Employer Resource Hub

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Resources:

(link to employee hub to come once built)

Resources:

UBC Best Practices for Equitable and Inclusive Job Postings

Culture Ally Best Practices for Inclusive Job Postings

Resources:

Suggested Language: “We recognize that employees have diverse cultural, religious, and personal health needs. Our organization is committed to providing reasonable accommodations for religious observances, cultural traditions, and personal wellbeing, subject to operational requirements. Employees are encouraged to discuss their needs with their manager, and we will work together to find solutions that balance inclusion and service needs.”

Template: Flexible Time Away from Work Policy

Note: This policy offers different implementation options. Employers are encouraged to use this as a template only and integrate their own existing human resources policies.

Resources:

Whistler Multicultural Society

Whistler Pemberton Newcomer Services

WCSS Whistler Navigator

Place to Visit:

• SLCC
  

  Blogs to educate yourself (especially if you are new to this learning):

  Note: This policy offers different implementation options. Employers are encouraged to use this as a template only and integrate their own existing human resources policies.

• Indigenous Corporate Training Inc:
  1. 6 Steps to Create an Inclusive Environment for Indigenous Workers
  2. 8 Key Issues for Indigenous Peoples in Canada
  3. 8 Basic Barriers to Indigenous Employment – #1 of 3
  4. Insight on 10 Myths About Indigenous Peoples
• Online & In-person Training and Workshops (free & with cost)
• Amawilc – Tanina Williams – Lil’wat Nation – Indigenous Ways of Knowing and Being, offering in-person workshops in our community
• Indigenous Employment: Recruitment and Retention Course
• Indigenous Canada – University of Alberta – a 12-lesson Massive Open Online Course (MOOC) from the Faculty of Native Studies that explores the different histories and contemporary perspectives of Indigenous peoples living in Canada.  Can be free or with cost for Certificate.
• Indigenous Relations Academy – Self-Guided Training. Learn at your own pace with recorded videos and other resources.
• Indigenous Education & Resources
  1. BC Chamber of Commerce Indigenous education and resources
  2. Whistler Navigator
  3. Guide to Land Acknowledgements

Resources:

TransFocus Consulting: Organization often contracted by RMOW for this type of training

Qmunity: Variety of online/in-person trainings available related to gender diversity/inclusion

Gender Diversity Basics: Offered by Whistler Chamber of Commerce

Rainbow Connection: We encourage employers to share with their employees that there is a local social group for 2SLGBTQIA+ individuals, friends, family, and allies, offered by WCSS

Resources:

Access Path: is a tool to help businesses identify the path forward to making their workplace more accessible. Through five assessments, businesses will receive recommended resources to help them close the gap between their current practices and the priorities identified through these assessments.

#AbleTo: A learning series on disability inclusion at work

Accessible Employers: offering free online courses to learn about the benefits of creating an accessible, inclusive workplace and creating accessible employment opportunities.

Untapped Accessibility : Their in-person and virtual workshops are grounded in real-life disability experience and designed to boost accessibility awareness or guide the development and implementation of practical plans and services.

Resources:

• Nook or Crook – based in Greater Vancouver, that offers an array of services, including one-to-one consultations, DEI training, and organizational DEI support, resources, tools and guides.

Free DEI survey from Culture AllyCulture Ally DEI Training
Salem Debs Anti-Racism Training & Resources
Indigenous Tourism BC DEI Training

Whistler Multicultural Society Employer Intercultural Communication Training (please contact info@wmsociety.ca for more information if this training is right for your organization)

Resources:

Government of BC Plain Language Checklist

Government of Canada Guide to Plain Language

Writing for the Web: Plain Language Training

WebAIM Writing Clearly and Simply Guide (external link)

Plain Language Course

Resources:

Guarding Minds at Work: Validated, anonymous survey tools specifically designed to measure psychological safety and inclusion.

The Tandem Team – They act as a third party to ensure 100% anonymity, which can be more trustworthy for employees than an internal email address

BC Human Rights Employment Equity Toolkit

Resources:

WorkSafe Victoria 5 Easy Steps To Increase Gender Inclusion Gender Inclusive Washrooms in your Workplace Qmunity – A Simple Guide for Adopting Gender Neutral Washrooms</a TransFocus – How to Convert Washrooms at your Office

Suggested Language:

Bullying & Personal Harassment

The definition of bullying and harassment includes any inappropriate conduct or comments by a “person” towards an associate that serves to intimidate, work oppose and where that person knew, or reasonably ought to have known, would cause that associate to be humiliated or intimidated. Bullying and personal harassment has the effect of creating an intimidating, humiliating, hostile or offensive work environment. While the following list is not exhaustive, bullying and personal harassment may include:

1. Verbal aggression or yelling threats
2. Actual or threatened physical assault
3. Calling someone derogatory names
4. Malicious gestures or actions, including spreading rumors
5. Vandalizing personal belongings or making personal attacks
6. Graffiti, drawings, symbols or written messages that demeans, excludes, or targets others is strictly prohibited. These actions undermine our values and contribute to an unsafe and unwelcoming environment.

