h t a b . c a

R Hamilton Employers & Retention
2. Provide Training and Development Work-life balance is, quite simply, good for business.
for all Employees Research shows that work-life balance programs and
policies in the workplace directly contribute to reduced
stress and absenteeism, enhanced productivity, and a
Training refers to the acquisition of skills, behaviours, competitive recruitment/retention strategy. The
and abilities to perform current work. following are examples of the types of work-life balance
Development is the acquisition of skills, behaviours, and initiatives that may benefit the workplace:
abilities to perform future work or to address an
organizational problem. ? Workplace flexibility (e.g. annualized hours, flextime,
compressed work weeks, telework)
? Reduction of working time (e.g. gradual retirement,
Supporting lifelong learning in the workplace ensures voluntary part-time work, job sharing)
organizations have the skills they need when they need ? Dependent care initiatives (e.g. emergency child care
them. In the past, Canadian employers have not and eldercare, workplace child care, local referral and
invested much time or money in training and support information)
developing their workforce. In today’s labour market, ? Work-life stress management (e.g. employee
however, such an oversight is detrimental to an assistance programs, wellness/health promotion)
employer’s competitive advantage. Training and ? Leave and benefits (e.g. vacation, leave for personal
development increases employees’ productivity in the reasons, sick leave, parental leave, maternity leave,
short-term and is a primary feature of retention and flexible benefits, paternity leave, community service,
succession planning within an organization over the education/training
long-term. It is especially critical considering anticipated
skill shortages within the next decade.
5. Provide Quality Working Life
3. Provide a Safe, Healthy, and Supportive and High Job Satisfaction
Work Environment People will stay where they have the ability to
contribute and to achieve their potential. Quality of
The creation and maintenance of safe, healthy, and
working life and job satisfaction are influenced by
supportive work environments is not only a legal
working conditions and workplace policies. Features of
requirement in Canada, it is also a vital component of
an employee-friendly work environment include
employee retention. Canadian workers are demanding
organizational commitment to lifelong learning,
cleaner, healthier, safer, and more nurturing workplaces
mutual respect and two-way communication, good
in order to ensure their long-term health and are less
interpersonal relationships, and leadership in
willing to tolerate unsafe and unhealthy working
excellence. The rewards of this type of supportive
conditions. Employers have a duty to provide safe,
corporate culture are lower turnover rate, higher
harassment-free working environments featuring:
productivity and job satisfaction, greater employer
? a safe physical environment loyalty, and less burnout among employees.
? communication and/or conflict resolution training
? guidelines on appropriate and inappropriate 6. Provide Competitive Compensation
behaviours in the workplace and Benefits
? mediation and/or alternative dispute resolution Compensation and benefits can be a primary motivator
strategies for an employer to stay with an organization or to leave
? access to Employee Assistance Programs to deal with it. Considering that the cost of benefits may be up to
personal and family problems 40% of an employee’s salary, it is most cost-effective to
find out what employees actually want. Focus groups,
4. Encourage Work-Life Balance surveys, a suggestion box, or simply an open-door
Work-life balance refers to the goal of integrating work policy, will ensure that the organization’s investment in
into your overall life in a way that supports your compensation and benefits is meeting employee needs.
physical, emotional and social sense of well being. Features of an attractive compensation and benefits
Employees are achieving work-life balance when they plan may include: competitive wages, flexible benefits,
are able to fulfill their multiple responsibilities at work, workplace initiatives that address work-life balance,
at home, and in the community without stress, guilt, or training and development, pension options, and
regret.

w w w . h t a b . c a 13

extensive medical coverage.
Review compensation and benefit plans annually to Resources
ensure that they continue to meet the needs of
employees and are in line with industry standards and Community Connections
the organization’s overall business strategy.
Finding Balance
7. Conduct Performance Evaluations and Employer guide to implementing work-life balance in
Discover What Motivates Employees the workplace.
8 www.htab.ca/publications/Finding%20Balance%
Performance evaluations represent a growth
20Employer%20Brochure.pdf
opportunity for managers/supervisors and employees.
They are an opportunity to find out what motivates Workplace Health, City of Hamilton
individuals and to identify opportunities for skill Helps workplaces, business, and trade associations
development and workplace improvement that will aid facilitate employee health.
productivity. It is also an excellent time to discuss the 8 www.myhamilton.ca/myhamilton/Cityand
organization’s goals and expectations. Government/HealthandSocialServices/PublicHealth
Some research suggests that evaluations are most /Workplace
effective when conducted more frequently than once a ) Tel: 904-546-2424 x 3065
year. The advantages of quarterly reviews, for example,
include: a shorter timeframe for evaluation and praise, a Occupational Health Clinics for
quicker turnaround time for effecting changes, and an Ontario Workers (OHCOW)
opportunity for a less formal structure. In short, an Supports physical, mental, and social well being for
evaluation strategy that meaningfully supports open workers and their communities.
communication and staff development at all levels is an 8 www.ohcow.on.ca
aspect of a quality retention plan. ) Tel: 905-549-2552

