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Updated July 2nd , 2020
This guide will be updated regularly as scenarios, information and guidance evolve.
This guidance will remain in effect until non-critical business is authorized to
resume or as indicated otherwise by the Employer. This may occur at different times across the country, as instructions from public health authorities are
issued.
DFO/CCG Guide for Managers
During the COVID-19 Pandemic
Guide for Manager During the COVID-19 Pandemic
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Contents Purpose ........................................................................................................................... 4
Summary of changes to document .................................................................................. 5
Information Technology (Updated) .................................................................................. 6
IT Best Practices ...................................................................................................................... 6
Virtual Protected Network (VPN) ........................................................................................... 6
Minimize bandwidth usage ..................................................................................................... 6
Extra steps................................................................................................................................. 6
Data plans on cellular devices ............................................................................................... 7
Phishing Messages .................................................................................................................. 7
Headsets (New) ........................................................................................................................ 8
Requests for IT Equipments........................................................................................................ 8
Need technical help? ............................................................................................................... 8
Labour Relations (Updated) ............................................................................................ 9
Leave with pay for other reasons – Code 699 (Updated) .................................................. 9
Employee who has been exposed to or has a confirmed case of COVID-19 .............. 12
Experiencing flu-like or COVID-like symptoms .................................................................. 13
Vacation and other leave ............................................................................................... 13
Remote Work (New) ...................................................................................................... 14
Income Tax (New) ......................................................................................................... 14
Removal, Purchasing and Return of Assets .................................................................. 15
Employees well-being ................................................................................................... 15
Staffing .......................................................................................................................... 18
Human Resources ................................................................................................................. 19
Staffing processes .................................................................................................................. 22
Second Language Evaluation (Updated) ........................................................................... 23
Onboarding New Employees and Students (New) ........................................................ 25
Classification ................................................................................................................. 25
Harassment and Violence - Investigations .................................................................... 25
Pay ................................................................................................................................ 26
Performance Management Program (Updated) ............................................................ 27
Learning and Development (Updated) .......................................................................... 28
Relocation ..................................................................................................................... 30
Guide for Manager During the COVID-19 Pandemic
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Occupational Health and Safety .................................................................................... 30
General Prevention Measures ............................................................................................. 31
Pre-screening Activities ......................................................................................................... 32
Assessing Risk ....................................................................................................................... 32
Personal Protective Equipment (PPE) ................................................................................ 33
Workplace Inspections .......................................................................................................... 33
Management Inspections and Preventative Maintenance ............................................... 33
OHS Committees ................................................................................................................... 34
Ergonomics ............................................................................................................................. 34
Removal of Ergonomic Assets ............................................................................................. 34
Restrictions .............................................................................................................................. 34
Approval Process ................................................................................................................... 35
First Aid .................................................................................................................................... 35
Refusal to work ....................................................................................................................... 36
Occupational Health and Safety Training ........................................................................... 36
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Purpose The Department of Fisheries and Oceans (DFO) and the Canadian Coast Guard (CCG) is responsible for ensuring that the health and safety at work of all our employees. The Guide for Managers during the COVID-19 Pandemic provides managers with updated and readily accessible information on the COVID-19 pandemic, in order to better support their employees and to maintain a safe and healthy workplace environment. Managers are the first point of contact for employees who have questions and concerns about COVID-19 in the workplace. Questions related to refusal to work and/or health and safety matters, managers should contact their Health and Safety Advisor. Questions related to leave and/or workplace issues, managers should contact their Labour Relations Advisor. Recognizing that the current situation can be very stressful for you as an employee but also in your role as a manager, please remember that the Employee Assistance Program is available to you and your family members. The information included in this guide applies to all work locations and all employees. Precautionary Measures During a pandemic, employees are reminded to take the following precautionary measures:
Wash hands thoroughly in warm soapy water for at least 20 seconds or use of alcohol-based hand sanitizer if water and soap are not immediately available;
Avoid touching eyes, nose and mouth with unwashed hands;
Practice proper cough and sneeze etiquette. Cover your mouth and nose with your arm or a tissue to reduce the spread of germs. Remember if you use a tissue, to dispose of it as soon as possible and wash your hands afterwards;
Keep common surfaces clean;
Stay home if you are sick;
Avoid close contact with people who are sick;
Consider alternative forms of greeting someone, other than shaking hands; and
Clean and disinfect your workstation regularly.
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Summary of changes to document
For ease of reference, you will find below the list of changes that have taken place since the last
published version. Updated questions are indicated as such in their respective sections.
Version Summary of Changes
July 2 IT section has been modified
July 2 Labour Relations section has been modified
July 2 Income Tax section has been added
July 2 Removal, Purchasing and Return of Assets has been modified
July 2 Employee Well-being section has been modified
July 2 Second Language Evaluation section has been updated
July 2 Onboarding New Employees and Students section has been added
July 2 Performance Management section has been updated
July 2 Learning and Development section has been updated
May 13 Labour Relations section has been updated regarding Code 699
May 13 The Second Language Evaluation section has been updated
May 13 The Occupational Health and Safety section has been modified
April 30 The section Employee who has been exposed to or has a confirmed case of
COVID-19 has been updated
April 30 The Human resources section has been updated
April 30 Learning and Development section has been updated
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Information Technology (Updated) Allocation of remote technological equipment and accesses should be regularly assessed so as to maximize productivity.
IT Best Practices
Virtual Protected Network (VPN)
Since June 29th, the restrictions on all 3 gateways (East/West/Central) have been removed
When connecting to the network, use the VPN gateway for your region only
Minimize bandwidth usage
If online meetings are essential, reduce bandwidth usage by: o limiting participants to those who are absolutely required; o disabling cameras; and o making documents needed for meetings available ahead of time so
participants already have their own copies.
Refrain from excessive usage of social media on the VPN (e.g. YouTube, Facebook, Twitter, Instagram).
Avoid using online training resources (e.g. audio, video, eLearning) or engaging in other activities that can be done offline or through home internet on your personal computer.
Use other forms of communication to avoid connecting to the VPN.
Use your mobile work phone for communications, if possible (e.g. emails, texting).
Ensure your mobile work phone is set up to send and receive encrypted email.
Use Blackberry Messenger Enterprise (BBME) for communications up to Protected B.
Use your home internet to access your emails through webmail (https:\\webmail.dfo-mpo.gc.ca) and to access Microsoft Teams, and Outlook, if required. You will need to input your network user name and password.
Install your regional DFO/CCG Mobile Alert App to receive security notifications on your Android device or iPhone in your respective region (available from Google Play and the Apple App Store).
Extra steps
Encrypted emails only work within your work email (DFO Outlook Client), so make sure your device is set up to decrypt email messages and documents, if needed.
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Change your network password on a regular basis. Changing it immediately could save you and the IT Service Desk problems in the coming weeks.
Use extreme caution when viewing any email that looks suspicious. If you have concerns, DO NOT open the email or click on any links.
Set up an appropriate workspace at home, including a comfortable chair and space for your laptop, tablet, phone, or other equipment.
