HOTLINE TO HR Inc. Appoints New Chief Financial Officer

News Release

HOTLINE TO HR Inc. Appoints New Chief Financial Officer

FOR IMMEDIATE RELEASE                                                                              September 30, 2011

Thornhill, Ontario, September 30, 2011 – HOTLINE TO HR Inc. (CNSX: HTH) is pleased to announce that Mr. Richard Goldstein has joined the company as Chief Financial Officer.  “I’m excited to have been granted the opportunity to have overall leadership responsibility for the strategy and operations for all of the Company’s finance and control functions”, said Mr. Richard Goldstein.

Effective immediately, Mr. Richard Goldstein will assume the role of CFO, replacing Mr. George Hatzoglou who resigned as CFO of the Corporation effective August 28th, 2011.

Mr. Richard Goldstein received his Business Commerce from Concordia University in Management and International Business and his MBA in Finance from McMaster University.

In his career, he has completed financings raising more than $50 million for early stage computer software companies, as well as completing a number of Capital Pool Company (“CPC”) and Reverse Take-Over (“RTO”) transactions for a variety of businesses.

Mr. Richard Goldstein has also raised equity for a variety of technology and health science companies including Neptune Technologies & Bioressources Inc., Altek Power, and Vector Wind Energy. 

Recently, he served as Lead Underwriter and syndicate participant on three financings for Agtech/Alliance Grain Traders.  After an initial IPO of $5 million, Richard completed a financing in excess of $23 million (2007); a further equity raise of over $15 million (2008) culminating in a $100 million “bought deal” led by Genuity Capital Markets in 2009.

Mr. Richard Goldstein was Founder and President of First Republic Securities Corporation which at the time of its sale was a Canadian Investor Protection (CIPF) and Investment Dealers Association (IDA)member and registered in British Columbia, Alberta, Saskatchewan and Ontario. He subsequently became an Equity Partner and Head of Investment Banking at Fraser Mackenzie where he worked closely with a life sciences analyst. During this time, Richard served as Lead Underwriter and “deal team leader” which completed a $41 million equity financing for BioMS, a developer of therapeutics for secondary progressive multiple sclerosis.

Early in his career, Mr. Richard Goldstein managed Suncor’s $200 million pension fund as Secretary of the Pension Fund Investment Committee (PFIC).

“We are excited to have Mr. Richard Goldstein join our executive team, his knowledge, plus his experience in fast growth environments combined with his broad-ranging financial and compliance expertise will be instrumental as we drive towards HOTLINE TO HR Inc`s. long-term growth objectives”, says Frank Buonpensiero, Vice President and Chief Operating Officer.

About HOTLINE TO HR Inc.

HOTLINE TO HR Inc.  is an internet technology  based  company focused in Human Resources with a social media network program.  As one of North America's leading provider of Human Resources administrative solutions for small to large sized companies, HOTLINE TO HR Inc., assists companies of all sizes efficiently manage their Human Resources systems, compliances and processes. HOTLINE TO HR Inc. delivers Human Resources solutions such as real time up to date current advice, best practices  and a any HR related documentation all via our toll free number and through our e-based HR technology. 

This press release contains forward-looking statements. Such forward-looking statements are subject to a number of risks, assumptions and uncertainties that could cause the Company's actual results to differ materially from those projected in such forward-looking statements. In particular, factors that could cause actual results to differ materially from those in forward looking statements include, our inability to obtain additional financing on acceptable terms, risk that our products and services will not gain widespread market acceptance; continued consumer adoption of digital technology, inability to compete with others who provide comparable products, the failure of our technology, inability to respond to consumer and technological demands, inability to replace significant customers; seasonal nature of our business and other risks detailed in our filings with the Securities and Exchange Commission. Forward-looking statements speak only as of the date made and are not guarantees of future performance. We undertake no obligation  “believe,” “expect,” “anticipate,” “estimate,” “project,” “plan,” “should,” “intend,” “may,” “will,” “would,” “potential,” and similar expressions may be used to identify forward-looking statements.

Contact:

Frank Buonpensiero                                                     Phone 1-416-619-7867 / 1-877-959-8647

Vice-President                                                               E-Mail: investor@hotlinetohr.com

HOTLINE TO HR INC.

www.hotlinetohr.com

Strengthening Workplace Health and Safety

Strengthening Workplace Health and Safety

McGuinty Government Implementing Recommendations of Expert Safety Panel

Ontario is transforming the province's health and safety system and increasing protection for workers.

In the largest revamp of Ontario's worker safety system in 30 years, a series of new amendments to the Occupational Health and Safety Act and Workplace Safety and Insurance Act have passed. These amendments are in response to the recommendations provided by the Expert Panel on Occupational Health and Safety and will:

·         Establish the Ministry of Labour as the lead for accident prevention, transferring it from the WSIB.

