HRPD 701- Human Resource Management in Canada

Assignment 3:

Culminating Interview of an HR Practitioner

Submitted by:

Angelia Philips- 301315876

Mayuri Sivanesan -300801641

Rhea Verghese- 301304653

Riya Sodhi- 301250791

Submitted to:

Professor Rathika Sitsabaiesan

Submission Date:

April 14th, 2023

INTERVIEW OF AN HR PRACTITIONER

Name of the company: VHA Health Home Care

Location of the company: 30 Soudan Avenue, Toronto Ontario

Interviewee Name: Carla Mendoza

Interviewee Position: HR Business Partner- TC

Interview Date: March 31st, 2023

Interviewer: Why did you choose to work in VHA Health? And can you give us an overview

of your role, duties, and responsibilities?

Interviewee: I enjoy working in a not-for-profit and I value the work that we are doing to

provide independence to people at their homes. The HRBP position is responsible for aligning

business objectives with employees and management in designated business units. The position

serves as a consultant to management on recruitment, retention, training, development, and

other human-resource-related issues. The role assesses and anticipates HR-related needs, and

leads the implementation of HR solutions in partnership with the department. In particular, the

HRBP is directly responsible for recruitment, selection, orientation, and onboarding in

designated business units and must ensure that best practices are used which meet all

employment legislations and organizational policies and procedures.

Interviewer: What are the challenges/obstacles that the HR team is currently facing and how

does your role help in tackling the same?

Interviewee: One of the biggest challenges is the demand for jobs in the healthcare sector; there

are a lot of opportunities for job seekers in diverse settings. As an HRBP I come up with

strategies to increase our candidate pool i.e. outreach, external partnerships, etc.

Interviewer: What is your Company's approach when it comes to Recruiting/Hiring and what

are the skills and attributes you look for in potential hires?

Interviewee: We hire the best candidates in our candidate pool. Every position has its own

qualifications and skills needed to succeed in the role; we develop interview guides.

Interviewer: Do you deal with significant amount of conflict in this job? What systems do you

have in place when such situations arise?

Interviewee: In my role, I do not deal with a significant amount of conflict. However, when

conflict arises and I am unsure on how to proceed we have a team meeting, and also, we have

processes in place for situations that are common in the organization.

Interviewer: Can you explain company's approach to Compensation and Benefits? And how

are Salaries and Benefits determined and what factors are considered with respect to the same?

Interviewee: As an HRBP I am not included in the compensation and benefits decision-making.

However, to my knowledge factors such as external markets, cost of living, and funding (we

are not-for-profit). Since we have unionized and non-unionized positions there are different

processes in place. The unionized positions go through the collective bargaining process; our

collective agreements are renewed every 3-years.

Interviewer: Can you walk me through the Company's performance appraisal process? How

often are Employees evaluated and what criterions do you use to measure an Employee's

performance?

Interviewee: Performance appraisal processes vary for different positions. For example,

unionized field staff has performance appraisals on the 6-months and then 12-month mark.

Non-union corporate staff have check-ins three times a year and a final performance appraisal

at the end of the year.

PART A – ABOUT THE COMPANY
Since 1925, VHA Home HealthCare has been committed to providing 24/7 care and support

services to people of all ages, backgrounds, and abilities, with the aim of promoting autonomy.

Founded as the Visiting Homemakers Association, the non-profit organization strives to deliver

excellent care that respects the choices and preferences of the individuals being served. In order

to make life easier and make managing health issues more manageable, VHA is committed to

collaborating with clients and their families to provide support and care. From conception to

the end of life, we will work together to develop a plan that is specifically tailored to your

needs. The skilled staff at VHA consists of nurses, physiotherapists, occupational therapists,

home support workers, personal support workers, cleaners, social workers, dietitians, and

speech-language pathologists. We work hard to give our clients the best care and assistance

possible at home, in the neighborhood, and in long-term care facilities. We actively participate

in 18 Ontario Health Teams, and we also work with our partner organizations on additional

integrated care projects (VHA Home HealthCare, 2021).

