Orientation Welcome Package Template

Welcome to [Company Name]. As part of your orientation, you will have to review the following package by [deadline].

This orientation manual has been developed to onboard staff. The manual is to be used to assist new employees to gain an understanding and develop a sense of belonging in their local work area.

Your workplace mentor for the next three months of your orientation program will be [mentor name]. They will assist you during your induction phase within the work unit and ensure that you are introduced to the staff.

Once you’ve read through the manual, complete and sign the checklist. The completed documents will be kept as part of your personnel file.

The orientation program contains: [Include checklist of items, examples below]

 A welcome letter/package (Appendix 2.A)

Workplace respect policies, and the method of their implementation (i.e. zero-tolerance), including the contact information for the Workplace Respect Administrator (Appendix 2.H, Appendix 2.I)

Employee rights and responsibilities (see poster at the end of this document)

Workplace respect commitment form

Safety policies and a location where WHMIS information can be found

Childcare facilities database

List of retailers that carry women’s personal protective equipment (PPE) and work boots (Appendix 2.C)

To be inserted into Employee Welcome Package, or handed out to new hires.

Here at [Company Name], we know that women sometimes have difficulties finding safety equipment that fits properly. Here is a list of retailers that have merchandise that fit women.

This is to be distributed in the new-hire Welcome Package (Appendix 2.A), or displayed as a poster/notice in an area accessible to employees. It is important employees are aware that not only do they have a right to a harassment-free workplace, but they have a legal obligation to ensure this is the case.

Workplace assessments are useful to determine your current workplace culture and knowledge. They are also helpful in finding any areas that need to be fixed or addressed. Assessments can help you establish a baseline and then develop strategies to improve your policies and procedures.

Workplace assessments are useful to determine your current workplace culture and knowledge. They are also helpful in finding any areas that need to be fixed or addressed. Assessments can help you establish a baseline and then develop strategies to improve your policies and procedures.

Instruct your employees to complete the checklist below. Collect their responses anonymously and analyze them to see if any trends emerge. For example: If you notice that no respondent feels that job titles, job descriptions and job ads are inclusive of women, you can use our tools to fix that.

Do you have any additional comments or concerns you wish to share regarding harassment in the workplace? Provide your answer here.

The following example of a harassment prevention policy provides practical guidance on developing a policy for your workplace. Most of the content is retrieved from Manitoba’s “Guideline for Preventing Harassment and Violence in the Workplace.” This is a sample document and can be adjusted to fit your company’s needs. It is for example purposes only and neither the YWCA Hamilton nor WPH will be liable to you for any damages, direct or indirect arising from the use of this template.

[Company Name]

Here at [Company Name], we are committed to:

• Providing a safe and respectful work environment for all staff and clients
• Using this policy to ensure that our workplace is a respectful and safe place for all of us, free from harassment
• [Add any additional commitments here]

Employees have the responsibility to treat each other with respect. Any employee who experiences harassment or sees another person harassed should report the incident(s) to: [insert name here].

According to the Canadian Human Rights Commission, harassment occurs when someone makes unwelcome remarks or jokes about your race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability, a conviction for which a pardon has been granted.28 When someone threatens or intimidates you or makes unwelcome physical contact with you, such as touching, patting, pinching or punching which can also be considered assault.

Examples of harassment include remarks, jokes, sexual innuendos, and comments that demean, ridicule, intimidate or offend; displaying or circulating offensive pictures or materials in print or electronic form; bullying; and inappropriate sexual touching, advances, suggestions or requests.

Often times, sexual harassment is about power, and not about sex. The abuse is a social and economic power that can be used to create inequality, and as such is a human rights concern.

In skilled trades, there is a fine line between what is considered harassment and crude workplace culture.

The following are not considered harassment:

• Being disciplined by a supervisor for poor workplace performance or conduct
• Difficult conditions of employment, professional constraints, and organizational changes
• A single or isolated incident such as an inappropriate remark or having an abrupt manner
• Friendly gestures among co-workers such as a pat on the back

• Document the incidences of harassment. Ask your manager for an incident form (Appendix 2.L)
• Make it known to the other person(s) as soon as possible in an attempt to resolve the problem. You can do this in person or in writing.
• If the problem is not resolved, or if you feel you cannot speak directly to the other person, you should notify your supervisor, or the manager at the next level

The supervisor may decide to speak to the harasser, arrange for mediation, in which a neutral third party helps the people involved reach an acceptable solution or conduct an investigation. The company and its managers will not identify a complainant, an alleged harasser or any circumstances about a complaint, to anyone, except: when it is necessary in investigating the complaint if it is part of disciplinary action where required by law.