8. Be an “Employer of Choice “ Canadian Centre for Occupational
All of the above strategies – on their own or in Health and Safety (CCOHS)
combination – can help an organization become an Information and advice about occupational health and
employer of choice. Compensation and benefits often safety, and health and safety products and services.
do not define an employer of choice, but rather career 8 www.ccohs.ca
growth opportunities, work-life benefits, work ) Tel: 905-572-2981
atmosphere, and management style take precedence in
employee priorities. An employer of choice 7 Healthy Strategies for Employee Retention
differentiates itself from the competition in the 8 http://money.canoe.ca/News/SmallBusiness/
following ways: CanadaOne/2008/06/11/5844341.html

Calculating the Rate and Cost of Employee
? attractive compensation and benefit packages,
Turnover
? pleasant, safe, and healthy work environment,
From The Hamilton People Report (September 2003).
? job variety and access to continuous learning,
8 www.hrmattershamilton.ca/newsletter/sep2003.pdf
? access to employment security and mobility,
? opportunities for advancement,
? balance between personal and professional lives,
? demonstration of care and concern for employees, Business Case
? commitment to employment equity, and
? progressive human resources policies and programs Finding Balance
with the goal of building a high-performing Employer guide to implementing work-life balance in
organization of engaged people the workplace, 2006.
8 www.htab.ca/pages/publications

14 w w w . h t a b . c a

To Stay or Leave: Job Satisfaction and Turnover Employee Motivation and Performance
Business case for improving job satisfaction and the Improving retention in small businesses.
risks associated with not improving it. 8 www.hrmanagement.gc.ca/gol/hrmanagement/site.
8 www.charityvillage.com/cv/research/rhr6.html nsf/en/hr05196.html

Winning Work Places A Quick Guide to Employee Orientation
Learn how supporting work-life balance is an effective Purpose and types of orientation.
retention tool and increases productivity. 8 www.work911.com/articles/orient.htm
8 www.winningworkplaces.org
Work-Life Balance, Government of Canada
The Business Case for Active Living at Work Materials, resources, and links on work-life balance
Template to use in developing a business case for including business case.
introducing active lifestyle strategies into the workplace. 8 www.hrsdc.gc.ca/en/lp/spila/wlb/06worklife_
8 www.hc-sc.gc.ca/ahc-asc/media/nr-cp/2001/2001_ balance.shtml
30bk1_e.html
Training and Development
Orienting the Employee: Managing for Success Types of training (includes health & safety), delivery
Business case for orientation, its link to retention, and methods, and assessment tools.
attributes of a successful progam. 8 www.hrmanagement.gc.ca/gol/hrmanagement/site.
8 www.hrtoolkit.gov.bc.ca/staffing/orient/overview.htm nsf/en/hr10772.html

Training and Development Outlook 2003: A Systematic Approach to Planned Individual
Canadian Organizations Continue Employee Training & Development
to Under-Invest Workplan for developing the training needs and
Conference Board of Canada explores the risks of objectives of individual employees.
under-investing in training. 8 www.accel-team.com/PDF/05_training.pdf
8 www.conferenceboard.ca/documents.asp?rnext=548

Books
The price of high staff The 7 Hidden Reasons Employees Leave: How to Recognize
the Subtle Signs and Act Before It’s Too Late. Leigh
turnover is lost time, lost Branham. American Management Association (2005).
productivity, and greater
Love’em or Lose’em: Getting Good People to Stay. Beverly
financial investment. Kaye. Berrett-Koehler (2005).
Managing Employee Retention: A Strategic Accountability
Approach. Jack Phillips and Adele Connell. Butterworth-
Heinemann (2003).
Implementation
Embracing Excellence: Become an Employer of Choice to
An Assessment of Your Retention Practices Attract and Keep the Best Talent. Franklin Ashby and
Quick online quiz to assess workplace retention. Arthur Pell. Prentice Hall Press (2001).
Includes links to retention information.
8 www.workforce.com

