Advance Vet Lab Policy Manual

Advance Vet Lab Policy Manual This Manual is based on the federal and provincial employment policies, updated quarterly. Advance Vet Lab has prepared this manual for the exclusive use of its employees. This policy is not to be copied or distributed to any third party.

2323 Argentia Rd. Mississauga, ON L3L 26M Tel: 905.567.9165 Toll Free: 1.800.341.3440 Fax: 905.567.9021 www.advancevetlab.com

Table of Contents 1. Introduction

1.1 Purpose of Manual 1.2 Business Objectives of the Company 1.3 Principles and Values for Human Resource Management 1.4 Definitions 1.5 Applicability 1.6 Format of Manual

2. Human Resource Planning

2.1 Human Resource Planning 2.2 Organizational Structure and Authority 2.3 Job Descriptions

3. Recruitment, Selection and Hiring

3.1 3.2 3.3 3.4 3.5

Recruitment Advertising Selection Process Hiring Probationary Period

4. Human Resource Development

4.1 4.2 4.3 4.4

Employee Orientation Performance Management and Appraisal Employee Training and Development Promotions and Transfers

5. Compensation and Benefits

5.1 Compensation and Benefits

6. Hours of Work, Holidays and Leave

6.1 Definitions

6.2 Hours of Work

6.3 Absenteeism and Lateness Advance Vet Lab Policy Manual

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Table of Contents 6.4 Overtime 6.5 Holidays 6.6 Leave

7. Employee Relations

7.1 Conflict Resolution 7.2 Disciplinary Actions

8. Employee Departures and Retirement

8.1 Retirement and Resignation 8.2 Termination

9. Personnel Records

9.1 Contents of files 9.2 Access to information and storage

10. Human Rights and Employment Equity

10.1 Human Rights

11. Workplace Health and Safety

11.1 Workplace Health and Safety Program 11.2 Joint Health and Safety Committee / Health and Safety Representative

12. Computer Use

12.1 Acceptable Use of Technology

13. Appendix A - Job Descriptions 14. Appendix B - Provincial Employment Standards 15. Appendix C - Checklist for Ensuring Against Discrimination 16. Appendix D - Best Practises for Use of Technology

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1.0

Introduction

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1.1

Purpose of Manual This manual is designed to describe the policies and procedures by which employees of Advance Vet Lab will be recruited, hired, managed, recognized, paid, promoted and developed. The Policies are meant to help owners and/or supervisors manage their people effectively to achieve business objectives.

This manual is not intended to address the legal and statutory requirements with which employers must comply. Advance Vet Lab should maintain familiarity with all applicable legislation.

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1.2

Business Objectives of Advance Vet Lab Advance Vet Lab has a quality policy or mission statement to guide it in working with clients, partners, etc. This statement is:

The overall objective of Advance Vet Lab is to provide a complete range of animal diagnostic services to veterinarians.

The Laboratory aims to deliver high quality, accurate results to its customers in a timely and cost effective manner with excellent support.

The laboratory operates under an excellent standard of service at all times and is committed to good professional practices with exceptional quality of testing.

At Advance Vet Lab, the management is committed to meet both customer and regulatory requirements and is subject to continuous improvement in all areas.

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1.3

Principles and Values for Human Resource Management The policies in this manual meet accepted professional standards for human resource management in Canada and are consistent with relevant labour, human rights and employment legislation.

To the best of our knowledge, the practices governed by provincial legislation and federal legislation are identified and, wherever possible, reflected in the policies. Provincial or federal law (Canadian Labour Code) will apply depending upon the business activity of the firm, and the location of residency and commercial endeavour of the firm. Please refer to legal representation for complete and evolving legislation and case law.

Under the British North America Act, Canada’s founding legislation, now referred to as the Constitution Act of 1867, there is a division, but not a hierarchy, of legal power between the federal and provincial governments. Constitution Act, 1867 s. 91 lists powers prescribed to the Parliament of Canada. Constitution Act, 1867 s. 92 lists the exclusive legislative powers of the provinces.

As regards to Human Resources law, provincial or federal law (Canada Labour Code) will apply depending upon the business activity of the firm, and the location of residency and commercial endeavour. Employees covered by the Canada Labour Code include people working directly for the federal government, federal Crown Corporations, and private businesses necessary for the operation of a federal Act, such as Interprovincial trucking, shipping, air transportation, railways, ports, canals, tunnels and bridges, telephone, and cable systems, broadcasting and banks. However, this is not an exhaustive list and there is no easy dividing line. It is essential that employers understand which legislation applies to their business and employees.

Advance Vet Lab is committed to using fair employment practices for all applicants and employees regardless of gender, sexual orientation, race, religion, marital status, age, physical or mental handicap, colour or ethnic origin. This means employment practices will relate directly to the requirements of the job or position, as well as support the provision of quality service in a timely manner at a competitive cost.

This policy manual cannot provide guidelines that anticipate every circumstance or question that may arise. It is incumbent upon Advance Vet Lab to maintain current knowledge of its local circumstances, set its own policies, and update its own HR Manual. It is strongly recommended that the principles outlined in this manual serve as a guide. Where necessary, seek third party advice from human resource or legal experts.

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1.4

Definitions Owner: refers to Maria Gillinson and Mohamed Abdelkader, owners of Advance Vet Lab. Supervisor: refers to an individual responsible for supervising an employee. This could refer to either of the owners.

Employee: refers to individuals who are employed by Advance Vet Lab on a full-time, part-time or casual basis.

Organization: refers to Advance Vet Lab.

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1.5

Applicability The policies in this manual apply to all individuals employed by Advance Vet Lab unless otherwise specified in the policy. This includes:

Regular positions - positions that are permanent in nature. Regular positions can be full-time (average of 40 hours per week) or part time (less than 35 hours per week).

Term positions - a position that is created for a special project or purpose. The terms and conditions of employment are fixed for the duration of the employment period, and may be renewed.

These positions may be full or part time.

Casual positions - a position where a person is employed on an hourly, daily or weekly basis for a special purpose or project.

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1.6

Format of Manual Each Policy includes the following three sections: a)

Policy Statement

This section provides Advance Vet Lab’s policy statement and objectives b)

Procedures

The procedures to be used in applying the policy are described in this section. In some cases, the principles, guidelines or general processes are provided, and the specific procedures are included in other documentation referred to in this manual.

Definitions In some cases, additional definitions are necessary to properly interpret the policy and its associated procedures. These definitions are noted at the end of the policy. c)

Accountability/Responsibility

This section describes the responsibilities of: -those who apply the policy, -those to whom the policy applies, as well as, -any other individuals who are involved in applying the policy.

Usually, this would include the: -Owner -Supervisor (who may be the owner) -Employee

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2.0

Human Resource Planning

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2.1

Human Resource Planning a)

Policy Statement

Advance Vet Lab will ensure that it manages its human resources effectively. It will strive to assign staff appropriately and ensure that job tasks and expectations are clear. (e.g., job descriptions, performance reviews, learning and development, etc). It is important that employees understand their duties and reporting relationships as well as those of others. b)

Procedures

Advance Vet Lab will use its operating plan to guide the management of its human resources by determining on an annual basis: i. the number and type of positions that will be needed over the year and the kinds of skills required for these positions. Regular positions will remain relatively constant, but the need for

temporary, casual, or outsourced (specialized) staffing could change and should be planned for. ii.

The current number and types of positions in the organization, the kinds of skills possessed by employees and any changes to regular employment situations that might occur in the foreseeable future (e.g. retirements, terminations, etc.) iii. Gaps between the current situation and Advance Vet Lab’s anticipated staffing needs over the next year (determining whether the current staffing situation meets future requirements). iv.

The need to develop and implement staffing programs, policies or other activities aimed at meeting future staffing needs (e.g. learning and development programs to fill a gap in knowledge or skill) v.

How effective Advance Vet Lab’s staffing initiatives (e.g. recruitment learning and development programs, etc.) have been. vi.

Whether there have been any changes (e.g. expansion, change in company focus, change in local economy, etc.) that Advance Vet Lab will need to respond to by changing staffing arrangements. c)

Accountability/Responsibility

The owner is required to plan for staffing requirements. This responsibility can be shared with the Supervisor, if applicable.

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2.2

Organizational Structure and Authority a)

Policy Statement

Advance Vet Lab will maintain an organizational chart that depicts the reporting relationships in the organization and allocates responsibility for decision-making. This ensures that everyone in the organization is aware of their own and others responsibilities, and to whom they should go if they need approvals, sign-offs, etc. b)

Procedures

Proposals to create a new regular position, or to reassign decision-making authority must be submitted to one or both of the owners for approval. c)

Accountability/Responsibility

The owner is responsible for ensuring that the organizational structure is clarified and staff are informed of the structure and authorities. This responsibility can be delegated to the supervisor, where applicable.

