Hiring is one of the most time-consuming parts of running a business. It is also one of the riskiest. 

So it is no surprise that employers are turning to AI to speed things up. Resume screening tools. Automated shortlists. Chatbots that pre-screen candidates. Applicant tracking systems that rank people before a human ever looks at an application. 

While it can streamline workflows, it might also create legal exposure for many employers. 

If you use AI in hiring, or plan to, there are new rules you need to understand, especially in Ontario. And even if you outsource hiring to software or recruiters, the risk still lands on you. 

How AI Helps with Hiring Decisions 

Many common hiring platforms now use AI or algorithmic decision-making behind the scenes. That includes tools that: 

  • Screen resumes 
  • Rank candidates 
  • Filter applicants based on keywords 
  • Assess video interviews 
  • Predict “job fit” 

In many cases, employers do not control how these systems are trained or what data they rely on. They just see the output. 

That is how legal problems can result. 

Using AI Does Not Help You Avoid Your Human Rights Obligations 

Canadian employment law does not care whether discrimination was intentional, unintentional, or based on a machine’s output. 

If a hiring process screens out candidates in a way that disproportionately impacts protected groups, that can still lead to a human rights complaint. 

AI tools often rely on historical data. If past hiring decisions reflected bias, the AI may simply repeat it. Faster and at scale. 

However, one thing is clear: employers cannot hide behind technology. If your hiring process discriminates, you are ultimately responsible. 

The Ontario Disclosure Rule 

Under the Working for Workers Four Act, 2024, employers now have a new, explicit obligation when using AI in hiring. 

Effective January 1, 2026, employers must disclose the use of artificial intelligence in job postings if AI is used to screen, assess, or select applicants, though there are some specific exceptions (consult your lawyer for details!). 

The law requires employers to include a statement in publicly advertised job postings disclosing the use of AI. It applies even if: 

  • The AI is provided by a third party 
  • The AI only assists part of the process 
  • A human still makes the final decision (which should always be the case anyways) 

What Employers Get Wrong About Disclosure 

Disclosure does not remove liability. It does not fix bias. It does not protect you if the tool itself is flawed. 

What disclosure does is provide transparency.  

Once applicants know AI is involved, they may ask: 

  • How does the tool work? 
  • What data does it rely on? 
  • Does it disadvantage certain groups? 

If you cannot answer those questions, that is a problem. 

Bias Claims Are No Longer Hypothetical 

We are already seeing lawsuits in the U.S. tied to algorithmic hiring tools. Canadian lawyers are watching closely. 

The risk is not limited to obvious discrimination. AI tools can unintentionally screen out candidates based on: 

  • Race 
  • Gender 
  • Other protected human rights grounds 
  • Proxies for human rights grounds, such as languages spoken 

An employer may have never intended to discriminate, but that does not stop a claim, nor can it be a defence against one. 

Outsourcing Hiring Does Not Outsource Liability 

A common mistake employers make is assuming liability shifts to the software provider. It does not. 

If you use an AI-powered hiring platform, you are still responsible for ensuring your hiring process complies with: 

  • Human rights legislation 
  • Employment standards 
  • Privacy obligations 

Before using any AI hiring tool, employers should be asking: 

  • What data trained this system? 
  • Has it been audited for bias? 
  • Can decisions be explained? 
  • Can humans override outcomes? 
  • Does it promote equity and diversity? 

If the answers are vague, that is a red flag. 

Human Oversight Is Not Optional 

One of the most important safeguards employers can implement is meaningful human review. 

That means: 

  • Humans understand how the tool works 
  • Humans review outputs critically 
  • Humans can intervene 
  • Humans make the final decision 
  • Humans remain accountable 

Blind reliance on rankings or scores is risky and ill-advised. Courts expect employers to exercise judgment, not defer to technology. 

The Bottom Line for Employers 

AI can make hiring faster. It can also make mistakes faster. 

Ontario employers now face a clear regulatory obligation to disclose AI use in hiring. Beyond that, human rights exposure remains ever present. 

If you are using AI in hiring and you are not sure whether you are compliant, be sure to consult your lawyer. 

Employers should review their hiring tools, update job posting practices, and put guardrails in place. 

If you want help reviewing AI hiring practices, drafting compliant disclosures, or building policies that actually work in real workplaces, contact us, call us, or schedule an appointment with us. Fixing this after a complaint is far more expensive than getting it right now. 

