Employment Law Issues for Chiropractors and Physiotherapists

As our population becomes more technology dependent and urbanized, we are increasingly adopting more sedentary lifestyles than our ancestors.  One of the consequences of using our bodies less and our brains more is a host of negative health outcomes, including musculoskeletal issues from being hunched over screens for most of our waking lives. 

Thankfully, a new generation of entrepreneurial chiropractors and physiotherapists have sprung up across our cities to help teach us to sit up straight and activate our glutes. But as with most small businesses in Ontario, there are unique employment law issues facing chiropractors and physiotherapists which they should be aware of.

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Employer Pays for Failing to Investigate Harassment

Readers of our blog will know that employers have a legal obligation to take workplace harassment seriously. These obligations are set out in Ontario’s Occupational Health and Safety Act (OHSA) and require that employers with more than five employees have a policy and procedure dealing with workplace violence and harassment. Employers are required to take the safety of their employees seriously and adequately respond to incidents of violence and harassment, but, not every employer does. A recent case sheds light on the consequences of looking the other way when it comes to violence and harassment.

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Fired by a robot!

Amazon has been in the news recently for its practice of tracking warehouse workers’ box packing speed and firing them if they do not “make rate.”  According to internal Amazon documents, related to a termination at a Baltimore Maryland warehouse location, Amazon’s automated tracking system automatically generates a series of warnings. After 6 warnings in 12 months, a termination is automatically generated if workers fail to meet “efficiency” standards.  These termination decisions are made automatically by the system and without input from a real person, though Amazon says that supervisors are able to override the automatically generated terminations.

We have truly reached an age where people and robots are working together and where robots are effectively performing an HR function. HR, unlike a self-checkout or an assembly line robot, is something we normally think of as a soft, people only skill! Robots are branching out! However you may feel about machines in the workforce, we think it’s pretty cool that robots are expanding their skill set. While there are certainly risks to be navigated and considered, there are also undoubtedly gains to be had in terms of efficiency and elimination of bias. Robots do not have teacher’s pets!  But should robots be making human resources decisions?

When Your Boss is a Robot

So, effectively, Amazon workers are, to an extent, monitored and managed by these rate tracking robots. The robot supervisors also track the time an employee is “off task” – reportedly causing some employees to skip bathroom breaks. Decisions about productivity rates are made by (human) managers outside of the facility and changed only if more than 75% of the workforce fails to meet the targets. Targets are reviewed quarterly.

Amazon says that a worker can apply to have their termination reviewed by the general manager of their facility or to an appeals panel of their peers. In the Baltimore documents noted above, the terminated worker on one occasion gave the excuse that his “rate” was low because he was ill. He was told by the peer review panel that he should not have come in if his illness was going to slow him down and impact his rate.  

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Sexual Harassment in the Fundraising Donor Space – Part Two

Firstly, Happy May Day and Happy International Workers’ Day!

This week we will be continuing our series on Sexual Harassment in the Fundraising Donor Space and exploring situations where needed donations or funding come with strings attached.

If you haven’t read our Part One, you may want to check it out before reading on.

In our previous post, we discussed the employer’s obligation to protect workers from violence, harassment and sexual harassment in the workplace and covered the broad definition of the workplace. Then we posed a variety of tough questions around what to do when the perpetrator of that violence or harassment towards the worker is someone the organization needs. Is tolerating bad behaviour from an important donor just the cost of doing business? And if so, what are the costs?

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Sexual Harassment in the Fundraising Donor Space – Part One

We have talked a lot about workplace sexual harassment on this blog. Practising exclusively in workplace law we, unfortunately, see the issue of workplace sexual harassment come up a lot. Helping employers and employees of all shapes and sizes deal with issues related to sexual harassment makes up a lot of what we do.

Employer Obligations

Ontario organizations and businesses, be they big or small, for-profit or non-profit, as long as they have at least one worker of some type, paid or unpaid, have obligations regarding workplace harassment, violence and sexual harassment under the Ontario Occupational Health and Safety Act (OHSA), as well as the Ontario Human Rights Code. Other provinces have similar legislation and employer obligations. Employers must take steps to protect workers from violence, harassment and sexual harassment on the job and in the workplace.

Workplace, by the way, does not just mean the physical office or worksite but any land, premises, location or thing at, upon, in or near which a worker works. If a worker goes on a work trip, attends an event as part of their job, or travels to a client site then those places are also the workplace and the employer’s obligation to keep the worker safe travels with them.

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Alternative Dispute Resolution in Employment Law – Part 1

The practice of law has changed.  The days of the gun-slinging Harvey Specter-esque litigator, sipping single malt scotch whiskey and ready to obliterate his opponent at a moment’s notice, has given way to a new breed of tech-savvy, collaborative and cost-conscious lawyers who are more concerned with serving their clients’ personal and business needs than delivering memorable zingers in the courtroom.  

There is still a time and a place for the Harvey Specters.  Certain conflicts are unresolvable and require the full arsenal of “bet the company” legal mercenaries.  But business, technology and work culture have evolved. Employment lawyers know that it often is not worth the cost, uncertainty and effort involved to demoralize an adversary in the courtroom.  Working towards collaborative solutions and front-loading the risk of litigation are often in everyone’s best interests. In this post and next week we will explore Alternative Dispute Resolution in Employment law.

First, we’ll take a look at some of the formal ways of resolving workplace disputes.

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