VHA strives to provide the highest quality of care with compassion for every individual. The

goal is to generate more opportunities for autonomy, advocating for our clients and their

families, and delivering superior integrated care. Our dedication to quality and safety is what

motivates our client-centered care, which looks for original answers to challenging issues. In

order to best serve everyone in our community, we make a point of approaching our work in a

way that is imaginative, inspiring, and cooperative. Our incredibly talented and caring team is

committed to offering exceptional care to those who require it the most (VHA Home

HealthCare, 2021).

The Connect, Create, and Inspire guiding principles are highlighted in VHA's five-year

Strategic Plan for 2020–2025 (VHA Home HealthCare, 2021)

 • CARE to Connect works to support innovative partnerships, thorough care plans, and

the involvement of clients and families. By investing in tech-savvy solutions and

forward-thinking development.

• CARE to Create is committed to making client and service provider interactions

simpler and more seamless.

• CARE to Inspire receive access to opportunities for education, development, and

growth in addition to having a great workplace environment, job satisfaction, and work-

life balance.

PART B- PERFORMANCE APPRAISAL SYSTEM

What is an performance appraisal?

A performance appraisal is the procedure of assessing an employee's productivity and

job performance over a predetermined time frame. A presentation surveys depends on laying

out objectives for the next year, distinguish preparing and improvement needs, and giving

criticism on a worker's assets and regions for advancement (BDC, n.d.). The regular

opportunity for managers and employees to discuss performance, goals, and expectations

makes annual performance reviews common. This ensures that employees are carrying out

their responsibilities and achieving the desired outcomes. A structured approach to

performance management is made possible by annual reviews, which can boost employee

motivation and engagement. According to BDC, n.d., the appraisal procedure provides

employees with feedback on their work, assists managers in making decisions regarding pay

raises and bonuses, and identifies areas that require improvement.

What are the different types of performance appraisal?

There are various types of performance appraisal system that can be used within an

organization.
1) Ranking Scale: The rating scale, which requires the rater to provide a subjective

evaluation of an individual's performance along a scale from low to high, is probably

the most traditional and frequently used form of performance appraisal (Schwind et

al, 2019)

2) Noncomparative evaluation method: Contrary to what the name suggests, use scales

or reports with performance criteria created by supervisors or a committee instead of

comparing one employee to another. Rating scales, behaviorally anchored rating

scales, performance tests and observations, and management by objectives are some

of these methodologies (Schwind et al, 2019)

3) Behaviourally Anchored Rating Scale: In an effort to lessen the subjectivity and

biases of subjective performance measures, behaviorally anchored rating scales

(BARS) are used. Job analysts or knowledgeable employees group these instances of

effective and ineffective performance into performance-related categories, such as

employee knowledge, customer relations, and the like, from descriptions of such

performance provided by employees, peers, and supervisors. Then, particular

instances of these behaviours are ranked on a scale (typically from 1 to 7) (Schwind et

al, 2019)

4) Performance Tests and Observations: Performance reviews for a select few jobs may

be based on a knowledge or skill test. Either a skill demonstration or a paper-and-

pencil test may be administered. To be effective, a test must be valid and dependable.

It must be observed under conditions that are likely to be encountered for the method

to be job-related. (Schwind et al, 2019)

5) Management-by-Objective Approach: Each employee and their superior jointly

establish performance goals for the future as the core of the management-by-
 objectives (MBO) approach. These objectives should ideally be mutually agreed upon

and measurably. Employees are more likely to be motivated to reach the goal if both

requirements are satisfied because they were involved in its creation. Furthermore, if

they can track their progress toward an objective, they can periodically modify their

behaviour to ensure achievement of the goal. However, performance feedback must

be readily available on a regular basis for them to adjust their efforts (Schwind et al,

2019).

