EMPR 200 W20 Weblog Round #2

Job Security & Safety in midst of a Global Pandemic

Income Class Unemployment Rates

Article: https://globalnews.ca/news/6708762/working-from-home-coronavirus/

Posted: 03/22/2020

The global economy is continuing to cascade in response to the COVID-19 outbreak, without any signs of slowing down. As a result, flustered organizations are imposing controversial resolutions unto their employees, raising concerns on their justification, delayed response, and diverse initiatives. The Canadian government has presently distributed more than 1 billion dollars in aid to reduce the impact of COVID-19 on Canadian Citizens1. The average 1-week waitlist for employment insurance (EI) has also been waived, at a 5-million-dollar expense, to assist those directly affected by COVID-19 (1). The question is, are employers upholding their part to adequately accommodate their employees, concerning compensation and employee/workplace rights, while maintaining financial feasibility. 

As schools, restaurants, and small-businesses close country-wide, the preservation of sustaining some essential establishments such as grocery stores and necessary consumer goods stores seems arguable. In the context of the article, Rachel, who works for a licensed cannabis store, has been directed by employers to continue in-person work at her location2. This raises issues as COVID-19 is highly contractible regarding in-person interactions, with approximately 500 identified cases in Ontario3. Rachel is concerned as her hours have been cut from 40/week to 8/week, it will impact her ability to receive full EI as she is still coming into work. Rachel’s original EI claim will be reduced by 50 cents/dollar4. There seem to be viable alternatives, such as online delivery or pick-up. Thus the demand for an in-store presence appears questionable. Under the Employment Standards Act (ESA), employers have the responsibility to uphold the health and safety of their workers. With COVID-19 being announced as a state of emergency in Ontario5 extreme precautions must be taken, rather than prioritizing profits. 

Negative COVID-19 Business Responses:

Across Canada, various businesses have had their unique response to the unexpected outbreak of COVID-19, and the Canadian federal government is receiving over 500,000 applications for EI this week raises potential concerns6. Initiatives that have sparked this uprising of EI applications is the high concentration of COVID-19-related layoffs. As of March 24th, WestJet has announced approximately half of its 14,000 employee workforce will leave the company at the beginning of April7. As the COVID-19 virus continues, these patterns of layoffs to mediate the company’s inability to withstand the volatile economic climate correlates to almost half of Canada’s workforce to be unemployed. According to an Angus Reid survey, 44% of Canadian households have lost work, in addition to 18% that anticipate losing their current source of employment8.

Reasonable COVID-19 Business Alternatives:

The government has taken significant action to help the impact COVID-19 has had on the Canadian economy and its employees/employers. In addition to this, employers and business owners have taken steps of their own to sufficiently accommodate their workforce. The Canadian Labour and Employment Law Association has put into effect a checklist to help employers navigate through the logistical difficulties COVID-19 presents. Initiatives such as appointing coordinators to track COVID-19 updates, work-from-home policies, and canceling work-related travel are being put into place to prevent the spread of COVID-19 in the workplace9. Companies such as Amazon, Apple, and Microsoft have all instituted work-at-home policies10. Deloitte is also offering incredible consultation and guidance, assisting other businesses in promoting clarity and transparency to employees11.  

Amongst this precariousness and insecurity, employees and employers must stay up to date with daily reports and know their rights. Understanding the ESA, Occupational Health and Safety Act, Pay Equity Act, and Labour Relations Act all contribute to ensuring fair treatment during these times12. In doing so, employees can become effective advocators for themselves as well as their colleagues. In turn, they are structuring an informed and knowledgeable atmosphere, which encourages openness and security. 

References:

COVID-19 Development in Canada

EMPR 200 W20 Weblog Round #1

Image result for AI HR

Article Link: https://www.nytimes.com/2019/10/08/opinion/ai-hiring-discrimination.html

Humans, in essence, cannot be programmed. The statement, “it’s only human nature”1, is a popular phrase coined to encapsulate the understanding that humans are subject to uncontrollable imperfections such as bias and discrimination. The question is, does the unconscious mind fabricate an inefficient hiring system as a result of these human informalities? If so, is there an “error-free” tool that can be implemented to eliminate such unreliable methodologies and create fair, accurate, and reliable results?