Plan for frequent short breaks, as your temporary workspace will not likely have an ergonomic setup.
Ensure you have lockable storage for any work-related materials requiring security containment, if applicable.
Talk to your manager if you have any questions or concerns.
Data plans on cellular devices
The data available for use as part of standard data plans will increase automatically once the current limit of 2GB is reached each calendar month (from 2GB to 5, 15, then 25GB). At the beginning of each month the data plans will revert back to the standard data limit of 2GB; however, will increase for the month as specified above if additional data is required. Unfortunately, you may receive overage warning messages; however, these can be ignored for the time being as SSC has advised that additional charges will not apply.
Phishing Messages
During the ongoing crisis, it is expected that criminals engaging in Phishing Email
campaigns will increase their malicious activity. It is important for us to be extra cautious
and remain vigilant to thwart these malicious actions.
Please remember the following important tips:
Beware of online requests for personal information: A coronavirus-themed email that seeks personal information like your Social Security number or login information is a phishing scam. Legitimate government agencies will never ask for that information. Do not respond to the email and/or provide your personal data. Delete the email
Check the email address or link: You can inspect a link by hovering your mouse button over the URL to see where it leads. Sometimes, it is obvious the web address is not legitimate; however, phishers can create links that closely resemble legitimate addresses. Delete the email
Watch for spelling and grammatical mistakes: If an email includes spelling, punctuation, and grammatical errors, and it is not bilingual it is likely a sign you’ve received a phishing email. Delete the email
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Avoid emails that insist you to act now: Phishing emails often create a sense of
urgency or demand immediate action. The goal is to get you to click on a link and
provide personal information immediately. Delete the email.
Headsets (New)
A reasonable cost for a quality headset is up to $200, as an effective balance between cost and quality. Below are some recommended products which can be found at multiple purchase locations online. Individual RC managers may purchase these types of peripherals depending on the needs of their employees.
o https://en-ca.sennheiser.com/century-sc-630-660-usb-ml o https://www.poly.com/us/en/products/headsets/voyager/voyager-4200-uc
Requests for IT Equipments
Requests for IT equipment (laptops/tablets, docking stations, monitors, smartphones/cellphones) should follow the standard process by submitting a ticket through the IT Self-Serve Portal.
Need technical help?
If you have an urgent need, please call the IT Service Desk at 1-888-248-2210, and a technician will respond as soon as possible. However, long delays are possible. If you can wait, please enter your service request through the IT Self-Service portal.
Submit your urgent incidents (problems that greatly impede work) by calling 1-888-248-2210 to speak with a technician. Call volumes for incidents are closely monitored to minimize wait time. A few examples of incidents are :
o Inability to connect to the network or access email o Error message from Windows or an application, preventing you from
working. o Forgotten account or password.
Submit your service requests (a new need) or non-urgent incidents via the IT Self-Service Portal, taking care to search for the right category in the service catalog, and attaching all required forms, as indicated in the instructions at the top of the form. The request will be quickly analyzed and prioritized based on the information provided, and then queued for processing. Examples of non-urgent service requests or incidents to be submitted via the
portal include o Installation of software or hardware.
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o Updating information in GEDS and Outlook properties o Ordering or replacing cell phones or computers o Obtaining a network or application access account o Problems with a software or computer that has little impact on the job
Submit general enquiries or comments by email to [email protected]. Request for assistance should not be submitted through the mailbox, unless unable to do so through the portal or by phone. Examples where it would be appropriate to send an email to the ITSD :
o If you are unsure how to enter a ticket or fill out a form that must be attached to your ticket.
o Reporting a suspicious e-mail or phishing attempt. o Verifying that IM&TS is indeed responsible for what you need. o Other general IT questions (e.g. how much space I have in my mailbox,
etc.).
Labour Relations (Updated)
Leave with pay for other reasons – Code 699 (Updated)
Leave with pay for other reasons is used when there are circumstances not directly attributable to the employee which prevent them from reporting for duty. The approval of this leave in relation to COVID 19 situations is to be retroactive to March 13th 2020 as applicable. The use of this leave has been expanded in response to the COVID 19 pandemic. Below are the situations where leave with pay for other reasons can be granted:
A) Illness
Employees who are unable to work because of COVID-related illnesses. This means that they are: diagnosed with COVID-19; experiencing COVID-19 symptoms; at high risk for severe illness from COVID-19, as described by the Public
Health Agency of Canada and cannot work remotely; in isolation due to travel and cannot work remotely; has been exposed to COVID-19 and cannot work remotely.
B) Family Care (Updated)
Employees who are unable to work their full hours because their children cannot
attend school or daycare due to a closure or because of attendance restrictions in place in relation to the coronavirus situation:
Attempt to make alternative childcare arrangements.
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If that is not possible, they may be granted “other leave with pay” (code 699) for hours not worked.
If employees are required to go the workplace, and in light of the circumstances, children are not allowed on the premises.
Employees who are unable to work their full hours due to health reasons, limited availability of spaces or other restrictions put in place by provincial or territorial authorities, and schools, summer camps and daycares are open in their province or territory:
Attempt to make alternative childcare arrangements. If that is not possible, they may be granted “Other Leave With Pay (699)
for hours not worked.
Employees who are unable to work their full hours because they opted to keep their children at home, and schools, summer camps and daycares are open in their province or territory:
Attempt to make alternative childcare arrangements.
If alternative childcare arrangements are not an option, discuss with their manager the possibility of a flexible work arrangement as a reasonable alternative to taking leave.
If flexible work arrangement is not an option, managers are encouraged to show flexibility in approving leave available to employees in accordance with their collective agreement.
Employees who care of a dependent and cannot work remotely.
Employees living with a dependent that is at high risk for severe illness from COVID-19, as described by the Public Health Agency of Canada, and cannot work remotely.
If an employee is at high risk for severe illness from COVID-19, or living with someone who is, they are expected to be in regular contact with their manager, who will assess the need for continued leave. This assessment will take into account their working conditions, the protective measures in place at their work site, and the need of services for the safety and security of Canadians.
Who is at high risk? People with medical conditions including:
o Heart disease o Hypertension (high blood pressure) o Lung disease o Diabetes o Cancer
People with weakened immune systems from a medical condition or treatment, such as chemotherapy
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Older adults (65 and older).
C) Technology
Employees who are unable to work because of Technology limitations, including VPN access or lack of work equipment/tools to perform the duties remotely.
D) Work Limitation
Employees who are unable to work because the Business Continuity Plan is implemented restricting work to critical employees only and employees cannot perform work remotely.
E) Other
Any other circumstances directly related to COVID-19 which prevent the
employee from reporting to work or working remotely. Other situations will be considered on a case by case basis. You should contact your Labour Relations Advisor to discuss.
