Canadian HR Reporter

CANADIAN HR REPORTER AUGUST 2018 20 FEATURES CORPORATE SOCIAL RESPONSIBILITY Unleashing changemakers RBC, SAP and Shell take different approaches to engaging volunteers at work By Elizabeth Dove C anadians want to change the world — and they want their employer to help them do it. Given the choice between two jobs, 68 per cent would choose the workplace with a strong volunteer culture, according to 2017 Volun- teer Canada research. e same research also reveals Canadians are involved in more and more "informal" opportuni- ties to contribute to community — such as crowdfunding, ethi- cal purchasing habits and politi- cal engagement — to fulfill their unique sense of "individual social responsibility." To meet the demand for com- munity involvement, many com- panies create opportunities for employees to volunteer with com- munity organizations. But with the increased profes- sionalization of non-profit orga- nizations, and changes in service delivery models, many charities do not have enough volunteering opportunities. In fact, many non-profits find the growing demand from em- ployers overwhelming. So, how can companies help employees change the world, in addition to volunteering? Royal Bank of Canada (RBC), SAP Software and Solutions, and Shell Canada each designed opportunities that position the employee not as volunteer, but as changemaker, unleashing both creativity and unique solutions to community challenges. Discovering passions at RBC At RBC, it all starts with provid- ing ways for employees to learn about their community or cause, discover their passions and allow- ing this knowledge to lead them to next steps. "We know that employees can be overloaded with information at home and at work," says Tanya Bell, senior manager of citizen- ship engagement at RBC in To- ronto. "ere's so much compe- tition for their time, money and attention, so many social and environmental causes that need help, and almost too many new and different ways to get involved in the community." "While they're interested in having a real social impact (on their own and with their col- leagues), many of them aren't sure where to start or how they can best contribute. So, they experi- ence a kind of paralysis and might only get involved when asked by someone else." By giving employees opportu- nities to learn about their com- munity or cause — whether it's in their own backyard, neighbour- hood, nation, country of ances- tral birth or global community — and showing them the various ways they can contribute, RBC believes employees will engage more confidently in their com- munities, have more impact, and inspire others to get involved as well. e company has dubbed this the "Learn, Act, Share" approach. "We rely on a range of tried- and-true ways to help employees learn about causes and commu- nities, such as agency tours, in- depth/at-work learning exercises about issues like youth employ- ment, charity fairs and lunch- and-learns with charity speakers," says Bell. e bank is also exploring ideas such as online challenges, badging and gamification, she says. "But the goal with all these ap- proaches is to help employees learn about (and fall in love with) communities and causes, and help them figure out how they can best help." Fostering innovation at SAP SAP has faith that educating em- ployees about issues and resourc- ing intrepreneurship can change lives — one billion, in fact. One Billion Lives (1BL) is a global SAP program dedicated to guiding, mentoring and investing in employee-driven ventures to incubate and grow the next gen- eration of social-impact initiatives for the organization. Expanding this year from an Asia Pacific Japan (APJ) initia- tive to a global opportunity for employees, 1BL starts with participation in an idea factory. In these three- to four-hour in- person sessions, employees learn about community challenges from non-profit experts and cu- rated materials about social and environmental challenges. This design-thinking session puts employees into self-selected teams to begin digging in on so- lutions to pressing global issues. Teams that choose to continue de- veloping their concept can com- pete before a jury of SAP leaders for the opportunity to incubate their concept into a full-fledged solution with seed money and paid fellowship time. e process includes partner- ing with the social ecosystem to deliver pilot implementations — proving the viability of the venture — and, ideally, going to market. Like the RBC initiative, whether the 1BL experience motivates the employee to create an innovative product or simply have a unique conversation around the dinner table, turning talent on to com- munity problems and their ability as an individual to create change equals success. If it manifests into volunteering with community organizations, the bet is that this will be done with new focus and enthusiasm. "Change starts with the small- est actions, but when you create opportunities to connect intent with talent and expertise, that's where things become real and sustainable," said Agi Garaba, head of HR at SAP Canada in Vancouver. In fact, SAP credits the com- pany's volunteering program with creating the conditions for enthusiastic employee participa- tion in 1BL. "We consistently nurture a cul- ture of volunteerism to support our mission to improve people's lives — and that includes the lives of employees as well. ey want to do purposeful work — consis- tently providing supportive op- portunities to apply their talents and expertise towards a greater good delivers on that." Fuelling kindness at Shell e combination of tough eco- nomic times in Alberta and the imperative to deepen care in the community inspired the #Fueling- Kindness movement at Shell. Community organizations are becoming strained to serve the growing needs of impacted in- dividuals and families, and Shell leadership was compelled to look at what would enhance a sense of employee pride and purpose. e solution was simple and in- spired: Pay it forward by recogniz- ing the efforts of those caring for community. "It's been a hard four years in Alberta," says Susan Whitley, ex- ternal relations advisor, social per- formance and Indigenous peoples