Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

Company Information

Company Name/Type Gallie Labels & Trim

of Business/Location Family owned and operated company that has 50 years of
experience in the label, tag and trim business.
Located in London Ontario
List of We supply labels and tags of different size and type to go inside or
Products/Services outside of a customers clothing items such as t-shirts, pants,
Offered jackets, scarves etc. or patches/tags attached to promotional
marketing items such as bags, stuffed animals, pillows etc.
Think: Roots or Joe Boxer clothing labels, jacket patches like
Canada Goose, Mercedes-Benz.

Potential Customers Clothing/Textile manufacturers both domestic and global

Number of Employees 35 Full Time Employees

Types of jobs the Sales Department Employees

employees perform Customer Service Telephone Representatives
Designers (Computer operators designing labels/tags)
Label Machine Operators (Large industrial style stitching
machines)
Seamstresses (Using sewing machines)
Accounting/Payroll Coordinator
Controller

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

PART 1 HR Policies

TEMPLATE #1 HR POLICIES
Please refer to the grading rubric at the end of this document

Policy Name Details

Hours of Work
An employee can work for a maximum of 8 hours a day, to a
maximum of 48 hours a week. Employees will get a minimum
of 8 hours schedule off from their next work shift. 1

Overtime
An employee that works more than 44 hours a week will be
paid Overtime pay. Overtime pay is 1 times an employees
regular pay.2

Breaks and
Lunch periods Any employee working more than 5 hours a day will receive
two 15 minute unpaid breaks and any employee which works
8 or more hours will receive an additional paid 30-minute
lunch break. 3

Paid Public
Holidays Paid public holidays are New Years Day, Family Day, Good
Friday, Victoria Day, Canada Day, Labour Day, Thanksgiving
Day, Christmas Day and Boxing Day. Employee will receive
holiday pay for the day as an average of the regular worked
hours during the last 4 weeks. Any employee who works on a
paid public holiday will also receive a premium holiday pay,
which is 1 times their regular pay. However, employees are
required to work their scheduled shift before and following
the public holiday to be entitled to regular holiday pay. 4

1 https://www.labour.gov.on.ca/english/es/pubs/guide/hours.php

2 https://www.labour.gov.on.ca/english/es/pubs/guide/overtime.php

3 https://www.labour.gov.on.ca/english/es/pubs/guide/hours.php
4 https://www.labour.gov.on.ca/english/es/pubs/guide/publicholidays.php

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #1 HR POLICIES
Please refer to the grading rubric at the end of this document

Policy Name Details

Sick Leave
The Employment Standards Act does not require workplaces
with less than 50 employees to be provided with 10 days of
personal leave. However, at Gallie Labels & Trim, employees
will be allowed to take up to 8 unpaid days off per calendar
year as personal emergency leave due to: personal injury,
illness, medical emergency. Death, illness, medical
emergency or urgent matter relating to spouse, parent, child,
sibling or dependent are also covered. Sick leave days do not
carry over to the next year. Any sick days off longer than 1
day require documentation. 5

Vacation
Employees are allowed up to two weeks of vacation time per
12 months upon their hire date. Employees are entitled to
vacation pay is 4% of an employees gross pay. If an
employee does not use up all their vacation time by the end
of their 12 months, the remaining vacation time will be paid
out on the first pay day of the new year. 6

Dress Code
Employees in which operate machinery should not wear
jewelry, long hair must be tied back and loose fitting clothing
are not permitted due to safety hazards. Closed toed shoes
must be worn on production floor. 7

Harassment &
Discrimination All workers have the right to be treated with respect and to a
safe environment. Workplace harassment, violence and
discrimination are strictly prohibited. Workplace harassment

5 https://www.labour.gov.on.ca/english/es/pubs/guide/emergency.php

6 https://www.labour.gov.on.ca/english/es/pubs/guide/vacation.php
7 https://www.ontario.ca/laws/statute/90o01

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #1 HR POLICIES
Please refer to the grading rubric at the end of this document

Policy Name Details

and discrimination includes: race, ancestry, place of origin,
colour, ethnic origin, citizenship, creed, sex, sexual
orientation, gender identity, gender expression, age, marital
status, family status or disability. 8

Employers and Supervisors are required to investigate any

complaints, ensure that all information is treated
confidentially, and all parties involved are informed of
decisions made including corrective action. 9

