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X-WR-CALDESC:Events for Lancaster House
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BEGIN:VEVENT
DTSTART;TZID=UTC:20241105T123000
DTEND;TZID=UTC:20241105T140000
DTSTAMP:20260404T062455
CREATED:20240709T195137Z
LAST-MODIFIED:20250213T170627Z
UID:14135-1730809800-1730815200@lancasterhouse.com
SUMMARY:Compliance and Compassion: Providing representation while accommodating disabilities and meeting professional obligations
DESCRIPTION:Moderator\n\n \nSarah Atkinson\nArbitrator/Mediator \n\n\nSpeakers\n\n \nShannon Carson\nUnion Counsel\nMyers LLP \n\n\n \nMichael Horvat\nEmployer Counsel\nAird & Berlis LLP \n\n\nIn this webinar\, expert panelists will explore best practices for legal practitioners and labour relations professionals when representing employees who may present as “difficult to work with” (e.g. combative\, non-responsive\, or invested in their matter to an above-average degree) in internal complaints\, grievance or arbitration procedures\, or other proceedings\, outlining practical guidance for providing compassionate representation while meeting legal and regulatory obligations. Topics to be addressed include: \n\nWhat key rules of professional conduct establish legal practitioners’ obligations when representing grievors or complainants? When engaging with a grievor or complainant on behalf of an employer? What legal duties apply to union representatives?\nHow can parties distinguish a “vexatious” grievor or complainant from an individual who simply needs additional support? Is there any mechanism through which “vexatious” matters can be addressed on a preliminary basis?\nHow should legal practitioners and labour relations professionals respond when\, in the course of representing a grievor or complainant\, that individual:\n\nIs combative or hostile toward the representative or others?\nIs non-responsive?\nAppears excessively invested in the matter\, repeatedly contacting the representative\, the employer\, or others?\nAppear to have a diminished capacity to make decisions?\n\n\nHow may an employee’s disability impact how they engage with their representative and others? What signs may indicate that an employee has a mental health condition or other disability impacting their conduct? How should legal practitioners and labour relations professionals respond and what legal duties are engaged in this context?\nHow might trauma\, cultural factors\, or previous experiences of discrimination impact the manner in which an individual acts throughout a complaint or grievance? How might trauma-informed and intersectional approaches assist?\nHow can legal practitioners and labour relations professionals ensure that their own biases do not impact the manner in which they represent or engage with employees?\n\nAccreditationCPD\n\n\nThis program has been approved by CPHR Alberta for 1.5 Continuing Professional Development hours.\n\n\n\n\nThis program has been approved by CPHR BC & Yukon for 1.5 Continuing Professional Development hours.\n\n\n\n\nThis program has been approved for Continuing Professional Development 1.5 hours under Section A of the Continuing Professional Development (CPD) Log of the Human Resource Professionals Association (HRPA).\n\n\n\n\nThis program contains 0 hour(s) and 45 minutes of Professionalism Content.\n\n\n\n\nThis program contains 0 hour(s) and 45 minutes of EDI Professionalism Content.\n\n\n\n\n \n\nThis program has been approved by the Law Society of British Columbia for 1.5 Continuing Professional Development hours.\nMembers of the Nova Scotia Barristers’ Society may count this program for 1.5 Continuing Professional Development hours.\nMembers of the Law Society of New Brunswick may consider this program for 1.5 Continuing Professional Development hours.
URL:https://lancasterhouse.com/event/compliance-and-compassion-providing-representation-while-accommodating-disabilities-and-meeting-professional-obligations/
LOCATION:Virtual Event
CATEGORIES:Webinar
ATTACH;FMTTYPE=image/jpeg:https://lancasterhouse.com/wp-content/uploads/2024/07/compliance-and-compassion.jpg
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BEGIN:VEVENT
DTSTART;TZID=UTC:20241121T123000
DTEND;TZID=UTC:20241121T140000
DTSTAMP:20260404T062455
CREATED:20240709T195219Z
LAST-MODIFIED:20241018T163015Z
UID:14137-1732192200-1732197600@lancasterhouse.com
SUMMARY:Attendance Management: Addressing issues raised by disabilities\, remote work\, childcare and elder care\, and absences due to illness and emergencies
DESCRIPTION:Moderator\n\n \nJames Cameron\nArbitrator/Mediator\nCameron Mediation Arbitration \n\n\nSpeakers\n\n \nChris Bryden\nUnion Counsel\nRyder Wright Blair & Holmes \n\n\n \nRoxana Jangi\nEmployer Counsel\nDentons Canada LLP \n\n\nEmployers often utilize attendance management programs (“AMPs”) to address employee absenteeism. How can AMPs be developed\, implemented\, and communicated to employees properly to ensure compliance with human rights laws\, privacy laws\, and employees’ rights under a collective agreement? In this webinar\, experts will explore: \n\nWhat is an AMP?\nHow can employers strike a balance between the need to ensure attendance at work and the duty to accommodate employees with disabilities? Should an AMP have special provisions for absences related to addiction\, alcoholism\, and other disabilities? How should AMPs be designed to address absences related to emergencies and family status\, including childcare and eldercare?\nWhat kind of medical information can employers require employees to provide under an AMP? Are consistent rules about required medical documentation appropriate or should the need for an employee’s medical information be considered on a case-by-case basis?\nHow should AMPs be implemented in hybrid or remote workplaces? What surveillance practices\, if any\, have arbitrators found objectionable?\nWhat elements should an AMP contain for it to withstand arbitral scrutiny for reasonableness? When can AMPS be deemed discriminatory or encroaching upon employees’ privacy rights? How should threshold levels of attendance at each stage of the program be set so that they are not arbitrary or unreasonable?\nWhat are best practices in communicating AMPs to employees? What role can workplace policies play in effectively communicating AMPs to employees?\nIs it a best practice to negotiate collective agreement provisions that address attendance management? Why or why not? What are some examples of attendance management clauses that unions and employers have included in collective agreements?\n\nAccreditationCPD\n\n\nThis program has been approved by CPHR Alberta for 1.5 Continuing Professional Development hours.\n\n\n\n\nThis program has been approved by CPHR BC & Yukon for 1.5 Continuing Professional Development hours.\n\n\n\n\nThis program has been approved for Continuing Professional Development 1.5 hours under Section A of the Continuing Professional Development (CPD) Log of the Human Resource Professionals Association (HRPA).\n\n\n\n\n \n\nThis program has been approved by the Law Society of British Columbia for 1.5 Continuing Professional Development hours.\nMembers of the Law Society of Ontario may consider counting this program for 1.5 Substantive hours; 0 Professionalism hours.\nMembers of the Nova Scotia Barristers’ Society may count this program for 1.5 Continuing Professional Development hours.\nMembers of the Law Society of New Brunswick may consider this program for 1.5 Continuing Professional Development hours.
URL:https://lancasterhouse.com/event/attendance-management-addressing-issues-raised-by-disabilities-remote-work-childcare-and-elder-care-and-absences-due-to-illness-and-emergencies/
LOCATION:Virtual Event
CATEGORIES:Webinar
ATTACH;FMTTYPE=image/jpeg:https://lancasterhouse.com/wp-content/uploads/2024/07/attendance-management-2.jpg
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