VHA Job Posting

Current performance appraisal system at VHA Home Healthcare

The performance evaluation system used by VHA Home Healthcare is based on a behaviorally

anchored rating scale (BARS). A score of 1 indicates a need for improvement, a score of 2

indicates that some expectations have been met, a score of 3 indicates that all expectations have

been met, a score of 4 indicates that some expectations have been exceeded, and a score of 5

indicates that all expectations have been exceeded. During the performance appraisal

evaluation, you will be assessed on performance, communication abilities, level or effort and

initiative and punctuality/attendance.

Classification of Employees Compensation

At VHA Home Healthcare, the employee compensation is based on wages where employees

get paid bi-weekly.

 Performance Appraisal Form

Full-time Palliative Nursing Clinical Lead (RN)- Central team

Employee Name: Position: FT Palliative Nursing Clinical Lead

Start Date: Last completed Appraisal:

Rating Key: 1= Need Improvement 3= Meets Expectation 5= Exceeds All Expectation

2= Meets some Expectations 4= Exceed Some Expectation

PART C – COMPENSATION

Palliative nurses provide care and support to patients with serious illnesses and their families.

Due to the complex and emotionally demanding nature of their work, it is important to offer

them appropriate incentives to maintain their motivation and job satisfaction. Here are some

common types of pay incentive programs for palliative nurses (Yap et al., 2021)

• Merit-based pay: This type of incentive program rewards employees based on their

individual performance and contributions to the organization. According to quantifiable

standards over a defined duration of time, it is a performance-related pay system that offers

bonuses or base pay increases for employees who meet their goals or carry out their duties
 successfully. This type of incentive program is based on the nurse's individual performance.

Nurses who meet or exceed performance targets are rewarded with bonuses or pay

increases. Performance targets may include measures such as patient satisfaction, clinical

outcomes, or meeting specific quality standards. These rewards will let the nurses know

where they stand and will also increase effectiveness as a reward is tied to performance.

• Performance-based pay: This type of incentive program ties pays to specific performance

metrics, such as patient satisfaction, quality of care, or productivity. Nurses who meet or

exceed these metrics can receive bonuses or other reward such as seeing a certain number

of patients in a day or week. The nurse’s skills and confidence to work within a

performance-related pay system can also lead to better company standards along with

motivating and rewarding the nurses for being more productive.

• Team-based pay: Team-based reward systems are types of incentive programs that reward

members of a group for their collective work or performance. They are designed to motivate

team members to achieve greater success through striving together towards a common goal.

The focus of the reward system is on the team rather than individual performance, as it

encourages collaboration and cooperation between team members. This type of incentive

program rewards teams of nurses for achieving specific goals or outcomes. For example, a

team of nurses who successfully reduce hospital readmission rates or improve patient

outcomes can receive bonuses or other rewards.

• Sign-on bonuses: Palliative nursing is a specialized field, and it can be difficult to recruit

qualified candidates. To attract new nurses, employers may offer sign-on bonuses as an

incentive. These bonuses are usually paid out in instalments over a set period of time.

• Education reimbursement: Palliative nurses who pursue further education or training

may be eligible for reimbursement of tuition costs. This can include attending conferences,

completing continuing education courses, or pursuing advanced degrees.

• Shift differentials: Palliative nurses who work fewer desirable shifts, such as overnight or

weekends, may receive higher pay than those who work during regular business hours. This

is known as a shift differential.

• Profit-sharing: This type of reward system is designed to encourage employees to work

together, strive for greater organizational efficiency, cut unnecessary costs, and provide

excellent customer service. This type of incentive program allows employees to share in

the profits of the company. Nurses who contribute to the company's success can receive a

share of the profits which can improve the quality of work of the nurses and motivate them

to perform at their best. This reward system can lead to the nurses thinking like owners and

taking ownership of the projects and tasks. Some palliative care organizations also offer

Employee Stock Ownership Plans as a way to provide an additional financial incentive for

nurses. ESOPs give employees the opportunity to own stock in the organization, which can

increase in value over time.