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2.3

Job Descriptions a)

Policy

Advance Vet Lab will prepare and maintain accurate job descriptions for all positions. This will ensure that recruitment, selection and hiring go smoothly, and that employees know what is expected of them in their jobs. b)

Procedures

The job description includes: -General information (e.g. title, job code, reporting relationships, labour exemption status supervisory position, last date of review and name of approving authority); -A summary of the position; -A comprehensive list of essential duties and responsibilities;

-Qualifications of the job including: -the skills required (e.g. education; experience; language requirements; behavioural skills, such as communication, analytical ability, teamwork, etc,; and, technical skills, such as specialized knowledge of computers or mathematics) -the effort involved (e.g.; the physical demands, such as heavy lifting or sitting in one position all day) -the working conditions (e.g., work environment) The following common examples are provided in Appendix A of this manual: -Bookkeeper -Controller -Sales Representative -Lab Technician -Microbiologist -Receptionist -Data Entry Clerk -Lab Manager -Driver -Computer Programmer/Technician Job descriptions must be based on a thorough position analysis involving those who are most familiar with the position. It is advisable that job descriptions be reviewed and updated on a regular Advance Vet Lab Policy Manual

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2.3

basis by the supervisor or owner, and by the employee to ensure that they are current and accurate (possibly at the time of the annual performance review). For Technician jobs, this review is probably not necessary more than once every 3 years. However, where new functions have been created it is recommended that the job (particularly administrative jobs) be reviewed one year after creation and possibly the next year as well. c)

Accountability/Responsibility

The owner has authority to approve job descriptions. This authority can be delegated to supervisors where applicable.

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3.0

Recruitment, Selection and Hiring

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3.1

Recruitment a)

Policy Statement

Advance Vet Lab will use an efficient, non-discriminatory and systematic method of recruiting and selecting qualified applicants to fill vacant positions. When appropriate, Advance Vet Lab will give current employees first opportunity to apply for vacant positions, provided they meet the requirements of the position. b)

Procedures

When it has been determined that there is a need to fill a position, the following tasks should be completed before advertising the position: 1) Review the job description to ensure that it is accurate or make changes as necessary.

2) Where there have been changes to the duties of the job, review the compensation rate to

make sure that it remains accurate and competitive.

Advance Vet Lab can then explore the potential sources of new recruits, such as: -Current Employee Referrals -Employment Agencies and Schools -Media Advertising (see section 3.2 – Advertising Policy) -Temporary employees Applications Advance Vet Lab will maintain an inventory of résumés from individuals. Résumés will be retained on file for a period of 6 months. The inventory should be used whenever external competitions are conducted. c)

Accountability/Responsibility

The owners are responsible for: -determining staffing levels; -ensuring accuracy of job requirements based on the job descriptions; -ensuring that all sources of recruits are explored; -ensuring that all recruitment is conducted in a non-discriminatory manner.

This responsibility can be delegated to the supervisor, where applicable.

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3.2

Advertising a)

Policy Statement

All vacant positions will first be advertised internally, where appropriate, prior to seeking external applicants. Where there is a requirement for external recruitment, positions will be advertised in a way that attracts as wide a selection of qualified candidates as possible. All recruitment will be conducted in an efficient, non-discriminatory, systematic manner. b)

Procedures

Advertising Venues for advertising of positions may include the following: -in-house newsletters of memos distributed to staff -Human Resource Employment Centres (Human Resource Development Canada) -national and/or local newspapers -professional and trade newsletters -placement, recruitment, employment or referral services -personal contact and word of mouth, referrals from current employees -posting of positions or referrals from Universities and Colleges -electronic recruiting via the internet The method chosen will depend on the type of position, the urgency of filling the position, the location, the number of positions and the financial resources available.

Advertising should include: -the position title; -a brief description of the duties; -the qualifications required; -the location of the work; -information about the means of correspondence and a contact name to be reached in case of injuries; -the date by which applications must be received.

Care must be taken to ensure that the advertisement does not contain any requirement that could result in overt or systemic discrimination.

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c)

3.2 Accountability/Responsibility

The owner is responsible for: -writing and sending out advertisements; -contacting placement services, educational institutions, etc.

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3.3

Selection Process a)

Policy Statement

Advance Vet Lab will seek to employ the most qualified candidate(s) available using position-related, fair, reliable, cost-effective, efficient and valid selection methods that compare each candidate’s qualifications to the position requirements. b)

Procedures

Selection Plan The owners of Advance Vet Lab and, where applicable, the supervisor of the position, will be involved in the staffing process. These “committee members” may be involved in all or some of the components of the selection process.

The job description will be reviewed and updated if necessary to ensure that all the required functions are outlined and that all the required skills and abilities are identified.

Before beginning any staffing process, the method or process of selection should be determined.

The methods used may vary depending on the nature of the position, budget restrictions or number of applicants. The least expensive and least labour intensive methods should be used. Reserve the more costly and time-consuming methods for a list of applicants. A sample selection plan is as follows (steps that are considered mandatory are marked with ‘*’): 1) Application Screen* Application forms or résumés are reviewed to determine which applicants meet the basic qualifications.

2) Skill Tests Technical skills will be assessed to ensure that the individual can perform certain tasks.

3) Interviews* One or more interviews may be conducted to determine the applicant’s suitability for the position.

A questionnaire will be prepared in advance of the interview to ensure that all required skills and abilities are assessed.

4) Reference Checks* Two or three references are contacted to provide information about the applicant’s previous work, or other information related to the skills required in the job for which they are applying.

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3.3

5) Application Screen In order to be considered for employment, the applicant must meet all of the minimum position requirements related to education/training, certification and experience. Knowledge and abilities may be assessed at different points in the selection process. Often a candidate does not provide all the information you require in order to fairly assess all of their experience and skills. Therefore, the screening of applications can only be used an as initial assessment for certain types of credentials. Other tools must be used to assess a candidate’s capabilities and knowledge. For example, during the interview process you can gather addition information that demonstrated the candidate’s abilities.

Only questions that are relevant to the ability of the individual to do the job can be asked on the application. In accordance with the Human Rights legislation, no information can be gathered about age, sex, family situation/marital status or physical disabilities. iii. Selection Interview The selection interview should be used primarily to gain additional informtiaon about the candidate regarding their education, experience, knowledge, skills and abilities.

In conducting an interview, the following guidelines should be adhered to: -Decide if the purpose of the interview will be an initial screening or a comprehensive review of the candidate’s qualifications.

-Determine in advance specific questions that will be asked in the interview and develop an interview guide. The same questions must be used for all candidates to ensure fairness and provide candidates with equal opportunities to provide information regarding their skills and abilities. Questions should be equal in difficulty for all candidates.

-Questions included in the interview should relate to the position and be phrased in a way that allows candidates to discuss their past performance and experience as they relate to the target position.

-Candidates’ answers should be written down so that they can be recalled in their entirety when conducting candidate evaluations. Also, this provides a record should the results of the interview be questioned or should feedback be given to candidates.

-Avoid asking questions that could be perceived as being discriminatory. In particular, you must avoid any questions that could provide you with information that address the four prohibited grounds of discrimination in Canada.

For more clarity, refer to the list of questions that can and cannot be asked, found in Appendix D of this manual. iv. Reference Checks Reference checks should always be conducted to verify information gathered through the selection Advance Vet Lab Policy Manual

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3.3

process (e.g., résumé screening, interview, etc) about candidates’ experience, performance, academic performance and professional characteristics (e.g. dependability, initiative).

In conducting reference checks, these following guidelines should be adhered to:

-Where possible, former supervisors of the candidate should be contacted as they are the most accurate sources of information.

-Ask specific questions about past performance rather than general questions. Examples of questions to avoid are “How did they do?” or “What did you think of this person?”.

-try to get specific examples to support statements about the candidate – for example, if the reference says the candidate “lacked motivation”, ask “Can you give me some specific examples?”.

-Ask only questions that are related to the position requirements.

-Assure the reference that the information he/she provides will be kept in confidentiality.

-Speak to more than one reference.

-Make note of the information provided so that it may be referred to when making the hiring decision and as a record should later questions arise.

c)

Accountability/Responsibility

The owners are responsible for -organizing and guiding the selection committee through the process; -screening applications, with input from members of the staff; -conducting interviews with participation from members of the staff; -conducting reference checks.

Definitions Fair - An Assessment method is fair if it does not unfairly discriminate against any particular group or groups. A selection or assessment practice is non-discriminatory if candidates with similar probabilities for success in a particular position have similar probabilities for being selected for the position.

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3.4

Hiring a)

Policy Statement

It is the policy of Advance Vet Lab to hire the most qualified individuals for the position, respecting Human Rights and Employment Equity requirements. b)

Procedures

The candidate who is successful in the staffing competition will receive the first offer of employment. The decision to make an offer must be made be the owners.

