Frequently Asked Questions

Because sometimes we just need a quick answer

Our FAQs are designed to provide you with clear and practical solutions to common HR and management challenges. Whether you're dealing with employee onboarding, performance reviews, or conflict resolution, our easy-to-follow answers will help you navigate day-to-day employee management with confidence.

For more detailed guidance, remember to refer to the templates and resources included in your subscription plan.

  • Employee onboarding is the process of integrating new hires into your organization and helping them adjust to their roles. It's important because it sets the foundation for employee success, engagement, and retention. A smooth onboarding process helps new employees understand their responsibilities, integrate with the team, and align with company culture.

    • Pre-boarding: Communicate with the employee before their start date, provide necessary documentation, and answer any questions they may have.

    • Orientation: Introduce the employee to the company’s values, culture, policies, and team members.

    • Training: Provide role-specific training that equips them with the tools and knowledge they need to succeed.

    • Feedback & Check-ins: Schedule regular check-ins with the employee to address any concerns, track progress, and offer feedback.

    • Day 1: Provide a warm welcome, introduce them to their team, set up their workspace, and offer an office tour. Ensure all necessary tools (computer, login details, etc.) are ready for use.

    • Days 2-5: Start role-specific training, introduce them to key stakeholders, and assign a mentor or buddy to help them settle in. Review the employee handbook and key company policies.

  • The onboarding process typically lasts from 30 to 90 days, depending on the complexity of the role. However, some companies extend onboarding support for up to 6 months to ensure the employee feels fully integrated and supported.

  • Emphasize the company’s mission, values, and culture from the start. Share examples of how employees live out these values in daily work. Encourage participation in team-building activities and company events.

  • Assign a mentor or “buddy” to guide the new hire. Schedule team meetings and one-on-one introductions to key stakeholders. Encourage team members to check in with the new hire and help them acclimate socially and professionally.

  • Offer letter, employment contract, tax forms (e.g., TD1), company handbook, benefits package, and IT setup (emails, logins, etc.). Make sure all paperwork is ready and accessible on the first day.

    • Lack of preparation: Not having equipment or tasks ready for the new hire.

    • Overwhelming the new hire: Bombarding them with too much information or too many tasks on the first day.

    • Neglecting culture: Focusing solely on tasks and forgetting to introduce the company’s culture and values.

  • Use metrics such as employee retention rates, time-to-productivity, and feedback from new hires through surveys. Track how quickly new hires complete training and become fully functional in their roles. Regularly adjust the onboarding process based on feedback and performance data.

  • Performance management is an ongoing process that helps ensure employees’ goals and objectives are aligned with the organization’s goals. It involves setting expectations, monitoring progress, providing feedback, and supporting employee development to enhance their performance.

  • Performance reviews should be conducted at least annually. However, many companies are moving toward more frequent reviews (e.g., quarterly or bi-annual) or even ongoing feedback sessions to address performance and development more proactively.

  • A performance review is an ongoing process where feedback is given regularly to track an employee’s performance and development. A performance appraisal is a more formal, structured evaluation, typically done annually, that reviews past performance and sets future goals.

    • Preparation: Review the employee’s goals, past performance, and gather feedback from peers or stakeholders.

    • Discussion: Hold a one-on-one meeting to discuss achievements, areas for improvement, and future goals. Be constructive and provide specific examples.

    • Development Plan: Create an actionable development plan to help the employee achieve future goals and address any skill gaps.

    • Follow-up: Schedule follow-up meetings to track progress and provide continuous feedback.

    • Reminder: Please refer to the performance management templates available in your subscription plan for customized forms, review structures, and feedback systems.

  • SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. They ensure that objectives are clear and trackable. For example, instead of setting a vague goal like "Improve customer service," a SMART goal would be "Reduce customer response time by 20% within 6 months."

  • Feedback is essential for helping employees understand what they are doing well and where they can improve. It should be timely, specific, and constructive. Regular feedback helps employees stay aligned with their goals and feel supported in their development.

    • Use the SBI model (Situation, Behavior, Impact):

      • Situation: Describe the context (e.g., a project or meeting).

      • Behavior: Highlight the specific actions (e.g., "I noticed you didn’t submit the report on time").

      • Impact: Explain how it affected the team or outcome (e.g., "This delayed the project and affected the deadline").

    • Use the sandwich approah: Make sure the feedback is balanced, focusing on areas for improvement as well as achievements.

    • Identify the Issue: Be clear about the specific behaviours or results that need improvement.