Attracting and Retaining Top Talent:
Key to Corporate Success
Strategies for retaining talent.
8 www.workplace.ca/preview/magsecure/2003m10/
strategies/article3663.html

w w w . h t a b . c a 15

M

Mentoring
Mentoring programs offer many advantages to
Mentoring is the act of teaching, supporting, and
employers and to those directly involved in the
guiding another individual by creating a meaningful
mentoring relationship:
relationship with a specific purpose. The mentoring
relationship is comprised of a mentor and a mentee. 1. Attracts and retains employees.
The Mentor acts as a teacher, guide, advisor, role model, 2. Contributes to successful succession planning.
and coach to the mentee. The mentor imparts skills,
knowledge, and experience that will encourage and 3. Improves community and corporate relations.
inspire the mentee to achieve his or her goals. 4. Promotes cross-training and professional
The Mentee is typically an individual who is actively development.
pursuing career or personal goals. The mentoring 5. Accelerates career progress.
relationship allows the mentee to enhance his or her
knowledge, skills and experience under the guidance of 6. Preserves intellectual capital.
a mentor.
7. Transmits organizational culture and values to new
Employer or Business-Based Mentoring is conducted employees and managers.
within an organization or through business
associations. 8. Retains accumulated wisdom of seasoned leaders.
9. Enhances organizational capacity to meet clients’
needs.
10. Expands the talent pool within an organization.
Good Business
$ense 11. Increases employee job satisfaction.
12. Maximizes employee contributions to an
Canada’s aging workforce, decreasing labour supply, organization.
and increased competition for skilled labour mean that
it is now critical for employers to develop or create their 13. Supports lifelong learning and further skill
own company-grown talent. Mentoring ensures a development.
productive and consistent talent pool within an
14. Illustrates an organization’s vision of leadership.
organization by facilitating the transfer of knowledge
from older, more knowledgeable employees to younger,
less experienced employees.

In the Workplace
Mentoring contributes to
Recruitment Strategies
successful succession planning
Traditionally, mentoring relationships have involved
and should be included in
senior managers or executives who have the time and
your Workforce Plan. foresight to nurture junior employees or individuals
who are motivated to excel and advance within an
organization or their career. There is a trend, however,

16 w w w . h t a b . c a

M Hamilton Employers & Mentoring
towards incorporating mentoring into workplace equity
and diversity programs. In this case, mentoring Resources
programs target specific groups of individuals such as
women, youth, internationally trained Community Connections
professionals/trades people, Aboriginals, entrepreneurs,
or a specific industry (e.g. engineering, science, etc.). Hamilton Small Business Enterprise Centre
Mentoring program for new entrepreneurs.
Mentoring is also increasingly seen as an important
8 http://www.investinhamilton.ca/sboverview.asp
aspect of workplace orientation for new staff and for
) Tel: 905-540-6400
students as part of experiential learning programs, e.g.
paid/unpaid job shadowing, internship, or co-operative Settlement and Integration Services
education. Organization (SISO)
Typically, the mentor takes an active interest in the Offers a mentoring program for internationally trained
career development of the mentee. The mentor may professionals and trades people.
provide counsel on task management, personal 8 www.siso-ham.org/ArticlesMentoring.aspx
attitudes and presentation, further skills development, ) Tel: 905-667-7476
worthwhile conferences and associations, suitable role
models, and the corporate culture.
Mentoring relationships do not have to be conducted
face-to-face. Electronic or e-mentoring can improve and Mentors and Mentees
speed up the mentoring process by providing flexibility, stand to gain new skills,
written documentation of communications and
convenience in terms of time and location (especially if
self-confidence and
there is more than one mentee to counsel). friendship.
Mentoring works because it draws on the goodwill and
mutual benefit of a private relationship built on trust
and admiration. Both the mentor and the mentee gain
new skills, greater self-confidence, and – potentially – Business Case
friendship.
Accelerating Leadership Development
Types of Mentoring Relationships: Through Mentoring
Presents business case and best practices in mentoring.
1. Formal or Structured Mentoring 8 www.sagementors.com/articles/CM_HRAC_WEB.pdf
Generally this refers to a facilitated program in which a
third party helps the Mentor and Mentee develop a Mentoring Programs/Tools
relationship and set goals. Participation occurs through 8 www.sagementors.com
recruitment and training and there is typically an
evaluation component. The mentoring format can be Mentoring: Finding a Perfect Match
one-to-one or one-to-many. for People Development
Conference Board of Canada study of Mentor Match,
2. Informal or Casual Mentoring one of the best mentoring programs ever developed.
Refers to a self-directed mentoring relationship in 8 www.conferenceboard.ca/documents.asp?rnext=559
which the mentor and mentee develop and structure
the mentoring process and objectives on their own. This
type of mentoring is generally conducted in a one-to-
one format.