Once a decision has been made to make an offer of employment the following procedures will be followed: -An offer of employment will be prepared including the position title and level, job description,

salary, benefits, starting date, probationary period, a copy of the personnel policy, the length of the contract, and any other conditions of employment.

-By signing the letter of offer, the new employee indicates his/her acceptance of the position according to the conditions stated in the offer.

-These papers must be retained in the employee’s personnel file and a copy provided to the employee.

-In a situation where negotiations, with the candidate of Advance Vet Lab’s first choice have been exhausted and that candidate rejects a final offer of employment, the next best candidate will be selected and approval made by the appropriate authority. A new letter of offer may then be prepared.

-All candidates who have not been successful must be informed in writing. c)

Accountability/Responsbility

The owners are responsible for: -authorizing hiring decisions; -preparing the letter of offer; -negotiating and recommending terms of employment; -finalizing the agreement with the new employee; -ensuring the employee receives copies of the agreement; -maintaining the documentation in the personnel file.

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3.5

Probationary Period Although there is no statutory provision for a probationary period in Canadian employment standards law, legislation recognizes the existence of probationary periods of employment and states that for a probationary period to have legal standing, it must be part of an explicit contractual agreement between employer and employee. a)

Policy Statement

All newly hired employees must be informed of, and agree to, a period of probationary employment, prior to the acceptance of an offer of employment. b)

Procedures

Although the law does not impose any limit on how long a probationary period may be, the usual probationary period for new employees is 3 months.

Under a probationary period, continued employment may be dependent on demonstration of satisfactory performance by the employee during the probationary period. Probationary performance reviews must be completed in writing (using the Performance Review Process) by the supervisor and reviewed with the employee. Based on the results the employee will either be offered continued employment or employment will be terminated. After 3 months of employment, employees are entitled to notice of termination.

A written decision will be provided to the employee, the supervisor and maintained in the personnel file. c)

Accountability/Responsibility

The owners have accountability for authorizing decisions to offer continued employment or to terminate employment. Where applicable, the supervisor is responsible for conducting and coordinating probationary reviews.

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4.0

Human Resource Development

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4.1

Employee Orientation a)

Policy Statement

Advance Vet Lab will orient new employees by providing information on the organization, its goals, policies and objectives. This will be done with the intent to make new employees feel comfortable and well adjusted, and to communicate what the organization expects of each new employee.

This policy applies only to new full- and part- time employees. b)

Procedures

Either the supervisor or one of the owners is expected to meet with the employee in order to provide adequate orientation that facilitates smooth adaptation to the work environment. The following is a checklist of items that should be covered in the orientation program:

-Describe the general background of the organization and its mission.

-Discuss, and ensure the employee understands the technical, quality, cost and schedule requirements of the employee’s job.

-Outline applicable personnel policies and regulations.

-Outline expectations for conduct and communication, objectives to be achieved, and how he/she will be evaluated for performance.

-Provide a written job description to the employee that describes the technical, physical and environment attributes of their job.

-Provide employees with a copy of the Employee Handbook.

-Encourage employees to ask questions about any aspect of the job or the materials you have provided to them.

-Have the employee sign a form acknowledging their understanding of the information provided and their receipt of an Employee Handbook.

-Give a tour of the office facilities and introduce the new employee to other staff members.

The supervisor will also: -arrange for the new employee to attend meetings with groups and individuals and provide them with related information; -where appropriate, provide elevator, front door keys, office security system number, etc. c)

Accountability/Responsibility

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4.1

The owner is responsible for providing orientation to the new employee regarding duties,

procedures, performance appraisal practices, compensation and benefits. The actual orientation session can be delegated to the supervisor, where applicable.

The employee is responsible for: -reviewing any information provided and asking questions regarding any areas which are unclear; and, -participating fully in the process of getting to know the organization and his/her responsibilities.

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4.2 Performance Management and Appraisal a)

Policy Statement

In order to improve organizational effectiveness, Advance Vet Lab will establish performance expectations for employees, conduct formal performance evaluations on an annual basis, help the employee to decide on training and development needs and plan for the employee’s learning. b)

Procedures

The steps to maintaining performance are: 1. setting objectives – develop a general work plan and objectives (including specific goals and target dates) for the position each year during the Performance Review Process. The employee must be involved in this planning process and understand the expectations.

2. conducting performance reviews – Performance appraisal interviews will be held annually between the employee and the supervisor. Performance will be reviewed against the objectives set at the beginning of the year and the overall expectations for performance. The purposes of the interview are to communicate performance and to discuss and agree upon the review. More frequent informal reviews and discussion will be conducted as appropriate such as upon the completion of projects or contracts, when performance requires improvement, or when exemplary work has been completed. The performance review should also be used to discuss necessary changes to operating procedures and practices, desired training, and career development opportunities.

The performance review form is maintained on the employee’s personal file and may be used to assist in making decisions regarding: -promotions, transfers or recommendations for renewal of contract; -dismissal for inability to perform according to the position requirements; -employee training and development; -eligibility for pay increases and incentives.

The employee appraisal information will be kept strictly confidential on the personnel file and accessed only on a “need to know” basis. Typically the performance appraisal information will be available only to the employee, supervisor and other managers (as appropriate). c)

Accountability/Responsibility

The owners are responsible for: Advance Vet Lab Policy Manual

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4.2 -developing, updating and maintaining the formal performance planning and review process; -maintaining reviews on the employees’ personnel files and ensuring that the results maintain confidential unless otherwise required; -reviewing, commenting on and signing off on performance appraisals conducted by supervisors.

Where applicable, the supervisor is responsible for: -providing advice and interpretation to employees regarding the process; -making sure that each employee knows when, and on what basis his/her performance will be reviewed; -ensuring that employees are given feedback about performance on a regular basis and are provided with an annual review; -forwarding the appropriate documentation to the personnel file; -seeking feedback from employee regarding ways the organization can improve.

The employee is responsible for: -seeking adequate and regular feedback regarding performance from his/her supervisor; -being aware of the criteria against which his/her performance will be evaluated and preparing for the discussion; -reviewing and signing the appraisal; -providing feedback to his/her supervisor regarding ways the organization can improve.

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4.3 Employee Training and Development a)

Policy Statement

Company will promote ongoing training and development to fulfill the need for skilled and qualified employees and ensure continuous learning and improvement for all employees. b)

Procedures

Training plans will be derived directly from the performance review and will be designed to meet the needs of both the employee and the organization. The supervisor and employee will determine, together, priority areas for development and the most appropriate means of training and development. Training and development activities could include: -The job supervision, coaching and practice; -Work assignments and exercises designed to give the employee practice, knowledge or skill in a particular area; -Formal courses, seminars or workshops; -Professional Development and Education Leave.

Training and development will be carefully assessed to determined cost-effectiveness and occur as close to the employee’s location as possible. Learning through distance education programs is encouraged as an alternative to traveling long distances.

Developmental achievements should be monitored to determine the effectiveness of training and development taken by employees.

Company may cover full or partial costs for education leave, tuition and books for learning that is related to the employee’s position with the organization. c)

Accountability/Responsibility

The owners are responsible for approving all requests and expenditures for training. Where applicable the supervisor is responsible for: -discussing the employee’s developmental needs and identifying appropriate methods of gaining training and development; -working with the employee to plan development and training activities in line with the requirements of the position; -reviewing and recommending individual training and developmental opportunities.

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4.3 The employee is responsible for: -working with the supervisors or owners to identify development plans based on the appraisal of performance; -seeking ways of continually learning and developing.

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4.4 Promotions and Transfers a)

Policy Statement

Advance Vet Lab will ensure that current employees are given equal opportunities to compete for vacant position (i.e., transfers or promotions) provided they meet the requirements of the position. Advance Vet Lab will follow the same reliable, objective methods of selection as are applied to external selection processes (see 3.3, Selection Process) b)

Procedures

Transfer An employee transfer may occur in two situations: -When a vacancy exists for a similar position (e.g., at the same classification level, with similar duties, etc). A current incumbent of a similar position may be transferred into the vacant position.

-When the duties of a position have changed significantly (e.g., requiring a reclassification). In this case, the current incumbent will be given first opportunity to demonstrate that he/she meets the requirements of the changed position. Should the individual be successful, the appointment to the reclassified position will be considered a transfer. In the case of appointment to a higher classification level, the transferred employee shall receive at least the minimum salary for the new position.

In no case shall the new salary be less than the salary received before the transfer, including any increase the employee might have been entitled to in the old position at the time of the transfer.