    • Discuss the Issue: Hold a private meeting to discuss concerns with the employee and hear their perspective.

    • Create an Action Plan: Work together to set clear expectations, outline steps for improvement, and set a timeline for progress.

    • Monitor Progress: Schedule follow-up meetings to track performance and offer support.

    • Provide Support: Offer coaching, training, or resources if necessary.

    • Keep in mind that employees should have a clear understanding of their role and be provided with the training, tools and resources to assist them in their work. To address performance issues, it's crucial to assess whether or not the employee has everything they need to succeed

    • Listen: Allow the employee to express their perspective and concerns.

    • Clarify: Review specific examples from the review and clarify any misunderstandings.

    • Re-evaluate: If needed, involve HR or other stakeholders to reassess the review and ensure fairness.

    • Collaborate: Work together to agree on future expectations and improvement strategies..

  • Recognize their achievements publicly, offer development opportunities, promotions, or bonuses. You can also involve them in key projects or leadership roles to keep them motivated and engaged.

    It’s imortant to ensure employees are treated equally so be sure to have a process and guidelines in place when rewarding employees to ensure fairness.

  • Intrinsic motivation is driven by internal rewards, such as personal satisfaction, interest in the work, or a sense of achievement. Extrinsic motivation is driven by external rewards, like salary increases, bonuses, or promotions. A balanced approach that taps into both can be highly effective.

  • Use a combination of quantitative and qualitative measures, such as:

    • Quantitative Metrics: KPIs (Key Performance Indicators), sales targets, deadlines met, etc.

    • Qualitative Metrics: Peer feedback, customer satisfaction, leadership abilities, etc.

    • Behavioral Assessments: Evaluate teamwork, problem-solving, and communication skills.

    • HR Software: Platforms like BambooHR, Workday, or 15Five provide structured tools for tracking performance, conducting reviews, and setting goals.

    • Feedback Tools: Pulse surveys or tools like Officevibe or Lattice can collect ongoing feedback from employees and peers.

    • Assistance: If your organization needs assistance selecting a software that will help simplify and streamline the performance management process we can help! Reach out to our HR suport or schedule a consultation.

    • Define the Problem: Clearly state what areas of performance need improvement.

    • Set Objectives: Create specific, measurable goals for the employee.

    • Provide Support: Offer coaching, resources, or training.

    • Monitor Progress: Set a timeline and hold regular check-ins to review progress.

    • Evaluate: At the end of the PIP, determine if the employee has met the expectations, or if further actions, such as reassignment or termination, are needed.

    • Template: Use the PIP template provided in our forms section.

  • Break down the company’s strategic goals into departmental and individual objectives. Communicate how each employee’s role contributes to the overall mission of the company. Use OKRs (Objectives and Key Results) to ensure alignment.

  • A 360-degree review involves gathering feedback from an employee’s peers, subordinates, and supervisors, providing a holistic view of performance. It helps identify strengths and areas for improvement from multiple perspectives, giving the employee a fuller picture of their performance.

  • There are several methods to track attendance, including manual timesheets, punch clocks, or digital tools. Many companies use time-tracking software like Toggl, Clockify, or integrated HR platforms like BambooHR or Gusto to automate attendance tracking and monitor time-off requests.

  • A time-off policy outlines the procedures for taking vacation, sick days, leaves, and other forms of absence. To create one, define the types of leave allowed, how much time employees are entitled to, and how they should request time off. Make sure the policy complies with local labour laws.

    Reminder: You can find customizable time-off policy templates in your subscription plan for guidance.

  • Address lateness and absenteeism with a clear attendance policy. Start with a discussion to understand any underlying issues and offer support if necessary. If the behavior continues, implement disciplinary actions as outlined in your policy, including verbal or written warnings, or further steps if needed.

    Reminder: Refer to your subscription's disciplinary policy templates for managing absenteeism effectively.

  • Encourage employees to submit leave requests as early as possible. Use a standardized process (e.g., a form or online request system) and establish clear approval guidelines. Be fair and transparent when approving or denying leave to avoid confusion or dissatisfaction.

    Reminder: Use the leave request forms in your subscription plan for consistent and organized submissions.

  • Paid leave allows employees to take time off while still receiving their regular salary, such as for vacations, sick days, or holidays. Unpaid leave is time off where employees do not receive pay, often used for extended personal leave or emergencies when paid leave is exhausted.