More information is now available on the employee illness leave page. 1. Should I be tracking when I have approved an employee to take Leave with
Pay for Other Reasons? (Updated)
All employees should discuss with their managers their use of leave code 699 for any of the reasons related to COVID 19. Initially, the direction was to enter this leave in the system upon return to regularly scheduled work. However, as the situation continues to evolve, the direction is now for employees to enter leave 699 in PeopleSoft both retroactively and going forward. A document with instructions on entering this leave in the system has been distributed to Section 34 managers, and is also available from your Labour Relations Advisor. It includes instruction for entering the leave in the system, as well as instructions for those employees who do not have access to PeopleSoft. The leave, is to be entered retroactively to March 13, 2020, and if any further leave is taken, it is to be entered on a bi-weekly basis. .
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2. Should overtime be approved for an employee who has taken leave with pay for other reasons – code 699 - during their normal hours of work and then worked hours outside their normal hours of work?
No, the intent is not to grant leave with pay – code 699 - and then pay overtime. The employer has taken a very supportive approach to its employees, the purpose of which was to show flexibility in order to obtain balance while trying to remain reasonable. In addition, all overtime work should be authorized in advance by the Employer and the employee does not control the duration of the overtime work. The collective agreement outlines the relevant provisions related to hours of work. Although the collective agreement allows for flexible hours of work, managers can look to move hours of work within the available parameters outlined in the collective agreement. Managers are encouraged to contact their Labour Relations’ Advisors to discuss these particular requests.
Employee who has been exposed to or has a confirmed case of COVID-19
3. If an employee advises you that they believe that they may have been exposed
to or has a confirmed case of COVID-19, what are your obligations as a manager to ensure their privacy, while balancing the well-being of the rest of my team? (Modified)
Under a privacy perspective the collection, use and disclosure of personal information relating to COVID-19 cases under the current circumstances is in accordance with sections 4, 7, and 8 of the Privacy Act. Employers are responsible for protecting the health and safety of employees at work, under Part II of the Canada Labour Code. They are required to implement preventative measures to ensure employees are not exposed to conditions that could be harmful to their health or safety while working; this includes employees’ risk of exposure to COVID-19.
If the employee is/was in the workplace and it is confirmed by a health care provider that the employee is/was infected with the COVID-19, under the Canada Labour Code, this would constitute a workplace hazard. As such, the employee has a duty to report this hazard to management. The following is a link to a process map for reporting potential or confirmed workplace incidents. http://www.dfo-mpo.gc.ca/covid19/pdf/COVID-19-Process-Map.pdf
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More information is now available on the employee and employer responsibilities page.
4. An employee (asymptomatic) has been asked to self-isolate (e.g. public health contacted them as they were in close contact with a person with a confirmed case of COVID-19), what type of leave should be used?
If in good health and able to work, employees will be asked to discuss with their
managers, the option to telework.
If that is not possible, the employees will be granted “other leave with pay (699 code)”
as per the applicable collective agreement.
Experiencing flu-like or COVID-like symptoms
5. What should you do if your employee, who is at the workplace as they deliver a critical service, is experiencing flu-like symptoms?
If your employee is exhibiting flu-like symptoms, you should ask them to leave the workplace. They should refer to the information on Canada.ca/coronavirus , complete the self assessment and contact their local public health authority. Consideration should be given to telework if operationally feasible. Should the employee become ill and not be able to telework then other leave with pay will apply. 6. What should you do if an employee informs you that they have observed
COVID-19-like symptoms in a colleague? Anytime someone has COVID-19-like symptoms, they should not be in the workplace. If
an employee observes COVID-19-like symptoms in a colleague, they are encouraged to
approach their manager. You should contact the potentially ill employee and direct them
to go home and contact their health care provider or local health authority.
Vacation and other leave
Deadline for Vacation Leave Requests – PA Group On April 6, 2020, the Treasury Board of Canada Secretariat signed a Memorandum of Agreement (MoA) with the Public Service Alliance of Canada to alter the deadlines with respect to submission and approval of vacation leave for the 2020 summer leave period for the Program and Administrative Services (PA) group. The altered deadline for employee submission will be May 15, 2020, and the Employer’s deadline to respond to such requests is moved to June 1, 2020. Vacation leave
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requests for the first two weeks of June 2020 are to be submitted before April 15 and the Employer will make every reasonable effort to respond before May 1st. This MoA may be extended by mutual agreement depending on the duration of the pandemic.
Remote Work (New)
In the current context of the COVID-19 pandemic, it is expected that many employees will continue to work remotely, whether full time or part time, as remote working will become part of the new normal for many in the immediate future and over the longer term. It is important to note that much of what is outlined in the Telework guidelines is intended for telework situations not remote work. However, many of the priniciples translate in remote work situations. DFO/CCG is committed to ensuring that employees continue to have a positive employee experience regardless of the physical location of work. The key to success will be ensuring we have the tools in place to support the workplace of the future, including effective remote working arrangements. To that end, an appendix (Appendix H) has been added to the Telework Guidelines to ensure employees and managers are well equipped to continue to work remotely, and to support their ability to make a full contribution. The appendix will focus on the following main areas:
- Communication and Engagement,
- Employees’ physical health and safety,
- Employees’ psychological health and wellbeing,
- Disability Management and Duty to Accommodate,
- Information Technology.
Visit the following link for more information on Remote work: https://intranet.ent.dfo-
mpo.ca/hr-rh/en/node/934
Income Tax (New)
Some employees are asking their managers to sign the Canada Revenue Agency (CRA) form T-220 to designate their homes as places of work during COVID-19, to be able to claim home expenses. When should you expect guidance to provide to employees?
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The Treasury Board with the CRA indicated that they are looking into this question and they will provide information in the future. They are looking at this issue for all Canadians, not just the Public Service. A response is not expected until early 2021.
Removal, Purchasing and Return of Assets
The Department has developed a temporary process to enable employees to remove assets from its sites, request IT assets (laptops, monitors, and printers/scanners), and purchase new assets, with the objectives of improving remote work workstation ergonomics, ensuring employees can continue delivering on core departmental business, and ensuring departmental assets are removed and returned safely during the COVID-19 pandemic. Approval for asset removal or return should be granted on a case by case basis and only to personnel who were given permission by their Director (EX-01 and above) to access the work site. The departmental process for assets purchase must also be evaluated by the manager on a case by case basis, and will require at a minimum Director level (EX-01 and above) approval by email. As always, in making such decisions, the approving Executive must ensure that the need is sufficiently pressing, respect value for money, and remain prudent stewards of resources. Consideration and priority should be given to employees delivering critical services, working full-time on core departmental business, and those requiring accommodations (under the Duty to Accommodate).
Visit the following link for more information on removal, purchase and return of assets during the COVID-19 pandemic: Guidelines on assets and supplies while working remotely
Employees well-being
The Department of Fisheries and Oceans (DFO) and the Canadian Coast Guard (CCG) is responsible for ensuring the health and safety at work of all our employees, this includes supporting employees’ psychological health and safety. Managers remain the first point of contact for employees who have questions and concerns about COVID-19 in the workplace as well as for supporting employees’ mental health during times of crisis. Recognizing that the current situation can be very stressful for you as an employee but also in your role as a manager, please remember that the Employee Assistance Program is available to you and your family members.