A new year brings fresh plans, renewed energy, and big goals for growing your business. But January is also when many Ontario employment law changes quietly take effect. If your HR documents have not been reviewed recently, you could be starting 2026 with more risk than you realize.

For small and mid-sized employers, outdated contracts, policies, or job postings are one of the most common sources of workplace disputes. The good news is that a proactive review now can save you stress, time, and legal costs later.

Why January Is the Right Time to Review Your HR Documents

The start of the year is more than a symbolic reset. It is a practical checkpoint for your workplace compliance.

Here is why reviewing your HR framework now matters:

  • Employment laws change on January 1
    Many legislative updates in Ontario come into force at the start of the year. Waiting months to review your documents can leave you exposed.
  • Fresh eyes catch old problems
    January creates space to look honestly at what is working and what is outdated, unclear, or no longer enforceable.
  • Growth exposes weak systems
    Hiring, restructuring, or expanding without solid HR documents often leads to costly mistakes.
  • Clear rules reduce friction
    Strong, updated policies give managers confidence and employees clarity, which reduces conflict before it starts.

Ontario Employment Laws Employers Should Know for 2026

Ontario workplace laws continue to change in response to labour shortages, evolving hiring practices, and increased focus on transparency and safety. If your HR documents do not reflect these updates, your business may already be behind.

Key Ontario legislative changes in force as of January 1, 2026 include:

Easier Labour Mobility for Certified Professionals

Ontario’s Labour Mobility Act introduced an “as of right” framework that allows many non-health regulated professionals from other provinces to work in Ontario more easily. This affects over 50 regulatory bodies and hundreds of certifications. Health professionals are covered under similar legislation.

Why this matters for employers:
Recruitment policies, credential checks, and onboarding practices may need updating to reflect these changes.

New Job Posting Rules Under the Employment Standards Act

Ontario employers now face stricter rules around job postings, including requirements related to compensation disclosure, vacancy status, use of artificial intelligence in hiring, and barriers to immigrant workers.

Why this matters for employers:
Non-compliant job postings can attract scrutiny and complaints before a candidate is even hired.

Defibrillators Required on Certain Construction Sites

Under Ontario health and safety legislation, construction projects lasting three months or longer with 20 or more workers must now have a defibrillator on site and a trained worker available.

Why this matters for employers:
Health and safety policies and site procedures must reflect these obligations to avoid serious compliance issues.

Where HR Documents Commonly Fall Out of Date

Many employers assume compliance means reacting when something goes wrong. In reality, most issues start quietly with documents that no longer reflect the law or how the workplace actually operates.

A smart review looks at the entire employee lifecycle, including:

  • Recruitment
    Job postings, interview practices, timelines, and candidate communications
  • Hiring and onboarding
    Employment contracts, offer letters, probation terms
  • Active employment
    Workplace policies, procedures, employee handbooks, remote work rules
  • Health and safety
    Training records, reporting procedures, site-specific requirements

Why Updated HR Documents Protect Your Business

Your HR documents do more than sit in a folder. They shape how decisions are made every day and how disputes are resolved when things get difficult.

Keeping them current helps you:

  • Stay legally compliant
    Reduce the risk of penalties, investigations, or unexpected liability
  • Lower dispute risk
    Clear, enforceable documents prevent small issues from becoming legal problems
  • Support consistent management decisions
    Managers rely on policies when handling performance, discipline, and terminations
  • Build trust and clarity
    Employees are more confident when expectations are clearly set and consistently applied

Strong HR documents also signal professionalism. That matters when you are hiring, scaling, or dealing with a workplace issue under pressure.

A Proactive Approach Beats Damage Control

Waiting until a complaint, investigation, or termination forces a review is expensive and stressful. A proactive HR compliance review helps you identify gaps early and fix them before they create real problems.

At Spring Law, we work collaboratively with employers to review and update HR frameworks in a way that fits how your business actually operates. No legal jargon. No over-lawyering. Just clear, practical guidance that reduces risk and helps you get back to business.

As you plan for the year ahead, ask yourself one question:
Do your HR documents protect your business as it exists today, or the one you had years ago?

If you are not sure, that is usually your answer. Schedule time with us, it will be worth it. 

Source: Ontario regulations and statutes in force as of January 1, 2026.

Remote work settled into Canadian workplaces long ago, yet many employers still operate as though the shift was temporary. The result? Quiet risks, unclear expectations, and legal obligations hiding beneath everyday workflows. 