Overall, there are various pay incentive programs available for palliative nurses. Employers

may choose to implement one or more of these programs to attract and retain qualified nurses,

promote job satisfaction, and maintain high-quality patient care. In terms of recommending an

incentive system for the position of Full-time Palliative Nursing Clinical Lead (RN) in VHA

Home Health Care, I would suggest a combination of performance-based pay and team-based

pay. Performance-based pay would incentivize individual nurses to focus on specific

performance metrics related to patient care, while team-based pay would encourage

collaboration and teamwork among nurses to achieve common goals. Research suggests that

incentive plans can be beneficial for organizations by motivating employees to higher levels of

performance, improving job satisfaction and retention rates, and ultimately increasing the

bottom line. However, it is important to design incentive plans carefully, considering the
unique needs and characteristics of the organization and its employees (Boué & Corradino,

2019).

PART D–BENEFITS

Why Group Benefits?

The Government offers health plans that cover basic medical expenses and provide some

financial assistance in the event of disability, but these plans have limitations. Additional

private health care and disability programs can offer benefits that government plans do not

provide, which can help alleviate financial stress for you and your loved ones during

challenging times. VHA Home HealthCare and The Manufacturers Life Insurance Company

have partnered to offer a Group Benefit Program that supplement government plans (VHA

Home HealthCare, 2021).

The Plan Administrator is in charge of making sure that ‘all Employees’ receive the Benefits

they are entitled to. This involves paying all necessary premiums, reporting any changes such

as new enrolments or terminations, and keeping all records accurate and current (VHA Home

HealthCare, 2021).

What Employee Benefits are in place for VHA Home Healthcare (“VHA”)?

Healthcare Navigation Services: The Extended Health Care benefit includes Health Service

Navigator, which is a service that aims to offer reliable health information and resources. It is

designed to help you better comprehend your health issues and the health services that are

accessible within Canada and your local community. The service also provides provincial

guides that summarize the coverage available through your provincial health plan, a national

database of physicians and guidance on how to navigate and make the most of the numerous
health resources available within the Canadian healthcare system (VHA Home HealthCare,

2021)

BENEFIT BENEFIT AMOUNT DETAILS

Employee Life Insurance: In the $200,000: Non Evidence 2 times your annual

event of your death while insured, Limit earnings, to a maximum of

this benefit offers monetary aid to $200,000; Qualifying

your beneficiary. If your Period for Waiver of

beneficiary passes away before Premium – 17 weeks;

you or if no beneficiary is Waiting Period: 3 Months.

specified, the benefit will be given

to your estate.

Dependent Life Insurance refers to $10,000 spouse; $5,000 Termination Age -

a type of insurance that provides each dependent child employee’s age 70 or

coverage for the life of a retirement, whichever is

dependent, such as a spouse or earlier; Waiting Period: 3

child. The policyholder pays Months.

premiums for the coverage, and if

the dependent passes away while

covered, the policy pays out a

death benefit to the designated

beneficiary.

Accidental Death and $200,000 2 times your annual

Dismemberment (AD&D) is a earnings, to a maximum of

type of insurance that provides $200,000; Qualifying

financial benefits in the event of Period for Waiver of

an accidental death or Premium – 17 weeks;

dismemberment (such as the loss Waiting Period: 3 Months.

of a limb or the ability to see or

hear). The policyholder pays

premiums for the coverage, and if

the insured person suffers an

accidental death or

dismemberment, the policy pays

out a benefit to the designated

beneficiary or the insured person.

Drug Benefit and Pharmacy Unlimited Termination Age -

Services for Quebec Residents Benefit Percentage (Co- employee’s age 70 or

insurance) retirement, whichever is

earlier; Waiting Period: 3

-100% for Hospital Care
Months.

Vision Professional

Services Medical Services

and Supplies Out of

Province/Out of Canada

Emergency Travel

Assistance

-80% for Drugs

Dental care as an employee benefit Deductible: NIL Termination Age -

refers to a type of coverage employee’s age 70 or

Benefit Percentage (Co-
offered by an employer that retirement, whichever is
insurance)
provides financial assistance for earlier; Waiting Period: 3

dental services, such as regular 100% for Level I - Basic Months.

check-ups, cleanings, fillings, and Services

other dental procedures.