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7. How do you address the anxiety that some employees may be experiencing? Under circumstances such as these, it is natural to experience different levels of anxiety. You should advise your employees on what services are available to help them and their family members via the Employee Assistance Program at 1-800-268-7708 (TDD) 1-800-567-5803 for support, or to reach out to our Workplace Wellness team, who will be sharing daily wellness tips and tools with employees (DFO.WorkplaceWellBeing-Bienetreenmilieudetravail.MPO@DFO-MPO.GC.CA). Remind your employees about LifeSpeak, an online platform that provides videos, on-line chats, experts on different topics of interest to you and your family members. LifeSpeak can be accessed from any computer or mobile device.
URL: https://canada.lifespeak.com/
CLIENT PASSWORD: Canada 8. What can I say to employees who feel too stressed to work? Reassure employees that this is a difficult time and we are all in this together. How one responds to the pandemic can depend on one's background, the things that make one different from other people, and the community they live in. Remind employees that the department and the Government of Canada is doing all it can to support them to work at home or to provide for measures should they not be able to work. Work will be impacted and will slow down in some respects - assure staff that expectations will shift accordingly. 9. What resources are the department offering to employees during this time? Workplace Wellbeing is providing tips of the day that provide concrete examples of things to do to support yourself and your family during this time. Take time to read them and practice some of the tips to help make your day manageable. In addition, the department is working hard to ensure IT support is stable and available for employees. 10. Where can employees go to get information on how to support their mental
health? The Canadian Mental Health Commission offers great resources and their site is updated daily. Other sources include:
Your local public health unit
https://www.mentalhealthcommission.ca/English/target-audience/individual
Your provincial/territorial public health authority
The Government of Canada’s COVID-19 web page
World Health Organization 11. How can I worry less about missing work if I’m quarantined or my kids' school
is cancelled, and I need to stay home with them?
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As lockdowns or school cancellations have been enforced in many areas, consider what you’ll need to do to put a work plan into place. Telework agreements are not required during this time as most employees are now required to work from home. If you have an urgent problem with your email connection, please call the IT Service Desk at 1-888-248-2210, and a technician will respond as soon as possible. Remember that managers are also employees and have challenges to overcome as well. Speak to your immediate supervisor about how you can be supported during this time. Leave provisions have been made available to those who are required by public health officials to self-isolate and cannot work, those who due to lack of alternative childcare arrangements cannot telework, or other possible scenarios. Each scenario is different so please speak with your manager.
12. How are we keeping connected as a team during this time? Set up bi-weekly team meetings using MS Teams or Skype. Encourage employees to stay connected with each other through these technological means. Organize one on one discussions, if you can, to check in on how team members are feeling, how they are managing work and family obligations and provide ideas on how work can be structured to alleviate stress. 13. How will you ensure civility is maintained during this time? Employees should be reminded that during this time when technology is the main means of contact, cyber bullying and inappropriate behaviour is still not acceptable. We are all expected to treat each other respectfully. Start each team meeting with a reminder that employees are still considered to be at work and any negative behaviour will be dealt with as though they were in the workplace. 14. How can we support ourselves during this crisis?
It is important to take steps daily to reduce stress and promote mental health. Some suggestions include:
Take breaks from watching, reading, or listening to news stories, including social media. Hearing about the pandemic repeatedly can be upsetting.
Take care of your body. Take deep breaths, stretch, or meditate. Try to maintain a healthy eating schedule with well balanced meals. Get plenty of sleep, exercise or take walks when you can and try to limit the use of recreational stimuli.
Connect with others. Talk with people you trust about your concerns and how you are feeling.
15. Are the Informal Conflict Management Services being offered during this crisis?
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Yes. The Office of ICMS continues to offer prevention and intervention services and is available online or by phone. ICMS practitioners provide a safe space where you can express yourself and be heard, as well as develop your: • Emotional intelligence; • Resiliency to stress; • Interpersonal relationships; and • Strategies to deal with difficult situations effectively ICMS can be contacted through the Workplace Well-Being e-mail address at DFO.WorkplaceWellBeing-Bienetreenmilieudetravail.MPO@DFO-MPO.GC.CA. 16. Are job aids available for virtual teams? (Updated)
During a crisis such as COVID-19, work teams can often find themselves working quickly and outside of their normal routine. To support you in working effectively as a member or leader of a virtual team, we have created a suite of new job aids.
COVID-19: Working Virtually COVID-19: Working Remotely - Tips for Team Members COVID-19: Working Remotely - Tips for Team Leaders Virtual Team Toolkit Virtual Team Charter Guidelines
The following online course is also available to supervisors and managers to help them manage a team remotely, and provide them with strategies for setting communication standards, hosting virtual meetings, supporting employees and assessing their performance:
Establishing effective virtual teams (X175) (duration: 30 minutes)
Staffing
As we navigate through these uncharted waters due to COVID-19 it is important to practise prudent HR management practices given the difficulty in onboarding new employees.
Consequently, managers assess whether proper working tools (e.g. laptop) and meaningful work can be provided to new employees prior to making an offer. Support on virtually onboarding new employees is available to facilitate the integration into the work unit.
Managers are responsible to ensure you have sufficient staff to cover the critical services during a pandemic. Under the Public Service Employment Act (PSEA), several options
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exist to facilitate the speedy staffing of positions in response to an emergency. Please discuss with your Regional HR Director.
For greater certainty, the Department uses the Treasury Board Policy on Government Security definition of critical service as “a service whose compromise in terms of availability or integrity would result in a high degree of injury to the health, safety, security or economic well-being of Canadians or the effective functioning of the Government of Canada”. All sectors and regions recently validated the critical services offered. Note that managers should continue to ensure, as a priority, that existing staff are meaningfully engaged to the extent possible. Managers are encouraged to collaborate with colleagues across the organization to identify employees whose workload has been impacted to facilitate an exchange of skills.
Human Resources
17. Will my HR advisor be available to provide services in the weeks to come? If the position is deemed critical and/or meaningful work and proper working tools can be provided, letters can be processed. Tips and tricks to virtual onboarding is also available. Otherwise, it is recommended that the request be put on hold until further notice. Once the situation stabilizes, HR will be able to re-issue with a revised start date.
18. A letter has been signed with a future start date, what are my responsibilities?
For Appointments or Deployments: According to the Public Service Employment Act (55) and (56), the letter of offer is a binding document and takes effect once it has been signed by both parties, regardless of the start date. Given the present situation, managers should communicate with new employees to see if they prefer to amend their start date, when the work environment has stablilized. If the start date remains unchanged, managers should be prepared to provide a computer and the employee would be asked to telework as much as possible.
For Secondments / Assignments / Interchange: These staffing actions should be discussed with your HR advisor to determine if they are critical, If deemed not critical they may be put on hold until further notice.
19. I have students, casuals and/or terms under three months starting on or after March 18, 2020, what should I do?
Employees in these categories whose first day of work commenced on or after March 18, 2020 are not eligible for paid leave. Consequently, managers should determine if there is meaningful work that can be done. Please contact your HR Advisor to discuss any amendments to casual or student contracts.
