Your Employee Handed You a Doctor’s Note. Now What?
It’s Monday morning. One of your employees walks into your office, hands you a doctor’s note, and says they need to be off work for the next two weeks. Now what? Many employers immediately wonder: These are common questions, and unfortunately, they’re also where many employers unintentionally make costly mistakes. First Things First: Respect the Employee’s Privacy A doctor’s note is often the beginning of a conversation—not the end of one. In most situations, an employer is not entitled to know an employee’s diagnosis or detailed medical history. Medical information is private, and employees have a right to confidentiality. Instead, employers should focus on understanding how the medical condition affects the employee’s ability to work. For example, it’s generally appropriate to understand: Notice that none of these questions require knowing why the employee is ill. Is Every Doctor’s Note Enough? Not necessarily. Some notes simply state: “Please excuse this employee from work for two weeks.” While this may be sufficient in some circumstances, there are situations where an employer may reasonably require additional information—particularly if accommodation is being considered or operational decisions need to be made. Depending on the circumstances, an employer may request clarification regarding: Functional abilities or restrictions. Whether modified duties are appropriate. Expected duration of restrictions or leave. Whether reassessment will be required. The key is requesting information that is necessary for the employment decision, not information out of curiosity. Accommodation Is a Shared Process When an employee has a medical condition that affects their ability to work, employers have a legal obligation to consider reasonable accommodation, up to the point of undue hardship. Accommodation isn’t something the employer does to the employee—it’s a collaborative process. That often means: Reviewing medical restrictions. Discussing possible accommodations with the employee. Exploring modified duties, scheduling changes, or temporary adjustments. Monitoring whether the accommodation remains effective over time. Employees also have responsibilities, including participating in the process and providing sufficient medical information to support accommodation requests. Should You Contact the Employee During Their Leave? Generally, yes—but thoughtfully. Many managers worry they’re not allowed to contact an employee while they’re on medical leave. In reality, reasonable communication is often appropriate. For example, you may need to: Confirm benefit or payroll information. Discuss return-to-work planning. Request updated medical information if previously agreed upon. Check in regarding anticipated return dates. What employers should avoid is creating pressure for the employee to return before they are medically able or repeatedly asking for updates without a legitimate business reason. Common Mistakes Employers Make Some of the most common errors include: Asking for the employee’s diagnosis. Sharing medical information with coworkers who don’t need to know. Assuming a doctor’s note automatically answers every question. Treating employees inconsistently. Failing to document conversations and decisions. Forgetting that medical leave and accommodation obligations can overlap. Often, these mistakes happen because managers are trying to do the right thing but haven’t received guidance on how to navigate sensitive situations. A Practical Approach When an employee provides a doctor’s note, take a moment before reacting. Ask yourself: Do I have enough information to make an employment decision? Am I requesting only information that is necessary? Have I protected the employee’s privacy? Do I need to consider accommodation? Should I seek HR advice before taking the next step? Every situation is different, and the right approach depends on the circumstances. Responding thoughtfully helps support employees while reducing legal and operational risk for your organization. Need Guidance? Medical leaves and accommodation requests can quickly become complex. Whether you’re unsure what information you can request, how to manage an extended leave, or how to navigate the accommodation process, Bay Street HR can help you make informed, compliant decisions while supporting both your employees and your business. By: Carly Howard, Human Resources Manager
Managing Performance in a Hybrid Workplace
When organizations first adopted remote and hybrid work arrangements, many leaders worried about one thing: productivity. Would employees remain engaged? Would collaboration suffer? Could managers effectively supervise teams they couldn’t see every day? Several years later, the conversation has evolved. The question is no longer whether hybrid work can be successful – many organizations have proven that it can. The real challenge is how to manage employee performance effectively in a workplace where some employees are in the office, others work remotely, and many split their time between both. The End of “Management by Visibility” For decades, managers often relied on visibility as an indicator of performance. Employees who arrived early, stayed late, attended every meeting, and were regularly seen in the office were often perceived as high performers. In a hybrid environment, that approach no longer works. Employees who spend more time in the office may naturally receive more face time with leaders, while remote employees may have fewer opportunities for informal interactions. If managers are not careful, this can create unconscious bias in performance evaluations and career development opportunities. The most effective organizations are shifting their focus from activity and presence to measurable outcomes and results. Set Clear Expectations One of the biggest performance management mistakes in hybrid workplaces is assuming employees understand what success looks like. Managers should ensure that employees clearly understand: When expectations are clearly defined, employees are better positioned to perform successfully regardless of where they work. Schedule Regular Check-Ins Hybrid work requires more intentional communication. Managers should establish regular one-on-one meetings to discuss: These conversations should focus on performance, support, and growth rather than simply tracking activity. Employees who feel