HR DEPARTMENT METHODS TO SUPPORT CORPORATE STRATEGY

1. Diversification - Innovation comes from diversification. Developing new products in new

markets can be a riskier strategy because it is an unknown marketplace. However, it
depends on the organization's innovation and strategy as to how to take the business
forward. E.g., Austin might be a newer market, but it also does have a wide range of
people compared to Canada, which can help establish the system.
2. Pools of Talent - Before beginning to recruit in a country, the HR Department of DLI
may conduct research on the labour force of Texas. They may discover applicants with
different educational backgrounds and talents than those seen in Toronto.
3. Labor markets - Human resources professionals should become familiar with various
countries' labor participation and unemployment statistics. They need to know whether
the labour market is tight, slack, or in the middle. To attract top talent in tight labour
markets, recruiters may target passive job seekers and offer more competitive
compensation and benefits packages.
4. Legal requirements - Local laws must be followed during recruitment and hiring. HRs
are likely familiar with anti-discrimination laws in Toronto, for example, but anti-
discrimination laws in Texas may include additional provisions or protected groups. The
US can also impose legislative restrictions on an employer's capacity to perform
background checks or impose pre-employment screening requirements.
5. Payroll Processing - Payroll administration in a new country can be challenging. It
entails adjusting to a new currency. HR professionals must be aware of any payroll
requirements, including when and how employees should be paid, as well as data
privacy laws that govern how employees' personal banking information is handled for
direct deposit.
6. Cross-linguistic communication - HR professionals should discover ways to connect
their teams through various communication platforms. Global teams who communicate
digitally rather than in-person face increased communication issues, even if they all
speak the same language (GlobalizationPartners, 2021). However, as the business world
embraces remote work models more and more, a slew of new tech tools is developing to
help teams interact successfully and efficiently, regardless of their geographical
distance.
7. Employee Development and Support - Due to varying educational and professional
opportunities, workers in other markets (Texas) may have diverse skill sets. It's a good
idea to do some study on the academic backgrounds and qualifications that applicants
are likely to have and what they aren't expected to have before employing in a country.
This can help HR plan to fill in the gaps with initial training and follow-up support.
8. Culture clashes to overcome - If HR wants to develop good cross-cultural relationships
with international employees, they must first learn the underlying standards of etiquette
and common communication methods of the culture. Everything from hiring processes to
workplace dispute resolution must take cultural considerations into account.
9. Compensation and benefits administration - HR must ensure that compensation
offers to fulfill minimum wage standards and that benefit packages meet legal
requirements for paid time off, pensions, and anything else covered by international
labour regulations. HRs must be aware of employees' perks based on local culture. The
cost of living in the area where employees live should be considered by HR. Even if the
HR department is aware of US compensation and benefits regulations and practices,
they may overlook other industry-specific norms. It's critical to be informed of these
industry standards.
 MANAGEMENT AND UNION RELATIONS

The difficulty of union-management interactions is a subject of discussion. According to Keith

McCown, Labour and Employment Lawyer, managing in a unionized environment isn't all that
difficult (K., McCown, 2017).

MANAGEMENT PROPOSAL
 Digital Learnings Inc. will review forms regarding feedback and analysis concerning the
proposal to establish the employees' viewpoints and opinions. (SHRM, 2022).
 The management can communicate with the Union and ask for any feedback for all main
concerns.
 The Union can pinpoint any disagreements and settle agreeable outcomes for both
parties concerning any disputes.
 If there is any lack of HR policies and absenteeism, Digital Learnings Inc. will
demonstrate efficiencies in a timely and reasonable manner.
 At Digital Learnings Inc., we foster harmonious working relationships with employees
and provide training methods to improve the overall performance of the employees that
will help us in the long-term for growth.
 Our company will utilize the collective agreement's management clause by making
decisions in the company's interest (Mayhew, 2022).

THE UNION
 Digital Learnings Inc. ensures all required training and requirements for our organization
will be certified instructors.
 Furthermore, the marketing department proposes that only certified instructors be
appointed and permitted to deliver all training sessions.
 All uncertified/unlicensed instructors must go through accreditation and training.
 Digital Learnings Inc. will ensure that the Union has minimal objection by enduring the
collective agreement.

THE UNION'S ROLE

 The Union will make inquiries about future changes and possible impacts on employees.
 As soon as the Union is aware of the crucial components of our growth strategies, they
may direct their opinions and possibly counteract our proposals.
 The Union takes any accountability for the assistance of their members and will make
sure that their members can cope well with any proposed changes for the organization.
 The Union will assist Digital Learnings Inc. in communicating the propositions of policies
to staff members and work in partnership with management.