w w w . h t a b . c a 17

M Hamilton Employers & Mentoring
Implementation Books
Mentor Directory The Heart of Mentoring: Ten Proven Principles for
Starting, maintaining and evaluating a mentor program Developing People to Their Fullest Potential. Robert Tamasy
in business. and David A. Stoddard. Navpress Publishing (2003).
8 www.peer.ca/mentor.html Mentoring and the World of Work in Canada: Source Book
Mentoring and the World of Work: of Best Practices. Christine Courrier, et al. (2001).
www.entrepreneurship.qc.ca/fr/accueil/fiche_produit.as
A Reference Model
p?id_produit=276
A mentorship model for program development.
8 www.contactpoint.ca/cjcd/v2-n1/article2.pdf Learning Journeys: Top Management Experts Share Hard-
Earned Lessons on Becoming Great Mentors and Leaders. M.
Establish Positive Mentoring Relationships Goldsmith, B. Kaye, and K. Shelton. Davies-Black
Tips for creating a positive business mentoring (2000).
relationship.
8 www.findarticles.com/p/articles/mi_m3495/is_2_47 The Mentor’s Guide: Facilitating Effective Learning
/ai_83058912 Relationships. Lois J. Zachary. Jossey-Bass (2000).

Workforce Management
Links to numerous articles, including: evaluation of a
mentoring program, group mentoring, mentoring
future supervisors, and the difference between coaching
and mentoring.
Mentoring is an effective way to
8 www.workforce.com [keyword search: Mentoring]
provide orientation to new
The Building Blocks of
employees because it builds strong
Quality Mentoring Programs
A free online training module on starting a new working relationships and loyalty
mentoring program or for improving an existing to the company.
program.
8 www.mentoringcanada.ca/training/Mentors/
index.html

A Guide to Mentoring Students
A guide to mentoring students. Includes sample
mentoring agreement.
8 www.tbs-sct.gc.ca/pubs_pol/hrpubs/tb_856/
agtms_e.asp

18 w w w . h t a b . c a

D

Diversity
Management
An employer who successfully taps into Hamilton’s
Diversity includes any characteristic that
diverse labour force gains a significant competitive
differentiates one person from another. Age, gender,
advantage in today’s global economy because diversity:
race, spiritual beliefs, ethnicity, culture, sexual
orientation, mental or physical capabilities, language, 1. Expands the talent pool of highly skilled and
education, training, family status, and income are all experienced workers for recruitment purposes.
examples of factors contributing to diversity. These
characteristics influence individual attitudes, values, 2. Increases productivity due to supportive workplace
beliefs, expectations, perception of self and others, environment and greater team-based collaboration,
customs, reactions, behaviours, experiences, and communication, and effectiveness.
interpretation of events. 3. Leads to higher employee morale which means low
Diversity Management refers to the ability to manage and absenteeism and high retention, which in turn leads
optimize the potential of individuals with diverse to decreased recruitment and training costs.
backgrounds, cultures, and characteristics in order to 4. Increases creativity and flexibility due to multiple
reach business objectives, while acknowledging, perspectives and interpretations.
accepting, and respecting this diversity.
5. Generates higher quality problem-solving and
It is the Law that – with respect to employment – decision-making because a wide range of knowledge,
individuals cannot be discriminated against or harassed skills and ideas are working together.
on the basis of race, colour, ancestry, place of origin,
ethnic origin, citizenship, religion, creed, gender, sexual 6. Improves customer relations based on corporate
orientation, physical or mental capabilities, age, marital knowledge of diverse populations.
or family status (including pregnancy), same-sex
partnership status, or record of offences. 7. Illustrates positive corporate citizenship and
leadership.
8. Results in fewer complaints of discrimination thereby
reducing costly financial settlements.
Good Business
$ense
Research and experience show that when diverse
backgrounds and talents are effectively managed they Increasing diversity in the workplace
combine to create a more productive business
environment. Currently over 60% of Canada’s labour is an organizational change process.
force is made up of women, visible minorities, and It requires training, resources
people with disabilities. Aboriginal youth are the fastest
growing labour force sector with more than 400,000
and time, but the benefits far
entering the job market over the next two decades. outweigh the effort.
Hamilton’s workforce reflects this national trend
towards greater diversity and so investing in diversity
management simply makes good business sense.