·         Appoint a new Chief Prevention Officer to coordinate and align the prevention system.

·         Create a new prevention council, with representatives from labour, employers, and safety experts, to advise the Chief Prevention Officer and the Minister.

The changes also give the Minister of Labour oversight of the province's Health and Safety Associations as well as the education, training and promotion of workplace health and safety.

LEARN MORE

HOTLINE TO HR Inc. is convenient and easily accessible website, 24 hours, 7 day a week therefore allowing us to serve small, medium, and large businesses and individuals all over Ontario (ON),Quebec (QC), Nova Scotia (NS),New Brunswick (NB),Manitoba (MB), British Columbia (BC), Prince Edward Island (PE),Saskatchewan (SK),Alberta (AB),Newfoundland & Labrador (NL), Northwest Territories (NW),Yukon (YK), Nunavut (NU).

www.hotlinetohr.com

When is an Independent Contractor an Employee? Defining a worker.

 When is an Independent Contractor an Employee? Defining a worker.

A worker is anyone you employ in your business under a contract of service or apprenticeship. In this relationship you will, for example, set:

·         The nature and place of work

·         When it is performed, and

·         How it is performed.

In some cases an unpaid employee may still be considered a worker (e.g. training participant).

A family member, including spouse, children and other relatives, employed under a contract of service and receiving earnings is considered a worker. Their earnings must be included in the premium calculation.

Workers can be employed either full-time or part-time, including:

·         Seasonal, temporary or occasional employees

·         Students, apprentices and learners

·         Training participants.

·         Domestics working for you for more than 24 hours a week.

Contractors hired under a contract of service may also be workers. Please see the section onContractors.

Executive officers

The WSIB considers executive officers to be a select group of individuals who control the direction of the entire organization rather than just a department or branch. The WSIB has the authority to determine who is an executive officer. For a complete list of positions eligible for executive officer, see below.

If you are incorporated and you consider one (or more) of the individuals on your payroll to be an executive officer, you must be able to demonstrate that the individual in question:

·         Holds a position (as corporate officer or director) listed on the chart under “Limited liability companies” and is named in your corporation’s minute book as holding this position; and

·         Does in fact perform the duties and executes the responsibilities of an executive officer, as defined by the WSIB.

Individuals confirmed as executive officers by the WSIB are not considered workers unless they have optional insurance.

An individual such as a sole proprietor, a partner, or an independent operator who incorporates, is not considered an executive officer.

Keeping the Right People - Exit Interviews

When an employee leaves your organization, an exit interview is a helpful tool to:

·         Identify what your organization is doing well

·         Pinpoint areas where you can improve in your organization

·         Confirm the skill sets, experience, and attributes needed for the job

·         Capture useful knowledge, contacts, tips, etc. from the exiting employee

·         Understand why the employee is leaving

·         Say good-bye on good terms

If your organization is large enough to have an HR staff person, he/she would typically hold the exit interview. Otherwise, the supervisor of the exiting employee would conduct the interview.

Exit interviews can be conducted face-to-face, be in the form of a written survey (hard-copy or electronic), or held over the phone. Only face-to-face and telephone interviews allow you to explore responses and gain even more insight. You can help the exiting employee feel more comfortable by starting with friendly discussion and then easing into the more probing questions. Always start by explaining the purpose of the exit interview. However, some exiting employees may be more forthcoming with information if they can write, rather than say, their feelings.

Exit interviews are an important HR tool and the option should be available to all exiting employees; however, participation in an exit interview must be voluntary.

Potential exit interview questions

1.       Reason for leaving

2.       Why have you decided to leave the organization?

3.       Did anything trigger your decision to leave?

4.       Was a single event responsible for your decision to leave?

5.       Have you shared your concerns with anyone in the company prior to deciding to leave?

6.       Did anyone in this organization discriminate against you, harass you, or cause hostile working conditions?

Job satisfaction

1.       What was most satisfying about your job? What was least satisfying about your job?

2.       What would you change about your job?

3.       What did you like most about this organization? What did you like least about this organization?

4.       What would you improve to make our workplace better?

5.       Did your job duties turn out to be as you expected?

6.       Were your job responsibilities characterized correctly during the interview process and orientation?

7.       Did this organization help you to fulfill your career goals?

8.       Were you happy with your pay, benefits and other incentives?

9.       Did any organization policies or procedures (or any other obstacles) make your job more difficult?

Supervision and support

1.       Do you feel you had the resources and support necessary to accomplish your job? If not, what was missing?

2.       The quality of supervision is important to most people at work. How was your relationship with your manager? What could your supervisor do to improve his or her management style and skill?