How to involve the Union without giving up DLI's management right to run the company?
 Tell it like it is.
In union-management relations, one of the most crucial aspects is trust. Deals are
impossible to complete without trust, and trust necessitates honesty. DLI should work on
never jeopardizing its credibility.
 The place is run by management.
 Although the Union would not manage the DLI, and they do not need to obtain
permission from the Union to do anything, some workplaces have this wholly reversed.
Although tact, thoughtfulness, and awareness of the Union's role remain crucial,
management controls the situation.
 Maintain a constructive attitude.
DLI has the right to expect proper performance and a workplace free of substantial
interference with getting work done at all times.
 It's crucial to have good communication with the Union.
It is always better to consider labour relations and then ask how the Union leadership will
react and what they may reply to.

HR POLICIES

1. ATTENDANCE MANAGEMENT POLICY

Digital Learnings Inc. is committed to fostering excellent harmonious working relationships with
the employees. DLI recognizes the importance of the employees' contributions to the company's
success. DLI's goal to implement the Attendance Management Policy (AMP) will be fair and
consistent. DLI emphasizes the responsibility of all employees to attend work daily.

Key Principles
 As a responsible employer, DLI provides three days of paid sick leave due to personal
illness, injury, or medical emergency as required by the ESA. (Ontarioca, 2022).
 We believe that efficiency and constant attendance are essential for our mutual growth.
 We emphasize the responsibility of every employee to attend work regularly, except when
employees are ill, disabled, or injured.
 We deliver guidelines and procedures for attendance improvement.
 We assist and train managers and supervisors by helping them manage employees'
attendance reasonably and consistently.

Employees absent for legitimate reasons (such as loss of immediate family members, military or
jury duty, or other ESA requirements) will receive assistance. This support extends to the
following:
1. 'Personal Leave' for necessary absences not caused by sickness.
2. Ability to take their annual leave flexibly.
3. Sick pay will be valid only for a fixed number of sick days.
4. Rehabilitation support in cases of attendance policy long-term sickness (WSIB, 2022).

DLI will assist employees who adhere to work guidelines by offering flexible working hours.
If an employee is physically or mentally ill, DLI will notify an occupational health officer. The
officer will counsel the employee and their supervisor on enhancing the employee's physical
and emotional health. (Ministry of Labour, 2022).

DLI maintains the confidentiality of any records related to our employees' absences and
illnesses. As a result, this policy shall adhere to the Personal Health Information Protection Act
(PHIPA) (Ipc. ON, 2021).
DLI will negotiate with the union under collective agreement to decide which leaves of absence
with or without pay must be provided, and the extent to which leaves must exceed the minimum
law requirements.
 Employee Responsibility
 DLI has a no-call no-show policy. It requires that employees who are going to be away from
work should notify their supervisor at least 24 hours in advance. (C. Beasley, 2021).
 Attend work regularly and fulfil their obligations/duties during their scheduled hours.
 Provide medical documentation to support absenteeism when asked by the company.
 DLI will not tolerate absences that cannot be supported by documentation. If the cause for
the leave is not provided or is considered inadequate, DLI shall take appropriate disciplinary
action.

Managers/Supervisors
 Communicate the benefits of regular attendance at work by implementing group meetings
with employees.
 Ensure that all employees in your department are aware of the AMP.
 Apply this policy fairly and consistently.
 Recognize and celebrate excellent attendance.

Calculation of Attendance Infractions

Policy violations will be assigned points, and appropriate action will be taken when the number
reaches a particular threshold of 21 points.

When keeping attendance records at DLI, we use the following point system:
 1 point: Absent with call
 3 points: Absent with no call
 2 points: Tardy
 1.5 points: Early departure
 4 points (over 30 minutes): Late return from lunch or break

Disciplinary Action/Attendance Letters

The absence calculation system is based on a point system, in which employees receive points
for violations of the attendance policy. Any absences without approval will lead to disciplinary,
including termination. Attendance letters will be produced twice a year for all employees who
exceed Digital Learning Inc. standards. Our standard is 40 hours or five incidents or
absenteeism in any six-month review period. If employees' hours or incidents are more
significant than our standard, they are placed in our AMP Program. The AMP will be using four
attendance letters and implementing these letters by the seriousness of poor attendance.

