Post on 19-Jan-2015
description
How to minimize bullying and harassment at work
by Toronto Training and HR
June 2014
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CONTENTS3-4 Introduction5-6 Definitions7-9 Bullying when adults 10-12 Anti-bullying policies13-15 Walking the talk16-17 Impact of workplace bullying 18-20 A healthy, bully-free culture21-24 Consultation with employees25-26 Prevention is better than cure 27-28 How to handle reports of bullying29-31 Investigations32-34 Leadership responsibilities regarding culture35-38 What constitutes reasonable management action?39-41 Sexual harassment and workplace romance42-45 Sweden in 199346-47 Best practice48 Example policies49-50 Conclusion, summary and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
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Definitions • Bullying• Harassment
• Different terminology around the world
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Bullying when adults
Bullying when adults
1 of 2• Any offensive
behaviour that threatens, intimidates or humiliates others in the workplace
• Interference with or sabotaging the work of other employees
• Misuse of power to coerce certain behaviours
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Bullying when adults
2 of 2• Use of rumours; gossip
or derogatory remarks to harm another person’s reputation
• Intentional exclusion or isolation of an individual or group
• Any form of sexual harassment
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Anti-bullying policies
Anti-bullying policies 1 of 2
• Spell out what behaviors constitute bullying
• Prohibit such behaviours by everyone, regardless of their position in the firm
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Anti-bullying policies 2 of 2
• Establish processes and procedures for investigating bullying claims and addressing claims found to be true-the response to claims with merit could range up to and including termination, depending on the circumstances involved
• Prohibit retaliation against individuals who bring bullying claims
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Walking the talk
Walking the talk 1 of 2
• Modeling respect and welcoming diversity
• Consistently enforcing the policy against bullying
• Breaking up cliques and factions that use bullying techniques
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Walking the talk 2 of 2
• Welcoming legitimate complaints and grievances, taking them seriously, acting on them and protecting whistleblowers
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Impact of workplace bullying
Impact of workplace bullying
• To the individual• To the organization
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A healthy, bully-free culture
A healthy, bully-free culture 1 of 2
• Authenticity (sharing true feelings)
• Mutuality (encouraging each other)
• Sympathy (supporting each other)
• Mercy (forgiving each other)
• Honesty (speaking truth)
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A healthy, bully-free culture 2 of 2
• Humility (admitting mistakes)
• Courtesy (respecting differences)
• Confidentiality (avoiding gossip)
• Frequency (making the group a priority)
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Consultation with employees
Consultation with employees 1 of 3
• Identifying the risk of workplace bullying
• Making decisions about control measures to deal with workplace bullying
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Consultation with employees 2 of 3
• Making decisions about procedures including those that explain how to resolve work health and safety issues or monitor the conditions at the workplace, for example, developing hazard reporting and investigation procedures relating to workplace bullying Page 23
Consultation with employees 3 of 3
• Making decisions about information and training on workplace bullying
• Proposing changes to the way work is performed as this may give rise to the risk of workplace bullying
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Prevention is better than cure
Prevention is better than cure
• Identifying the hazard• Controlling the risks• Monitoring and review
• Early intervention
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How to handle reports of bullying
How to handle reports of bullying
• Act promptly• Treat all matters
seriously• Maintain confidentiality• Be neutral• Support all parties• Do not victimize• Communicate
processes and outcomes
• Keep records
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Investigations
Investigations1 of 2
• When should an investigation be undertaken?
• Policies and training• Scope and process• Who should be
involved?• Informing the parties
of the investigation• Questions to ask
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Investigations2 of 2
• The report and disclosure
• Actions which might be taken
• Support following the investigation
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Leadership responsibilities
regarding culture
Leadership responsibilities regarding culture 1 of 2
• Defining, articulating, defending, interpreting and celebrating the values of the culture
• Strengthening and enforcing core values
• Reaffirming basic values through modeling and walking the talk
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Leadership responsibilities regarding culture 2 of 2
• Serving as the conscience of the culture
• Passing the torch (values) from one generation of workers to another
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What constitutes reasonable
management action?
What constitutes reasonable management action? 1 of 3
• Setting reasonable performance objectives, standards and deadlines
• Allocating working hours where the requirements are reasonable
• Transferring a worker for operational reasons
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What constitutes reasonable management action? 2 of 3
• Deciding not to select a worker for promotion where a reasonable process is followed and documented
• Informing a worker about unsatisfactory work performance when undertaken in accordance with any workplace policies or agreements such as performance management guidelines
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What constitutes reasonable management action? 3 of 3
• Informing a worker about inappropriate behaviour in an objective and confidential way
• Implementing organizational changes or restructuring
• Termination of employment
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Sexual harassment and workplace romance
Sexual harassment and workplace romance 1 of 2
• What is sexual harassment?
• Positives of a workplace romance
• Negatives of a workplace romance
• Social media• Restrictive,
moderately restrictive and less restrictive policies
• Love contractsPage 40
Sexual harassment and workplace romance 2 of 2
• Proactive and reactive strategies
• Strategic sexual performance
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Sweden in 1993
Sweden in 1993 1 of 3
• outlawed “recurrent reprehensible or distinctly negative actions which are directed against individual employees in an offensive manner and can result in those employees being placed outside the workplace community”
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Sweden in 1993 2 of 3
• created a duty for employers to swiftly investigate, mediate and counter any instances of bullying as well as implement preventative organizational measures against workplace bullying
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Sweden in 1993 3 of 3
• took a “non-punitive” approach to bullying by aiming to resolve the problem through dialogue and consensus rather than through sanctioning employers
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Best practice
Best practice
• Clear organizational statements making express that harassment and violence will not be tolerated
• Implement procedures and policies
• Raising awareness and appropriate training of managers and employees
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Example policies
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Conclusion, summary and questions
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Conclusion, summary and questions
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