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Jacques Provencher


Barreau du Québec 1988

Jacques Provencher

Jacques Provencher, LL.B., CIRC


Barreau du Québec 1988

Phone number

450 973-4020 #225

Email address

[email protected]


Maude Thibault-Laroche
450 973-4020 #257
[email protected]

Jacques Provencher is a partner-owner in the firm who advises our clients on a variety of managerial issues, and represents companies of all sizes in different economic sectors before administrative tribunals and civil courts, in both federal and provincial jurisdictions. The negotiation of collective agreements, grievance arbitrations, complaints before the Tribunal administratif du travail (TAT), occupational health and safety matters, and Human Rights Charters' issues are part of his daily practice. Mr. Provencher is also a speaker and instructor.

Best Lawyers Award Badge

Academic training
  • Université Laval - LL.B. - 1987
Professional Affiliations
  • Member of the Barreau du Québec
  • Member of the Canadian Association of Counsel to Employers (CACE)
  • Member of the Ordre des conseillers en relations industrielles agréés
Involvement / Outreach


  • Selected by his peers for inclusion in The Best Lawyers in Canada, in the practice areas of Administrative and Public Law and Labour and Employment Law since 2022


Specialized committees

  • Co-administrator for the Province of Quebec for the Canadian Association of Counsel to Employers (CACE), 2015
  • Member of the organizing committee of the 2015 Conference of the Association of Counsel to Employers (CACE)
  • Co-president and member of the organizing committee of the Association of Counsel to Employers (CACE), Montreal, September 2014

Conferences and trainings

  • L'arrêt S.F.P.Q. : une mise à jour s'impose, Conférence des arbitres, April 26, 2014
  • Gradation des sanctions : est-il toujours nécessaire de donner une deuxième chance au coureur? Webinar broadcast by Éditions Yvon Blais, May14, 2014
  • La surveillance de vos employés : votre preuve sera-t-elle admiseWebinar broadcast by Éditions Yvon Blais, November 29, 2013
  • Les dommages-intérêts et les droits de la personne – perspective québécoise, annual conference of the Association of Counsel to Employers (CACE), 2008
  • Psychological Harassment and Criminal Liability of Organizations and Psychological Harassment, Student School Safety Conference, Alberta, January 19, 2007
  • Harcèlement psychologique : où en sommes-nous ? Canadian Association for the Practical Study of Law in Education (CAPSLE), May 2006
  • Guest speaker at the Management Negotiating Committee for English-language School Boards (CPNCA) for various numerous training sessions and conferences since 2002
Management of discipline and dismissal

Managing discipline is no easy task. As an employer, you must deal with the human aspect, with motivation and the need to keep the business productive. You must also deal with the many possible recourses available to employees, whether unionized or not. The decision to dismiss is rarely taken lightly by an employer; however a poorly prepared case file can have serious financial consequences.

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Managing absenteeism

Absenteeism is a growing concern in any business. Replacement costs, shuffling employees to fill vacant positions, and loss of productivity are just some of the factors that force any thriving business to control absenteeism as much as possible. A casual approach leads to even more serious consequences: the loss of motivation among workers who are not delinquent absentees.

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Recruiting and hiring: pitfalls to avoid

In employment, discrimination is prohibited by the Charter of Human Rights and Freedoms from the very beginning of the hiring process. However, it is important to know that the aptitudes or qualities required for a position to be filled may justify questions or tests related to the grounds of discrimination protected by the Charter, so that you can make an informed decision when hiring a new employee.

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Seeing the light at the end of the tunnel? How to deal with incompetence

You can't fire an employee for poor performance overnight. However, there is always a light at the end of the tunnel. You can terminate an incompetent employee if he or she continues to be unable to perform the way you would expect at the end of a remedial process, even if the employee has been with the company for several years. And while dismissal for incompetence is an administrative measure, there is nothing to prevent you from taking a mixed approach, i.e. imposing disciplinary measures before finally administratively closing the file of an employee who is unable to improve his or her work performance. But whatever approach you choose, it is important to remember that the shortest route to incompetence is not always the best.

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To the exclusive service of employers

To the exclusive service of employers, Le Corre offers training workshops and publications on subjects solely pertaining to labour law. Both these tools help managers and human resources professionals to deal more effectively with the daily legal framework of their businesses.


450 973-4020

Toll free

1 877 218-4020


450 973-4010
By email