In the case where the position is reclassified to a lower level, the current incumbent may have the option to transfer but under the condition of taking a reduction in pay consistent with the salary schedule of the reclassified position. If the incumbent opts to stay in the reclassified position, the individual’s salary will be red circled for two years, until the maximum of the salary range meets or exceeds the red circle rate. If after a period of two years the red circled salary does not fall within the salary range of the reclassified position, the individual’s salary will be lowered to be within the new range.

A lateral transfer does not entitle the employee to a salary increase.

Promotion A promotion opportunity exists when a vacancy occurs in a high level position. When this happens, a competition will be held where individuals compete for the vacant position by demonstrating they have the required capabilities outlined in the job description. Current employees will first be Advance Vet Lab Policy Manual

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4.4 considered. Should there be no qualified internal candidates, the position will be open to external candidates. c)

Accountability/Responsibility

The owners are responsible for authorizing promotions and transfers.

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4.5 Rewards and Recognition a)

Policy Statement

Company will recognize the good performance of its employees so that they know that their efforts and results are appreciated and valued. b)

Procedures

When an employee performs in an outstanding fashion or achieves objectives, he/she should be recognized (e.g., by the owners, supervisor, clients, peers or subordinates). This could be done through: -verbal praise to the employee occurring as soon as possible; -verbal praise to others about the employee’s performance; -written praise through letters to the employee, supervisor or others; -written documentation of performance in the performance appraisal; -notes to be filed in the employee’s personnel file; -bonuses, budget permitting.

Other events which are worthy of recognition are: -longstanding record of service; -exceptional attendance records; -exceptional actions such as bravery, dedication to service, community service, humanitarian efforts, etc. c)

Accountability/Responsibility

The owners are responsible for: -approving outstanding performance incentives described in the procedures; -authorizing bonuses as described in the procedures.

The owners and/or the supervisor are responsible for recognizing employees for good or outstanding performances and noteworthy events.

Employees are responsible for recognizing other employees for good or outstanding performance and noteworthy events.

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5.0

Compensation and Benefits

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5.1 Compensation and Benefits a)

Policy Statement

Advance Vet Lab will provide all employees with fair and reasonable compensation and benefits in order to attract and retain qualified employees. Compensation and benefits will be based on applicable legislation, market value comparisons with similar organizations and the organization’s ability to pay.

This policy applies only to full- and part-time employees. [**Each owner has the option to provide certain benefits to their employees. The benefits to which Advance Vet Lab’s employees are entitled will be added to this policy manual and provided in writing to each employee.] b)

Procedures

Compensation Determination of Salary Rates Each salary range will have a minimum and a maximum for the job to which it applies. A variety of factors will be used to determine rates of pay, including comparisons with jobs in similar organizations and market surveys within and outside of the industry.

Periodically (i.e., every three years or so), Advance Vet Lab will review the salary ranges against published salary surveys of similar positions in comparable organizations and consider adjusting salary ranges as appropriate.

The starting salary of a new employee will be consistent with the level at which he/she employed in the position according to the established salary scale and the level of remuneration of other employees in similar positions at the same level.

Salary Increases Based on budget availability, the first priority will be to provide the cost of living increase. If budget availability allows, an increment will be added based on individual employee performance.

Incremental increases (provided the ceiling is not exceeded) are one-sixth of the range between the floor and the ceiling of the pay level.

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5.1 Payment of Salary – This policy is mandated under employment standards legislation Salary will be paid by establishing a recurring pay period and on a recurring pay day. All wages earned during each pay period must be paid each pay period. When payday falls on a public holiday, payment is made on the last preceding business day.

A statement will be issued to the employee on each pay day indicating: -the employer’s name and address; -the employee’s name and address; -the employee’s social insurance number (SIN); -the pay period; -the number of hours worked/paid (both regular and overtime); -the rate of regular and overtime pay; -gross and net wages; -vacation pay; -details of all deductions made.

Deductions The organization is required by law to make certain deductions from each cheque made out for wages to an employee. Among these are income tax, employment insurance and contributions to the Quebec/Canada Pension Plan. Any other mandatory deductions to be made from the pay cheque, such as wage garnishments or court-ordered attachments, will be explained to the employee by the appropriate authority and detailed on the employee’s statement of pay.

Employee Loans, Payroll Advance Advance Vet Lab does not provide loans or payroll advances under any circumstance.

Benefits An employee benefits package is currently under review. c)

Accountability/Responsibility

The owners are responsible for: -approving salary schedules; -determining and approving the salaries of employees within the approved budget and established salary ranges; Advance Vet Lab Policy Manual

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5.1 -providing information to employees regarding the compensation and benefits plan and the amounts for which they are eligible (when the benefits package is in place); -conducting market comparisons to determine appropriate salary ranges.

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6.0

Hours of Work, Holiday and Leave

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6.1 Hours of Work, Holidays and Leave a)

Policy Statement

At Advance Vet Lab, hours of work will be in accordance with the standards required under provincial legislation for hours of work, holidays and leave (refer: Provincial Employment Standards Act). This is important in the promotion of a positive and healthy working environment. b)

Procedures

Definitions Immediate Family - includes spouse, same sex partner, child, parent, sibling, or any other close relative who resides in the same home.

Non-Immediate Family - includes aunt, uncle, grandmother, grandfather, grandchild, cousin, and parent of spouse.

Working Hours In the Administrative department, typical working hours are 9:00 to 5:00 with one half hour lunch break, Monday to Friday. The Laboratory department runs 24 hours a day, and shifts will vary according. Some exceptions to these hours will occur, as required, due to seasonal or other increases in businesses that cause an increased workload. These exceptions will be determined on an individual basis and discussed with the employee(s) involved.

Absence or Lateness From time to time, it may be necessary for an employee to be absent from work. The organization is aware that emergencies, illness, pressing personal business, or medical appointments cannot always be scheduled outside office hours. Sick days and personal days have been provided for this purpose.

If an employee is unable to report to work or arrives late, the employee should contact the owners or supervisor (where applicable) directly so that alternate work arrangements can be made.

This is especially pivotal throughout Advance Vet Lab’s busy season, usually from April until mid-June, when it is mandatory for employees to directly contact one of the owners and provide as much notice as possible if an employee will be absent. Email, voicemail or text messages, or messages left through other employees are not considered acceptable means of notification.

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6.1

Excessive absenteeism or lateness (e.g., when the employee is either frequently or for long duration absent or late for work without notifying the owners or providing satisfactory reason) will result in disciplinary action.

Overtime - This policy is mandated under employment standards legislation Canada (Canada Labour Code)

Standard hours of work are not to exceed 8 hours a day and 40 hours a week; however, in industries where irregular hours of work are required, the limit may be calculated over a two week period and are not to average more than 8 hours a day and 40 hours a week over the two week period. Employees may exceed standards hours of work up to an average of 48 hours a week in any two week period; employees who work more than 48 hours in one week are entitled to overtime compensation at the rate of 1½ times their normal rate of pay. The owners or supervisor (where applicable) must approve all overtime work in advance.

These standards are implemented on a provincial level, and the following apply in the province of Ontario: Employees who work more than 44 hours in one week are entitled to overtime compensation at the rate of 1½ times their normal rate of pay. This work must be pre-approved by the owners or supervisor (where applicable).

Public Holidays – This policy is mandated under employment standards legislation Canada (Canada Labour Code) All employees who have been employed by Advance Vet Lab for more than 30 days may take paid holidays on all general holidays, which may vary by province. Employees who have been employed by Advance Vet Lab for more than 3 months may take paid holidays on the following days, as recognized by the province of Ontario: -New Year’s Day -Good Friday -Victoria Day -Canada Day -Labour Day -Thanksgiving Day -Christmas Day -Boxing Day Advance Vet Lab Policy Manual

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When a designated paid holiday falls on a weekend, the holiday is granted on the following normal working day. If the holiday occurs during an employee’s scheduled vacation, he/she is permitted to take an extra day of vacation.

For part-time employees, if a designated paid holiday falls on their regular scheduled day of work, the employee is provided with a paid holiday, provided they have worked at Advance Vet Lab for more than three months, and earned wages on at least 12 days during the four work weeks before the holiday, and worked the regularly scheduled day before, and regularly scheduled day after the holiday.

Religious Holidays An employee may take time to observe his/her religious holidays. If available, a full day of unused (sick/ personal) leave or a vacation day may be used for this purpose. Otherwise the time off is without pay.

Alternatively, a public holiday may be substituted for a religious holiday.

As with any other type of leave, apt notice must be provided to the owners or supervisor (where applicable).

Vacation Leave - This policy is mandated under employment standards legislation Canada (Canada Labour Code) Every employee is entitled to a vacation of at least two weeks with vacation pay; after six consecutive years of employment by one employer. Every employee is entitled to at least three weeks with vacation pay after six years of employment with one employer. Part-time employees will receive vacation pay annually at 4% of their gross salary.

