Canadian Professional
Management Services

How to Manage Workplace Issues
How to Manage Workplace Issues

Whether you are in a unionized environment or not, it does not matter. Issues of insubordination, absenteeism, poor attitude, and harassment are only some of the many workplace issues that face every supervisor and manager at one point or another in their careers. The reality is that most managers of people have had very little formal training on how to legally and effectively handle these situations, leaving them feeling helpless. These situations are further complicated by ‘game players.’ Without active management, poor sub-cultures form followed by poisoned work environments.

Most of us during our career have worked in organizations that have had issues that destroyed morale, impeded performance and stifled creativity. We saw good employees leave while poor ones stayed, festering even more and perpetuating the toxic environment. We often wonder why these situations even begin, are allowed to continue, and simply why the organization doesn't do something about it.

The answer is simple—organizations aren't equipped to deal with these types of issues, managers aren't trained and therefore without any guidance, they ignore these situations as well as these poor employees. Workplace rules are nothing but mere guidelines only to be followed if they feel like it. A 7 am start is not a 7 am start....it's 7ish, dismissing your supervisor’s instruction is tolerated and doing the least amount of work for the most amount of money is applauded.

It's only when you know your employer’s rights, responsibilities, and obligations can you help right the ship and start to reduce the conflict that occurs in the workplace. Your good employees are waiting for you to act, and if you don’t they will jump ship. Managers need to be able to handle these types of issues and feel confident that they are doing the right things. The first step to gaining control is committing to getting the information you need to help you manage. This is what this program is all about...helping you when you need it the most.

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  1. What an employee does on their own time has no impact on the employer.
  2. Can an employer terminate an employee with tattoos?
  3. As long as an employer has a workplace harassment policy they will not be liable for complaints.
  4. You can not terminate an employee for having a poor safety record.
  5. You can not change an employers past practice unless the employees agree.
  6. You should always terminate an employee who stole from the employer immediately.
  7. If a supervisor witnesses an offense they do not have to conduct an investigation prior to issuing discipline.
  8. Subcultures form when the supervisors are not able to maintain influence over their employees.
  9. You should always apply the three strike rule before termination.
  10. Policies and procedures are only guidelines in the workplace.

Three Day Program Content

Your Rights and Responsibilities
  • Understanding employer's rights and responsibilities
  • Setting workplace rules – your first steps
  • Maintaining order in the workplace – the need for supervision
  • Why do you need policies and procedures?
  • Past practice issues – what are they and how to avoid them?
Handling the Tough Issues
  • Dealing with insubordination and insolent employees
  • Managing poor work performance – what you can do?
  • Poisoned work environment and poor culture
  • Dealing with theft and conspiracy
  • Personality conflicts in the workplace – setting the standard
The New Workplace Problems
  • Dress code and personal appearance
  • Harassment and bullying – when policies aren't enough
  • Doing the facebook slam on your employees
  • Emails and electronic messaging – the do's and don'ts
  • Public criticism of the employer – this too can happen to you
  • What constitutes bonafide workplace requirements
The New Workplace Issues
  • Understanding the 'Duty of Fidelity'
  • Breaches of trust – what are they and why does it matter
  • Managing excessive sick time - can this be done?
  • Sick Leave / Medical Notes – what you need to know
  • 3rd party medical assessments – are they legal?
Progressive Discipline Tools
  • Understanding the principles of progressive discipline
  • Conducting investigations – your "how to" guide
  • Record of the discussion – the employer's best friend
  • Conducting disciplinary meetings – handling the tough discussion
  • Progressive discipline steps – what to do when the chips are down
Understanding the Law
  • Civil test – the balance of probabilities
  • Who has the onus of proof
  • What constitutes proof
  • Arbitrary and discriminatory practises
  • Witness credibility – the critical piece
  • What assistance is required
Past Practice Issues
  • What constitutes past practice
  • How do you alter past practice
  • Providing notice – how much is enough
  • Do you need employee acknowledgement to the change of practice
  • Does the Union have to agree to the change of practice
Case Studies and an Examination of Real Life Examples

Learning about your legal rights and obligations is the first step in managing a workplace. Combining this with best human resource practices will give you a solid foundation. Finally, by examining real life cases, you will learn first hand how decisions if challenged, are adjudicated by the respective governing bodies. If the adjudicator agrees on how the situation was handled, shouldn't you learn and follow the same process? And if the adjudicator overturned the decision, wouldn't you want to know why, and not make the same mistake?

Cases to be examined include these following topics:

  • Insubordination
  • Poor work performance
  • Theft and conspiracy
  • Antitethical conduct
  • Personality conflicts
  • Breaches of trust
  • Harassment and bullying
  • Excessive sick time
  • Sick leave / Medical notes
  • Facebook Slam
  • Emails and electronic messaging

Learning Objectives

  • Understand how arbitrators apply the "balance of probability" test
  • Learn what constitutes past practice and how to bring past practices to an end
  • What is the authority that is vested in a supervisor
  • How do you prove insubordination
  • Can you discipline an employee for poisoning the work environment
  • "Order of the workplace" – what does it mean
  • What do you need to prove poor performance
  • How to set performance standards
  • How do you conduct an investigation
  • What constitutes a Breach of Trust

General Information

Why should you attend?
  • Small interactive hands-on programs
  • Role-playing and simulation of real workplace situations
  • Group activities, open discussions and case studies
  • Experienced program presenters who are leaders in their field
  • Practical content and information that you can use in your everyday work environment
  • You will not be pressured to purchase books or videos as all program materials are provided at no additional cost
  • Program satisfaction guaranteed!
Who Should Attend?
  • Managers and supervisors
  • Human resources and Labour Relations Specialists
  • Directors and Board Members
  • Administrators
  • Future Managers, Supervisors and those in leadership positions
General Program Information
  • Lunch and light refreshments are included daily
  • Program materials will be provided
  • Certificates will be presented upon completion of the program
  • Program is in session from 9am to 4 pm