A “person” includes any individual and can extend further than an associate with WRS, including employer, manager, supervisor, fellow associate, partner, guest or anyone associate comes in contact with in the workplace.

Discriminatory Harassment

The BC Human Rights Code states that no person shall refuse to employ or discriminate against a person with respect to employment, or any term or condition of employment for any of the following grounds: race, colour, ancestry, place of origin, political belief, religion, marital status, family status, physical or mental disability, sex, sexual orientation, age, criminal or summary conviction offence unrelated to employment. Discriminatory harassment can be constituted as any verbal or physical conduct or comment that could be deemed discriminatory under the BC Human Rights Code.

Sexual Harassment

Sexual harassment is defined as any conduct, comment, gesture or contact of a sexual nature that is likely to cause offence or humiliation to any associate or prospective associate, or that might be perceived by an associate as placing a condition of a sexual nature on their employment or on any opportunity for training or promotion. Sexual harassment may be verbal or physical and either deliberate, unsolicited, or unwelcome. It may be one incident or a series of incidents and may be directed toward males or females. While the following is not exhaustive, sexual harassment may include:

1. Verbal abuse or threats
2. Unwelcome remarks, jokes, innuendos or taunting about a person’s body or sex
3. Displaying pornographic or other offensive pictures of a sexual nature in the workplace
4. Unwelcome invitations or requests whether indirect or explicit
5. Unnecessary physical contact such as touching or patting

Process for Reporting

Step 1 – Informal Approach

If an associate feels a co-worker or manager’s (or other) conduct is inappropriate, even if that person did not necessarily intend their behavior to be inappropriate, it is important the associate tells the individual that such behavior is unwelcome and/or offensive and asks that the behavior not be repeated. If at any time the employee is uncomfortable approaching the alleged harasser, they should go immediately to WRC coordinator Adam Ravalla.

Step 2 – Formal Approach

If the above informal approach is not successful, or if the harassment is too serious to be dealt with in an informal manner, the employee should document the incident(s) in writing and make a formal report. All correspondence regarding the report or investigation should be treated as confidential and be password protected if electronic form.

Formal complaints should be filed as follows:

1. If the report involves an associate that is not a member of the Human Resources Team, the report should be made to the Human Resources Department.
2. If the report involves an associate that is a member of the Human Resources Department, the report should be made to either the organization Manager or the General Manager, or WRC coordinator Adam Ravalla.

Individuals making a report should be prepared to provide as much information as possible including details of the incident(s), date(s), time(s), and place(s) where each event took place, any statements made to the alleged harasser at the time of the event(s) and the names of possible witnesses.

Confidentiality

While the confidentiality of the reporting individual will be maintained, it will be necessary to divulge specific incidents reported and the reporter should understand that the alleged harasser(s) will be made aware of the details of the complaint and will be given an opportunity to respond. In addition, other persons who may have pertinent information and/or who may have witnessed the incident(s) may be interviewed. However, wherever details of the complaint are not pertinent to the case, efforts will be made to preserve confidentiality. Whenever possible, the reporter’s identity will not be divulged to the subject of the report without the reporter’s permission, unless a legal requirement to do so arises, or unless any further investigation is severely hampered without doing so. The reporter is similarly responsible to maintain the confidentiality of the matter. The details of the report and any subsequent information should not be discussed with other individuals within the organization other than as part of the investigation, and should not be shared with any external parties,unless authorized by the Senior HR Manager, Hotel Manager, or General Manager or as required by legal process. Failure to maintain confidentiality constitutes a breach of this policy.

Outcome of investigation

Where the allegations of harassment of any form are found to be valid, Human Resources, as part of the Executive team, will determine what action should be taken against the harasser. Depending on the outcome of the investigation and nature of the misconduct, the consequences for an individual found guilty may include disciplinary action up to and including dismissal. In cases involving criminal or illegal actions, WRS will cooperate fully with law enforcement agencies, and will prosecute as necessary or applicable.