100% for Level II -

Supplementary Basic

Services

100% for Level III -

Dentures

50% for Level IV - Major

Restorative Services

Benefit Maximums

$1,500 per calendar year

combined for Level I,

Level II, and Level III

$2,000 per calendar year

for Level IV

Survivor Extended Benefit: is a Manulife Financial will __

type of insurance coverage that continue the Extended

provides financial support to the

surviving spouse or dependents of Health Care, Dental Care

a deceased employee. If an and Health Care Spending

employee covered under the plan

Account benefits without
passes away, the coverage
payment of premium, until
continues for a certain period,
the earliest of:
typically up to 12 months, for the

surviving spouse or dependents. • the date your dependent

is no longer a dependent,

according to the definition

of

dependent (see

Explanation of Common

Insurance Terms)

• the date similar coverage

is obtained elsewhere

• the date, which is 24

months from your death,

or

• the date the Group Policy

terminates
Disability Benefit: This applies to 70% of weekly earnings, Qualifying Period - 10

total disability during the time you to a maximum benefit of working days, if the

are covered $2,400 disability is due to an

accident; 10 working days,

if the disability is due to a

sickness; Maximum

Benefit Period: 15 weeks;

Termination Age -

employee’s age 70 or

retirement, whichever is

earlier; Waiting Period: 3

Months.

Long Term Disability: This Benefit Amount – 66.7% Maximum Benefit Period

applies to total disability during of your first $2,250 of - to age 65; Termination

the time you are covered, and monthly earnings, plus Age - age 65 less the

which prevents you from 50% of the next $3,500 of Qualifying Period, or

performing all essential duties of retirement, whichever is

monthly earnings, plus
your own occupation, during the earlier; Waiting Period 3
44% of any excess
Qualifying Period and the 24 months.
amount, to a maximum of
months immediately
$9,700

following the Qualifying Period

Non-Evidence Limit -

$7,900
How does an Employee working in VHA know what Benefits they’re entitled to?

Every employee of VHA is given Benefit Booklet which details them with the Benefits they’re

entitled to while they are employed. The Benefit Booklet is created to provide you with

information about your Group Benefits, tailored to meet your needs. It contains a

comprehensive Table of Contents that enables you to easily find the information you need. It

also includes a section that explains commonly used insurance terms. The booklet presents a

clear and concise explanation of your Group Benefits and provides instructions on how to

submit a claim in a straightforward manner (VHA Home HealthCare, 2021).

Recommendations and/or changes to the current system

As per the regulations of Canadian human resources, it is mandatory for every organization to

foster a positive relationship with its employees. This involves providing various benefits to

the employees, which may vary from one company to another. Some recommendations of other

such benefits include (VHA Home HealthCare, 2021)

• Retirement Savings: Many Canadian organizations provide their employees with

retirement savings options, such as group pension plans, which serve as a source of

income after retirement. These plans may take different forms, including DPSP, DCPP

or DBPP, and may involve the organization sharing its profits or contributing to the

plans along with the employees. By offering such benefits, companies can improve

employee morale and motivation, leading to higher levels of productivity and

efficiency. Offering retirement savings benefits also helps companies fulfill their

regulatory obligations and demonstrate their commitment to employee well-being.

• Tuition Fee Reimbursement: Tuition fee reimbursement is a valuable benefit that

healthcare organizations can offer to their employees. By providing financial assistance

for continuing education, such as nursing programs or medical degrees, companies can

attract and retain skilled professionals, while also investing in the ongoing development

of their workforce. This benefit can also help healthcare organizations to stay

competitive in the job market and demonstrate their commitment to the personal and

professional growth of their employees. Overall, tuition fee reimbursement is a great

way to support the education and career advancement of healthcare professionals, while

also contributing to the success of the organization.