OH&S Policy #1
Worker Training Per the Occupational Health and Safety Act (OHSA) all
employees complete an occupational health and safety
awareness training. Employers and supervisors must ensure
all workers have been provided adequate training for
equipment and understand how to reduce workplace hazards
and information on occupational health and safety.10

OH&S Policy #2
Protective All employee must wear or use personal protective
Equipment equipment when required to use machinery. Long hair should
be tied up, jewelry not worn and clothing should not be loose
fitting due to safety hazards. Employers must ensure the all
employees are provided with personal protective equipment
and equipment remains in good condition.11

8 https://www.ontario.ca/laws/statute/90h19

9 https://www.labour.gov.on.ca/english/hs/pubs/wpvh/harassment.php

10 https://www.ontario.ca/laws/regulation/130297
11 https://www.ontario.ca/laws/statute/90o01

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

PART 2 Staffing Details & Interview Questions

TEMPLATE #2 JOB DESCRIPTION

Please refer to the grading rubric at the end of this document

Title
Customer Service Telephone Representatives

Reports to Supervisor and Manager of Gallie Labels & Trim

Pay Range $14 - $16.50 an hour

Customer Service Telephone Representatives provide information
about the available services and products at Gallie Labels & Trim,
Job summary
listen and respond to customers needs and inquiries, take orders,
oversee billing and payments, handle returns of merchandises and
handle complaints.
The technical Skills
Strong written and oral communication skills technical writing
preferred
Summary of Customer support orientated
essential job Behavioural Skills
functions Time management skills
Detail-orientated, problem solver
Personal Attributes
Able to work in team environments and individually
Interpersonal, dependable and flexible
Minimum high school diploma or General Education Diploma
Minimum
Previous 1 year customer services experience preferred
requirements
Knowledge of computers, word processing and data entry
programs preferred
Abilities
Must be willing and available to work mornings, afternoons,
required
evenings, weekends and holidays.

DISCLAIMER
The above statements are intended to describe the general nature and level of work being performed by
people assigned to this classification. They are not to be construed as an exhaustive list of all
responsibilities, duties, and skills required of personnel so classified. All personnel may be required to
perform duties outside of their normal responsibilities from time to time, as needed.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #3 RECRUITMENT
Please refer to the grading rubric at the end of this document

Is this job full time, part time or The position of Customer Service Telephone
contract? Explain your decision. Representation is a full-time position. At Gallie
(75 words) Labels & Trim, we currently employ 35 full-
time employees at our London, Ontario
location. In order to align with the companys
future goals and the increase in current
demands for more labels, weve decided that
hiring a full-time customer service
representative will be more beneficial.

What do you plan to pay for this Starting wages for a Customer Service
job (this information should also Telephone Representative is $14/hour, with
be in the job description)? annual increases based on performance.
For your job description Internet job boards: Allow Gallie Labels &
completed in question #1, what Trims to make a post for the position quickly
would be the best way to recruit and hassle free. It also would allow the
for that position? List and company to screen for potential candidates
prioritize 3 different methods. based their uploaded resumes. 12
Explain why you chose these Print Advertising: As a small company,
methods wanted print ads can be used in newspapers,
on job boards or with other local businesses.
Potential candidates from these wanted ads
would likely be local residents within the
London area. 13
Employee Referrals: By allowing current
employees to refer their friends and family
members, Gallie Labels & Trim will have a low
recruiting cost as no advertising fees are
involved. A cash bonus can be rewarded for
successful new hires.14

12Dessler, G., & Chhinizer, N. (2016). Chapter 16: Recruitment. Human resources management in
Canada (13th ed., pp. 143). Toronto: Pearson

13Dessler, G., & Chhinizer, N. (2016). Chapter 16: Recruitment. Human resources management in
Canada (13th ed., pp. 138). Toronto: Pearson
14Dessler, G., & Chhinizer, N. (2016). Chapter 16: Recruitment. Human resources management in
Canada (13th ed., pp. 138). Toronto: Pearson

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #3 RECRUITMENT
Please refer to the grading rubric at the end of this document

For your job description completed in question #1, what would be some effective
questions to ask in an interview? List 5 questions. Of the 5, 2 should consist of
behavioural questions.
Question Anticipated Response (What would
a good answer look like from the
right candidate)
1 Are you able to work on weekends I have my own transportation
and evenings? Do you have a means and I am available to work a
reliable way to get to work? variety of shifts including on
weekends and evenings. If there are
days Ill require off in advance I will
inform management well ahead of
time.

