Thinking of Implementing a Four-Day Workweek? Be Mindful of the Potential Legal Implications

In this current work climate, it’s all about work-life balance. Employees know what they want and if it’s not being offered at one job, they will search for it elsewhere. This has employers scrambling to offer higher salaries, greater benefits, hybrid or remote work options, or even four-day work weeks to keep up with the competitive job market. All these perks seem fine and dandy to attract employees but if you’re considering a shift to a four-day workweek, it’s important to know the legal implications this could impose.

Legal Implications of Implementing a Four-Day Workweek?

How do Four-Day Workweeks Work?

Four-day workweeks can be implemented in different ways depending on the nature of your business. Typically, employees work their same (8-hour) workdays but only four days a week, meaning they are only working 32-hour workweeks, while still receiving the same pay and benefits. Alternatively, some businesses have changed their daily working hours to 10-hour days but only four days a week, amounting to a usual 40-hour workweek. Another tactic is employees agreeing to a reduced-hour workweek while also reducing their pay to compensate for the difference.

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Do Employers Have to Provide Reference Letters? The Legal Lowdown

Ah, reference letters, those elusive pieces of paper that can make or break a job seeker’s dreams. But here’s the deal: employers are not an employee’s personal fan club. They don’t have an obligation to shower employees with praise in the form of reference letters.

Before employers start feeling like kings on a throne, let’s explore the legal and strategic considerations surrounding reference letters and how they can impact an employer’s business.

No Obligation, No Problem

Let’s start with the undeniable truth: employers are under no legal obligation to hand employees a glittering reference letter, as affirmed by the Ontario Court of Appeal (2007 ONCA 573). So employers can rest easy, knowing that you’re not compelled to write letters of recommendation for every departing employee.

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“Loud Quitting” – How Employers Can Manage this Trend

Loud Quitting” - How Employers Can Manage this Trend

Back in September, we delved into the issue of “quiet quitting” and discussed how employers can manage their quiet quitting employees. Recently, we’ve seen a new, flip-side, trend of employee’s “loud quitting”.

No employer wants a disgruntled employee making a dramatic exit from their workplace and potentially spewing ill words about the workplace. So, here are some legal tactics for employers to mitigate potential damages to their company or reputation related to loud quitting employees. 

What is Loud Quitting?

“Loud quitting” refers to an employee making a very public and disruptive departure from their job, often with the intent to call attention to perceived injustices or mismanagement at their workplace. This can take various forms, such as dramatic farewell emails, social media posts, public speeches, or even videos. While these methods may give an employee a sense of vindication or catharsis, they can potentially cause damage to a company’s reputation and morale among the remaining employees.

 

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Canadian Employment Law for US Employers: Part 2 – Contracts

This is Part 2 of our blog series for US employers with operations in Canada. Click here to read Part 1 if you haven’t already.

Canadian Employment Law for US Employers

No At-Will: Contracts are a Big Deal in Canada

One of the core employment law differences between the US and Canada is that there is no at-will employment in Canada. Ever. In fact, when Canadian judges read “at-will” in a contract, they typically set aside the contract altogether and substitute in typically far more generous common law terms.

In addition, if you do not have any contracts in place, the courts will read in implied terms. This is because all Canadian employment relationships are governed by a contract under our law, whether expressly in an agreement or implied based on common law.

If an employer does not roll out a contract with their employees, the judge will imply terms and conditions that in most cases are more generous than anything the employer would have provided.

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Addressing Conflicts in the Unionized Workplace: The Grievance Process

This is the second entry in our blog that focuses on the topic of labour law. In case you missed it, the first entry provided a primer on managing a unionized workplace and you can find it here.

In this blog, we provide some practical tips and tricks for unionized employers to navigate the grievance process. Conflicts in a unionized workplace are almost always addressed through the grievance process. What constitutes a grievance is typically defined by the collective agreement. A grievance is typically defined as any dispute, difference or complaint regarding the application, interpretation or alleged violation of the collective agreement. The parties to the grievance, that is the parties who are entitled to file and respond to a grievance are usually also outlined by the collective agreement. Beyond defining a grievance, the collective agreement will typically also outline the grievance process.

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Employee Requests to Relocate: 4 Employer Considerations

Employee Requests to Relocate: 4 Employer ConsiderationsAs a huge swath of the Canadian workforce began working entirely remotely in 2020, employers increasingly considered employee requests to relocate. Some employees were looking to return to their home province or country to be with loved ones. Others were looking for a change of scenery and saw an opportunity to do so. Whatever the reason, offering employees the opportunity to take advantage of work-from-home arrangements by working from their chosen location can be a welcome perk. Some employers have even included guidelines for relocation as part of remote work policies.

There are a few key things an employer should consider when approving employee relocation requests.

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