• Employees are responsible to co-operate in the investigate of a harassment complaint
• Anyone who investigates or gives evidence in a complaint investigation is asked to keep details confidential until the investigation is complete
• An investigation may be conducted by an independent party (either within the organization or outside of it)
• If the investigation is complete, the investigator will provide a written report for management
• The report should inform the person who filed the complaint and the harasser of any remedies or disciplinary action
• If the investigation does not find evidence to support the complaint, no record will be kept in the file of the alleged harasser
• When the investigation finds harassment occurred, the incident and the corrective action will record in the harasser’s personnel file 
  

The supervisor may decide to speak to the harasser, arrange for mediation, in which a neutral third party helps the people involved reach an acceptable solution or conduct an investigation. The company and its managers will not identify a complainant, an alleged harasser or any circumstances about a complaint, to anyone, except: when it is necessary in investigating the complaint if it is part of disciplinary action where required by law.

• Management at [Company Name] must ensure, as much as possible, that no employee is harassed in the workplace
• Management will take corrective action with anyone under their direction who harasses another person
• Management will not disclose the name of a complainant or an alleged harasser of the circumstances of the complaint to anyone except where disclosure is: necessary to investigate the complaint as part of taking corrective action require by law

The harassment prevention policy at [Company Name] does not discourage or prevent persons from exercising their legal rights. [Company Name], its managers and supervisors are responsible for keeping a safe work environment, free of harassment. If you are a manager and you become aware of harassment you must do everything in your power to stop it, whether or not a complaint is made. Managers who ignore harassment leave themselves and their employer open to legal consequences. 

Anyone who retaliates in any way against a person who has complained of harassment, given evidence in a harassment investigation or been found guilty of harassment, will be considered to have committed harassment and will be subject to corrective actions described previously.

[Company Name] is committed to making sure employees and managers learn about harassment and the company’s harassment policy.

[Company Name] will monitor this policy and make adjustments whenever necessary. If you have any concerns with this policy, please bring them to management.

The policy could include the following remedies:

The employee(s) that was (were) harassed may be entitled to one or more of the following remedies, depending on the severity of the harassment and its effects:

• An oral or written apology from the harasser and [Company Name]
• Compensation for any lost wages a job or promotion that was denied because of the harassment, compensation for any lost employment benefits, e.g.: sick leave compensation
• No record of the complaint, investigation or decision will go in the employee’s personnel file if the complaint was made in good faith
• No unfavorable work review or comments will be placed in the complainant’s personnel file

The following sample is adapted from the Ontario Ministry of Labour. The workplace harassment policy should be consulted whenever there are concerns about harassment in the workplace.

The management of [Company Name] is committed to the prevention of workplace violence and is ultimately responsible for workers health and safety. We will take whatever steps are reasonable to protect our workers from workplace violence from all sources. Example:

• Assault: occurs when a person attempts or succeeds to hurt or threatens another person.
• Bullying: interpersonal hostility that is deliberate.
• Culture insensitivity: includes disrespectful, humiliating behaviour(s) directed towards an individual, based on the individual’s age, ethnic background, race or communication style.
• Harassment: occurs when an individual is a subject of unwanted verbal or physical conduct that is offensive, embarrassing or discriminatory.

Violent behaviour in the workplace is unacceptable from anyone. This policy applies to [levels of employees to whom this policy applies, especially if it applies to people other than workers such as visitors, clients, delivery persons and volunteers, etc.] Everyone is expected to uphold this policy and to work together to prevent workplace violence.

There is a workplace violence program that implements this policy. It includes measures and procedures to protect workers from workplace violence, a means of summoning immediate assistance and a process for workers to report incidents, or raise concerns specify and expand upon the components of the workplace violence program here

[Company Name], as the employer, will ensure this policy and the supporting program are implemented and maintained and that all workers and supervisors have the appropriate information and instruction to protect them from violence in the workplace. Supervisors will adhere to this policy and the supporting program. Supervisors are responsible for ensuring that measures and procedures are followed by workers and that workers have the information they need to protect themselves.