w w w . h t a b . c a 19

D Hamilton Employers & Diversity Management
? Accommodations for injured or disabled workers (e.g.
In the Workplace assistive devices and accommodations)
? Diverse work teams (e.g. combine individuals with
Integrating individuals who have a different diverse backgrounds for innovative problem-solving
language or cultural orientation presents unique and greater productivity)
challenges in the workplace. Failure to address these
? Equitable opportunity (e.g. hire, promote, and assign
challenges by incorporating diversity management into
staff to special projects based on merit, establish an
your business plan may lead to interpersonal conflict,
“open door” environment that welcomes ideas and
increased workplace stress, and lower productivity.
feedback from all employees)

Steps to Implementing Diversity STEP 4: Monitor Workplace
Management Diversity Program
Review and evaluate the diversity program periodically
STEP 1: Present the Business Case to monitor its effectiveness. Invite employee feedback
for Diversity Management and instigate change as needed. Stay informed about
Build a business case for introducing a diversity changes in government policies and trends in workforce
management program into your workplace. Identify demographics. Be pro-active in responding to these
best practices and examine current policies and the law. changes in the labour market.
Show how diversity initiatives are linked to business
objectives.

STEP 2: Provide Leadership An employer who taps into
Gain support and commitment from management and Hamilton’s diverse workforce
employees by involving them in the development and
implementation of diversity programs. Communication gains a significant
is critical and employees increasingly expect to be competitive advantage.
involved in decision-making.

STEP 3: Develop a Workplace
Diversity Program
Create a detailed workforce diversity program and
establish accountability for implementation. Here are a Training
few examples of initiatives that might be included in a Training in diversity helps to address the issue of
well-rounded diversity program: employment equity and the different characteristics of
today’s workforce. There are currently three main types
? Workplace flexibility (e.g. annualized hours, flextime, of diversity training:
compressed work weeks, telework)
? Reduction of working time (e.g. gradual retirement, 1. Awareness Building
voluntary part-time work, job sharing)
This type of training addresses the benefits of diversity
? Dependent care initiatives (e.g. emergency child care
in the workplace. Here are a few simple, cost-effective
and eldercare, workplace child care, local referral and
ways to raise awareness of diversity management in the
support information)
workplace:
? Work-life stress management (e.g. employee
assistance programs, wellness/health promotion)
? Identify a diversity day or week
? Leave and benefits (e.g. vacation, leave for personal
? Organize potlucks and invite employees and
reasons, sick leave, parental leave, maternity leave,
management to attend
flexible benefits, paternity leave, community service,
? Dedicate space to diversity issues in the organization’s
education/training)
newsletter or bulletins
? Develop a company website page geared to diversity

20 w w w . h t a b . c a

2. Skill Building Business Case
This type of training improves skills in communicating
with and managing a diverse workforce. It is essential to Global Diversity at Work
increasing a company’s capabilities for diversified Presents business case for diversity. Includes a
interactions and for developing more effective comprehensive list of resources and links.
managers/supervisors. You can build these skills 8 www.diversityatwork.com
through workshops, training, and seminars that include
role plays, case studies, videos, guest speakers, and open Value of Diversity in the Workplace
discussion. Business case for employment equity and diversity in
the workplace.
3. Cross-Cultural Training 8 www.crr.ca/Load.do?section=4&subSection=10&id
This type of training addresses cultural sensitivity and =191&type=2
business etiquette. It involves education in cross-
cultural differences (especially in regards to corporate
culture) and ways to adapt to different cultures. It can
be especially helpful to recruitment, orientation,
training, health and safety, performance management, Diversity contributes to a
and retention activities.
more productive business
environment.