connected to their manager are more likely to remain engaged and productive. Measure What Matters Many organizations collect significant amounts of workplace data. However, not all metrics are meaningful. Rather than focusing on online status, response times, or hours logged into systems, organizations should identify performance indicators that align with business objectives. Examples may include: Effective performance management focuses on outcomes rather than monitoring employee behaviour. Address Performance Issues Early Hybrid work can sometimes make performance concerns less visible. Missed deadlines, communication challenges, declining quality, or reduced engagement may take longer to identify when employees are not physically present in the office every day. Managers should address concerns promptly and document performance discussions appropriately. Early intervention often prevents minor issues from becoming significant performance problems. A consistent performance management process helps ensure fairness and accountability across the organization. Don’t Forget Employee Development One of the unintended consequences of hybrid work is that learning opportunities can become less visible. In-office employees may have more opportunities to participate in informal mentoring, observe leaders, and build relationships across the organization. Organizations should make a conscious effort to ensure remote and hybrid employees have equal access to: Performance management should not focus solely on current results—it should also support future growth. Looking Ahead Hybrid work is no longer a temporary workplace trend. For many organizations, it has become a permanent part of how work gets done. The most successful employers recognize that effective performance management is not about monitoring where employees work. It is about creating clarity, accountability, communication, and trust. By focusing on results rather than presence, organizations can build high-performing teams that thrive regardless of location. Written by: Gaelle Le Rhun, HR Associate
When Should You Bring in a Third-Party HR Investigator?
Workplace complaints can be difficult to manage, especially when they involve sensitive allegations, strained relationships, or senior leaders. Some concerns can be handled internally. But other situations require a more neutral, structured, and independent process. That is where a third-party HR investigator can help. An external investigator provides an objective process for reviewing workplace concerns. They speak with the relevant individuals, review available documentation, assess the evidence, and provide findings based on the facts. The goal is not to “take a side.” The goal is to help the employer understand what happened and respond in a fair, consistent, and defensible way. When Should You Consider a Third-Party Investigator? You may want to bring in an external investigator when: 1. The complaint is serious or sensitive o Complaints involving harassment, discrimination, bullying, sexual harassment, retaliation, or workplace misconduct should be handled with care. o These issues can create legal, reputational, and employee-relations risk. A neutral investigator helps ensure the concern is reviewed properly and that the employer can demonstrate it took the matter seriously. 2. A senior leader is involved o If the complaint involves an owner, executive, partner, or senior manager, an internal process may not feel independent to employees. o Even when leadership intends to be fair, there may be a perception that the outcome is already influenced. Bringing in a third party can help protect the credibility of the process. 3. There is a conflict of interest o Independence matters when the person who would normally handle the complaint is too close to the issue. o This can happen when they: § Manage one of the employees involved § Report to the person named in the complaint § Witnessed part of the situation § Have already formed a view § Have a close working relationship with one of the parties § In these situations, an external investigator can create necessary separation. 4. The conflict has escalated o Not every workplace disagreement requires a formal investigation. o However, if a conflict has become ongoing, personal, disruptive, or connected to allegations of unfair treatment, bullying, or retaliation, a more structured review may be appropriate. o A third-party investigator can help separate facts from assumptions and determine whether workplace expectations, policies, or standards were breached. 5. Employees may not trust an internal review o A process can be well-intentioned and still lack credibility. o If employees believe the company is too close to the issue, or that leadership has already made up its mind, they may be less willing to participate openly. o An independent investigator can help employees feel that the matter is being taken seriously and reviewed fairly. 6. The outcome may be challenged o If the complaint could lead to discipline, termination, workplace changes, or legal scrutiny, the employer needs a clear record of the process. o A proper investigation helps document: § What concerns were raised § Who was interviewed § What information was reviewed § What findings were made § How those findings were reached That record can be important if the employer’s response is later questioned. Why Timing Matters Waiting too long can make a difficult issue harder to manage. Memories fade. Documents may be missed. Employees can become more frustrated. Workplace dynamics can deteriorate. A timely response shows employees that concerns are being taken seriously and helps the employer manage risk before the situation grows. Final Thoughts Bringing in a third-party HR investigator does not mean the employer has failed. It means the employer understands that certain workplace issues require independence, care, and a clear process. For sensitive complaints, leadership concerns, harassment allegations, or situations where neutrality matters, an external investigator can help protect both the employees involved and the organization. At Bay Street HR, we support employers with independent workplace investigations, complaint reviews, and practical next-step guidance. We help organizations respond to employee concerns fairly, professionally, and with the structure needed to make informed decisions. By: Maha Masood, Partner