3.       Did you have clear goals and know what was expected of you in your job?

4.       Did you receive enough training to do your job effectively?

5.       Did you receive adequate support to do your job?

6.       Did you receive adequate feedback about your performance day-to-day and in the performance development planning process?

Other

1.       Do you have any tips to help us find your replacement?

2.       Based on your experience with us, what do you think it takes to succeed at this organization?

3.       Would you consider working again for this organization in the future?

4.       Would you recommend working for this organization to your family and friends?

5.       What is your experience of employee morale and motivation in the company?

6.       What does your new company offer that encouraged you to accept their offer and leave this company?

7.       Can this organization do anything to encourage you to stay?

8.       Any other comments?

An in-person exit interview can be a good time to collect keys, identification badges, equipment, etc. from the exiting employee.  End the meeting on a positive note. Thank the exiting employee for their service to your organization. Let them know that the exit interview information is helpful and wish them the best in their new venture.

Need Human Resource help, please feel free to contact us at www.hotlinetohr.com or info@hotlinetohr.com

Canada Work Share Program

Canada Work-Sharing

Facing difficult times?

When employers face difficulties beyond their control and are forced to reduce their company’s activity, they may have only two courses of action:

·        to lay off employees; or

·        to make an agreement with affected employees to participate in a Work-Sharing arrangement.

What is Work-Sharing?

The Work-Sharing Program enables employers to deal with business cutbacks and still avoid laying off employees. Under a Work-Sharing agreement, employers can shorten their employees’ work week by one half day to three days and pay those employees reduced wages. For the hours, days, or shifts that employees do not work, Service Canada arranges for those employees who are eligible for Employment Insurance (EI) to receive benefits, which helps to compensate for the lower wages they receive from the employer.

Win-Win situation

Employees who participate in a Work-Sharing agreement:

·        avoid the hardship of being laid off; and

·        keep their jobs and maintain their work skills.

Employers who participate in a Work-Sharing agreement:

·        retain valued, skilled employees; and

·        avoid the expense of hiring and training new employees when work activity returns to normal.

Working together

The employer and the employees must agree to participate in a Work-Sharing agreement and must apply together.

Both the employer and the employees must sign the application and the resulting agreement with Service Canada. All parties must sign the agreement before its start date.

During the period of the Work-Sharing agreement, the employer, the employees, and Service Canada have the right to terminate the agreement at any time.

Duration

Work-Sharing agreements must have a minimum duration of six weeks.

For new agreements beginning on or after April 3, 2011, the maximum initial Work-Sharing agreement duration is twenty-six weeks with a possible extension up to twelve weeks. 

Additional Temporary Work-Sharing Extension:

A temporary Work-Sharing measure has been put in place providing an additional sixteen weeks to employers with an agreement that began prior to April 3, 2011 and is either currently active or has recently ended.  These extensions must end no later than October 29, 2011.

Work-Sharing agreements generally do not affect employees’ rights to regular EI benefits if they happen to be laid off after the agreement ends.

No waiting period for benefits

Participants do not have to serve a two-week waiting period to receive Work-Sharing benefits; however, it may take a few weeks for the first cheque to arrive.

Who can participate?

Permanent full-time or part-time employees of a company are eligible to participate in the Work-Sharing Program. To receive Work-Sharing benefits, employees must be eligible to receive regular EI benefits. To set up a Work-Sharing agreement, there must be at least two participating employees.

How can employers qualify?

To be eligible, employers must have been in business in Canada year-round for at least two years. They must also be able to show that the need to reduce hours is temporary and unavoidable, and is not a seasonal situation.

As part of the application process, the employer must also submit a recovery plan which includes the activities the employer will undertake to recover within the period of the agreement.

Service Canada cannot approve a Work-Sharing application for an employer involved in a labour dispute.

ROE Web

The easiest way for employers to submit Records of Employment (ROE) once a Work-Sharing application is approved is through ROE Web.

Using ROE Web, employers can:

·        complete one or hundreds of ROEs in minutes at the touch of a button;

·        view, retrieve, and amend ROEs anytime;

·        eliminate mailing costs;

·        save time and increase productivity; and

·        reduce calls and requests for payroll information from Service Canada.

For more information about the Work-Sharing Program visit:

Our HR service is convenient and easily accessible website, 24 hours, 7 day a week therefore allowing us to serve small, medium, and large businesses and individuals all over Ontario (ON),Quebec (QC), Nova Scotia (NS),New Brunswick (NB),Manitoba (MB), British Columbia (BC), Prince Edward Island (PE),Saskatchewan (SK),Alberta (AB),Newfoundland & Labrador (NL), Northwest Territories (NW),Yukon (YK), Nunavut (NU).

www.hotlinetohr.com