Resources
Settlement and Integration Services Implementation
Organization (SISO)
SISO provides training in the areas of cultural WORKink
competencies, cross-cultural communication, diversity Resources, articles, tools and information for creating
management, and policy development. an inclusive workplace.
8 www.siso-ham.org 8 www.workink.com/display.asp?Page_ID=29
) Tel: 905-667-7476
Achieving Results Through Diversity:
PATH Employment Services A Strategy for Success
Employment service for people with disabilities. Assists 8 http://www.hrpa.ca/NR/rdonlyres/CCFACC1C-
employers with recruitment. 9586-41FD-9CB2-AC59E16547C2/0/diversity.pdf
8 www.pathemployment.com
Paths to Equal Opportunity
) Tel: 905-528-6611
Information on removing and preventing barriers so
that people with disabilities can work.
Ontario March of Dimes
8 www.equalopportunity.on.ca
Offers many services that help employers with
accommodations in the workplace. The Business Case for Gender Diversity
8 www.marchofdimes.ca Gender diversity management and training for
) Tel: 905-528-9432 individuals, businesses, and organizations.
8 www.gendertraining.com
Bias-Free Hiring Handbook
Published by the United Way of Burlington & Greater
Hamilton.
) Tel: 905-527-4543

w w w . h t a b . c a 21

Aboriginal Human Resources
Development Strategy
Employment strategies to ensure current and future Adopting diversity in the
opportunities for Aboriginals.
8 http://www1.servicecanada.gc.ca/en/gateways/
workplace expands your
topics/ahs-gxr.shtml recruitment options.

Law
Ontario Human Rights Commission
Provincial law that gives everybody equal rights and
opportunities without discrimination. Notes:
8 http://www.ohrc.on.ca
) Tel: 1-800-387-9080

Ontario Pay Equity Act
Provincial legislation designed to redress gender
discrimination.
8 www.e-laws.gov.on.ca/index.html

Employment Equity Act
Federal legislation designed to correct conditions of
disadvantage in employment experienced by women,
Aboriginal peoples, persons with disabilities, and
members of visible minorities.
8 http://laws.justice.gc.ca/en/E-5.401/index.html

Canadian Human Rights Act
Federal legislation regarding equal rights and
opportunities without discrimination.
8 http://laws.justice.gc.ca/en/H-6/index.html

Books
The Business Case for Diversity, 4th Ed. DiversityInc.
Allegiant Media (2003).
The Diversity Scorecard: Evaluating the Impact of Diversity
on Organizational Performance. Edward Hubbard.
Butterworth-Heinemann (2003).
Diversity: A Business Advantage - A Practical Guide. Phebe-
Jane Poole. Poole Publishing Company (1997).
Implementing Diversity: Best Practices for Making Diversity
Work. Marilyn Loden. McGraw-Hill (1996).
Evaluating Diversity Training: 17 Ready-to-Use Tools. J.M.
Keller, et. al. Pfeiffer & Co. (1996).

22 w w w . h t a b . c a

O

Older Workers
There is a strong business case for employers to consider
Generally, an employee who is over the age of
recruiting and retaining older workers:
45 is considered an Older Worker. Older workers can
also be grouped into three separate cohorts: age 45-54; 1. Many employers will lose 50 - 70% of their labour
age 55-65; age 65 and older. force to retirement within the next decade.
Ageism refers to misconceptions and negative attitudes 2. Mass retirement of older workers represents a
about aging and its impact on life activities such as significant loss of physical and intellectual human
work. capital within an organization, therefore it is
important to embrace and, if possible, maintain
Age Discrimination is the consequence of ageist attitudes
some of this labour power and knowledge.
and is in direct conflict with the Ontario Human Rights
Code and the Canadian Human Rights Act. 3. An overall labour market trend towards phased-in
retirement programs (e.g. job sharing, part-time
It is the Law that employers “cannot refuse to hire, train
work, revised job responsibilities) and away from
or promote a person simply because they are older.”
early retirement incentives.
(Ontario Human Rights Commission)
4. A growing trend among older workers to continue
working beyond the age of 65 in order to remain
active physically, mentally, financially, and
There is a growing trend professionally.
among older workers to 5. It has been shown that productivity increases as a
continue working beyond worker matures due to higher levels of skill,
experience, and knowledge.
the age of 65.
6. Studies show lower rates of accidents, turnover, and
absenteeism among older workers.
7. Older workers are typically more loyal to their
employers and demonstrate a strong work ethic.
8. The provincial government has removed the
mandatory retirement age cap of 65 from the Ontario
Human Right Code. This legislative change will impact
Good Business working conditions, employer benefits, public and
$ense private pensions, as well as tax policies – all issues of
concern to employers.
The aging workforce represents one of the greatest
challenges facing employers today. The working-age
population is becoming older, with proportionally
more individuals than ever in older age brackets (45 -
64 years of age) and fewer individuals than ever in
younger age brackets.