2 If a customer calls in with a I would let the customer know that

question you do not know the I will take a few moments to
answer for, what would you tell the research their inquiry and provide
customer? correct and informative answers
after that. If I am unable to find the
correct information, I will place
them on hold for a few moments
while researching out for floor
support or to a supervisor for
clarification.

3 Have you ever made a mistake and At my previous job, I had

if so how did you resolve it? underestimated the workload that
would be required to complete an
important project. When I realized, I
would be unable to meet the
deadlines on the project by myself, I
had spoken with my manager.
Another employee was brought in
to assist in the project and it was
very successful. Since then, Ive
learned to seek help when
overwhelmed on a project.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #3 RECRUITMENT
Please refer to the grading rubric at the end of this document

4 Tell me of a time when you were During my last project, I had to

under a lot of pressure and how did speak in front of a large group
you handle it. about research findings. I found it
was very stressful but by investing
a lot of time into the preparation -
That I was more than ready and had
calmed down for the presentation.

5 Where do you see yourself in 5 I see myself working as a very

years from now? knowledgeable employee,
continuing to learn and contribute
as much as I can for the company.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

PART 3 Performance Management

TEMPLATE #4 PERFORMANCE MANAGEMENT

Please refer to the grading rubric at the end of this document

Steps in the Performance How you will meet this step for the person you
Management Process (according hired and trained (above)
to the text)
Step 1: Defining Performance Customer service telephone representatives are
Expectations15 trained and evaluated using call flows and
systems tools to assist customers and feedback
is provided per call via metrics and qualities.
Representatives can also be evaluated based
on any contributions going above and beyond,
such as assisting other representatives.

Step 2: Providing Ongoing The Employees Manager is responsible for

Coaching and Feedback16 monthly meetings with each employee to
provide feedback on performance, coaching on
goals and developing performance improvement
plans. Bi-weekly team meetings are scheduled
to allow Managers and Supervisors to keep
employees up to date in any changes within the
company and industry, changes in protocols and
call flows.

Step 3: Conduct Performance Performance is appraised by comparing

Appraisal and Evaluation employees calls against predetermined metrics
Discussion17 and standards. These standards include call
time, customer satisfaction, and average hold
time which are kept on record. During a
coaching session, the manager will discuss with
the employee their overall performance, any

15
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 225-226). Toronto: Pearson.

16
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 227). Toronto: Pearson.
17
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 228-245). Toronto: Pearson.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #4 PERFORMANCE MANAGEMENT

Please refer to the grading rubric at the end of this document

situations of excellent behaviours and incidents

in which could be improved upon.

Step 4: Determine Performance After the employee's performance review has

Rewards/Consequences18 taken place, the supervisor or manager who
conducted the employee performance review
will determine the appropriate rewards or
consequences from the result. Gift bonus
rewards will be given out per monthly basis and
an annual merit based pay increase for
performance awards. Performances which need
improvement will be followed through with
further coaching and discussions.
Step 5: Career Development While the monthly meetings focus primarily on
Discussion19 performance feedback, the Manager and
employee are also encouraged to discuss any
potential skills or areas of knowledge to improve
upon. This can also include adding new training
in prep for a career change.

18
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 245). Toronto: Pearson.
19
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 245). Toronto: Pearson.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

PART 4 Employee Discipline & Termination

TEMPLATE #5
PROGRESSIVE DISCIPLINE POLICY
Please refer to the grading rubric at the end of this document

Recommended Steps in Details of how this step will be met with the employee in
the Progressive Discipline the workplace.
Policy
Step 1: Verbal warning The employee will be given a verbal warning on the first
offence. A Supervisor will advise the employee of the
offense that was done and the employee will be given an
opportunity to explain their actions. The Supervisor will
provide a letter confirming that the employee was given a
verbal warning and information on improvements to
prevent the behaviour from repeating. The warning will
remain on the employees record up to 3 months.

Step 2: Written warning If the employee does not improve their performance or
behaviour within the 3 months of the verbal warning, the
employee will be given a written warning. The employee
will be given another opportunity to respond to their
actions and the supervisor will offer to assist the
employee on how to improve their conduct. The written
warning will remain on the employees record up to 3
months.