Remote work isn’t dangerous on its own; unstructured remote work is. 

The most common misstep happens before employers even realize it: allowing an arrangement to drift. When an employee works remotely for months or years without written terms or reminders that the arrangement may change, they may begin to view their home office as a permanent right. That’s how a reasonable recall to the office can quickly morph into a constructive dismissal claim. 

Employers often overlook a second critical point: Jurisdiction follows the worker.

If your Ontario-based employee moves to Alberta, Alberta’s employment standards may apply. That influences overtime, vacation, leaves, holiday pay, and hours-of-work rules, even if the employer never intended the shift. Remote work isn’t borderless…at least, not legally. 

And then there’s the pressure of constant connectivity for remote workers. Employees who check messages late at night rarely see themselves as still “working.” Employers with 25 or more workers must maintain a written Right to Disconnect policy, yet many treat it as paperwork rather than practice. A policy that sits in a handbook doesn’t stop the quiet build-up of unpaid hours, fatigue, and burnout. 

Remote monitoring has grown alongside remote work. Software now tracks logins, timestamps, keystrokes, and device activity, but transparency remains essential. Employees need to know if they’re being monitored, how, and why. This isn’t optional; it’s part of building a compliant and fair digital workplace. 

Finally, remote exits demand as much structure as remote onboarding. Revoking access, collecting equipment, and securing data can’t happen casually. A forgotten laptop or saved file on a personal device may expose confidential information that would never have left a traditional office. 

To help bring structure to this new reality, employers should keep a few essentials in mind: 

  • Remote work arrangements need written terms to avoid creating unintended rights. 
  • Employment standards usually follow the province where the work is performed. 
  • Ontario employers with 25+ employees need a Right to Disconnect policy. 
  • Any electronic monitoring must be disclosed to employees. 
  • Remote offboarding needs structure: equipment return, access removal, data security. 

Remote work can absolutely be a strategic advantage. But it works best when the flexibility employees love meets the clarity the law requires. 

If your workplace policies feel outdated or improvised, SpringLaw can help you build a remote-work system that protects your business and supports your team. Schedule a call today

The reality HR is facing 

More candidates are turning to AI for resumes, cover letters, and interview prep. Surveys in 2024–2025 show hiring teams are seeing a flood of applications and mixed quality, with many managers wary of AI-generated content. 

  • 38% of job seekers send 20 or more applications per week, and 54% of hiring managers say the surge slows hiring. 
  • 53% of hiring managers dislike AI-generated resumes. It’s the top red flag in one recent survey. 

Use AI to help, not to decide 

Keep humans in the loop. Use AI to sort large volumes, then have trained people review the outputs. This aligns with the spirit of Ontario’s 2026 disclosure rule and with what candidates say they want: transparency and human judgment. 

Five practical bias safeguards 

  1. Ask vendors about fairness tests. Request summaries of how the tool checks for biased outcomes. Avoid opaque “black box” scoring. Periodically audit a sample by hand. 
  2. Limit AI to admin steps. Use it for deduping, screening for must-have credentials, and scheduling. Keep human review for shortlists. 
  3. Standardize evaluations. Use consistent rubrics and document reasons for advancement. 
  4. Invite candidate feedback on forms and interviews to catch barriers early. 
  5. Train your team. People tend to over-trust automation. Training reduces that risk. 

Write job ads that welcome more talent 

AI can also improve inclusion at the top of the funnel. Use tools and prompts to cut jargon, reduce gender-coded wording, and clarify must-haves versus nice-to-haves. You’ll reach a larger, stronger pool and reduce the spray-and-pray effect that adds noise to your pipeline. 

Quick ad checklist 

  • Plain job title 
  • Three to five core duties 
  • Measurable outcomes for the first year 
  • Real pay range 
  • Clear “must-have” skills only 
  • Your AI disclosure line if screening uses AI 

Ontario compliance snapshot for 2026 

  • Disclose AI use in publicly advertised postings and associated application forms 
  • Pay range in postings and no “Canadian experience” requirement 
  • Applies to employers with 25+ employees 
  • Effective January 1, 2026 

What success looks like in 90 days 

If you run your hiring like any other key business process, set a simple 90-day plan with 3 to 7 priorities, assign owners, and review progress weekly. That’s how teams create traction and avoid stall-outs. 