  • Compliance depends on your location but typically involves adhering to wage and hour laws, tracking overtime, providing breaks, and ensuring proper documentation of time worked. Be aware of the local labour laws (such as the Act Respecting Labour Standards in Quebec) (also refer to the CNESST) concerning minimum wage, paid leave, and overtime regulations.

  • Overtime is generally calculated as any hours worked beyond the regular 40-hour workweek, and is often paid at 1.5 times the regular hourly rate (known as "time and a half"). Ensure you are compliant with local overtime laws and that employees understand your overtime policy.

    For additional information please refer to the guide on managing overtime.

  • For flexible or remote work schedules, use clear guidelines for start and end times, breaks, and availability expectations. You can use time-tracking software to monitor hours worked and ensure that employees are meeting their required hours without micromanaging.

    Alternatively, you can specify when employees are expected to be available (e.g., during your core business hours) and otherwise just ensure they meet their objectives without having them log hours.

    It is recommended to have a policy in place to ensure everyone is alligned with expectations.

    Reminder: For assistance with managing remote work policies, please refer to the templates in your subscription plan.

  • A time clock policy outlines how employees should clock in and out of work. It should cover expectations, including clock-in times, break tracking, and penalties for failing to clock in/out properly. A clear time clock policy helps ensure that payroll is accurate and that employees are accountable for their time.

    Reminder: Please refer to the templates in your subscription plan.

  • If there is a discrepancy, address it immediately. Compare employee-reported hours with the records from your tracking system. Speak with the employee to understand the situation and resolve any issues. If needed, update the records or policies to prevent future discrepancies.

  • Accurate attendance records are vital for ensuring fair pay, complying with labour laws, and managing productivity. They also provide data for managing absenteeism, identifying potential issues, and evaluating overall employee performance.

  • To avoid conflicts during busy periods, establish a clear process for holiday requests. Encourage employees to submit requests well in advance and consider using a first-come, first-served or rotational system to handle popular dates fairly.

  • These situations should be handled on a case-by-case basis, and it’s important to understand why the employee is consistently late or absent. For example, an employee who has always been a high performer may suddenly be late or absent due to issues like work-related conflicts, health problems, or family concerns. Take the time to understand the cause before determining the next steps

    In all cases, it is important to document every violation and address it with the employee promptly. Start with a discussion and provide a warning if needed. If the issue continues, escalate disciplinary actions as outlined in your company’s policy.

  • Common causes of conflict include:

    • Miscommunication or lack of communication

    • Differences in work styles or personalities

    • Competing interests or goals

    • Role ambiguity

    • Unresolved past issues or misunderstandings

  • Signs of conflict include tension between team members, increased absenteeism, reduced collaboration, avoidance behaviours, or sudden drops in productivity. Pay attention to body language, communication breakdowns, or emotional outbursts during meetings.

    • Step 1: Meet with each employee individually to understand their perspective.

    • Step 2: Bring both parties together to discuss the issue in a neutral and calm setting.

    • Step 3: Encourage open communication, listening, and understanding.

    • Step 4: Guide the conversation toward finding a mutually beneficial solution.

    • Step 5: Follow up to ensure the solution is being implemented and tensions have eased.

  • If employees refuse to engage in conflict resolution, escalate the issue by involving HR or higher management. In some cases, mediation by a third party may be required. Ensure the employees understand the consequences of continued conflict, such as disciplinary actions, but also emphasize the benefits of resolution.

    Please reach out to HR support if you need assistance. These situations should be handled carefully.

    • Stay Calm: Approach the situation with professionalism and neutrality.

    • Listen: Give the employee an opportunity to express their concerns fully.

    • Acknowledge: Show empathy and acknowledge their feelings or frustrations.

    • Collaborate: Work together to identify a solution that addresses the issue while maintaining respect for each other’s perspectives.

    • Early Intervention: Address conflicts as soon as they arise. Letting issues fester can worsen tensions.

    • Open Communication: Foster a culture where employees feel comfortable discussing concerns before they turn into conflicts.

    • Set Clear Expectations: Ensure that roles, responsibilities, and goals are clearly defined to avoid misunderstandings.

    • Offer Training: Provide conflict resolution and communication training to employees and managers.

    • Facilitate Group Discussion: Bring the team together to discuss the issue openly in a structured and respectful environment.

    • Define the Problem: Clarify the source of conflict and let everyone share their perspective.

    • Encourage Collaboration: Focus on finding solutions that benefit the entire team, emphasizing cooperation and compromise.

    • Document Outcomes: Ensure that agreements and next steps are documented to prevent misunderstandings and future conflicts.