The disciplinary actions are as follows:

 Step 1 Verbal Warning Letter: 7 points. Points/Letter issued is a general discussion
between a manager/supervisor and an employee. An employee is advised that
assistance is available to support anytime.
 Step 2 Written Warning Letter: 10 points. Points/Letter issued is a discussion between
a manager/supervisor and an employee regarding the employee's ability to attend work
and points accumulated. Manager/supervisor schedules appointments with our Health
Services Coordinator.
 Step 3 Meeting with Manager/Supervisor Letter: 14 points: Points/Letter issued is
the final notice letter. The employees' attendance and history will be reviewed and
noticed regarding the possibility of termination.
 Step 4 Termination Letter: 21 points. Due to excessive absenteeism and points
accumulated under our AMP, the employee will be terminated.
At the beginning and end of each shift, as well as during lunch, we give our employees a 10-
minute wait break. Any absence that lasts more than ten minutes will be considered delinquent.
If employee absenteeism/points improve after the six-month review period, our employees will
drop to zero points in the AMP Program.

Exceptions to the Attendance Policy

Absence because of bereavement, jury duty, military duty, pregnancy and parental leave, family
responsibility, child death, crime-related child disappearance, family caregiver, critical illness,
declared emergency, infectious disease emergency, domestic or sexual violence, organ donor,
reservist leave, and public holidays are exempt from disciplinary action (Ontarioca, 2022).

2. PERFORMANCE MANAGEMENT POLICY

Performance Management Policy (PMP) aims to end DLI's dysfunctional practice of

performance appraisals only when problems arise in the workplace. This policy will introduce a
regular and dynamic performance management process to improve employee performance and
productivity. The PMP is not a substitute for discipline: It is a tool for monitoring and measuring
specific unsatisfactory performance and behaviours to adjust behaviour.
The PMP has multiple goals:
 Advise an employee that their performance or behaviour is inadequate.
 Determine the reasons behind poor performance/behavior.
 Clearly state what is undesirable about the Employee's performance.
 Define clearly what the Employee is expected to do in the future.
 Give a clear warning that neglect to correct performance/behavior will have negative
consequences.

Drafting the PMP - Checklist

1. Identification of the performance problem. Determine whether the issue is performance (job
responsibilities, tasks, mastering skills) or behaviour. If there is more than one, please list each
one separately. Define each performance area such as presentation skills in Online training,
eLearning webinars, Customer on-boarding, or problem-solving skills in telephone support.
Please explain why the employee's performance or conduct is a cause for concern and how it is
affecting the workplace clearly and concisely. Support any cause with the recent client survey
results and management problems from DLI management meeting findings.

2. Explanation of what needs to change for each existing problem, as well as the benchmarks
against which the identified performance or behaviour will be tested. Identify precise and
measurable steps. Define expectations in detail and be sure that the employee understands
them. Ensure that results/goals to be achieved should tie to the DLI's corporate strategy/goals
and should be SMART (specific, measurable, attainable, relevant and time-bound) (D., Dorsey,
2017). For example, result expectations for a trainer might be: Successfully train client X to the
Knowledge base within 3 days, complete Customer onboarding by 5 hours, increase client
satisfaction by 10% within 2 months, or decrease critical incident response time from 4 hours to
3 hours (E., D., Pulakos, 2004). Ensure expectations are acceptable and attainable within the
time frame set for each employee. Engage in a dialogue about how the employee can improve
until the next meeting. This step is crucial to making employees feel that DLI management
appreciated their contribution.
3. The duration of the PMP and schedule periodic reviews. Determine a feasible schedule for
achieving the desired change in performance/behavior in each PMP's areas. Depending on
progress, the PMP duration could range from 1 to 4 months (per quarter). Document current
weaknesses or progress towards desired outcomes every month. In addition to formal PMP
review meetings, supervisors should maintain active contact with employees through regularly
scheduled daily/weekly meetings. If employees are updated at regular intervals, they will better
know how their job connects to DLI's organizational goals and will be more invested in the
outcome (Northeastern University, 2021). They are less likely to assume that their qualifications
will allow them to shift to other jobs effortlessly. It will increase their loyalty and engagement.

4. The resources available to help the employees. It may be able to set up mentoring or job
shadowing opportunities with other employees. Ask the employees what resources they believe
will be helpful. There may be no resources available depending on the areas that need
improvement, but the HR Team can always help.

5. What will happen if performance does not improve? If the standards mentioned are not met,
the employee should be aware of the implications. Long-term implications could include an
extension of the PMP for a set period or a formal step in the disciplinary process (S., Lauby,
2014).

Note: The PMP document is confidential and must be stored by the supervisor. Documentation
identifying improvement and/or persistent problems must be included in the file. Before each
official review meeting, give an updated copy of it to the employee.