• Part-time worker Benefits: Part-time workers like full-timers must be entitled to

certain benefits depending on the country, state, or jurisdiction they are located in, as

well as the employer and the employment agreement. By retaining employees for

extended periods of time, companies can ensure that they have a sufficient workforce

available during times when contracts need to be completed within shortened deadlines

or when customers make significant changes to the project without extending the

deadline. This strategy benefits both the company and the employees.

• Emergency Funds: Companies can establish emergency funds for their employees to

provide financial assistance in times of need. The provision of such funds can help

companies retain their employees by creating a sense of loyalty and security. The

eligibility for such funds is based on the employee's work performance and credibility.

Only those employees who perform well at work and have a good track record can

qualify for such funds. Overall, offering emergency funds as a benefit is a smart

investment in the well-being of employees and the overall success of the company.
PART E : IMPLEMENTATION PLAN

• COMPENSATION

Budgetary restrictions create a difficult obstacle for businesses to tackle, as they must abide by

a predetermined budget for a given project and ensure all expenses remain within the

designated limit. These limitations are further impacted by any alterations in other components

(Drew's editorial team, 2022).

Assessing the organization's goals and what it hopes to achieve with a remuneration plan is a

crucial first step in overcoming this barrier. For instance, a company might require a

compensation strategy to keep employees on board or attract qualified candidates. The

compensation strategy must be in line with the company's goals because it is a part of the

overall organization strategy. Understanding what distinguishes the company from its

competitors is therefore essential for efficient compensation planning. A marketing agency's

strategy could include incentives or other employee perks, such as managerial training, for

example, if it offers staff members discounts on client products if they meet certain

performance goals. Companies can investigate various approaches, such as providing flexible

compensation packages that may include stock options, bonuses, and other incentives. In

addition to offering other benefits like paid time off, chances for professional development,

and other things, businesses can use creative compensation strategies. As an additional means

of rewarding employees for their efforts, businesses may consider commission structures or

performance-based bonuses. Companies can lessen the barrier of budget restrictions while still

offering a competitive compensation package by investing the time to learn about and put some

of these strategies into practice (Indeed Editorial Team, 2022).

 • PERFORMANCE APPRAISAL

Lack of meaningful communication during formal feedback sessions may make it more

difficult to implement performance appraisals successfully. When workers feel judged,

misunderstood, and undervalued, it can be especially stressful for them. Furthermore, managers

might not have received adequate training in giving constructive and honest feedback, which

could result in a propensity to highlight poor performance and award unjustly low ratings. As

a result of these unfair ratings, which may lead to complaints and even legal action, this can

happen (Roberts & Pregitzer, 2022). For workers to feel truly valued and supported,

supervisors should promote a culture of cooperation and mutual trust. Transparent feedback,

time for people to express their opinions, and participation in the appraisal process can all help

with this. Setting realistic goals for employees and rewarding success are also important

(Effective Communication – Key to Change Management, 2022).

• BENEFITS

It's crucial to take employee preferences into account when choosing employee benefits. A

careful selection procedure should be used to guarantee that employees have access to the

benefits they most want in order to avoid any mistakes (Jain & Janzen, 1974).

Employers should make an effort to communicate with employees about the benefits that are

available in greater detail so that they can better understand how the different options fit

together and which ones are best for their particular needs. It is advantageous to think of your

employees as distinct groups with their own unique needs, such as those who have families or

are getting ready to retire. Your communications should be tailored to these target audiences if

you want to make sure that everyone is getting the most pertinent information (CoAdvantage,

2022). Employers should use a range of techniques, like surveys and focus groups, to collect

employee feedback. Pulse surveys, which only require one or two brief questions, are useful
for monitoring employee attitudes. While focus groups will bring a variety of perspectives and

allow organizations to go into more depth, surveys can provide more detailed information over

the long term. Employers should offer employees a range of benefits options and ask which

communication that follows, it should be made clear that the organization has listened to the

public's feedback and is now implementing the chosen benefits (Tips to Help You Find out

What Employee Benefits Your Employees Want, 2023).

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