  • Pick your disclosure line and add it to all templates this quarter. 
  • Audit one high-volume role and map where AI appears. 
  • Rewrite two key job ads with clear pay and simpler language. 
  • Train recruiters to answer AI questions from candidates. 
  • Schedule a monthly audit of AI-screened rejections to catch false negatives. 

Want help turning this into a one-page hiring playbook for your team, plus training and updated templates? 

 SpringLaw can build it with you. 

AI use in workplaces is growing quickly. A 2025 global study of more than 32,000 workers across 47 countries found 58 percent of employees report using AI at work, with roughly a third using it weekly or daily. Tech Xplore+1

Many employees say AI improves efficiency, idea generation, and work quality. McKinsey & Company+1

But this increased adoption comes with risks. Independent surveys of workers show many admit to inappropriate AI use, including uploading sensitive company data to public AI tools, using AI when it is not allowed, or failing to check the accuracy of AI-generated work. Fast Company+1

Why Banning AI Use Is a Bad Idea

With so many employees already using AI on their phones or home computers, a blanket ban is unlikely to work. Banning AI tends to drive use underground. That hiding can erode trust, lead to undisclosed mistakes, and harm company culture.

Even with a ban, the risks remain: Privacy breaches, improper use, and unrecorded AI-assisted work. Banning only reduces transparency.

A Better Approach: Train Your Workforce

Many of the problems associated with AI use stem from lack of understanding. The better path is to treat AI as a workplace tool and teach employees how to use it responsibly:

  • Train them on how AI works, including its limitations.
  • Emphasize verification: AI-generated content must be checked before use.
  • Teach confidentiality and data-handling best practices.
  • Provide examples of acceptable vs prohibited use.

Several workforce-AI studies highlight that adoption of AI tools tends to be far safer and more effective when paired with training, guidance, and human oversight. McKinsey & Company+1

If internal resources are limited, employers can rely on external training programs or vendor-provided onboarding.

Why You Need a Clear AI Policy

A thoughtful AI policy should cover:

  • Confidentiality and data protection.
  • Disclosure requirements for AI-generated work.
  • Verification of AI outputs.
  • Human accountability (final decisions remain with people.)
  • Intellectual property and attribution guidelines.
  • Prohibitions against certain risky AI uses (e.g. replicating someone else’s likeness or voice).
  • Clear consequences and reporting mechanisms.

There is no universal AI policy template. What works for one organisation may not suit another.

Encourage Ongoing Learning and Upskilling

Technology evolves quickly. Many experts find that a worker’s “skills half-life” is shrinking; what they know today may need a refresh in just a few years.

Employers should consider offering regular AI training sessions, time for self-directed learning, or even modest budgets for continuous education. Investing in people ensures that AI remains a tool, not a risk.

Final Takeaway

AI is already transforming workplaces. A ban may seem like an easy fix, but it rarely works in practice. A better strategy is to build trust, offer training, set clear policies, and encourage responsible use.

With the right approach, AI can boost productivity, support innovation, and help employees do better work, without compromising compliance or trust.

If your organisation needs help developing an AI use policy or staff training, feel free to reach out to our team for support.

Ontario’s Working for Workers Four Act, 2024 changes the Employment Standards Act. 

From January 1, 2026, employers with 25 or more employees must say in any publicly advertised job posting if AI is used to screen, assess, or select applicants. You must also include the same note in any associated application form. 

This sits beside other new posting rules, such as pay range disclosure and the prohibition on requiring “Canadian experience” in job postings. 

Who is covered 

  • Employers in Ontario with 25 or more employees. 
  • Publicly advertised job postings and related application forms. 

What must be disclosed 

A clear statement that your hiring process uses AI at any stage to screen, assess, or select candidates. Ontario has adopted a broad definition of AI, and the obligation is disclosure, not a full technical report. Expect further guidance as the effective date nears. 

Sample disclosure statements you can copy 

Pick one and tailor it to the tools you actually use. 

  1. “We use AI-enabled tools to sort applications based on job-related criteria. A human decides who moves forward.” 
  2. “Our hiring process includes AI screening for keywords and minimum qualifications. Recruiters review all results.” 
  3. “Video interviews may be scored with AI. Trained staff review the scores before any decision is made.” 

Tip: Keep it short, accurate, and visible on both the job ad and the application page. HR teams should be ready to answer candidate questions about AI use. 