Every worker must work in compliance with this policy and the supporting program. All workers are encouraged to raise any concerns about workplace violence and to report any violent incidents or threats. An employee will never receive negative consequences for, in good faith, reporting an incident of workplace harassment or discrimination.

Management pledges to investigate and deal with all incidents and complaints of workplace violence in a fair and timely manner, respecting the privacy of all concerned as much as possible. [Provide more information about how incidents and complaints will be investigated and/or dealt with, if necessary].

Remember your first day at work?

A workplace ambassador can provide support and guidance to a less experienced employee. Check out the benefits of a workplace ambassador and sign up to be contacted by a potential employee or new staff. It’s up to you if you want to answer one of their questions or all of them! You decide, just be open!

Employee who violate their commitment to the Workplace Respect Policy will face consequences in the form of: [Examples include: written/verbal warnings, write-ups, suspension, etc.].

If someone at work has made a harassment complaint, follow the tips from Bernardi Human Resource Law LLP,30 to know what actions to take: 

01/  Complaints must be taken seriously and acted upon promptly.

02/  The investigator should be independent, objective, and neutral.

03/  The investigator should not be in a position of authority over any of the parties to the complaint.

04/  The findings should be reported to someone with sufficient authority to enforce them.

05/  Investigators must be knowledgeable about the law, the organization’s policy and complaint procedure, and understand the methods for conducting investigations.

06/  The parties to an investigation should have the right to representation, such as a union steward or legal counsel.

07/  The investigator should make and keep written notes of the investigation and any report that is prepared.

08/  Investigators should take steps to protect confidentiality to the extent possible. Information should only be shared on a need-to-know basis.

09/  Investigators should take steps to protect confidentiality to the extent possible. Information should only be shared on a need-to-know basis.

10/  The investigation must be “impartial, timely, fair, and address all relevant issues.”

11/  The investigation report should summarize the allegations, what steps were taken during the investigation and the evidence gathered. The report should also contain findings on each allegation.

12/  Investigations should commence as quickly as possible and finish in a timely fashion. The Human Rights Commission suggests a time frame of 90 days.

This document is to be filled out by an employee reporting abuse at the workplace. You can customize this template with your company name and logo and any additional information you’d like to collect. It is for example purposes only and neither YWCA Hamilton, nor WPH will be liable to you for any damages, direct or indirect arising from the use of this template.

Note: If you answer “no” or “unsure” to any of these questions, you will need to take action to implement or improve your Workplace Respect Policy and its enforceability.

Below is a list of articles about some of Canada’s most successful women in the trades. These can be used as inspiration (or a template) for your company’s publicity of its successful women.

Sometimes people do not understand what the “big deal” is about commenting on a woman’s appearance, or how jokes can be hurtful. Here is a sheet to help you and your employees understand some barriers that women face:

“What’s the big deal with having girls in bikinis on the calendar, or pinned in a locker?”

Calendars with women posing in bikinis are not workplace appropriate. It is sexually objectifying women. Objectification happens when a person is treated as a physical object of male sexual desire and leads to dehumanizing women. When women are objectified, they are often seen as less competent and exposure to images of sexually objectified women causes male viewers to be more tolerant of sexual harassment. Simply put, when women are depicted as objects they are treated as objects and not taken seriously. So do your workplace a favour, and take them down.

“What’s the big deal with commenting on a woman’s body?”

Greeting someone with “Hey Anne, you’re looking hot” causes internal reactions of anxiety, depression, hostility and anger towards coworkers. Are these really the reactions that you want your employees and colleagues to have while at work?

“What’s the big deal, it was just a joke!”

Verbal abuse may take the form of a joke. Repeatedly saying that someone isn’t good enough at a task, spreading rumours that a woman is sleeping with every man on site, or insinuating sexual demands can be considered verbal abuse. Even if it’s said lightly, verbal abuse causes people to feel violated, uncomfortable, insulted, anxious or afraid. These feelings may even lead to:

• Physical changes like high blood pressure
• Feeling shame for being targeted
• Loss of desire to pursue once enjoyable activities
• Feeling isolated or unsafe

Jokes are interpreted differently by everyone. The intention may be harmless, but the impact can be significant.