Implementing a Performance Improvement Plan

Following the completion of the checklist, the supervisor should meet with the employee in
person or online. This process would include three stages:

• Before the meeting. Start by investigating the performance problem, gathering information,
analyzing the situation, and discussing the matter with superiors and HR (Refer to the above
checklist at all times). Before the meeting, go over the final PMP with HR.

• During the meeting. During the meeting, keep the focus on the job rather than personal and
try to include the employee as an active participant. Include any areas of outstanding
performance in the discussion. Obtain feedback from employees on how they perceive their
performance (S., Florentine, 2016). Go over every aspect of the PMP with the employee. Make
sure the employee understands the importance of the meeting. Give positive feedback to help
the employee realize how he or she is performing and what management expects from. Address
poor performance/behavior and its impact on DLI's corporate goals. Allow time for dialogue and
feedback with the employees to ensure that they grasp the PMP plan.

• After the meeting. Keep in mind that positive PMP outcomes will take time. It's critical to treat
the employee fairly and consistently. Allow for flexibility and the ability to change it as needed.
Schedule formal review sessions with the employee regularly, and before each meeting, update
the PMP by noting performance under each defined performance area (S., Florentine, 2016). In
the PMP, make progress notes with the date and a brief explanation of examples of progress
and areas for improvement. Keep HR aware of any changes in performance or behavior. The
supervisor, in cooperation with HR, must then evaluate if the progress was satisfactorily
achieved or what extra steps will be taken at the end of the PMP period.
 3. SEPARATION POLICY
DLI's Separation policy applies to all employees, and different procedures must be followed by
management during various types of employee terminations. DLI shall pursue all legal rulings
surrounding employment termination/separation and avoid implied contracts by providing legal
papers in all places available.

I. Voluntary Terminations
It occurs in the following circumstances when:
• An employee delivers a written or verbal notice of resignation.
• The completion of the current agreement and signing the new agreement
• An employee's intent to take a break from working or retire.
• Absence from work is more than three consecutive workdays and fails to inform supervisors.

Procedures for Voluntary Terminations

• The Employee may resign from their position by providing DLI with two weeks' written notice
before resignation. The Letter of resignation must be submitted to the department manager or
supervisor. (S., R., Ball, 2021).
• The HR department will be notified about the resignation by sending a copy of the resignation
letter and any necessary information, including the reason, and the last day of work.
• The separation process will be coordinated by the HR department.

II. Involuntary Terminations

Termination with Cause: DLI may terminate employment for just cause at any time, with or
without notice, pay in place of notice, severance pay, or other responsibility, other than any
notice, pay in lieu of notice, or severance required by the ESA and collective agreement.
(ServiceCanada, 2021). Reasonable termination includes, but is not limited to:
i. a severe infringement of the Employment Agreement or DLI's policies on employment;
ii. performance standards that are unacceptable;
iii. dishonesty, theft, and providing false information on a job application (T., Mitchell, 2019);
iv. cause workplace aggression and violence;
v. intentional misuse, abuse, or destruction of DLI's property;
vi. inappropriate behaviour on DLI's property or software at other locations;
vii. harassment of DLI employees or other individuals associated with DLI's client (A.,
Monkhouse, 2021);
viii. willful disobedience to orders or insubordination;
ix. chronic, unjustified tardiness, absence, or inability to report for work
x. workplace intoxication or impairment;
xi. specific or off-duty behaviour that jeopardizes DLI's or the client's reputation, morale, or
services;
xii. any behaviour that would provide cause under common law.

Termination without Cause:

Employee entitlements will be limited to those required by the ESA and collective agreement
(P., White, 2021).
Procedures for Involuntary Terminations
1. The Employee's manager must request a termination review from HR.
2. The Employee's manager and an HR representative will notify the Employee after the review
is completed and if the dismissal is required.
3. The Employee's manager will notify HR's last day of work and payroll.
4. DLI may terminate the employment at any time before the end of the contract and in its own
responsibility by providing the Employee with written notice and/or pay in lieu of notice (S.,
Rudner, 2021). During the statutory notice period required by the ESA, the Employee will
continue to be entitled to any such employment-related benefits. Only the Employee's minimal
entitlements to notice/Termination Pay and Severance Pay (if applicable) as required by the
ESA and collective agreement would be provided. The Employee's entitlements will be
determined following the ESA's standards if Termination Pay is granted.

5. There is no notice period or severance pay for terminations for cause.

III. Probation Period: During the three-month probation period, either DLI or the Employee may
terminate the employment agreement without notice (S., R., Ball, 2021).