Your 6-step compliance checklist 

  1. Inventory your tools. Note any software that ranks, filters, or scores candidates. 
  2. Decide what the tool does. Screening, assessing, selecting—or all three. Write it down in plain English. 
  3. Add disclosure lines to every posting and application form in advance of the deadline, ideally by December 2025. 
  4. Post pay ranges and remove “Canadian experience” requirements to prepare for the full 2026 posting rules package. 
  5. Train your team on how to answer candidate questions about AI. 
  6. Keep a human in the loop. Use AI to assist, not replace, decision makers. 

FAQs 

  • Do we need to name the vendor or publish model details?
    • No. The Act requires disclosure of AI use, not technical specs. Keep it clear and accurate. 
  • Does this apply to generic “Help Wanted” signs?
    • No. The duty targets publicly advertised postings, not generic notices. 
  • Is there guidance on exact wording?
    • Not yet. Legal commentators expect more direction before 2026, so monitor updates. 

Need a quick policy refresh before year-end planning? SpringLaw can review your hiring tools, draft compliant disclosure language, and train your team. 
 

As your small or medium-sized business grows, you’ll face more complex employment law questions. When those issues arise, one big decision often follows: should you hire an in-house lawyer, or rely on external legal counsel?

While having a lawyer on your payroll may sound convenient, many growing companies find the costs and responsibilities outweigh the benefits. That’s where partnering with a boutique employment law firm like SpringLaw can make all the difference.

Why Some Businesses Hire In-House Counsel

Having an in-house lawyer can seem like a logical next step for a business that’s scaling. The appeal comes down to three main benefits:

  1. They’re always available.
  2. They understand your company’s history and culture.
  3. They can influence business strategy.

But for many businesses still finding their footing, hiring in-house legal support may not yet make financial or operational sense.

When Your Business Isn’t Ready for an In-House Lawyer

Before hiring in-house counsel, ask yourself:

  • Do we have enough ongoing legal work to justify a full-time role?
  • Will this lawyer have the right expertise for all our legal needs?
  • Can we provide the technology, mentorship, and support they’ll need?
  • Does our budget allow for a permanent legal salary, benefits, and training?

For most growing companies, the honest answer to at least one of those questions is “not yet.”

Keep Your Focus on Growth And Get the Legal Help You Need

As you scale, your top priorities are building efficient systems, attracting investors, and maintaining healthy cash flow. Employment law can play a key role in this success especially when it comes to retaining top talent and reducing costly turnover.

Working with an external employment law team gives you access to specialized expertise without long-term overhead. Boutique firms, in particular, are agile enough to act as an extension of your team while keeping costs predictable.

The Boutique Firm Advantage

Boutique law firms like SpringLaw offer the flexibility, experience, and strategy you need without the heavy commitment of hiring full-time counsel. Here’s why:

  1. A full team of lawyers is ready when you need them.
  2. Each lawyer brings diverse experience, offering strategic insight into your business challenges.
  3. You get tailored advice from specialists across employment, human rights, and workplace tech law.

In short, you gain a knowledgeable legal team that’s responsive, adaptable, and invested in your success.

Smart Business Leaders Partner with SpringLaw

Partnering with external counsel like SpringLaw gives your business a strategic edge:

  • Get timely, expert advice for every unique workplace issue.
  • Access legal guidance on best practices for managing your workforce.
  • Reduce costs and limit employment law risks compared to hiring in-house.
  • Pay only for the services you need, when you need them.

What We Do Best

At SpringLaw, we focus on supporting employers through every stage of workforce growth. Our services include:

  • Full-service workforce management
  • Cross-border employment (Canada and the U.S.)
  • Remote and hybrid workplace compliance
  • AI and technology use in employment

We’re a virtual, tech-forward team that meets your business where it is—and helps it grow confidently and compliantly.

Let’s Build a Stronger, Smarter Workplace Together

Your business deserves legal support that grows with you, not ahead of you. Whether you’re hiring your first employee or expanding across borders, SpringLaw is here to guide you every step of the way.👉 Connect with us today to find out how our boutique employment law team can help your business scale with confidence.


Grounds and Areas of Protection Under Ontario’s Human Rights Code — Including Contractual Protections

Ontario’s Human Rights Code (the “Code”) protects people from discrimination and harassment in specific areas of public life based on personal characteristics, known as “grounds.” The settings where these protections apply are called “areas.”

Knowing these protections—and how they extend to contracts—is essential for both employers and employees navigating modern work and business relationships.