“What’s the big deal? People are too sensitive and should just ‘get over it’.”

When someone is harassed or abused, they should be able to speak up without fear of punishment. When an incident goes unreported, it allows the perpetrator to continue this behavior and normalizes the experience. Simply put, harassment becomes normal and establishes a place in the work culture when people ‘suck it up’ rather than feel comfortable, safe, and included in the workplace.

Workplace Equality Training

Another way to help the workplace understand women’s issues is through scenario questions and role play.

Scenario 1: Colleague scenario

Anna Grant is an apprentice welder. She is one of two women at the job site where there are 12 other employees. Some of her male colleagues frequently engage in sexual banter at the beginning of work day. They often share stories about their sexual exploits, joke about their sexual expertise, and at times make sexually suggestive gestures. Anna is very upset and uncomfortable with this conduct and reports it to her supervisor.

Questions to consider

01/ Is this scenario a situation of sexual harassment

02/ What should the supervisor do?

03/ What should Anna do?

04/ What should the other woman do?

05/ What should her colleagues do?

Scenario 2: Supervisor Scenario

It is Denise’s first day at a new company. Her supervisor, Mike, has been very helpful in orienting her to the new workplace and answering all her questions. On subsequent shifts he singles her out for attention, and chats with her after work about the day. Denise feels grateful because Mike has been helping her out a lot.

One day, Mike asks Denise for coffee after work and she accepts. During the outing Mike talks a lot about himself and how lonely he is, and at the end of the evening gives Denise a kiss on the cheek. Denise is very uncomfortable with what has happened and tries to avoid him in the future—concerned that if she tells him to stop it will make her work difficult. Denise feels pressured to respond nicely to Mike’s advances to avoid possible negative consequences at work.

Questions to consider

01/ What should Denise do?

02/ What should Mike do?

03/ What should their coworkers do?

04/ do Mike’s actions leave him open to allegations of sexual harassment?

Scenario 3

Suzanna and Hank enjoy a great working relationship and just recently have started dating. They can’t seem to get enough of each other. They take breaks and lunch together and are often seen flirting at the copy machine. They are clearly infatuated with each other.

Questions to consider

01/ Romance has no place at work. This couple’s behavior is clearly at risk for sexual harassment. True or False? Explain why.

02/ What is appropriate behaviour for Suzanna and Hank in the workplace?

03/ What could their coworkers or supervisors do if they felt uncomfortable?

Scenario 4

Alexander frequently tells off-color jokes during team meetings. Lily is very offended. She doesn’t think Alexander’s jokes are so funny.

Questions to consider

01/ Alexander’s behaviour is not sexual harassment because his jokes are all in fun, and he does not intend to sexually harass anyone. True or False? Explain why.

02/ What could Lily do about Alexander’s jokes?

03/ What could Alexander’s supervisor and coworkers do about the jokes?

Case Studies of Harassment in the Workplace

The following case studies are not meant to discourage you from hiring women; they are just examples of the struggles women commonly face in the workplace, and highlight the role the employer has in preventing and stopping harassment.

Case Study 1: Dalhousie University and sexist students

In early 2015, Dalhousie dentistry school made headlines because of culture that permits sexism, misogyny, homophobia and racism. A report was released in June 2015 which reported that students would not speak up for fear of retaliation and inappropriate actions and behaviours were ‘swept under the rug’. Thirty-nine recommendations were proposed to prevent recurrence of the negligence and discrimination apparent at the school. Staff and students are now committed to changing behaviours to create a better culture.

Case Study 2: Fort Myer Construction

Fort Myer Construction Corp. has agreed to settle charges, paying out $900,000 in a suit involving 371 women and minorities. They were found to have violated Executive Order 11246 by failing to provide equal employment opportunities to employees and job applicants at 413 construction sites in the D.C. metropolitan area.

Case Study 3: Indirect Harassment Ruled Legal Grounds For Firing

Workopolis.com reports that a supervisor was fired for using derogatory comments about women employees, even though they weren’t present at the time of the remarks. Waschuk Pipeline was sued by the worker they terminated, but were found to be in compliance with Saskatchewan law since, as the judge ruled, the individual “showed a complete disregard for his responsibilities as a supervisor over a significant period of time. He created a hostile work environment. He sexually harassed women staff.”

