Canadian HR Reporter

CANADIAN HR REPORTER May 30, 2016 16 FEATURES Labour law research just got faster, easier and more comprehensive. LabourSource™ on WestlawNext® Canada combines the most robust collection of grievance arbitrations with court and board decisions, expert commentary, legislation and collective bargaining-related content – with Canada's most advanced search engine. A single search delivers the content you're looking for, whether it's case law, legislation, commentary, or legal memos. You can then filter your results to get exactly what you need. With LabourSource, you'll always be confident that your research is complete and that you haven't missed anything. Experience the benefits • Prepare winning grievance arbitrations and labour board applications • Successfully negotiate favourable collective agreements • Stay up to date on the latest labour-related decisions, industrial relations and economic news Legal content that is labour focused, not labour intensive Introducing LabourSource™ on WestlawNext® Canada See the LabourSource advantage View a demo at westlawnextcanada.com/laboursource 00224EP-A47770 help maintain current informa- tion about the law and reduce risk. Reliability and accuracy: It can be difficult to handle a busi- ness' HCM responsibilities if the process is spread out across mul- tiple solutions. If the data and workflow are scattered in many places, there will inevitably be mistakes and inefficiencies. With a single cloud-based solution, an employer can increase the ac- curacy and reliability of its pro- cessing, from payroll to time and attendance. Efficiency: End-to-end cycle times are dramatically reduced. For example, an employee address change used to mean a long paper trail and complex process but now the change is entered directly by the employee and reviewed or approved digitally by a manager. It's half the steps and twice the efficiency. Participation: Access to pay- roll and HR data is no longer exclusive to HR managers. Now, all employees can participate and gain a window into vital infor- mation including vacation time, hours and benefits. ey can even make simple changes directly over their mobile devices. Enhanced security: Any rep- utable cloud-based HCM applica- tion and its hosting infrastructure means payroll data is private and secure. It's not sitting on some- one's desk or tucked away in a filing cabinet where anyone can get their hands on it. It's not lost among mountains of paperwork and manual spreadsheets if need- ed for an audit or other requests for data. It's all securely stored online, protected by layers of security and only those who are authorized to access it can see it. Going green: Cloud HCM allows for the management of business payroll with a minimal amount of paper. Leading pro- viders eliminate paper-based processes and offer additional payment options. Employees can usually opt for direct deposit, so paycheques don't need to be printed and distributed. What's next? Imagine predic- tive analytics, employees looking to the cloud for advice on resolv- ing work problems, instant tips from co-workers and sharing in- formation and knowledge about their jobs. It's an exciting time for HCM technology. Shelley Ng is vice-president of product management at Ceridian in Toronto. For more information, visit www. ceridian.ca/productdemos. Employees can participate more THE CLOUD < pg. 15 developed countries are trans- ferred to less economically de- veloped countries (LDCs), the balance-sheet approach is also effective. In recent years, more compa- nies are transferring employees from LDCs. In some cases, this is to send the employee to a devel- oped country for training or other purposes. In others, it is to trans- fer an employee regionally. Increasingly, transfers may in- volve employees with top man- agement potential or with spe- cialist skills such as IT staff from India. Problems arise when lower- level employees receive very low base salaries and the expatriate allowances don't provide a living wage in the new location. Conversely, mid- to upper-lev- el managers may be paid relative- ly high salaries and the resulting allowances (based on a very low cost of living in the home loca- tion) may be unreasonably high. Also, compensation packages in countries such as India may in- clude significant benefits beyond pure base salary, further compli- cating allowance calculations. Deciding the most appropriate compensation method for such employees is more complex than for expatriates from developed countries. Companies should not auto- matically select one or another compensation approach simply because they use that approach for moves from developed coun- tries. Once an approach has been selected, it should be tested before implementation to see exactly what compensation level results in, in the assignment location. It should also be reviewed for its po- tential impact on relocation back to the home country. International mobility has evolved greatly over the years. But the realities of socio-economic differences between countries, multiple currencies that move in different directions, distance, immigration, competitive prac- tices and other considerations will likely continue to influence the way talent is moved from place to place for the foreseeable future. Steven Nurney is partner and leader of Mercer's North America global mobil- ity business in Norwalk, Conn. Review policy impacts RELOCATION < pg. 15 Differences in socio-economic realities will influence how talent is moved. Credit: Melpomene (Shutterstock)

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