    • Identify the Impact: Determine how the conflict is affecting the team’s performance.

    • Address the Conflict Directly: Speak with the employees involved and explain the specific ways the conflict is disrupting the team’s productivity.

    • Find a Resolution: Collaboratively work toward a solution that allows work to proceed without disruptions.

    • Monitor Progress: Keep an eye on the team’s performance post-resolution to ensure the conflict does not reoccur.

  • Conflicts involving sensitive issues require immediate attention and often need to be escalated to HR. Investigate thoroughly, ensure privacy and confidentiality, and follow company policies and legal guidelines. Handle the situation with care and take appropriate actions based on the findings.

    Please contact HR support for guidance with these sensitive matters.

    • Stay Objective: Focus on facts, not opinions or emotions.

    • Listen Actively: Give each party an equal opportunity to speak.

    • Avoid Bias: Don’t take sides or make assumptions. Ensure your tone and language remain neutral.

    • Facilitate Discussion: Act as a mediator to guide the discussion rather than imposing solutions.

    • Conflict of Interest: If you don’t feel like you have the ability to remain impartial, it’s important that you defer to someone else to handle the situation, such as a colleague or HR representative.

    • Check-in Regularly: Meet with the employees involved to ensure that the conflict remains resolved and that there are no lingering issues.

    • Monitor Team Dynamics: Watch for signs of improved collaboration and communication.

    • Provide Support: Offer ongoing support if needed, such as training or counseling, to help employees maintain positive relationships.

  • In Quebec, HR legal compliance refers to adhering to provincial laws and regulations that govern employment practices. This includes:

    Employment Standards:

    • TheAct respecting labour standards (Loi sur les normes du travail - LNT)

    • Covers minimum wage, working hours, overtime, paid leave, and termination requirements.

    Pay Equity:

    • The Pay Equity Act (Loi sur l'équité salariale)

    • Ensures pay equity between men and women performing work of equal value.

    Occupational Health and Safety:

    • TheAct respecting occupational health and safety (Loi sur la santé et la sécurité du travail - LSST)

    • Governs health and safety standards, hazard prevention, and accident reporting in the workplace.

    Workers’ Compensation (CSST):

    • Act: Act respecting industrial accidents and occupational diseases (Loi sur les accidents du travail et les maladies professionnelles - LATMP)

    • Provides compensation for workplace injuries and occupational diseases.

    Privacy and Data Protection:

    • TheAct to modernize legislative provisions as regards the protection of personal information (Law 25)

    • Governs the collection, use, and protection of personal information, including employee and customer data.

    Harassment in the Workplace:

    • The Act respecting labour standards (LNT) & Bill 42

    • Regulates the prevention and handling of psychological and sexual harassment, with confidentiality requirements for reporting.

    Human Rights and Discrimination:

    • The Charter of Human Rights and Freedoms (Charte des droits et libertés de la personne)

    • Prohibits discrimination based on race, gender, age, religion, disability, etc., in employment.

    Language of Work:

    • The Charter of the French Language (Loi 101)

    • Requires French to be the primary language in the workplace.

    Termination of Employment:

    • The Act respecting labour standards (LNT)

    • Governs rules regarding termination notices, severance pay, and dismissal procedures.

    • The Civil Code of Quebec also applies in cases of wrongful dismissal, notice periods, and obligations related to the employment contract.

    Temporary Foreign Workers and Immigration:

    • The Immigration and Refugee Protection Act (Canada) & Quebec Immigration Act

    • Governs the employment of temporary foreign workers and compliance with immigration regulations.

    Workplace Pension Plans:

    • The Supplemental Pension Plans Act (Loi sur les régimes complémentaires de retraite)

    • Regulates employer-sponsored pension plans in the private sector.

    Workplace Equity (Federal for Certain Industries):

    • The Employment Equity Act (Loi sur l'équité en matière d'emploi)

    • Ensures employment equity in federally regulated industries.

    Workplace Safety Committees and Prevention Programs

    • An Act to modernize the occupational health and safety regime (Bill 59)

    • Mandates safety committees and the implementation of prevention programs.

    Workforce Development

    • The Act to promote workforce skills development and recognition (Loi favorisant le développement et la reconnaissance des compétences de la main-d'œuvre)

    • Requires employers with a payroll over $2 million to invest 1% of their payroll in training and skills development or remit the shortfall to the government fund.

    • Written Contracts: Employment contracts in Quebec should clearly state the terms of employment, including salary, job duties, and duration if applicable. Both parties should sign and retain copies.