Artificial Intelligence (AI) is “an emerging category of HR technology”2 that aims to reduce recruiting time and ensure a more transparent means of candidate selection, eliminating human bias. 

Arguments Against AI:

Concerns that have been raised include that AI is only an extension of human decision making, thus still susceptible to poor decision making and bias. In a recent scandal, the Amazons AI algorithm “taught itself that male candidates were preferable”3. Additionally, it has been said that eliminating the aspect of human contact in the hiring process by using AI reduces the ability to assess the “fit” of a candidate. Although these arguments are valid, they are being remedied with various technological advancements, revolutionizing the hiring process. Developments in “machine learning” has enabled AI to learn from past mistakes through experience and real-life interactions. Algorithms such as “Hindsight Experience Replay” (HER) enables AI to “look back”4, virtually teaching themselves the differences of right from wrong. This algorithm results in AI converting their failures into successes and, over time, shaping an unparalleled evaluation system. AI systems have also been designed to predict cultural fit within an organization. An AI-driven analytical platform known as “Teamscope” operates by using a 15-minute questionnaire that highlights a company’s existing and specified core values. This system provides “thousands of data points”5, emphasizing the candidates that show exceptional qualities in domains such as leadership and teamwork skills.

Arguments For AI:

The presence of unconscious bias in recruiting and hiring has set a precedent that the protocol for evaluating job candidates is subject to inconsistencies. Several studies from PubMed Central confirmed recruiting preference’s concerning specific age, race, and sex demographics. Although there are measures to mediate these risks of prejudice, such as The Ontario Human Rights Code, which prohibit acts that involve discrimination protecting vulnerable social groups6, it is inefficient in context to preventing unintentional and unconscious bias. It was found that there is a “negative bias against women”7, “trends in hiring discrimination against African Americans and Latinos”8, and evidence of employers avoiding the hire of “older adults”9. Employers are known to limit their applicant pool from “10%-20% of total applicants who show promise (i.e., Ivey schools)”. LinkedIn’s AI platform, “LinkedIn Recruiter,” expands the applicant pool averaging 250 applicants/role, “translating into millions of applicants for a few thousand open roles”10. reports that recruiters are “75% more successful”11 in selecting the ideal candidates. Current illustrations of AI removing bias from hiring, based on decision making, is present in resume screening and digitized interviews. Through screening, AI software can separate ideal candidates versus unfavourable ones using existing employees’ experience, skills, performance, tenure, turnover rate, and social media profiles12. Digitized interviews have been said to “assess candidates’ word choices, speech patterns, and facial expressions” to influence the applicant’s suitability for the role12.

In actuality, “it is impossible to correct human bias, but it is demonstrably possible to identify and correct bias in AI”13. Embracing AI while simultaneously being cognoscente of discrepancies that may arise in AI technology is essential to the increased functionality and equity of the recruiting process. Knowing that “HR departments are chronically understaffed and underfunded”14, leveraging AI ethically and correctly can diversify and empower the workplace by providing more opportunities to more people. 

Image result for uses for AI in HR
Source: https://medium.com/@oleksii_kh/hr-is-your-new-hr-5-example-of-using-machine-learning-in-human-resources-a380ef4a77ff

References:

Introduction

Hey everyone! My name is Jack Perry, and I am very excited to kick off this new semester and learn everything there is to know about Work and Employment Relations in Canada. I am a second-year Commerce student from Toronto and I love to Ski. I recently went on a trip with the Queen’s Ski and Snowboard club to Mount Sutton, which was an amazing experience! As someone who will potentially be involved in managing a workforce or involved in one, I believe that taking EMPR 200 will be hugely beneficial in my skill development for future career opportunities and advancement in a business-oriented atmosphere. I am looking forward to getting to know all of you!

Thanks,

Jack Perry

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