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As a casual contract is for 90 days, there is leniency if the casual is already on strength and has claimed their Section 34 manager. In this situation, managers can change the schedule in Phoenix. Should the manager wish to end the contract instead, a Pay Action Request (PAR) needs to be completed and sent indentifying “Termination of work”. 20. In the next few weeks, I was planning on hiring a student, can I proceed as
planned?
At all times, when rehiring current or former students or hiring new students, departments and agencies must ensure value for money and respect sound stewardship in their decisions. The Office of the Chief Human Resources Officer has issued a call to managers to hire students as they can provide quick access to high-demand skill sets in areas such as technology and data analytics, thus supporting our response to this crisis and recovery.
In our current situation, managers should be aware that obtaining a security clearance may be challenging. However, if a student already has the required security clearance, can be properly onboarded and can be given meaningful work, student hiring can continue.
Note that for the most part the process for rehiring/hiring a student is the same as previously with a streamlined approach for students who don’t have access to registration information. Your Regional HR Advisor can provide the necessary information on how to proceed. To the extent possible, managers within DFO / Coast Guard are encouraged to support student employment where feasible. Your HR team is available to support you and answer questions you may have.
21. Will there be issues with obtaining security clearance for employees?
Fingerprinting services utilized to verify an individual’s criminal history continue to be unavailable in most locations across Canada, as a result of the physical distancing guidance from public health agencies.
Safety, Security and Emergency Services (SSES) is happy to announce that they will be implementing a new interim solution to conduct the verification of an individual’s criminal history. Effective May 4, 2020, they will be granting Conditional Security Statuses and Clearances. As part of this interim solution, temporary measures will include: the conducting of “Criminal Record Name Checks” in lieu of fingerprint verifications; and, Staffing may be adding a modified condition of employment, related to security requirements, within the letters of offer provided.
In order to process a “Criminal Record Name Check” or CRNC, SSES will require the individual’s email address. A request for information and consent will be sent directly to
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the individual via email. Once the individual submits the online request for information and consent, SSES will receive the results of the verification of criminal history. The mandatory law enforcement verifications conducted by digital fingerprints will be required upon resumption of regular business operations.
All individuals who are granted a Conditional Security Status or Clearance will be notified via the security briefing certificate, which are sent to the hiring manager.
The following standards are applicable for the current operational environment, and may change due to unforeseen circumstances; please factor these into your Human Resources plans.
Processing times for security screening are directly impacted by the complexity of an individual’s request and the degree of involvement of CSIS and/or RCMP. As a result, some requests can be processed quicker and some may be delayed, primarily due to: correction of errors in forms provided, request for missing information; review and address adverse information; conduct required security interviews; or, conduct further risk assessments.
Conditional Security Screening Level Delivery Standard
Reliability Status Up to 14 business days
Secret and Top Secret Clearance Up to 8 months (engagement from CSIS
required)
Any inquiries should be sent to [email protected].
It is important to note that like many in DFO/CCG, security personnel are being kept to a minimum so we are working with a decreased capacity as personnel security files cannot leave the premises (i.e not conducive to a work from home situation).
Urgent staffing actions that relate to issues of national security, public safety, health or the continuity of critical services, security screening will continue on a priority basis. For all other staffing actions, security screening will continue but expect delays as we prioritize the above noted.
Please note that aside from resource levels in Personnel Security, there are also varied levels of availability of fingerprinting services throughout Canada which may result in delays beyond our control and CSIS is also working on a skeleton staff so there are expected delays with any secret or top secret clearances.
22. Are timeliness measures still in place?
Yes, more than ever, it is important that we ensure we provide HR and the Pay Centre with a sufficient amount of time to process pay actions to prevent pay issues for employees.
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Over the last year, timeliness measures that were in place in our Department required that letters for new term and indeterminate be sent to management for signature at least 17 days in advance of the start date. While we have had some success in meeting our timeliness deadlines for new employees, the Department is measured on its timeliness for a greater number of HR actions which were not as timely.
Prior to COVID-19, PSPC had committed to providing additional capacity at the Pay Centre to the departments with higher timeliness results. Unfortunately, our Department was not identified has having sufficiently high timeliness results and as such, didn’t receive additional capacity from PSPC. In order to be in a position to obtain additional resources to help clear our backlog of pay files, we need to extend our timeliness to additional HR actions.
Effective immediately, the start date for all term appointments, indeterminate appointments, deployments, student and casual employment will be a minimum 17 working days from the time the letter is sent to management for signature. The minimum start date for any actings, including extensions, is 5 working days from when the letter or contract is sent to managers for signature.
While exceptions to the minimum timelines need to be approved by a higher level of authority for new term / indeterminate appointments, it is not required for the staffing actions that are now subject to timeliness. That said, timeliness of all actions will be tracked and a report will be sent to senior management on a regular basis. Additional exception mechanisms may be considered as we move forward.
We understand the need for urgency when it comes to hiring to support critical/essential services in the context of COVID-19 and these situations will be handled on a case by case basis.
This is a stressful time for everyone, let’s do our part to prevent pay issues and position ourselves to obtain additional resources from the Pay Centre to clear the pay backlog.
Staffing processes
23. Given the current situation, can I still launch a job advertisement?
There may be a delays in the HR services you receive, including the reduced use of the departmental VPN; as such, staffing actions which are not critical; such as launching new job advertisements, may therefore be delayed. Managers are encouraged to develop assessment strategies to expedite the process once launched.
24. Given the present situation, what would be the best approach in assessing
candidates?
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Wherever feasible, conduct virtual assessments. This may include the use of online or email-administered exams, telephone or video conference interviews, and increased reliance on pre-existing assessment information.
25. I am running a staffing process and the candidate indicates that they cannot complete the take home exam as they are sick, what procedures should I follow?
To reduce undue strain on the health care system, refrain from requiring candidates to obtain medical notes for absence in a staffing process. Hiring managers and assessment boards should apply the same discretion they regularly exercise in approving employees' uncertified sick leave.
26. I am working from home, how can I sign letter of offers? The Pay Centre now accepts digital signatures for all documents, including letters of offer. We encourage hiring managers who have access to myKey to use digital signatures as a default method to sign letters. Managers who do not have access to myKey will still have to sign and scan letters the old fashioned way. Note that there are apps that convert pictures into PDFs if you don’t have a scanner. Just make sure the quality of the picture is satisfactory and the image legible. A step-by-step guide with screenshots on how to use digital signatures is currently being developed and will be shared shortly. In the meantime, if you have any questions, please contact your regional HR Advisor.
Second Language Evaluation (Updated)
27. As the pandemic situation continues to affect government operations, have flexibilities been put into place to conduct second language evaluation (SLE)?
Yes, the Public Service Commission (PSC) introduced 2 temporary measures for
assessing a candidate’s proficiency in a second language. The temporary measures are
intended to provide departments with the flexibility they need to complete their staffing
for bilingual positions during the pandemic.
Both measures are meant to ensure that merit with regard to official languages and linguistic obligations provided by the Official Languages Act are respected.