Case Study 4: A Fired Pregnant Employee

Auto parts retailer AutoZone was ordered to pay a record-breaking $185 million in damages to a former employee who claimed she was demoted and fired for being pregnant. “Cases of pregnancy discrimination have been over the last two decades, outpacing the rate of women entering the workforce. And many have to do with being fired, as of the gender-based cases related to discriminatory hiring were about pregnancy over the same time period.”

Provincial Labour Laws: Maternity Leave

The following can be posted, or distributed to new hires, so that they are aware of maternity leave laws

Rights for employees taking pregnancy and parental leaves

Employees on pregnancy or parental leave have several rights.

01/ The right to be free from penalty

Employers cannot penalize an employee in any way because the employee took a pregnancy or parental leave, plans to take a pregnancy or parental leave, is eligible to take a pregnancy or parental leave, or will become eligible to take a pregnancy or parental leave.

02/ The right to reinstatement

In most cases, an employee who takes a pregnancy or parental leave is entitled to the same job the employee had before the leave began, a comparable job, if the employee’s old job no longer exists, or pay consistent with that earned before the leave began.

03/ The right to continue to participate in benefit plans

Employees on pregnancy or parental leave have a right to continue to take part in certain benefit plans that their employer may offer. These include: pension plans, life insurance plans, accidental death plans, extended health plans, and dental plans.

04/ The right to earn credits for length of employment, length of service and seniority

Employees continue to earn credits toward length of employment, length of service, and seniority during periods of leave.

Key Points and Definitions

01/ Pregnancy Leave

Pregnant employees have the right to take pregnancy leave of up to 17 weeks of unpaid time off work. In some cases the leave may be longer.

• She qualifies for this leave, provided that she is employed by an employer that is covered by the ESA, and she started her employment at least 13 weeks before the date her baby is expected to be born (the “due date”).

02/ Parental Leave

New parents have the right to take parental leave–unpaid time off work when a baby or child is born or first comes into their care. Birth mothers who took pregnancy leave are entitled to up to 35 weeks’ leave. Birth mothers who do not take pregnancy leave and all other new parents are entitled to up to 37 weeks’ parental leave.

• Parental leave is not part of pregnancy leave and so a birth mother may take both pregnancy and parental leave. In addition, the right to a parental leave is independent of the right to pregnancy leave. For example, a birth father could be on parental leave at the same time the birth mother is on either her pregnancy leave or parental leave.

03/ ESA and EIA

The rules governing the right to take time off work for pregnancy and parental leave under the Employment Standards Act (ESA) are different from the rules regarding the payment of maternity benefits and parental benefits under the federal Employment Insurance Act (EIA). It is extremely important that employees obtain information about their rights to EI benefits if they are considering taking a pregnancy or parental leave under the ESA. For information about maternity and parental benefits, contact Service Canada: Employment Insurance.

Examples of Maternity Leave Policy

This maternity policy is adapted from Royal Roads University. You can use it as a guideline to help create your own.

01/ Documentation

In addition to the applicable sections of the Employment Standards Act, regular full-time and regular part-time employees who are not on lay-off or leave of absence are eligible for this benefit. In order to qualify for maternity leave, a regular full-time or regular part-time woman employee must:

• Submit to [Department, Company Name] an application in writing for leave under this provision at least four (4) weeks prior to the commencement of the leave, and
• Submit to [Department, Company Name] a certificate from a qualified medical practitioner certifying that the employee is pregnant and specifying the estimated date of birth of the child

02/ Length of Leave

Upon receipt of this application, [Company Name] shall grant maternity leave to the employee consisting of:

• A maximum of seventeen (17) consecutive weeks of maternity leave, without pay, which may commence no sooner than eleven (11) weeks prior to the predicted birth of the child, and
• If, for reasons related to the birth of the child as certified by a doctor, the employee is unable to return to work, a further unpaid leave of absence not exceeding six (6) consecutive weeks

03/ Top up and bridging benefit

Top up and bridging benefits will apply to only one of either Maternity or Parental Leave, but not both. Top up and bridging benefits will only apply to those employees who, due to their term of employment will satisfy the ‘return to work’ criteria set out in this guideline. During the period of maternity leave, an employee who has applied for and received Employment Insurance Benefits pursuant to the Employment Standards Act is entitled to a maternity leave allowance as follows:

• 100% of the basic gross earnings for the initial two (2) weeks of maternity leave, and
• For any further period during which the employee is collecting Maternity Employment Insurance benefits, the employee shall receive payments equivalent to the difference between 95% of the weekly salary and the amount of Employment Insurance earnings the employee is receiving.