Step 3: Suspension If the employee fails to improve their conduct within the 3
months following the written warning, the employee
maybe suspended without pay for up to 2 weeks pending
investigation. The employee will be informed of how their
behaviour lead to this action, and the consequences of
further offenses.

Step 4: Dismissal If there is no improvement from the employee following

the suspension, the employee is called to a meeting with
the Manager and Owner. The employee is reminded of
their actions have led to being dismissed at this point
and they will be provided a letter confirming the dismissal

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #5
PROGRESSIVE DISCIPLINE POLICY
Please refer to the grading rubric at the end of this document

and the information regarding their final pay. However,

any offence in which results in fraud, theft, violence, drug
activity and abuse can directly lead to termination. All
written records are kept on file.

TEMPLATE #6 EMPLOYEE TERMINATION

Please refer to the grading rubric at the end of this document

When an employee is fired, there are certain guidelines the employer should follow.
List the guidelines here and suggest how that guideline can be met in your brothers
business.

Guideline Description Recommended Policy For Your Brothers

Business
Plan the interview20 The termination interview should be
scheduled early in the week, avoiding Fridays
and before holidays and scheduled vacation
time. Before conducting the interview have the
employee agreement, HR file and release
announcement prepared ahead of time. The
owner should also schedule time after the
interview for questions and have the phone
numbers for medical and security available.

Conduct the interview, Once the employee arrives, allow them a

describe the situation briefly moment to get comfortable before informing
and listen carefully21 them of the decision to terminate their
employment. Briefly explain why they are
being let go without attacking the employee

20
Dessler, G., & Chhinizer, N. (2016). Chapter 15: Managing Employee Separation. Human resources
management in Canada (13th ed., pp. 369). Toronto: Pearson.
21
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 369). Toronto: Pearson.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #6 EMPLOYEE TERMINATION

Please refer to the grading rubric at the end of this document

directly. Listen carefully until the person

reacts to the news of their termination.

Review all elements of the After the person has been notified of their
severance package22 termination, details should be provided about
the severance package, benefits and how
references of employee will be handled no
promises should be made to go beyond the
persons entitled package. Once the person
leaves, the termination should be complete.

Identify the next steps23 If the person seems disoriented, explain where
they can go for assistance after leaving the
interview. The person should be reminded to
whom they can get in contract within the
company for information or questions about
the severance package or references.

When an employee is terminated you can expect certain reactions. Describe the
reactions here and provide advice on how to address the reaction.

Reaction Description Recommended Advice

Hostility and anger24 If the employee reacts with hostility or

anger, avoid being defensive or confront
their anger. The interviewer should
remain objective and provide information
about career counselling and
outplacement resources that will be
provided.

22
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 370). Toronto: Pearson.

23
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 370). Toronto: Pearson.
24
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 369). Toronto: Pearson.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #6 EMPLOYEE TERMINATION

Please refer to the grading rubric at the end of this document

Defensive bargaining25 If the employee reacts with defensive

bargaining, the interviewer should firstly
acknowledge that the employee is
experiencing a difficult time and secondly
provide information about career
counselling and outplacement resources
that will be provided. Avoid getting
involved in any discussions about
bargaining.

Formal and controlled26 If the employee reacts formally and

controlled, they might be holding back
hostile reactions or planning legal action.
The terminated employee should be
allowed to ask any questions relating to
their situation and inform them of the
available resources for outplacement and
career counselling that will be provided.

Stoic faade27 If the employee seems to have a stoic

faade, they might be holding back their
disbelief and shock. The interviewer
should recognize their shock and let them
know the details can be provided later if
preferred. Any questions that arise
should be answered and information
about outplacement and career
counselling should be provided.

25
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 369). Toronto: Pearson.
26
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 369). Toronto: Pearson.

27
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 369). Toronto: Pearson.

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Elyse Ernst MGMT 1017 Final Evaluation April 19th 2017

TEMPLATE #6 EMPLOYEE TERMINATION

Please refer to the grading rubric at the end of this document

Emotional response28 If the employee reacts emotionally, allow

them some time to compose themselves
and provide tissues if needed. After the
person has collected themselves, explain
what outplacement and career counseling
will be provided.

28
Dessler, G., & Chhinizer, N. (2016). Chapter 10: Performance Management. Human resources
management in Canada (13th ed., pp. 369). Toronto: Pearson.

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