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Paid Time Off Employer-Employee Relations Act (PTE Act) The paid time off (PTE) act was created in order to provide a national paid time off entitlement for eligible employees of all employers in Canada. The paid time off legislation was introduced as a result of a union's successful campaign to include paid time off as part of the comprehensive health benefit package when workers join a trade union. Paid time off (PTE) Act, 2005 This legislation was amended to provide for a maximum of one full week paid time off entitlement per calendar year. The maximum paid time off entitlement for an employee is four weeks for full-time employees and seven days for part-time employees. Employees who are on a second or subsequent contract of employment must earn at least 50,000 a year before being eligible for paid time off. Employees on a union-negotiated first contract of employment in a bargaining unit that pays less than 50,000 annually are not entitled to the paid time off entitlement. Those on a second or subsequent contract of employment who are paid under the prevailing market rate in their employment unit cannot use their paid time off entitlement. The maximum paid time off entitlement is set out in SS. 12, 13(1), (7) and (5), 15(2), and (3) and 19(1) of the Paid time off Act. Employment Equity Act The Employment Equity Act (also known as the Equal Pay Act) provides that employers must make appropriate efforts to avoid disadvantages on the basis of race, ethnic origin, color, religion, sex, age, marital status, family status, disability and any other criteria which the legislation specifies. An employer is not required to take any action if the factors are the same or if they are in the same occupational category. Instruments for Evaluating Employee Characteristics A variety of instruments can be used to assess the characteristics of employees. These include job descriptions, personnel surveys and individual and group assessments. These techniques have been used in employment issues, but there are also a number of other forms of evaluation methods that can be used. For example, an individual assessment of the attributes of an individual (or group of employees) should be the first step in any employment evaluation. Job descriptions and individual assessments in employment situations can be used in the evaluation of new employees or returning employees. Other forms of evaluation (e.g.