IV. Final Pay: Following employment regulations, an employee who is terminated, whether
voluntarily or involuntarily, will be paid through their last day of work, plus any unused paid time
off or other arrangements by DLI. In the situation of an employee's death, the employee's final
salary will be provided to the deceased employee's estate or as otherwise required by the law.

V. Insurances: Any insurance coverage terminates on the final day of the month they quit or
get fired. Employees must pay their share of the insurance premiums until the end of the
month.

VI. Eligibility for Rehire: Employees who leave DLI in good standing and provide reasonable
notice may be considered for rehire. Former employees must go through the standard
application and hiring processes and meet all of the position's minimal qualifications and criteria,
including any mandatory qualifying exam. Employees who are terminated involuntarily by DLI
for cause or who resign in lieu of termination are ineligible for rehire. Employees who leave
without giving appropriate notice or abandon their jobs will not be considered rehire.

VII. Exit Interview: An employee who voluntarily resigns will be contacted by the HR
department to schedule an exit interview on the person's last day of work.

VIII. Social Media and Online Presence: If the employee's employment with DLI is terminated
for any reason, the employee must update any online profiles, websites, or other directories
within 20 days to prove that DLI no longer employs them.

Return of Company Property and Sensitive Information: Upon termination, all DLI property
in the employee's possession, including any DLI confidential information, must be returned to
DLI. As a result of the employee's failure to return DLI's property, DLI may seek all damages
available under law. All appropriate digital copies of DLI property will be deleted or destroyed
from any electronic storage media in the employee's possession, including confidential
information.

IX. Temporary Layoffs: Although DLI hopes that this would not be necessary, DLI reserves the
right, following with the ESA and collective agreement, to temporarily lay off the employee. A
temporary layoff is not considered a termination of employment until determined to be so under
the ESA or collective agreement.
 IMPLEMENTATION OF THE HR POLICIES

At Digital Learnings Inc., policies and procedures will be written to incorporate the operational
activities of our organization. Our policies will be noted with realistic expectations by provincial,
state, and federal legislation when applicable.

At Digital Learnings Inc., we will be having a process for new policy implementations that has to
be reviewed and processed for approval.
 Human Resources: We will introduce attendance policies (two more policies) to our
business owners by presenting analysis and metrics of employee attendance that
adversely impact our organization. By supporting lost company revenue due to severe
absenteeism, we will be displaying hourly wages and hours missed to our business
owners for review and approval. Human Resources and the Business Owners of Digital
Learnings Inc. will determine the connection between absenteeism and our corporate
growth strategy.
1. Recruitment: To address our untrained workforce problem, our recruitment strategy will
target work experience candidates for similar industries and roles. The hiring team will
use the advantages of various techniques, such as structured and unstructured
interviews, skill tests, and job trials, based on the requirements of individual candidates.
The Certified Professional Trainer (CPT) requirement will be included in screening
questions.
2. Performance Management and Employee Engagement: The best option is to invest
in software to scale performance processes across the organization. From several
platforms, the HR department suggests AssessTEAM, which is a cloud-based
performance management software. It comes with real-time productivity analysis, goal
setting, 360-degree feedback, management, and tracking employee timesheets with
automated email reminders, check-ins, and notes (Assesteam, 2022).
3. Training and Development: There will be a probationary period (three months) in
which both the new hire and the leaders of the organization can assess whether they are
willing to work together. After successfully passing this period, the trainer takes the given
position independently, and at the beginning, his work is supervised by a consultant,
who helps him fill in the gaps and is responsible for his work. Since each trainer handles
several client projects, it is critical to complete their orientation before being liable for any
project individually.

 UNION: Digital Learnings Inc will advise the Union of our policy implementations. We will
ask for the Union's feedback and ensure our policies abide by the collective agreement.
 MANAGERS: The HR department will ask for department managers' feedback before
sending our policies to the business owners and the Union.
 EMPLOYEES: The HR department will outline the importance of these policies to
employees to ensure that our business strategies are met with expansions
internationally.

ENFORCING POLICY
 HR will collaborate with managers/supervisors, ensuring that they are trained to enforce
our policies that will be consistent and fair to all employees.
  Managers will communicate the value of the three policies to be implemented by
conducting group meetings with employees.
 Digital Learnings Inc. policies will be documented into employee handbooks and given
out during orientation/onboarding.
 HR will accept that all policies will be fair and consistent and be written with realistic
expectations by provincial, state, and federal legislation when applicable.

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