This standard is established on a provincial level and applies to the province of Ontario as follows: In Ontario, an employer shall give an employee a vacation of at least two weeks after each vacation entitlement year that he or she completes. Part-time employees will receive vacation pay annually at 4% of their gross salary.

Leave may be taken consecutively or in separate periods as is mutually convenient to both the employee and the organization and approved by the appropriate authority.

Annual leave cannot be taken during the first three months of employment. If leave is required during this three-month period, it must be taken without pay. Beginning in the fourth month of employment, leave may be taken up to that which has accrued during the first three months. After six months, full leave entitlement may be taken provided that the employee does not leave the

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6.1

client organization before 12 months’ service has been completed, in which case the employee must repay whatever leave credits have not been earned.

An employee who has not taken vacation and terminates within one year of starting employment is entitled to be paid 4% of their earnings for vacation pay. An employee who has been employed for more than one year who terminates will be paid an amount equal to the vacation pay that the employee is entitled to.

The leave year is based on the employee’s anniversary date of employment. Up to 5 days’ vacation may be accumulated and carried over to the New Year.

Employees are required to take vacation time within the ten months following the date that they earned it. It is the responsibilities of the owners to ensure that employees take vacation within a reasonable amount of time after it is earned (no more than 10 months). Employees and management are expected to plan their work to ensure there is sufficient opportunity to take vacation time during their chosen time frame, however employees shall consult with their immediate supervisor or with the owners and obtain written approval prior to scheduling vacation.

Sick Leave Canada (Canada Labour Code) An employee who has completed three consecutive months of continuous employment by the employer prior to the absence, is entitled to up to twelve weeks of sick leave. This is conditional upon receipt of a signed medical certificate submitted within fifteen days after returning to work, certifying that the employee was incapable of working due to illness or injury for a specified period of time which coincides with the absence of the employee from work. There are no paid sick leave days; however, the employer must credit the time in calculation of seniority, continuous employment, and contribute to the benefits plan for each employee on sick leave. An employer cannot dismiss, suspend, lay-off, demote or discipline an employee on sick leave.

According to Ontario legislation, a total of 6 days per year are provided for sick leave. Sick leave credits are accumulated from the date of hiring and may not be carried forward from year to year.

Sick leave may be used for health related purposes such as illness, injury, medical visits and temporary care of sick dependent family members. A medical certificate may be required as “proof of illness” if the sick leave extends beyond 3 consecutive days. For illness requiring long-term rest and recovery, longterm benefits apply.

Emergency Leave - Ontario - This policy is mandated by the Ontario Employment Standards legislation

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6.1

Employees are entitled to up to 10 unpaid emergency leave days in each calendar year. Paid sick days will be included in the calculation of these ten days. For example, if an employee uses up all six paid sick days, he/she will be entitled to an additional four unpaid emergency days.

Pregnancy Leave - This policy is mandated by employment standards legislation Canada (Canada Labour Code, s.206 Maternity Leave) An employee of six months or longer who presents to her employer signed medical certification indicating that she is pregnant is entitled to a leave of absence from employment for seventeen weeks, which leave may begin not earlier than eleven weeks prior to the estimated due date and end not later than seventeen weeks following the actual date of child’s birth.

As stated by Ontario legislation, a pregnant employee who has been employed by Advance Vet Lab for at least 13 weeks before the expected birth date of her child may take up to 17 weeks of unpaid leave.

Leave may be taken at any time during the period beginning 17 weeks before the estimated date of birth. Full-time, part-time, permanent and contract employees are entitled to pregnancy leave. A special term of leave for unexpected illness related to the pregnancy may be taken before the expected date of birth, but it is still counted toward the general entitlement to maternity leave. They employee must provide, within two weeks of stopping work, a written notice of the date that the pregnancy leave began or is to begin and a medical certificate.

Entitlement to pregnancy leave also applies to an employee who adopts a child. Documentation must be provided confirming the adoption and the date of the arrival of the child.

Parental Leave – This policy is mandated by employment standards legislation Canada (Canada Labour Code, s.207 Parental Leave) An employee who has completed six consecutive months of continuous employment with an employer is entitled to a leave of absence from employment of 37 weeks to care for a new-born child of the employee or a child who is in the care of the employee for the purpose of adoption under the laws governing adoption in Ontario. The leave may only be taken within a year of the birth or adoption of the child. The aggregate leave between one or two employees per birth or adoption is 52 weeks.

In Ontario, an employee with at least 13 weeks service who has, or will have the care and custody of a new child may take a leave of up to 37 weeks without pay for purposes of childcare. Parental leave must be taken all at once and must begin: -for a birth mother, on the date her pregnancy leave ends, unless the baby has not yet come into her care (e.g., the baby remains in hospital) in which case she can choose to defer the beginning of paAdvance Vet Lab Policy Manual

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rental leave until the child comes into her care;

6.1

-for all other parents, no later than 52 weeks after the date their baby is born or the date the child first came into their care.

Both mother and father are eligible for parental leave benefits. Birth mothers who take pregnancy leave are entitled to up to 35 weeks parental leave. All other new parents are entitled to up to 37 weeks parental leave.

The employee must give at least two weeks written notice of the date that their parental leave will begin.

Employees on pregnancy or parental leave accumulate seniority throughout the leave. Upon returning to work, they will be reinstated in their former position or given a comparable position with at least the same wages and benefits in the same location.

Special Leave Canada (Canada Labour Code) All employees, in the event of the death of a family member of his/her family member, will be granted paid leave on any of his normal working days that occur the three days immediately following the day of the death.

Compassionate Care Leave / Family Responsibility Leave - These policies are mandated by provincial, territorial and federal Employment Standards legislation Canada (Canada Labour Code) All employees of federally-regulated companies in Canada are entitled to up to 8 weeks of Compassionate Care Leave to provide care and support to a gravely ill family member. A certificate is required from a qualified medical practitioner, stating that the family member has a serious medical condition with a significant risk of death within 26 weeks. The following can be considered a “family member”: -employee’s spouse or common-law partner -employee’s child(ren) or the child(ren) of the employee’s spouse or common-law partner -a parent of the employee or the employee’s spouse or common-law partner’s parent Under federal jurisdiction, the 8 week compassionate care leave entitlement may be shared by two or more employees. The total amount of leave that can be taken by two or more employees in regard to the same family member is 8 weeks in the 26 week period.

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fied medical practitioner stating that the family member has a serious medical condition with a significant risk of death within 26 weeks.

Upon returning from compassionate care leave, the employee will be reinstated in his or her former position, or will be given a comparable position in the same location and with the same wages and benefits.

If the wages and benefits of a group of employees are reduced as part of a reorganization plan, an employee who is reinstated in that group will receive no more than the wages and benefits that the employee would have received if he or she had been at work during the reorganization. Likewise, if wages and benefits for the employee’s group are increased during leave, the employee would be entitled to the increases upon return to work.

Advance Vet Lab will not dismiss, suspend, lay off or discipline an employee because the employee has taken or intends to take compassionate care leave. Advance Vet Lab will not take this leave into account in any decision to promote or train an employee, and must inform employees who are away on leave of opportunities for training or promotion that arise during the period of leave, on request of the employee.

According to Ontario legislation, employees of provincially-regulated employers are not entitled to Compassionate Care Leave or Family Responsibility Leave. However, an employee who works for an employer who regularly employs 50 or more employees can take up to 10 days of unpaid Emergency Leave per year in the case of a relative’s illness, injury or medical emergency.

Marriage Leave Personnel who marry and intend to continue employment with Advance Vet Lab may be granted 5 days special paid leave on the occasion.

Other special leave (without pay) The owners may authorize leave with or without pay for other reasons which may arise during the course of employment.

Jury or Witness Duty Special leave for jury or witness duties will be granted with or without pay at the discretion of the owners.

Advance Vet Lab will pay expenses and salary where an employee is required to make a court appearance on behalf of the organization. The employee is responsible for expenses when the court appearance is personal in nature and does not concern the organization’s business or arises from the employee’s duty as a citizen (e.g., jury or witness duty).

Professional Development and Education Leave (with pay) In some cases, where professional development and/or education is a position requirement, Advance Vet Advance Vet Lab Policy Manual

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Lab may grant leave with full or partial compensation. In this case, costs for study leaves, tuition, books and accommodations will be reviewed and may be paid. Each case will be determined on an individual basis. The following guidelines apply in determining whether the employee will be granted leave:

-the employee must have been employed by the client organization for at least one year; -there must be a demonstrated need by the client organization for the skills/knowledge the employee will gain through education and/or professional development as identified in the performance assessment process; -based on budget availability. c)

Accountability/Responsibility

The owners are responsible for: -approving leave with pay for professional development and education; -approving dismissal, for cause, of employees due to continual lateness or absences; -informing the employee of the required procedures and documents for taking Pregnancy and Parental Leave.