28. What are the new measures? (Updated)
There are 2 temporary measures for all appointments (indeterminate, term, acting) to bilingual positions during the pandemic:
1. Exemption from the requirement to use PSC’s SLE tests when assessing
second language proficiency (reading, writing and oral)
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2. Extension of the validity period of expired SLE results for all appointments.
Within 12 months of the appointment, SLE results must be confirmed with PSC SLE tests for appointments greater than 12 months.
These measures are effective until September 30, 2020 while the PSC explore other options.
29. What is our Departmental approval process for using these measures?
Requests for using either of the two measures must be approved by: Associate Deputy Minister, CCG Commissioner, Senior Assistant Deputy Minister, Assistant Deputy Minister, Deputy Commissioner, Assistant Commissioner or Regional Director General (for non-EX positions). The approval request form can be found on the intranet at: https://intranet.ent.dfo-mpo.ca:8081/hr-rh/en/node/939
30. Where can we get more information on these temporary methods For more information, please consult:
the Guide on PSC temporary measures for second language evaluation
How to assess second language (when using measure #1); and
the Guiding Principles for Alternate Methods to Second Language Evaluation
Tests.
For assistance, please contact your designated staffing HR advisor.
31.What happens if, after attempting to confirm second language evaluation results, the person does not obtain the level of proficiency required for the bilingual position?
The person will be able to undergo second language evaluation testing more than once during the 12-month period. If at the end of the 12-month period, the person fails one or more tests, the person will have to be appointed or deployed to a position for which they meet the merit criteria, including official language proficiency.
32. If there’s an urgent need to staff a bilingual position, could official languages be removed from merit or assessed later? No. The legislation sets out that official languages are an essential qualification; there is no means to waive the qualification, or to treat it as an asset. A hiring department has
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considerable discretion to establish essential qualifications that are appropriate for each position to be staffed. If a person to be hired in an emergency does not have valid second language evaluation results demonstrating that they meet the language requirements, the department can appoint the person to another position for which they are qualified.
Onboarding New Employees and Students (New) 33. Is onboarding new employees and students possible in the context of COVID-
19? Yes. While distancing measures are in place and some employees and students will not have access to a work laptop and the DFO/CCG network, Onboarding guides and checklists have been revised to provide a clear step-by-step approach to managers, new employees and students throughout the onboarding process in the context of COVID-19. All guides and checklists are available on the orientation All aboard! intranet site. The checklist and the guide for new employees and students are also available on the Portal for new employees and students (public website).
Classification 34. Is classification work still being undertaken? The Organizational and Classification Centre of Expertise (OCCOE) is still operating, albeit with limited capacity due to current circumstances and technology challenges. Unfortunately the team may not be in a position to provide the same level of service you are used to receiving. Note that Classification Renewal Phase 1 is still being undertaken by the OCCOE to the extent possible. Managers are asked to continue collaborating in order to advance file sas much as possible. Should you have any questions or concerns please contact either Karine Brassard, OCCOE Director or Anne Casault, Senior Director, ODTA.
Harassment and Violence - Investigations 35. Will ongoing harassment and violence complaint investigations continue
during COVID 19?
The processes currently in place for both harassment and violence cases will be reconsidered by Workplace Well-Being (WWB) and investigators to eliminate face-to-face interaction with parties in order to respect guidelines set by Health Canada for social distancing.
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Workplace Well-Being will continue to assess complaints however letters of acknowledgement, responses from designated officials and recommendations will not be provided for the immediate future in an effort to minimize the stress that is currently ongoing due to the COVID 19 pandemic. 36. How can managers continue to keep their employees safe from
harassment/violence incidents? Manager’s should be aware that harassment and violence incidents can still occur in a virtual setting. Employee’s are reminded that using any virtual platform to harass or conduct an act of violence towards an employee is unacceptable and those acts will be subject to the harassment and violence prevention processes. Whether it is in a physical or virtual setting, managers are still expected to address inappropriate behaviors and prevent reoccurrences. 37. What can employees do to feel safe while they wait for the process to
continue?
Employees are reminded that whether in a physical or virtual workplace setting, protocols for ensuring respect and health and safety of themselves and others are maintained. For all open harassment and workplace violence incident cases, if possible, employees should continue to follow any resolution protocols in place by management as files are worked on. For all new incidents (both physical or virtual), if an employee feels they have been harassed or experienced workplace violence, please follow regular reporting protocols through management and the Workplace Well-Being General Mailbox, WWB senior advisors remain available to provide guidance and assistance.
Pay
38. Will pay be affected? Public Services and Procurement Canada have assured us that the Pay Centre and the Pension Centre are their first priorities and will be resourced accordingly, for example, through priority VPN allocation
The DFO and Coast Guard Pay Team are also prioritizing operations to ensure that pay support and PeopleSoft operations continue to function. Employees can reach out to MyPay as normal and the PeopleSoft Transaction Centre of Expertise, and Trusted Source are continuing operations.
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39. Can employees obtain a Priority Payment if they need one? If employees are missing pay, they can reach out to MyPay as usual who will help to apply for a Priority Payment. In addition, there will be flexibility around the approval process for priority payments, for example, accepting manager approval by e-mail.
40. As a manager, how has my role in Phoenix Self-Service been affected? You must continue to set schedules, approve time and check for exceptions as normal, however, access to the compensation web applications (CWA) and Phoenix Self-Service requires DFO network access. If you cannot access Phoenix Self-Service during regular work hours, you should ask your manager to do so on your behalf, or their manager. This will require claiming the employee in Phoenix, waiting for Phoenix to run (at least overnight) and then making the changes or approvals. If you have network access, instructions can be found in the Section 34 Manager Reference Guide. For instructions on claiming employees in Phoenix which can be accessed outside of the DFO network, see the video on the YouTube channel (Note that YouTube is not available from the DFO network, but is available using home internet service). Section 33 approval of transactions are also prioritized. Managers must continue to approve time before 8 pm ET in order to receive S33 approval. As and When Requried Employees may not have CWA access in order to report their time. Managers are encouraged to do this on their behalf. Again, instructions for doing so may be found in the Section 34 Manager Reference Guide. 41. How can my employees review their pay stubs or obtain tax slips? Employees will require network access to access their pay information. As use of VPN is limited, please encourage your employees to do so outside of core business hours, for example 8 am to 8 pm ET. Employees can also obtain tax slips online if they are registered with CRA or, if applicable, Revenu Québec online services.
