How to Manage Employee Productivity Issues and Time Theft

Employee Productivity Issues: How to Manage Time TheftWhen the vast majority of the Canadian workforce suddenly transitioned to working from home in 2020, managers were concerned about employee productivity. Most employees believed remote work increased productivity, while managers believed the opposite. The debate continues. Candidly, I am on the “increased productivity” side of the debate: working remotely allows me to focus without interruption and bring my full energy to my work by avoiding a soul-sucking commute. However, managers’ concerns about productivity are not always misplaced. Employees who do not put in the hours required by their contract are engaging in time theft, which is typically cause for discipline and, in particularly egregious circumstances, termination for cause. 

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An Employer’s Guide to Managing Employees with Progressive Discipline

An Employer’s Guide to Managing Employees with Progressive DisciplineIf you’re an employer, you know that, whether you have 10 employees or 100, there is an art to managing your workforce and a well-oiled human resource process is necessary for a well-run business. You invest a lot of time and money into your employees and, understandably, expect attendance, productivity, and proper work conduct in return that will benefit your business as a whole. 

If you have employees who aren’t meeting the expectations of their role, it’s important not to have a knee-jerk reaction. Instead, progressive discipline gives both the employer and employee the opportunity to get on the same page and provides the employee with a roadmap for improvement.

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ONCA upholds employer for-cause termination for sexual harassment

Overview

In Hucsko v. A.O. Smith Enterprises Limited, 2021 ONCA 728, the Ontario Court of Appeal (ONCA) overturned the lower Court’s decision that found an employee had been wrongfully dismissed in relation to sexual harassment allegations and was awarded 20 months’ notice. In its reversal, the ONCA held that the employee had failed to fulfill remedial steps required by his employer; that he did in fact sexually harass his coworker; and that his for-cause termination was justified.  

Background

A senior, 20-year employee made several comments to his younger, female coworker on several occasions, including the following:

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