    • Language Requirements: Contracts must be offered in French unless the employee requests an English version.

    • Recordkeeping: Quebec law requires that employment records, including payroll, time worked, and employment history, be maintained for at least 3 years after the end of employment.

    • Occupational Health and Safety Act (OHSA): Employers must provide a safe working environment, proper safety training, and equipment. Regular inspections are required to maintain compliance with workplace safety standards.

    • CNESST: Quebec’s CNESST governs workplace safety and workers’ compensation. All workplace injuries must be reported to CNESST, and employers must ensure employees are protected in case of accidents.

    • Prevention Program: Workplaces with 20 or more employees must have a formal prevention program in place to identify risks and implement corrective measures.

    • Psychological Harassment: Law 42 requires employers to prevent and address psychological harassment in the workplace. This includes repeated or hostile behaviour that affects an employee’s dignity or integrity.

    • Workplace Civility: Employers must promote civility in the workplace and prevent behaviours that could escalate into harassment or violence.

    • Policy on the Management, Prevention, and Reporting of Sexual and Psychological Harassment:
      Employers are required to establish and enforce a policy that addresses sexual and psychological harassment in the workplace. This policy must clearly include a definition of sexual violence, outline procedures for reporting incidents, and provide guidance on supporting victims. The policy should ensure confidentiality, non-retaliation, and a formal response process.

    • Prevention Plans: Employers are obligated to implement and communicate a formal prevention plan that addresses harassment, violence, and incivility. This plan should include clear procedures for filing complaints, investigating incidents, and supporting victims.

    • Training Requirements: Law 42 encourages employers to provide training to employees and managers on recognizing and responding to psychological harassment and violence.

  • 1.Notice of Termination:

    When terminating an employee without just cause, employers must follow the notice or compensation requirements under both the LNT and the Civil Code of Quebec.

    LNT Requirements: Under the LNT, the minimum notice periods are:

    • 1 week for employees with 3 months to 1 year of service.

    • 2 weeks for employees with 1 to 5 years of service.

    • 4 weeks for employees with more than 5 years of service.

    Civil Code Requirements: Employers must provide reasonable notice or equivalent compensation, which is proportional to factors such as:

    • Length of service: The longer the employee’s tenure, the longer the required notice.

    • Employee’s role: Senior or specialized employees may require more extended notice periods.

    • Age: Older employees may be entitled to longer notice as it may take them more time to find comparable employment.

    • Availability of comparable employment: The ease or difficulty the employee may face in securing new employment.

    If the LNT sets a minimum standard, but the Civil Code would require more notice based on these factors, the employer must provide the greater of the two.

    Compensation in lieu of notice: If notice is not provided, the employer must offer compensation equal to what the employee would have earned during the notice period, including all benefits, commissions, and other forms of remuneration.

    2.Just Cause:

    Termination must be for a valid reason, such as poor performance, misconduct, or economic reasons. Employers should be cautious when terminating an employee for just cause, particularly for performance-related issues, as the burden of proof lies with the employer.

    Burden of Proof: When terminating an employee for just cause, especially for performance-related reasons, the employer must be able to demonstrate that:

    • The employee was made aware of the performance issues.

    • The employee was given reasonable opportunities to improve.

    • Progressive disciplinary actions were taken, if applicable.

    If these steps are not clearly documented, a claim for unjust dismissal could be filed by the employee.

    Legal Consultation: It is not advisable for employers to terminate an employee for just cause, particularly for performance issues, unless they have first consulted with a legal expert to ensure that all necessary steps and documentation are in place. Failure to do so may result in legal action, as employees with more than 2 years of service can file a complaint for unjust dismissal under the Act respecting labour standards (LNT).

    With Just Cause: Termination for just cause (e.g., gross misconduct or serious offenses) does not require notice or compensation, but the employer must still be able to provide evidence to support the claim.

    3.Final Pay:

    The final payment must be provided promptly, and it includes:

    • Accrued vacation pay: Any unused vacation must be paid out.

    • Other entitlements: This includes any outstanding wages, commissions, or benefits the employee is entitled to at the time of termination.

    Final pay must be delivered on the day of termination or within a few days, as specified by Quebec labor laws.

    4.Record of Employment (ROE):

    Upon termination, the employer must complete and submit a Record of Employment (ROE) to Service Canada. This document is essential for the employee to access employment insurance (EI) benefits and should be submitted within five days of the employee's last day of work.

Employee

Onboarding

Performance Management

Time and Attendance Management

Conflict Resolution

Legal Compliance