Protected Grounds

The Code lists 15 protected grounds, including:

  • Age
  • Ancestry, colour, race
  • Citizenship
  • Ethnic origin, place of origin
  • Creed (religion)
  • Disability
  • Family status
  • Marital status
  • Gender identity and gender expression
  • Sex (including pregnancy and breastfeeding)
  • Sexual orientation
  • Record of offences

These categories ensure that people are treated fairly and not excluded based on who they are or where they come from.

Areas of Protection

The Code applies in several key areas of public life, especially where power imbalances or systemic discrimination are likely to appear.

Protection applies in:

  • Employment – Hiring, promotions, compensation, workplace culture, and termination.
  • Services, goods, and facilities – Retail, restaurants, education, healthcare, and other service environments.
  • Accommodation (housing) – Renting, buying, or accessing housing.
  • Membership in unions and professional associations – Ensuring access to representation and collective benefits.

In each area, discrimination or harassment based on any protected ground is prohibited.

Protection in Contracts: A Hidden but Important Layer

Beyond workplaces and services, the Code also protects against discrimination in contracts under section 3:

“Every person having legal capacity has a right to contract on equal terms without discrimination because of [protected grounds].”

This means that individuals and businesses have the right to enter and carry out contracts without facing bias or exclusion based on protected grounds.

While other provinces include similar protections, Ontario’s section 3 is written more broadly and interpreted more protectively. Courts have confirmed that these rights apply both when forming a contract and while it’s being carried out.

In practice, this can include situations like:

  • A subcontractor denied opportunities because of their race or disability.
  • An independent consultant excluded from projects due to gender identity or family status.

Even outside a traditional “employment” relationship, discriminatory treatment in a business-to-business contract may still breach the Code.

Why It Matters

The Code’s broad protection—across employment, services, housing, membership, and contracts—reinforces Ontario’s commitment to fairness and dignity in every part of public life.

As business models and workplaces evolve, understanding how these human rights protections extend to contractual and freelance relationships is increasingly important. Whether you’re an employer drafting agreements, a contractor seeking equal treatment, or a service provider navigating obligations, the Code’s reach ensures everyone has a fair chance to work, grow, and do business on equal terms.

 Need help reviewing your workplace policies, contracts, or compliance practices?
Our team can help you build a fair, legally sound framework for your organization.  Book a call with SpringLaw’s team to get started.

As of October 1, 2025, minimum wage rates have officially increased in several provinces. Employers should review their payroll practices to ensure they remain compliant with the new rates and related employment standards obligations.

New Minimum Wage Rates

The following provincial increases came into effect on October 1:

  • Ontario – from $17.20 to $17.60 per hour
  • Manitoba – from $15.80 to $16.00 per hour
  • Nova Scotia – from $15.70 to $16.50 per hour
  • Prince Edward Island (PEI) – from $16.00 to $16.60 per hour
  • Saskatchewan – from $15.00 to $15.35 per hour

Ontario’s Minimum Wage Update

Ontario’s general minimum wage is now $17.60 per hour. This rate applies to most provincially regulated employees. Special minimum wage rules continue to apply to certain groups, including:

  • Students under 18,
  • Hunting, fishing, and wilderness guides,
  • Homeworkers, and
  • Employees paid partly or wholly on commission (whose total pay must meet or exceed minimum wage for every hour worked).

Employers should review the Employment Standards Act (ESA) Guide for details on these categories.

Employer Obligations

Employers must ensure all employees are paid at least the applicable minimum wage. There is no legal requirement to increase wages for employees already earning above the new minimum.

Non-compliance can expose employers to:

  • Ministry of Labour complaints,
  • Orders to repay unpaid wages, and
  • Penalties for ESA breaches.

Since employees have up to two years to bring a claim, it’s critical that payroll practices reflect current wage standards.

Remote Work Considerations

With more employees working remotely, employers should be aware that minimum wage requirements depend on the province where the employee physically performs the work, not the employer’s location. This means payroll compliance may vary within a single workforce if employees are spread across multiple provinces.

Key Takeaways for Employers

  • Review employment contracts and payroll systems to confirm compliance with the October 1, 2025 wage increases.
  • Note exemptions: some categories of workers remain subject to special wage rules.
  • Plan ahead: minimum wage changes are typically announced in the spring and take effect on or about October 1 each year.
  • Stay current: employees can file ESA claims for up to two years, so ongoing compliance avoids unexpected backpay obligations.
  • Account for remote work: apply the employment standards of the province where employees are working.

 💡Need support navigating these changes? Reach out for a consultation to ensure your workplace remains compliant.