Where applicable, the supervisor is responsible for: -acknowledging and approving lateness, leaves, and absences; -keeping track of total sick days, leave days and vacation days taken, and overtime worked by each employee; -recommending Professional Development and Education Leave for a particular employee and working with the employee to plan the development and training activities in line with the requirements of the position.

The employee is responsible for: -submitting requests for leave and vacation; -informing the owners of intentions to take Pregnancy and Parental Leave, Education Leave, or any other leave where long-term advance notice is required and providing the appropriate documentation.

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7.0

Employee Relations

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7.1 Conflict Resolution a)

Policy Statement

Company will provide a mechanism to resolve conflict or grievances through fair and objective means. It will strive to help employees resolve complaints or conflicts in a timely and appropriate manner. The following procedures are examples of mechanisms that could be used. b)

Procedures

Definitions

Conflict - a situation where the goals, objectives or actions of two parties are at odds and may impact negatively on group performance. A conflict may be between employees, between employers and supervisors, or between employees and the client organization or its policies, broadly construed. A conflict may also include a complaint or concern on the part of the employee.

Employees are encouraged to recognize and discuss conflicts they experience in the workplace. All conflicts should be dealt with in a positive and productive manner.

Employees are expected to take responsibility for resolving conflicts between themselves. As the first step, employees must make sincere attempts to resolve conflicts in the workplace without intervention. If this fails, then a variety of options may be pursued, such as: In the case of conflict between individuals…

Step 1 - one or both of the owners are informed of the situation and become involved in the discussion in a mediation role to offer suggestions to resolve the conflict. Goals are set for the resolution of the conflict and follow-up meetings may be arranged to assess progress towards these goals.

Step 2 - Employees may request the assistance of a professional external mediator to assist in resolving the conflict. The matter in dispute shall be submitted to a single mediator chosen by agreement between the parties to the mediation. The mediator shall not be an employee or member of any committee or governing body of the organization.

In the case of conflict regarding workplace practices and policies…

Employee are encouraged to express their comments and/or concerns with Advance Vet Lab’s policies and practices so that corrective action may be taken where appropriate. When these are dealt with in a positive way, it works to the benefit of all involved.

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7.1 Advance Vet Lab benefits from being informed about policies and practices that may be improved, or made more efficient and employees will be given opportunities to provide input (e.g., how they could be modified or improved to better suit both employer and employee).

In the case of continued dissatisfaction with Advance Vet Lab’s policies or procedures, the owners will ensure that the policy or procedure in question complies with all applicable legislation and do all that it reasonably can to determine whether the policy or procedure is in line with that of other similar organizations in the marketplace.

The resolution process should be engaged as soon as is practical. If the conflict results in an agreement at any step (e.g., to recommend a change in policy, practice or working condition) the recommendation will be forwarded immediately to the appropriate authority for approval.

In the case of unsatisfactory resolution‌ In those cases where there has not been a satisfactory resolution to problems or conflict despite one or more attempts at mediation, the employee may submit a copy of the written concern to the owners. A response in writing will be provided within ten business days.

Documentation The owners will document the proceedings of all conflict procedures, identifying the concern, the people involved and providing a summary of the resolution with any follow-up required. The employee(s) will be provided with a copy of the documentation. c)

Accountability/Responsibility

The owners are responsible for: -authorizing changes in policies or practices resulting from the conflict resolution process The supervisor is responsible for: -providing interpretation and advice to employees and other supervisors regarding the guidelines in this policy; -supporting the process by attending meetings, recommending ways of proceeding and documenting the proceedings; -recommending applicable changes to policy and practice as a result of discussions; -providing information and guidance to supervisors and employees regarding conflict resolution techniques; -identifying conflict and assisting in resolving it immediately and fairly.

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7.1 The employee is responsible for: -recognizing and seeking resolution of conflict in a position and sincere way.

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7.2 Disciplinary Actions a)

Policy

Advance Vet Lab will utilize a fair, consistent process of disciplinary action(s) that provides for a fair and equitable opportunity for the individual to comply with the expectations for the workplace. b)

Procedures

Prior to taking formal disciplinary action, the owners and supervisors (where applicable) will use a positive approach to dealing with employees by openly communicating: -Advance Vet Lab’s expectations of the employee; -the impact of unacceptable behavior; -specific examples of unacceptable behavior; -an action plan of positive steps to rectify problems.

If these steps do not result in the desired performance improvement, a formal disciplinary approach will occur.

Guidelines for Supervisors Conducting Disciplinary Meetings The following guidelines apply: -supervisors must deal with the situation in a sensitive and discrete manner; -supervisors must know and understand this policy; -supervisors should address only the facts. It may be appropriate for the supervisor to have spoken to other individuals who witnessed the behaviors; -employees should be given the opportunity to explain the circumstances and reasons for the behavior, and defend or deny it; -if the employee is exonerated of any wrong doing then the supervisor should accept and acknowledge no wrong doing verbally and in writing.

-the supervisor must take notes of the discussion for further reference.

Guidelines for documenting the Plan of Action and Expectations The ‘plan of action’ and expectations resulting from the disciplinary meeting must be communicated to the employee and will include the following: Advance Vet Lab Policy Manual

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7.2 -the date, employee name, location and supervisor’s name and signature; -the number of times the behavior has occurred previously and the actions that were followed; -the follow-up plan of action and time table; the consequences of any future unacceptable behavior.

Steps in conducting Formal Disciplinary Procedures The supervisor should deal with unacceptable behavior immediately. The following are guidelines outlining the steps in the organization’s non-punitive discipline policy. These steps may be enacted at any stage in the non-punitive discipline process.

Step 1: A discovery interview The supervisor discusses the seriousness of the behavior with the employee by explaining its impact on the organization and/or other employees. The supervisor and the employee should attempt to define the problem clearly and propose solutions to the problem. The supervisor and the employee will agree on a series of steps (e.g., changes in behavior) that should solve the situation and develop a timetable for resolution.

These constitute the written ‘plan of action’. The employee must also be informed of the consequences of repeated unacceptable behavior.

Step 2: A second interview (where resolution has not been achieved) The supervisor and the employee agree to review the situation and discuss any reasons for not meeting the planned objectives. A second action plan is written and agreed upon by the employee and the supervisor including critical time table for delivery and desired behaviors needed to fulfill the plan of action.

Step 3: Decision Day (where resolution has still not been achieved) The supervisor and the employee, in consultation with the owners, discuss the reasons why the second action plan did not result in the desired effect or behavior. Along with a time table for delivery and a listing of desired results, the supervisor and the employee agree that the employee will take a “Decision Day”, a day off work with pay, wherein he/she can decide on whether or not a future with the organization is desirable and attainable. If the employee decides to remain with the organization, steps are outlined to achieve the results. The employee makes a written agreement with the supervisor on how he/she intends to correct the situation. Copies are provided to the owners, and if the employee is unable to produce the desired results, he/she will be terminated.

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7.2 Immediate Dismissal Unacceptable behavior of a serious nature may result in immediate dismissal, for example, deliberate violations of the law. c)

Accountability/Responsibility

The owners are responsible for: -participating in the discipline process as per the procedures in this policy.

The supervisor (where applicable) is responsible for -communicating clear expectations of employees; -helping employees to devise reasonable plans of action and time tables when discipline concerns arise; -ensuring that employees are made aware of the discipline process; -dealing with discipline issues in an honest, fair and sensitive manner; -pursuing the course of discipline that they deem appropriate.

The Employee is responsible for: -abiding by decisions reached through the discipline process outlined in this policy.

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8.0

Employee Departures and Retirement

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8.1 Retirement and Resignation a)

Policy Statement

Advance Vet Lab will show recognition and respect to retired and resigning employees by managing their departure from the job in an efficient and sensitive manner. Advance Vet Lab will take reasonable steps to ensure the appropriate transfer of responsibilities and tasks of retiring employees.

Advance Vet Lab does not have a mandatory retirement age. b)

Procedures

Employees should provide as much notice as possible of their intention to retire (to enable the employer to find a replacement or reassign work tasks), but must provide at least two weeks notice of their intended departure date to the supervisors and/or owners.

Prior to departure, the employee should be given sufficient time to: -complete unfinished projects or tasks; -document their work so that others can access records and/or files (e.g., provide computer passwords); -complete and organize files; -provide instructions to successors; -return any assets or property belonging to the organization such as credit cards, books, documents and equipment; -train/brief successors, colleagues and their supervisor on work that is remaining.