Performance Management Program (Updated)
42. Has the Department established new deadlines to complete the performance management 2019-20 year-end assessments and 2020-21 agreements, in the context of the COVID-19 pandemic? (New)
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As we adapt to changes resulting from the pandemic, new departmental deadlines for the completion and documentation of the 2019-20 year-end assessments and 2020-21 performance agreements have been established. While performance management is an ongoing process, providing clear guidance and feedback, and setting specific objectives for the year are key to achieving success as an organization. Deadline: 2019-20 year-end assessments Executives: The year-end review exercise is nearing completion. Next steps will be sent in a separate communication to EX and acting EX employees. Non-EX employees: The new deadline for completing and documenting the 2019-20 year-end discussions and assessments in the Public Service Performance Management Application (PSPM App) is July 31, 2020. * For the Canadian Coast Guard seagoing personnel and lightkeepers who are remotely located and do not have access to the PSPM App, the deadline is August 21, 2020, using an offline reporting process previously negotiated with Treasury Board Secretariat. Deadline: 2020-21 performance agreements Executives and non-EX employees: The new deadline for completing and documenting the 2020-21 beginning of year discussions for both executives and non-EX employees (including offline reporting) is September 11, 2020. Executives are to use the Executive Talent Management System (ETMS) and employees, the PSPM App (as applicable). 43. I am able to access the performance management systems, but I require support. Is support available during this time? (Updated) Performance management support services are still available during this time. For support regarding the PSPM App for non-executive employees, please send your request to [email protected]. For executive performance management, please contact [email protected] for any questions related to ETMS.
Learning and Development (Updated)
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44. Given the current situation and the impact of COVID-19, are classroom courses and in-person events of the Canada School of Public Service canceled? (Updated) Considering the current impact of COVID-19 and the resulting disruption to business as usual, the Canada School of Public Service has temporarily suspended classroom courses and in-person events. Registered participants were notified by email about all cancellations. However, for select events planned in late 2020, the School is still accepting registration by email. 45. My team is affected by the impact of COVID-19, and employees working from home could benefit from distance learning. Can employees access online and self-paced courses via GCcampus on the Canada School of Public Service website? (Updated)
GCcampus is the portal to online learning for all employees. Employees can choose from the CSPS catalogue of over 250 self-directed courses, including authority delegation training for new managers, and a wide variety of language maintenance tools.
GCcampus is accessible through public networks. Please do not use Virtual Private Network (VPN) access when logging into GCcampus. Employees are encouraged to visit the CSPS websiteregularly to get the latest information on virtual courses and events, webcasts, job aids, learning paths, videos, podcasts, blogs, and more! 46. Where can employees find online tools to maintain their Second Language
skills during COVID-19?
The Canada School of Public Service (CSPS) offers a number of free language maintenance online tools, in English and in French. The language learning products on GCcampus include self-directed evaluation simulations and interactive tools to improve oral and written comprehension, pronunciation, grammar, written expression and fluency in the employee’s second official language.
In addition, employees can try out the self-assessment tests on the Public Service Commission (PSC) website.
47. Given the current situation and the impact of COVID-19, can we identify new candidates for CSPS leadership programs, specifically the Manager Development Program and the Aspiring Directors Program?
To help reduce the spread of COVID-19, the Canada School of Public Service (CSPS) has suspended all classroom courses, events and other in-person programs until further
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notice, including all registration for their leadership programs. In view of this occurrence, we will not be accepting at this time new nominations for the Manager Development Program (MDP) nor the Aspiring Directors Program (ADP). You will be informed when this changes. We encourage managers to take advantage of the online modules on the School's GCcampus, including the Manager Development Program - Phase 1 (estimated duration of 9 hours) which provides the basic knowledge to meet the needs of new managers.
Relocation
48. In the current circumstances, is it possible to authorize new relocations?
In order to respect current medical advice related to COVID-19, departments are advised to cease authorizing new relocations.
DFO’s Accounting Hub will only open relocation files required to fulfill critical operational requirements.
49. Will Brookfield continue to provide service for active relocation files?
Brookfield has invoked their own business continuity plan to protect their employees and as such, are currently only be offering the following essential services:
1. Advance of funds; 2. Payments for essential home closings; and 3. Providing guidance for the essential movement of Household Goods & Effects.
If you require additional information concerning relocations, please contact your HR advisor.
Occupational Health and Safety Managers and supervisors are accountable to ensure a healthy and safe workplace for employees by fulfilling the employer provisions under the Canada Labour Code Part II (CLC II) and the Canada Occupational Health and Safety Regulations (COHSR). In practice, this includes, but is not limited to, implementing safe work practices, providing OHS training and awareness, reporting incidents and regularly monitoring the workplace for the identification, assessment and prevention of hazards.
In the context of COVID-19, managers and supervisors are responsible to:
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Ensure that employees are aware of known or foreseeable hazards and what
measures are in place to reduce or eliminate the hazard;
Familiarize themselves with their responsibilities in responding to Internal
Complaint Resolution Process and Right to Refuse Dangerous Work;
Ensure that their employees are aware of their three basic rights under the
CLC II: the Right to Know, the Right to Participate and the Right to Refuse
Dangerous Work; and
Report hazardous occurrences such as a positive COVID-19 diagnosis in the
workplace through the Hazardous Occurrence Investigation Reporting
Process.
Respectively, it is the employee’s duty to take all reasonable precautions to protect their health and safety, follow all instructions concerning safe work practices, and report all workplace incidents resulting in injury or illness or circumstances that they believe to be hazardous to their managers and supervisors as quickly as possible. For questions about employer responsibilities under the CLC II and the COHSR, please contact your regional OHS advisor.
General Prevention Measures
Preventing illnesses is a shared responsibility. It is important that all employees stay current on COVID-19 by regularly reviewing the latest information on the Government of Canada’s primary novel coronavirus site at Coronavirus Disease (COVID-19): Prevention and Risks. In accordance with the PSOHP Occupational Advisory, the best way to prevent the spread of infections is to:
Wash your hands often with soap and water for at least 20 seconds
Avoid touching your eyes, nose or mouth, especially with unwashed hands
Avoid close contact with people who are sick*
Cough and sneeze into your sleeve and not your hands
Stay home if you are sick to avoid spreading illness to others
Maintain a 2 meter distance from other people whenever possible
Avoid large gatherings
Clean and disinfect surfaces regularly *A close contact is defined as a person who provided care for the individual, including healthcare workers, family members or other caregivers, or who had other similar close physical contact or who lived with or otherwise had close prolonged contact with a probable or confirmed case while the individual was ill.
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Pre-screening Activities
In order to help prevent the spread of Coronavirus and COVID-19 and limit the risk of infection, prior to entering any DFO building/facility, a screening process shall be administered using a health questionnaire or the Government of Canada Self-Assessment Tool. If during this initial assessment there is a potential for exposure or spread of COVID 19 or an increased risk due to the existing health concerns of an Employee, they will not be permitted to enter DFO buildings/facilities and they will be referred to contact 811 immediately, as well as, their direct Supervisor. Managers and supervisors may also consider passive or active screening protocols. Passive screening is appropriate for fixed client-service points and involves protocols such as placing signage at entrances to request individuals exhibiting symptoms to self-isolate and to contact the local public health authority. Active screening involves asking individuals directly if there are having any symptoms or have been identified by the public health authority as at risk for exposure before rendering services.
For more information on passive and active screening, please consult the PSOHP Occupational Advisory.
Assessing Risk
Task Hazard Analysis / Safe Work Procedures / Field Level Hazard Assessment With Respect to the requirements of the Hazard Prevention Program regulations, before undertaking any work-related task, a hazard assessment must be completed in order to identify hazards and evaluate risk. While tasks/activities have been assessed via the Task Hazard Analysis process, additional measures or risk assessment should take place prior to conducting activities that may involve pandemic related risks. The Field Level Hazard Assessment (FLHA) tool can help address these requirements. With particular attention to disease transmission, the FLHA can assist supervisors and managers in identifying tasks where employees may be exposed to the Coronavirus and, assessing the risk associated with such potential exposures.
