Reasons to Hire
(TORONTO) Some jobseekers just don’t get it: they think the reason they need a job is the reason why employers should hire them.
A survey of 250 advertising and marketing executives found some truly bizarre reasons that candidates gave in an interview when asked the standard question, “Why should we hire you?”
The executives were asked to cite the most unusual or creative reasons, and their responses were sometimes mind-boggling.
For example, one candidate said there were no redheads in the company and so it should hire one. Another jobseeker thought he’d bring good luck to the organization he was applying for because he’d just “won big” at a casino and was on a roll. One woman likely thought she could be a great morale-booster because she was a cheerleader in high school. Another applicant obviously felt his brother-in-law’s talent would run in the family because he had been successful in that industry. Perhaps divine intervention was on the mind of a woman who said she should be hired because she’s a good reader at church.
Other wacky responses: "The candidate said he could be an asset to our company softball team.” "The job seeker pointed out that he had a great smile." "The applicant said we should hire her because she lived close by."
Some jobhunters were more concerned about why they needed the job, and not what they could do for the organization. "The applicant said she was bored watching TV at home." "He said we should hire him so he could ride his bike to work." "The candidate said she'd always wanted to work in our building." "One person said I should hire him because he was tired of living with his parents." "The applicant said he'd been rejected by all the good agencies." "A guy said he was the sole source of support for his puppy."
Other would-be employees turned to threats. “The candidate said that unless we hired him, our corporate identity would disappear." "One person said she wouldn't stop calling us until she was hired." "The applicant said our company wouldn't survive without him."
Obviously, these tactics did not impress the executives. The Creative Group, the staffing service that commissioned the survey, has some advice for jobseekers to avoid making these embarrassing statements.
"When discussing why they should be hired, applicants should focus on their strengths most relevant to the position and how those qualifications ultimately will benefit the company," says Tracey Turner, executive director of The Creative Group. "With numerous qualified professionals competing for jobs, a candidate's power of persuasion plays a greater role in his or her success. Applicants need to really sell themselves during the interview, emphasizing specific expertise and highlighting career achievements."
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Poor Performance
Sometimes an employee cannot be dismissed for a single incident, but two or more separate incidents combined may justify dismissal.
The following labour arbitration case demonstrates the importance of following progressive discipline practices and keeping records of the actions taken.
The complainant worked as a teller at a large bank. She was continually confusing the filing procedures for making deposits and withdrawals. She had received several documented reprimands for unsatisfactory work performance for the inconsistencies.
Over a one-year period, the organization had practised progressive discipline techniques. The complainant had received verbal counselling, formal written warnings and a final letter of warning.
The complainant's supervisor had demonstrated the correct methods for doing the job on many different occasions. The complainant's performance was showing no signs of improvement.
One day, one of the complainant's co-workers attempted to explain the procedures to her. The complainant became outraged that her co-workers had learned about her problem with maintaining acceptable performance levels.
The complainant made an unprovoked verbal attack on the co-worker. The attack took place in front of customers. Her supervisor decided that this outburst was worthy of discipline and he waited for the complainant to show up for her shift.
The complainant arrived late for her shift and was immediately dismissed. She felt that the termination was unjust and she promptly filed a grievance.
When the case was heard, the complainant said she should not be dismissed just because she was late for one shift.
The employer said that since they had maintained the progressive discipline and the poor performance combined with the verbal attack and the lateness, had constituted a culminating incident, dismissal was justified.
The arbitrator agreed with the employer that the employee had been given plenty of opportunity to improve her performance. These repeated performance problems were followed closely by the unprovoked attack. This act is worthy of discipline and combined with the late arrival at work, the incidents taken together justify dismissal for cause.
Give unsatisfactory performers a chance to improve, and keep records of any disciplinary action that has been taken.
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Position of Trust
The Chief Financial Officer of a large national organization claimed wrongful dismissal when his employer terminated his services abruptly and without any notice period for alleged financial irregularities.
The plaintiff was responsible for the financial affairs of the $70 million business. This included supervising the recording and reporting systems in addition to managing the bookkeeping and accounting personnel.
The court found that, as a qualified chartered accountant, the plaintiff was expected to pursue high standards of honesty, integrity, and accuracy of his department. He was deemed the watchdog of the financial affairs of the company.