w w w . h t a b . c a 23

O Hamilton Employers & Older Workers
In the Workplace Resources
A growing number of companies are placing a
premium on the experience, valuable contacts,
and the maturity of older workers, and are
Experienced Workers Program
implementing ways of acquiring and sharing that
Advantages of hiring experienced workers and connect
knowledge through training, mentoring, and coaching.
with older job seekers.
Although many of the following suggestions will 8 www.tcet.com/ewp/forEmployers.aspx
increase the accommodation of all workers, they are of ) Tel: 905-681-3356 x 22
especial benefit to older workers:
Employers: Are You Ready for the Next
? Develop a workforce plan that includes active Demographic Shift?
recruitment and retention of older workers. Experienced Workers Information Network based in
Durham region.
? Adopt training and development programs that use
8 www.unemployedhelp.on.ca/EWIN/introduction.htm
adult learning principles, e.g. relating new skills to
previous experiences, self-paced and self-directed Retired Worker Canada
learning, supportive learning environment. For retired people who want to work and employers
? Take the work-life balance needs of older workers into who want to hire them.
consideration and allow for part-time and flexible 8 www.retiredworker.ca
work arrangements, “bridging jobs” to retirement,
and medical or emergency leaves.
? Create a welcoming work environment for older Business Case
workers by promoting healthy attitudes and
communication among employees. Myths & Realities of Older Workers
Includes “Overview of Aging Workforce Challenges”.
? Improve the physical environment by incorporating 8 www.hrsdc.gc.ca/asp/gateway.asp?hr=/en/lp/spila
better lighting, larger font size, and ergonomic work /wlb/aw/21overview_analysis02.shtml&hs=wnc
stations.
Challenges of an Aging Workforce
Documents impact, challenges, and options for
employers. Includes information on older worker
clauses in collective agreements.
8 www.sdc.gc.ca/en/lp/spila/wlb/pdf/overview-aging-
Productivity increases as a workforce-challenges-en.pdf
worker matures due to Building Bridges Across Generations in the
higher levels of skill, Workplace
Report on Canada’s aging workforce.
experience, and knowledge. 8 www.ccsd.ca/pubs/2001/bridges/bbeng.pdf

Older Worker Awareness
Case studies, facts, and research.
8 www.gov.pe.ca/infopei/index.php3?number=81357
&lang=E&PHPSESSID=5bc2f4d32d1f8e58195d49e889b
0f0f6

24 w w w . h t a b . c a

O Hamilton Employers & Older Workers
Implementation
Resources to Find & Employ Older Workers
A well-rounded Workforce
Information on recruitment, employment agencies, Plan includes active
transition, termination, assisting, training, HR recruitment and retention
planning.
8 http://hrmanagement.gc.ca/gol/hrmanagement/ of older workers.
site.nsf/en/hr11197.html

Discussions on Aging Workforce
Innovative practices implemented in workplaces to
accommodate older workers.
8 www.hrsdc.gc.ca/en/lp/spila/wlb/aw/03discussions.
shtml Notes:
Older Worker Information
Recruitment and retention of older workers and how to
assess your workplace readiness.
8 www.dwd.state.wi.us/dws/programs/populations/
olderworker

Law
Ending Mandatory Retirement: What It Means
To You
Ministry of Labour document detailing how the
legislation will affect Ontario.
8 www.labour.gov.on.ca/english/news/m_mr.html

Age Discrimination and Employment
Addresses discrimination during hiring, on-the-job, as
well as duty to accommodate.
8 http://www.ohrc.on.ca/en/issues/age

Age Discrimination: Your Rights and
Responsibilities
Information on age discrimination, as well as myths
and realities surrounding older workers.
8 http://www.ohrc.on.ca/en/issues/age

w w w . h t a b . c a 25

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