Canadian HR Reporter

Canadian HR RepoRteR September 8, 2014 22 FeaTURes problematic substance use with employees is information from other employees. When there is a substance abuse concern, co- workers are the first to know. Initially, they often cover and compensate for the employee with the substance abuse prob- lem. But this will only last for so long, at which time the concern for health and safety — combined with frustration at the employee's escalating and increasingly dan- gerous behaviour — will result in disclosure to a supervisor, man- ager or HR professional. How they respond will set the stage for whether or not the work- place is perceived as proactive or ineffective in these matters. En- abling a substance abuse problem to continue can have disastrous consequences. e role of the HR professional in addressing this challenging matter is crucial. In many orga- nizations, HR becomes involved with substance abuse issues by default, usually after a crisis aris- es. e goal is to be proactive and have a program in place so that when a difficult situation arises, there is clear direction and a con- sistent process to follow. e actual program should be multifaceted and include: a foun- dational position on substance use in the workplace — usually in the form of a drug and alcohol policy, training and awareness for supervisors and managers; em- ployee education; access to pro- fessional assessment, treatment and rehabilitation or education; and structured return-to-work strategies. In addition, HR and leadership should: •know their people — take action when there's a performance con- cern that may be related to sub- stance abuse •use substance abuse experts to assess an employee for health and safety risks, and provide professional recommendations on appropriate treatment or education •know the available treatment resources specific to substance abuse and how to access them, and make this information read- ily available to employees •have an employee assistance pro- gram (EAP) available as support for employees and supervisors or managers •encourage self-referral and pro- vide supports and incentives for employees to do so •have a drug and alcohol program in place — ideally created with and by a group of employee rep- resentatives guided by a subject matter expert •clearly define and explain to all employees the company's position on drugs and alcohol impacting the workplace, includ- ing specific work standards and consequences for non-adherence •provide education and awareness on the safety and health implica- tions of substance abuse. Employers have a responsi- bility to address this health and safety issue. For far too long, the impacts of substance abuse in the workplace have been ignored or resulted in individuals being fired and then moving on — to become a problem at another workplace. A responsible, proactive employer deals with this common work- place issue as with any other: With integrity, fairness and respect. Nadine Wentzell is a workplace drug and alcohol consultant at Nadine Wentzell Consulting in Bedford, N.S. She can be reached at (902) 444- 3636, nlwentzell@eastlink.ca or visit www.nadinewentzell.com for more information. COST: $69 + applicable taxes LIVE WEBINAR TIME: 12:00 - 1:00 p.m. ET REGISTER ONLINE: www.HRReporter.com/CPDCentre For more Live and On-demand Webinars, visit us online. MANAGING MENTAL HEALTH ISSUES IN THE WORKPLACE HIRING SMART - HOW TO GET THE BEST TALENT AND KEEP IT Learn and follow best practices when handling employee mental health issues to make accommodation as easy as possible on both the employee and your organization. PRESENTER: Krista Siedlak | Turnpenny Milne DATE: October 14, 2014 Attract top talent, avoid legal pitfalls and discourage defection so your organization can maximize stability and productivity. PRESENTER: David Whitten | Whitten Lublin DATE: September 24, 2014 WEBINAR SERIES David Whitten Krista Siedlak PayROll changing pay cycles about more than process, cash flow HR, payroll play critical roles in every step of the process By Janice MacLellan C hanging pay cycles is an important decision that should be thoroughly considered by any organization, be it small, medium or large. a properly thought-out plan and execution can result in consider- able savings for a business, while also ensuring employees' lives remain generally unaffected. Paycheques and salaries are highly sensitive areas, and a shift in pay cycles without adequate prepara- tion and communication can ul- timately affect employee satisfac- tion and engagement. Ensuring it is done right is crucial to the over- all success of the organization. ere are a number of factors to consider when making the de- cision to change a pay cycle. e most crucial element is a full com- mitment from HR and payroll as they are often the cheerleaders who push the idea forward to the entire organization, while ensur- ing open and clear dialogue with employees. Pros and cons e most common pay cycles for Canadian businesses are biweekly and semi-monthly. However, pay cycles can vary by province and industry — some industries, such as manufacturing, may still run on a weekly pay cycle. e most obvious advantages to changing the cycle are the sav- ings — of both time and money — which can vary according to an employer's size. For instance, most organizations incur admin- istrative charges every time they run a payroll. If one is processing payroll 24 times per year, as op- posed to 52, this can mean signifi- cant savings for the business, no matter what the size. Similarly, if the pay cycle is changed from semi-monthly (24 cycles) to bi-weekly (26 cycles), the advantage is greater consis- tency — since the payday is the same day every second week — and less confusion for employees as they work to plan their financial commitments. ere are other important fac- tors, and some downsides to con- sider. If the pay cycle is changed mid-year, this can affect the re- cords of employment (ROEs) which are set up based on the pay schedule. For instance, if the cycle is changed mid-year to a biweekly pay, one-half of the ROEs will appear as weekly and the other half as biweekly. e only way to resolve this would be to run all of the ROEs again and start over. Most companies opt to change the pay cycle at the beginning of the calendar or fiscal year, making it easier for payroll and finance to start with a clean slate while en- suring everyone's pay and ROEs are processed correctly. Keep in mind that changing pay cycles is a three- to six-month process, so you will want to start working on it well ahead of imple- menting the change. Another important factor is the organization's relationship with unions. If employees are union- ized, they will need to be given advance notice. And take into consideration the time it will take to bargain with unions, as some may not allow organizations to move unilaterally. Most importantly, consider the impact the pay cycle change will have on employees' lifestyles. If some employees have weekly mortgage payments that coincide with their pay, they may need to change their banking informa- tion and, in some cases, banks may charge a fee to change the payment frequency. Changing the pay cycle may require additional administrative work to roll out, but the long-term time savings and cost benefits are well-warranted and will free up time internally for other tasks. Steps involved e most important step when changing pay cycles is to ensure full commitment from HR and payroll as they help build the business case to senior leadership, lead the charge on implementa- tion, support employee commu- nications and troubleshoot any challenges along the way. In addition, if there are ven- dors involved, payroll and finance should notify them of the change as this may impact future pay- ments. Statutory bodies such as the Canada Revenue Agency (CRA) should also be notified and HR reporting procedures should be re-assessed. HR and payroll should work in tandem with various depart- ments, including senior leader- ship, to ensure everyone is on board. When it comes to em- ployee communication, HR and payroll should be mindful of giving advanced notice while also providing solutions such as compensation for the pay delay, floating money for one week or offering advances for employees who may require it to ensure little to no hardship is suffered during the process and employees' lives remain generally unaffected. Overall, the key to ensuring a smooth transition during the pay cycle change process means, as HR and payroll professionals, being involved in every step from beginning to end. is includes building the busi- ness case to the senior leadership team, spearheading the change, running the project, supporting employee communication and providing solutions to any chal- lenges that may arise during the transition. is process will not only re- emphasize the integral role that HR and payroll play in the orga- nization — it will also help enable the change and ensure the overall success of the organization. Janice MacLellan is vice-president of comprehensive outsourcing services at ADP Canada Employer Services in Toronto. Proactive strategy crucial DRUG aBUse < pg. 13 for far too long, the impacts of substance abuse in the workplace have been ignored or resulted in individuals being fired... to become a problem at another workplace.

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