04 / Pension/Benefits while on maternity leave

Pension/benefits will only apply to the extent of the employee’s coverage at the time of commencing leave. During the period of maternity leave, (insert company name) will continue to pay the benefit premiums normally paid for the eligible employee. Should the employee wish to continue Optional Life coverage, post-dated cheques shall be required from the employee for the period of leave to be covered.

05/ Payment

To receive the benefits defined in paragraph 3, the employee shall supply [Company Name] with proof of application to the Employment Insurance Commission On completion of maternity leave the employee shall return to her previous position. Service credit shall continue to accrue during the period of Maternity Leave for benefit entitlements and vacation purposes. The payment of the Supplementary Employment Benefit shall be as follows:

• [Company Name] shall estimate the amount of the Employment Insurance payment and provide a supplementary payment to the employee on the usual salary payment schedule and this supplementary payment to the employee on the usual salary payment schedule and this supplementary payment will be regarded as an advance.
• The employee shall provide evidence of the actual payment received from the Employment Insurance Commission.
• The subsequent payments to the employee shall be adjusted, up or down, to reflect the actual Employment Insurance payment

06/ Probationary Employees

An employee who commences maternity leave while on probation in a regular full-time or regular part-time position shall be reimbursed in a lump sum the difference between the Employment Insurance benefit and the employee’s normal weekly salary to ninety-five percent (95%) upon returning to work and successfully completing the probation period.

07/ Return to work

Employees who have received maternity leave benefits must return to work for a minimum of twelve (12) months of continuous service following maternity leave, or a combination of maternity and parental leave. If an employee who has received these benefits does not return to work or leaves the organization prior to completing twelve (12) months of service, they will be required to re-pay the top up and two (2) week bridging benefits (on a pro-rata basis – repayment reduced 1/12th for every month of service completed).

08/ Casual Employees

Casual employees shall be entitled to maternity leave in accordance with the Employment Standards Act but shall not receive top up or bridging benefits. This policy was last revised [insert latest revisal date]

Fetal Protection Policy

This maternity policy is adapted from Royal Roads University. You can use it as a guideline to help create your own.

Reproductive Hazards Policy

01/ Introduction

This policy outlines [Insert Company Name]’s approach to protecting employees from the effects of workplace hazards which could affect reproductive health, known as reproductive hazards. Guidelines are provided to ensure potential risks are addressed accordingly.

02/ Approach

[Company Name] has an established process of assessment and control of occupational exposures during the course of work. Exposures are controlled to safe levels by engineering controls, using safe procedures, isolation from hazards, or protective equipment.

These hazards are assessed on a regular basis and updates on existing and new exposures are communicated to employees in affected areas.

The following have been identified as areas for job assessment/accommodations that may be required for reproductive health:

[List here job-specific hazards such as locations with extreme heat, fumes that may affect pregnancy, and chemical exposures].

03/ Guidelines

Employees who have concerns regarding their pregnancy, attempting pregnancy, reproductive risks, or are experiencing reproductive difficulties are encouraged to take the following precautions:

• The employee should discuss any concerns with their healthcare provider and supervisor.
• Before taking any action, or making any decisions, regarding reassignment, the employer’s supervisor will assess the feedback from the employee’s healthcare provider
• Where it is determined that the modification of current job functions is insufficient to minimize hazard exposure, the department/division will attempt to find temporary alternate work for the duration of the recommended term. If temporary alternate work cannot be found within the department, the employee may be moved to a new division temporarily.

If an employee remains concerned after the above steps are completed, they may request a job reassignment.

04/ Seniority

An employee who is pregnant and who has consented to reassignment will have all seniorities protected during her pregnancy.