An exit interview will be conducted with each employee who has resigned. The purpose of the interview is to find out the employee’s reason for leaving and take this last opportunity to ask for the employee’s input regarding the organization, its policies, procedures and practices. If the reason is work related, this information should be used to improve procedures and working conditions, and minimize employee turnover. The owners should conduct this interview. c)

Accountability/Responsibility

The owners are responsible for: -conducting exit interviews; -ensuring that all financial concerns (e.g., the employee’s regular and vacation pay) are finalized prior to the employee’s last day of work; -preparing the employee’s Record of Employment and any other required documentation.

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8.1 The supervisor (where applicable) is responsible for: -ensuring that the departing employees have organized their files, documented their work, completed key activities and provided instruction to ensure the work is passed over easily to another employee; -ensuring that all assets or property belonging to Advance Vet Lab are returned; -recognizing the employee’s past contributions.

Employees are responsible for: -notifying the owners and supervisor (where applicable) of intent to retire or resign, and providing apt notice.

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8.2 Termination a)

Policy Statement

Terminations will occur only with sufficient and appropriate justification and will be documented and otherwise handled in such a way as to protect the interests of the organization. Company will always treat the termination of an employee with the seriousness that such a situation demands. b)

Procedures

Definitions

Termination – there are two categories of termination, namely, dismissal and redundancy. Dismissal occurs when performance expectations are not met, and redundancy when the position is no longer needed for the running of the organization.

Terminating an employee can be traumatic for employees and co-workers. The consequences of a poorly handled termination can be low morale and productivity for other employees and expensive and time-consuming civil action. The goal of the supervisor must be to maintain the integrity of the organization while treating the employee as fairly as possible. Appropriate time should be spent planning and reviewing the termination. As a guideline, as much time may be spent considering a termination as would be spent in recruiting and selecting a new employee.

It is discriminatory under the Ontario Human Rights Act to terminate an employee for a personal characteristic unrelated to position performance.

Whenever a supervisor considers terminating an employee, he/she must seek approval from the owners who may also seek legal advice.

Advance Vet Lab may terminate the employment of any staff member in the event that the position is eliminated because the functions are no longer required or the budget is no longer available for staffing the position.

An employee may be dismissed at any time for due cause.

Rationale, Notice and Activities Reasonable notice will be given to employees being terminated so that they are given time to secure another position outside the organization, without suffering financial or emotional loss. The minimum length of notice is two weeks notice. However, this period may be waived and regular Advance Vet Lab Policy Manual

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8.2 wages may be provided as termination pay in lieu of notice. Notice is not required when employees are terminated under reasonable cause, or they are temporarily laid off for less than 13 weeks.

Termination and Severance Pay – This policy is mandated by provincial and federal Employment Standards legislation

Canada (Canada Labour Code) An employee whose employment is terminated after three consecutive months of continuous employment shall be given at least two weeks notice in writing. Alternatively, in lieu of notice, the employee will be given two weeks wages at his regular rate of wages.

Exceptions apply to persons on strike, in a lock-out, laid off for less than three months, or anybody who is part of a group of fifty or more employees who have been laid off. Group lay-offs require sixteen weeks notice, and Advance Vet Lab will work with a worker-management committee to find ways to stop the lay-off.

Unacceptable behavior of a serious nature may result in immediate dismissal without notice or severance pay, for example: actions that could severely impact on the safety of other employees, the community; deliberate violations of the law; or significant and knowing breach of policy.

Severance pay is entitled to any employee who is laid off after working longer than a year. Severance pay will be the greater of: -two days wages at the employee’s regular rate of wages for his regular hours of work in respect of each completed year of employment; or, -five days wages at the employee’s regular rate of wages for his regular hours of work.

Employees are expected to give at least two weeks notice when they plan to terminate their employment.

In Ontario, the termination and severance pay is in addition to monies owing to the employee at the time of termination (for example, salary or vacation pay). In compliance with Ontario employment standards, the following notice periods and corresponding severance amounts will be offered to: -an employee -an employee notice; -an employee -an employee

who has been employed for less than three months is not entitled to written notice; with more than three months but less than one year is entitled to one weeks written with one but less than three years is entitled to two weeks written notice; with three years is entitled to three weeks written notice;

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8.2 -for each successive year of service after three years, the employee is entitled to one additional weeks notice up to eight weeks.

Employees are expected to give at least two weeks notice when they plan to terminate their employment.

Unacceptable behavior of a serious nature may result in immediate dismissal without notice or severance pay, for example: actions that could severely impact the safety of other employees or the community; deliberate violations of the law; or significant and knowing breach of policy. c)

Accountability/Responsibility

The owners are responsible for: -terminating employees; -authorizing termination/severance pay in amounts higher than stated in the policy; -ensuring that all financial concerns dealing with the employee’s compensation and benefits are finalized prior to the employee’s exit.

The supervisor (where applicable) is responsible for: -providing advice and assistance to the owners regarding terminations and retirement; -ensuring there is sufficient notice and documentation of cause for termination; -issuing the severance payment; -informing employee of termination; -conducting a dismissal meeting with the employee; -ensuring that terminated employees leaving have organized their files, documented their work, completed key activities and provided instruction to ensure the work is passed over easily to another employee; -ensuring that any assets or property belonging to Advance Vet Lab are returned; -recommending the dismissal of any employee and ensuring that the reasons for dismissal are well documented and understood by the employee according to this policy.

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9.0

Personnel Records

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9.1 Contents of files This policy is mandated by employment standards legislation and covers all documents required to be retained by Federal and Ontario records. a)

Policy Statement

Advance Vet Lab recognizes the importance of accurate information on employees to be used for the benefit of both employees and the organization and will keep confidential, accurate, complete and current records on employees in compliance with provincial legislation (refer to: Employment Standards Act). b)

Procedures

Personnel files will be maintained for each employee, regardless of their status, (e.g., part-time, temporary, etc.). The files must contain all records required under provincial legislation, and records which are required or useful to the effective management of human resources.

The files will include the information described below, and will be kept for three years after the employee ceases to be employed by Advance Vet Lab, unless otherwise noted.

Employee Related Information -employee’s name, address, phone number and starting date of employment; -date of birth, if the employee is a student under eighteen years of age; -all information contained in an employee’s wage and vacation pay statements; -a record of all vacation time taken by the employee; -a record of all documents relating to pregnancy, parental or emergency leave.

The organization will request the following information from the employee, which may be provided on a volunteer basis: -Social Insurance Number; -sex; -contact name and contact telephone number in case of emergency; -any information useful in an emergency, for example, if the employee has any drug allergies.

Information related to ethnic group, religion, family status and any other factors protected under the Ontario Human Rights Code must not be included with the exception of sex and voluntary emergency information.

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9.1 Position Related Information -the employee’s position title and start date; -the most recent job description.

Selection and Employee Development -educational transcripts, copies of diplomas or certificates; -copy of résumé; -level of education, courses, certification held; -educational institutions attended; -skills and areas of specialty, knowledge; -past experience; -results of interviews, reference checks and other assessment methods; -copies of any letters of offer, written conditions or employment and employment contracts; -letters of offer and any written conditions of employment; -signed performance appraisals including employee development plans; -final results of the probationary period; -letters of recognition and records of awards obtained; -disciplinary actions, i.e., letters of reprimand, warning or discipline.

Compensation -employee’s wage rate, and gross and net earnings for each pay period; -the employee’s overtime rate; -date of any change to the employee’s wage rate or overtime rate; -time off taken instead of overtime pay; -amount of deduction from the wages of the employee and the purpose for which each deduction is made; -any signed forms relating to deductions; -relocation assistance; -contributions to RSP; -the pay periods; -amounts paid each pay period after deductions and details of deductions; -requests for payment of compensation; -amounts paid for overtime, vacation, holiday and bereavement; -severance and termination payments (retained for 5 years); -reimbursement for education and professional development.

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9.1 Any written agreements related to alternate or flexible work arrangements.

Copies of the leave and overtime forms which include: -number of hours worked by the employee each day and week; -vacation and statutory paid holiday dates; -how much money the employee has taken from his/her time bank, the amount remaining, the amount paid and the dates taken; -sick leave taken and related medical certificates; -dates of bereavement leave granted; leave requested and taken for other purpose; -number of sick days accumulated and carried over into each year; -information related to Pregnancy and Parental Leave.

Employee Relations -disciplinary notes and actions; -letters of reprimand, warning or discipline; -agreed to actions and results of conflict resolution proceedings.

Employee Exit and Retirement -letters of resignation; -letters of dismissal including reasons for dismissal and notice given; -any documentation related to the reason and case made for dismissal; -signed severance agreements.

Human Rights and Employment Equity -any results of investigations into harassment; -any documentation related to human rights, employment equity or pay equity decisions involving the employee. c)

Accountability/Responsibility

The owners are responsible for: -updating personnel records with necessary documents; -keeping organized, accessible personnel records; -referring to personnel records when a conflict arises or when an element an employee’s position requires review; Advance Vet Lab Policy Manual

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9.1 -maintaining privacy of employees by ensuring that records cannot be accessed without authorization and not sharing personnel files with other employees (see 9.2 Access to information and storage).