During this time, it is of the utmost importance that a hazard and risk assessment be completed prior to undertaking any new or unusual tasks; tasks where employees may be exposed to the Coronavirus; and any tasks in the field, outside of the office work environment. Specifically, what can employees who deliver in-person services do to protect themselves?
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When engaging with clients at in-person points of services, employees should continue to follow the recommendations established in the PSOHP Occupational Advisory as well as the general preventive measures outlined at Coronavirus Disease (COVID-19): Prevention and Risks.
Personal Protective Equipment (PPE)
As per guidance provided by the Public Service Occupational Health Program, Health Canada most federal employees are at no higher risk of contracting COVID-19 relative to members of the general public. At this time, there is no need for general use of PPE such as face masks and gloves (for handling documents and materials) for COVID-19 under routine circumstances. The recommendations regarding PPE, however, may be modified as the situation in Canada evolves. Personal Protective Equipment, such as masks, gloves and goggles, should be used on the basis of risk exposure and in compliance with public health and occupational health and safety guidance for COVID-19. Where it is deemed necessary to utilize PPE, however, due to hazardous exposure, the PPE must be donned prior to undertaking the task or coming in contact with a potentially contaminated individual, material, or building/facility area. Where PPE is deemed necessary, but not available, do not proceed.
Workplace Inspections
Management Inspections and Preventative Maintenance
During this time, managers/supervisors and OHS committees/representatives who are on site are required to continue completing workplace inspections as specified in the DFO OHS Manual. However, those who are working from home should not be accessing the workplace to complete any inspections. Management inspections can be delegated to a qualified employee who is on site and who has the training, knowledge and experience in completing workplace OHS inspections. In addition to any existing inspection protocols, you may also want to consider adding the following COVID-19 specific elements:
sufficient amounts of soap is in dispensers sufficient amount of hand sanitizer is available
employees on site are working at a minimum distance of 2 meters apart
adequate PPE is available for those employees that require it or may be at an
increased risk of exposure to COVID-19 (i.e. face masks, disposable gloves
and protective eyewear
closed lid receptacles and garbage bags are available for waste (i.e.
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disposable gloves, sanitizing wipes, used or soiled face masks and rags or
tissues)
protocols are being followed with respect to wearing PPE, hand sanitizing,
waste disposal and effective cleaning and disinfecting of the workplace
interim Emergency and Evacuation Plans are in effect
OHS Committees
Worksites where employees are undertaking critical and essential work will be required to be
inspected. OHS committees/representatives who are on site are required to continue completing
the required workplace inspections as specified in the DFO OHS Manual. However, those who
are working from home should not be accessing the workplace to complete inspections.
Pre-use inspections
At minimum, critical employees who are required to physically work on site should clean and disinfect their office space daily. Those utilizing fleet vehicles should conduct a thorough cleaning before and after use.
Ergonomics
It is mandatory for managers and supervisors to discuss health and safety issues with employees and their obligations while working remotely. Under the revised version of Canada Labour Code, Part II, the Employer has a general duty (Section 124) to ensure that the health and safety of every person employed by the Employer is protected. With respect to working remotely, the Employer is required to take whatever action is required to demonstrate due diligence. For instance, it is the Employer's responsibility to ensure that the employee knows and understands what is involved in working remotely and provide guidance on the practical considerations of working remotely, where it is considered appropriate or necessary. This should include giving guidance on how to establish a safe and ergonomic working environment and the adequacy of the workstation and the facilities. For more information, refer to Practical tips for ergonomics and telework (working remotely).
Removal of Ergonomic Assets
Note: The Department discourages employees from removing departmental assets from the office themselves and will provide assistance for the removal of ergonomic assets (e.g. moving company or truck).
Restrictions
Ergonomic assets to be removed from DFO or CCG offices shall be limited to ergonomic chairs and computer peripherals (mouse and keyboard), granted they were issued to the employee based on recommendations from an
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ergonomic assessment. Removal of ergonomic assets should be approved on a case by case basis and only in exceptional circumstances.
No other office furniture (e.g. sit-stand desks, file cabinets*, etc.) shall be removed from DFO or CCG offices.
*Note: Secure storage options for employees who obtained approval from their manager and the DCSO to bring sensitive information home (refer to section 4.3) will be determined on a case by case basis.
Approval Process
Employees must submit the Use of Equipment Off Premise form (07-245) to their DG/RDG/AC for approval.
All approved requests to remove ergonomic chairs from offices located in the National Capital Region (NCR) must be forwarded to the Facilities Call Center, along with the Use of Equipment Off Premise form (07-245) for their records. All other regions are to follow local protocols for the submission of approved Use of Equipment Off Premise forms.
First Aid
Additionally as part of ‘after-hours/weekend’ procedures and in accordance with TBS guidance, first aid attendants may not be on site to render first aid services. If an employee falls ill and requires immediate medical attention, the employee must be promptly referred to a medical treatment facility by ambulance or other suitable transportation. Note: DFO/CCG shall assume all ambulance or other transportation costs.
Hazardous Occurrence and Injury and Illness Reporting The parties agree to the rules and regulations of the Government Employees Compensation Act and the Canada Labour Code, that work-related illnesses or injuries will be brought to the immediate attention of the manager. The employee will be covered for job-related injuries that occur in the course and scope of employment while working remotely according to the Canada Labour Code.
50. Are employees expected to complete an injury report or workers’
compensation form as a result of becoming ill with COVID-19?
Yes, if an employee becomes ill with COVID-19 and believes they contracted the disease at work, managers must follow the established steps for responding to
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and investigating a workplace accident or illness. In such cases, a Hazardous Occurrence Investigation Report must be completed; in addition, you and the employee will be required to complete the applicable provincial workers’ compensation forms. During a pandemic, the employer’s report will be accepted without the manager’s signature. These forms must be submitted together to the [email protected] via the regional OHS advisor.
Refusal to work
51. Do employees have the right to refuse to work for health and safety reasons
or if they suspect that they could be at risk of being contaminated with COVID- 19?
Under the Canada Labour Code, Part II employees have the right to refuse to do a job if there is reasonable cause to believe that the job presents a danger to themselves or another employee. Employees must be at work in order to legitimately refuse to work.
Part II of the Code, which deals with health and safety in the workplace, outlines the steps for employees to follow. Employment and Social Development Canada's Labour Program created a brochure, Pamphlet 4 – Right to Refuse Dangerous Work, that explains the process.
Occupational Health and Safety Training
All DFO/CCG employees are required to complete the 90 minute Occupational Health and Safety Awareness Online Training for employees. This training is accessible through public networks; therefore, please do not log in via the Government of Canada network or any departmental Virtual Private Network (VPN). In order to consider your training as completed, you and your manager must fill out the employee sign off sheet and return it to your regional OHS advisor