policy at Shell in Calgary. "In times of economic insecu- rity, many people turn inward, away from connecting and be- come isolated." "is project opens employees up to conceive of little acts of kind- ness that can give a lift to the work of community caregivers and, in the process, gives employees new joy and excitement by caring for others. Kindness is contagious." Employees apply online for funding for their projects, either on their own or in a team, she says. "ese are small, doable events — some only last an hour — with a lot of flexibility built in for em- ployees to be creative." Launched nationally in May, the uptake by employees has been enormous, says Whitley. Following a successful initia- tive that included caring for fami- lies devastated by the 2016 Fort McMurray fires, further events were planned with employees at Shell's Scotford manufacturing complex in Fort Saskatchewan, Alta., to recognize a local school and educators. Initiatives in the current phase have included delivering cookies to community workers, recogniz- ing the good work of local teachers with flowers, and positive chalk messages on school playgrounds. "While it is intended to be a message of care — caring for one another — it also sends a message to employees that they are valued and trusted," she says. "ey don't have to be told how to do it, and what to say. ere are no performance measures at- tached to this. e impact is felt; it is qualitative." Creating changemakers Fostering such a culture could in- volve the following: • Invite community partners to a lunch-and-learn to share the root causes of the social or en- vironmental challenges they are working on. • Ask community partners for an opportunity for employees to come to their operations and learn. Find out if there are expe- riental opportunities to better understand the issues. • Provide employees with a chance to make meaning through reflec- tion and next steps. Ask what was learned and how it was dif- ferent than what was expected. • Encourage employees to think about ways they could make a positive impact, based on what they learned. Is there an idea they are excited about? Do em- ployees want to work together on it? Be ready to respond with ways the company could support new ideas. Elizabeth Dove is the Toronto-based director of corporate citizenship at Volunteer Canada. For more in- formation, visit www.volunteer.ca/ corporatecitizenship. "The goal with all these approaches is to help employees learn about communities and causes." PM40065782 Emplo y ment Law Today Canad ad a ian www.employmentlawtoday.com September 14, 2016 Wrongful dismissal damages — Bonus entitlement BY RONALD MINKEN FOR some workers, a bonus makes up a signifi cant portion of their remuneration. For others, a bonus is something that may or may not be provided by their employee at specifi c times of the year — such as Christ- mas, for example. Often, an employee who is dismissed without cause will ask whether her entitle- ment to wrongful dismissal damages will in- clude a component for lost bonuses. Compensation for wrongful dismissal can include an amount for a bonus which the employee would have been entitled to re- ceive during the notice period. In the absence of an employment agree- ment specifying to the contrary, the question is whether the bonus has become an essen- tial component of the employee's remunera- tion or whether it is essentially a gift — to be delivered at the employer's sole discretion. A recent decision of the Ontario Court of Appeal, Paquette v. TeraGo Networks Inc., dealt with this issue. When Trevor Paquette was fi red by Tera- Go Networks, the dismissed employee and his former employer could not agree on a severance package. Paquette brought a sum- mary judgment motion to determine the pe- riod of reasonable notice and damages. e motions judge awarded notice at 17 months and based damages on salary and benefi ts that Paquette would have earned during the 17-month notice period. e motions judge did not award damages for bonuses, because the employer's bonus plan required an em- ployee to be "actively employed" at the time the bonus was paid. Paquette appealed that decision on the issue of whether the motion's judge made a mistake in not including compensation for lost bonuses. e Ontario Court of Appeal allowed the appeal. e motion judge erred in focusing on the Nurse fi red for forcing care on resisting care home resident Intentions were good but nurse made a mistake forcing protesting resident to have a shower, resulting in injuries to resident BY JEFFREY R. SMITH AN ARBITRATOR has upheld the dismissal of a registered practical nurse at an Ontario long- term care home after a resident suff ered injuries after resisting care and the nurse failed to fi le an incident report. Chester Posada was a regular part-time reg- istered practical nurse (RPN) at Bendale Acres, a long-term care home operated by the City of Toronto. He was hired in September 2008 and worked in the behavioural response unit, a locked area housing cognitively impaired residents who could act out. On Aug. 20, 2014, Posada was working in the unit with three other staff members. One of the patients, an 86-year-old man referred to as TS, suff ered from dementia and several other affl ic- tions that required him to be on blood thinners. e blood thinners increased TS' susceptibility Intoxicated, dishonest -- and reinstated with full pay pg.3 Employe ignored sunset clause in collective agreement CREDIT: LIGHTHUNTER/SHUTTERSTOCK Getting ready or legalized marijuana pg. 4 Employers will have to treat employee use somewhat differently -- but still as an intoxicating substance ASK AN EXPERT pg. 2 Employee harassment outside work ACTIVE on page 7 » EMPLOYER on page 6 » with Stuart Rudner Canadian Employment Law Today is an indispensable tool in keeping managers, business owners, trade unions, HR professionals and law firms up-to-date on the latest developments in employment law. COMPLY WITH THE LATEST EMPLOYMENT LEGISLATION To order your subscription call 1.800.387.5164 | 416.609.3800 www.employmentlawtoday.com/subscribe Subscribe today for only $308 Order No. 20612-18

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