Minimizing bullying and harassment June 2014
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Minimizing bullying and harassment June 2014

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Half day open training event held in Toronto, Canada.

Half day open training event held in Toronto, Canada.

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Minimizing bullying and harassment June 2014 Minimizing bullying and harassment June 2014 Presentation Transcript

  • How to minimize bullying and harassment at work by Toronto Training and HR June 2014
  • CONTENTS 3-4 Introduction 5-6 Definitions 7-9 Bullying when adults 10-12 Anti-bullying policies 13-15 Walking the talk 16-17 Impact of workplace bullying 18-20 A healthy, bully-free culture 21-24 Consultation with employees 25-26 Prevention is better than cure 27-28 How to handle reports of bullying 29-31 Investigations 32-34 Leadership responsibilities regarding culture 35-38 What constitutes reasonable management action? 39-41 Sexual harassment and workplace romance 42-45 Sweden in 1993 46-47 Best practice 48 Example policies 49-50 Conclusion, summary and questions Page 2
  • 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 banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  • Page 5 Definitions
  • Definitions • Bullying • Harassment • Different terminology around the world Page 6
  • 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 claimsPage 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
  • Investigations 1 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
  • Investigations 2 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 contracts Page 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 Conclusion Summary Videos Questions