How to minimize bullying and harassment at work by Toronto Training and HR June 2014
Minimizing bullying and harassment June 2014
Jan 19, 2015
Half day open training event held in Toronto, Canada.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
How to minimize bullying and harassment at work
by Toronto Training and HR
June 2014
Page 2
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
Page 3
Introduction
Page 4
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
Page 5
Definitions
Page 6
Definitions • Bullying• Harassment
• Different terminology around the world
Page 7
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
Page 8
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
Page 9
Page 10
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
Page 11
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
Page 12
Page 13
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
Page 14
Walking the talk 2 of 2
• Welcoming legitimate complaints and grievances, taking them seriously, acting on them and protecting whistleblowers
Page 15
Page 16
Impact of workplace bullying
Impact of workplace bullying
• To the individual• To the organization
Page 17
Page 18
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)
Page 19
A healthy, bully-free culture 2 of 2
• Humility (admitting mistakes)
• Courtesy (respecting differences)
• Confidentiality (avoiding gossip)
• Frequency (making the group a priority)
Page 20
Page 21
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
Page 22
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
Page 24
Page 25
Prevention is better than cure
Prevention is better than cure
• Identifying the hazard• Controlling the risks• Monitoring and review
• Early intervention
Page 26
Page 27
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
Page 28
Page 29
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
Page 30
Investigations2 of 2
• The report and disclosure
• Actions which might be taken
• Support following the investigation
Page 31
Page 32
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
Page 33
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
Page 34
Page 35
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
Page 36
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
Page 37
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
Page 38
Page 39
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
Page 41
Page 42
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”
Page 43
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
Page 44
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
Page 45
Page 46
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
Page 47
Page 48
Example policies
Page 49
Conclusion, summary and questions
Page 50
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
Related Documents