The evidence produced in the court showed that the plaintiff’s conduct fell far below the level of honesty and integrity expected of a chief financial officer. The trial judge came to this conclusion for the following reasons:
a) he certified items on his expense accounts that were contrary to company policy that he himself had established.
b) he certified items on his expense accounts that were misleading or totally false, including the submission of misleading invoices for air travel to cover up his personal car rental charges.
c) he fabricated meals and duplicated expenditures for those meals and many other personal items not closely related to the company's business.
d) he used his company credit cards on extended vacations and for the operation of his personal car.
e) he went into his own employment record with the company and deliberately backdated his length of service four years so he would be entitled to pension benefits without the knowledge or consent of the president.
f) he arranged for his own company to pay for personal legal expenses for a personal incident without the knowledge or consent of the president.
The trial judge found the behaviour of the plaintiff to be deceitful and unacceptable for someone in his trusted position. Such conduct justified dismissal for just cause and without notice.
As soon as the employer received the verdict, it went after the employee for $3,000 for wrongful conversion of moneys, and won.
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Whistleblower Study
(OTTAWA) The federal government is moving quickly to study the possibility of legislation to protect whistleblowers in the public service.
The Treasury Board of Canada, the federal employer, has announced the creation of a working group to review the state of internal disclosure protection for federal employees.
It was just two weeks ago that Dr. Edward Keyserlingk, the federal Public Service Integrity Officer, tabled his first report to Parliament, urging the enactment of such a law. Keyserlingk is one of five members appointed to the working group, which will among other things examine whistleblower legislation in other countries and propose options for change to Treasury Board President Lucienne Robillard by the end of January 2004.
"The Government of Canada is committed to a public service where employees can honestly and openly discuss concerns without fear of reprisal," says Robillard. "Our current Policy on the Internal Disclosure of Information Concerning Wrongdoing in the Workplace has been in use for almost two years, and although many employees have made disclosures, we know that more public servants need to better understand the policy. They also require more reassurance on protection from reprisal.”
Robillard says new whistleblower guidelines should allow federal employees to report wrongdoing and be protected from reprisals. Those accused of wrongdoing should also be treated fairly so that workplaces don’t become litigious and mistrustful. New rules must also allow public service managers the ability to promote early measures to prevent wrongdoing in the first place, she says.
The other four members of the group are former Auditor General of Canada Denis Desautels, Brock University public administration professor Dr. Kenneth Kernaghan, Hélène Beauchemin, a former federal Assistant Deputy Minister, and Merdon Hosking, President of the Association of Public Service Financial Administrators.
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Salary Forecast
(TORONTO) Salaries in the Toronto area are expected to slightly outpace inflation in 2004, according to a survey by the Toronto Board of Trade.
Executives can expect an average increase of 3.3% next year, while all other types of employees will likely receive an average of 3.1% raise in base salary. “Those are not bad numbers, considering that inflation is running at 2.0%," says Dave Tuck, chair of the Board of Trade Compensation Surveys Committee. "What is worrying is that reporting organizations don't expect to see an increase in job creation in 2004. If you have a job, you're among the fortunate in this economic climate.”
The board surveyed more than 400 employers in the Greater Toronto Area on their compensation practices and plans, and found that the levels of executive bonuses are expected to remain stable next year, suggesting that employers are forecasting a positive performance in 2004.
In 2003, the average CEO of a company with $10 million in revenue or less is earning an average of $159,600 in base salary. For firms with $20.1 million to $50 million in revenues, the average CEO earns $199,000; for companies between $100.1 and $300 million, the CEO’s salary is $329,000; for businesses with $300.1 million to $1 billion in revenues, the CEO earns an average of $363,000; and for those above $1 billion, the top executive makes $682,500, the survey found.
Standard perqs for Toronto-area executives include cell phones, personal digital assistants, and laptop computers, received by a majority of those surveyed. Less common are the use of company-leased cars, provided to one-third (32%) of executives, and company-owned vehicles, which is a perq for 10% of executives. The average monthly lease value of a company-leased car is $900 while the median value of company-owned vehicles is $50,000.
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Pension Agreement
The Royal Bank of Canada has reached a tentative settlement of a pension dispute with Royal Trust employees. To read this article, please Click Here.
False Harassment Claims
A judge found that a woman made false harassment claims because her employer wouldn't give her a letter of reference... To read this article, please Click Here.
School Board Retaliated
A school board retaliated against an educator for filing a human rights complaint, a board of inquiry found. To read this article, please Click Here.
Insurance Industry
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Quebec Employment
Quebec created nearly half of all new jobs in Canada in the first six months of 2002. To read this article, please Click Here.
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