The supervisor (where applicable) is responsible for: -maintaining an open line of communication with the owners to ensure that any disciplinary or conflict resolution documents are included in personnel records.

The employee is responsible for: -volunteering any documentation that they would like included in their personnel record.

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9.2 Access to information and storage a)

Policy Statement

Access to information in the personnel file is on a need-to-know basis only. Only the owners have legitimate reason to access the file but owners may authorize supervisors and individuals with financial duties (e.g., pay benefits) to view these records if presented with considerable reason. b)

Procedures

These individuals may only access information that is required to carry out their responsibilities.

For example, compensation related information may be accessed only by individuals with financial duties.

Employees have a right to see the contents of their file, in its entirety, at any time and to obtain copies of any materials on file. Employees may also forward information to be included in their file (e.g., letters of commendation).

The files must be maintained in a secure area, under lock and key. Information must not be copied and distributed or taken from the secure area except with the permission of the owners.

Canada (Canada Labour Code)

Privacy Act This act covers all employees of a government institution – federal, provincial and municipal – in the collection, use, disclosure, retention and disposal of personal information. Government employers must manage employee information in such a way as to take into account the Privacy Act’s principles of confidentiality, accuracy and relevance.

Personal Information Protection and Electronic Documents Act (PIPEDA) This act states that transferring employee information to a third party to achieve a corporate contract, especially with a federal department, agency, or crown corporation, requires consent and prior permission from the employee. Private sector organizations in all provinces (with the exception of Alberta, British Columbia and Quebec) are subject to PIPEDA. c)

Accountability/Responsibility

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9.2 -ensuring that personnel files are maintained according to this policy; -ensuring that all personnel files are kept up-to-date; -ensuring that access is restricted and that the confidentiality of the contents are maintained.

The employee is responsible for: -reviewing the contents of his/her file to ensure that the information is accurate, up to date, and maintained according to the policy.

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10.0

Human Rights and Employment Equity

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10.1 Human Rights a)

Policy Statement

Advance Vet Lab will ensure that all individuals are treated fairly and equitably regardless of their differences and will respect and comply with the appropriate Human Rights Code in the spirit of its intent. Employment policies and practices will not discriminate against any individual (e.g., create barriers to job applicants, inhibit an employee’s ability to achieve a promotion). b)

Procedures

Definitions

Discrimination - discrimination, resulting in prejudicial treatment, because of a personal or systemic (organizational) bias against an individual or group. Individuals or organizations can purposefully or unconsciously discriminate against a person or group of people.

Employment barrier - a position requirement or employment practice that is unrelated to actual or potential performance on the job, making it more difficult, or impossible for specific groups of individuals to be successful in employment.

Bona fide occupational requirement (BFOR) - a position requirement that is necessary to satisfactorily perform the duties of a position (e.g., capability in a certain language, a specific technical or behavioural skill).

Harassment - any unwelcome physical, visual or verbal conduct. This includes, but is not limited to: -verbal or practical jokes, insults, threats, personal comments or innuendo; -touching, stroking, pushing or any unwelcome physical contact; -sexual acts, comments or propositions; -posters, pictures or graffiti; -offensive attitudes such as a condescending approach or leering.

Reasonable accommodation - the practice of adapting employment conditions to meet the special needs of employees or applicants. For example, individuals with a disability can be accommodated through the provision of wheelchair ramps.

Diversity - any identifiable feature that makes people different from one another. This includes things like race, gender, age, language, physical appearance, physical and mental ability, sexual orientation, family status, profession, religion and economic status.

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10.1 Advance Vet Lab does not discriminate, in its practices, against individuals on the basis of: -race -colour -religion -ethnic origin -place of origin -citizenship/nationality -creed -sex/gender -marital status -age -physical or mental disability -criminal conviction -family status -pregnancy and childbirth -sexual orientation -ancestry -harassment Human Rights Legislation - This policy is mandated by Human Rights legislation Discrimination may be intentional or unintentional. Both types of discrimination are illegal under human rights laws.

In the court, it is not the intent that matters but the consequences of an employer’s actions that determine whether discrimination has occurred. However, if business necessity can be proven, the practice would not be prohibited. For example, a position requirement that is essential to performance on the job would not be considered illegal.

Employer compliance with Human Rights legislation is mandatory – if employees are discriminated against or harassed the employer can be held liable under this legislation.

Employment Practices Pre-employment barriers must not be either intentionally or unintentionally put into place when recruiting and hiring employees. Similarly, post-employment barriers must not be put into place after an individual is hired. Following are examples of practices and procedures that are considered to be discriminatory: i.

Narrow recruitment channels – the use of narrow recruitment channels can exclude groups

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10.1 protected under the law from knowing about vacant positions. Therefore, the organization must carefully consider the impact of practices such as recruiting by word-of-mouth where primarily only friends and relatives of employees hear about positions. ii.

Inappropriately targeted advertising – the content of position advertisements must be free of all discriminatory elements. For example, advertisements must not indicate preference for persons of a particular sex or ethnic group. iii. Unreasonable position standards – job descriptions must not include standards or requirements that are unrelated to actual performance in the job (BFOR) such as requirements for higherthan-necessary levels of education or language abilities. iv.

Unreliable employment testing – tests must be position-related, valid, reliable, standardized, non-discriminatory and administered by qualified personnel. v.

Acquired Immune Deficiency Syndrome (AIDS) testing – individuals with AIDS must not be treated differently than others except where the individual is involved in medical procedures such as administering injections, is required to travel to countries where AIDS carriers are barred or suffers deterioration of functions which would compromise public safety. vi.

Discriminatory or inappropriate interview questions or techniques – interviews must be structured, fair and include questions relevant to the position. vii. Discriminatory promotion approaches – all promotion, succession and advancement decisions must be justifiable through objective means such as properly conducted performance appraisals and assessment, and not based on criteria that violate the Code (e.g., promoting employees on the basis of age). viii. Discriminatory layoffs and dismissals – it is discriminatory to dismiss or lay off an employee for a personal characteristic unrelated to position performance.

Employment Equity Canada (Canada Labour Code) Diversity Understanding and accommodating the differences of others leads to a workforce that is better equipped to work together towards the goals of the organization. It is the obligation of the organization and its employees to explore, and respond in an open, respectful and accepting manner to differences in the workplace to ensure that everyone feels valued and comfortable. This also ap Advance Vet Lab Policy Manual

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10.1 plies to dealing with clients and the public.

Reasonable Accommodation The organization is obliged to provide reasonable accommodation for employees protected under the Ontario Human Rights Code, unless such actions would produce undue hardship such as prohibitive costs to the organization or risk to public safety. Wherever possible, employees will be accommodated through the following means: -redesigning position duties (e.g. where illness resulting from a pregnancy limits the physical ability of a worker to perform assigned duties); -adjusting work schedules to make them more flexible (e.g., where creed requires specific holidays to be observed by the employee); -providing technical, financial and human support services (e.g., providing physical accommodations, where no undue business hardship is likely, for employees who require special physical devices, ramps or elevating devices, to enter the workplace); -upgrading facilities; -making allowances for childcare expenses in some cases.

Harassment Harassment is illegal and will not be tolerated. An employee found guilty of harassment may be dismissed immediately without warning and at a minimum, will be reprimanded.

Employees are obliged to report any observed or experienced harassment to the owners. The following procedures must be followed when any instances of harassment are suspected: -an investigation of all the circumstances surrounding the accusations must occur; -if it is determined that harassment did occur or could have occurred, all attempts must be made to rectify the situation. Attempts may include reprimanding or dismissing the offending employee, making changes to the workplace, procedures or activities, and educating other employees about the seriousness of the situation.

Procedure for the employee – Advance Vet Lab is committed to providing a work environment that is conductive to both position employee morale and productivity – a work environment free of harassment for both men and women. Responsibility for ensuring this kind of work environment exists are shared among employees. Any employee who feels that he/she is being harassed should take action using any combination of the options below: -as soon as possible, inform the individual committing the harassment that the conduct or comments are objectionable and unwelcome; Advance Vet Lab Policy Manual

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10.1 -keep a written record of the details of the incident(s) (e.g., time, location, witnesses); -seek assistance from the owners or report it to a supervisor where appropriate. c)

Accountability/Responsibility

The owners are responsible for: -interpreting and understanding the legislation and providing explanation to employees; -changing and policies, procedures and practices which discriminate or cause barriers to employment; -directing the investigation of claims of harassment and implementing ways of rectifying any situations involving harassment.

The employee is responsible for: -understanding their rights under the legislation and bringing any situations of discrimination to the attention of the owners; -reporting any experienced or observed instances of harassment to the owners.

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