CANADIAN TERMINATION & SEVERANCE PRACTICES – PART 2

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In our previous blog, we discussed a survey by VF Career Management on Termination & Severance Practices In Canada (2016), which was presented at an event hosted by Verity on September 30, 2016.

In this blog, we will discuss another presentation from that event by guest Speaker Madeleine Loewenberg, co-founder of Loewenberg Psarris Workplace Law LLP.  Madeleine reviewed some of the statutory and case law in Ontario regarding notice of termination and severance pay.  In the process, she also responded to questions from the attendees which reflected specific real-world concerns.  The following are only selected points from Madeleine’s well-considered review of the law. Read more

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Termination & Severance Practices In Canada: Part 1

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While there is plenty of anecdotal evidence about how organizations deal with issues of termination and severance, VF Career Management, Verity’s national partnership, has gone one step further by gathering survey data from over 270 Canadian organizations of varying sizes and involved in all industries: Termination & Severance Practices In Canada (2016).

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More than Good Intentions: Resolutions to Keep in 2016

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Despite the fact that many people feel as if September marks the true beginning of a “new year” in the sense of returning with fresh energy to work or to one’s studies after a relaxing summer vacation, January is still the time when people traditionally form new year’s resolutions.

On a personal front, we may resolve to become more fit, to read more “serious” books, to spend more time with family and friends, or to finally clean out the basement. The resolution bug usually hits around January 1st but, with the possible exception of one or two positive new habits which may be formed, by February or March our busy lives overtake our good intentions and it is business as usual once again.

Business as usual may be the preferred option for those of us who would just as soon put off eating more vegetables or going to the gym, but it is not a sound option for any organization that aims to stay on the competitive cutting edge in its field. Business leaders know that good intentions are never enough. Read more

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Six Practical Steps to Avoid Workplace Age Discrimination (Part 2)

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In the previous blog on how to show good judgement by preventing age discrimination in the workplace, these three tips were covered: (1) define age discrimination, develop a policy and distribute it to all employees; (2) emphasize your policy’s importance by having senior leaders facilitate training sessions; and (3) nurture a culture of non-discrimination, support and mutual respect. We continue with a few more tips. Read more

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Six Practical Steps to Avoid Age Discrimination in the Workplace (Part 1)

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The word “discrimination” has what seems like conflicting definitions.  It can mean the unjust or prejudicial treatment of people on grounds such as their age.  But it can also mean having the ability to exercise good judgement and taste.  If one considers that engaging in discrimination based on older age reflects both prejudicial treatment and bad judgement, then the definitions can be easily reconciled.

The following are three practical tips on showing good judgement by preventing age discrimination in the workplace.  A few more suggestions will be addressed in the next blog.  More detailed discussions regarding legislative and regulatory requirements are left for another time (though the tips will help to meet such obligations).

The aim is to enhance everyone’s experience in the workplace.  The increase in the average age of the overall workforce makes age discrimination a critical issue for most organizations.  Since aging is inevitable, younger employees also have a stake in the matter.  Young workers may also have parents or other people in their life who are dealing with getting older while still working.  (The issue of discrimination based on youth, while possibly less of a problem in the workplace, is something that may be considered in a future article). Read more

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Succession Planning and Transparency (Part 2) — Why You Should Inform Employees of Their Part

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The first part of this series examined some reasons why organizations might not want to let employees know about their part in a succession plan, but it also discussed how the potential negative consequences of disclosure can be avoided or lessened.  This installment will examine the reasons for telling employees about their part in a succession plan. Read more

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Succession Plan Transparency (Part 1) — Why Not To Inform Employees of Their Part

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Organizations tend not to disclose details of their succession plans or inform individual employees that they may be chosen to take on critical roles in the future.  The discussion below examines a number of reasons why organizations elect not to inform candidates about their part in the succession plan.  However, the discussion also touches on how the potential negative consequences of disclosure can be avoided or lessened.

A subsequent installment, “Succession Plan Transparency (Part 2): Why You Should Inform Employees of Their Part”, will examine the reasons why companies should tell employees about their part in the succession plan. Read more

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Be part of Verity View : New perspectives on leadership, talent management, career development and workplace trends‎

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We live and work in an exciting but challenging world where rapid change seems to be the only constant. When you have been in business for over 30 years, as Verity International has, you have been on an incredible journey. One thing that has not changed, however, is Verity’s desire to create opportunities to learn, share, and explore for its customers, valued partners and others.

As such, we at Verity invite you to join us as we carve another path in our journey by initiating a blog and through it a regular ongoing conversation with you. Our intent is to create a contemplative and thought-provoking space where you can take a few moments away from the hectic pace of your everyday work life to examine a variety of topical issues.

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