Half day open training event held in London, England. The workshop addressed minimising bullying and harassment in the workplace.

1. Go from good to great
by…MINIMISING INSTANCES OF
BULLYING AND HARASSMENT
London HR and Training
July 2016

2. Introduction
Page 3

3. Intro - London HR and Training
• London HR and Training is a specialist human
resources and training consultancy headed by Timothy
Holden
• 10 years in banking
• 20 years in training and human resources
• Business owner since 2007
• The core services provided by London HR and Training
are:
- Reducing costs and saving time through bespoke HR
initiatives and projects
- Training course design and delivery
- Services for job seekers
Page 3

4. Contents5-6 Definitions
7-9 Examples
10-11 Why do people bully or harass?
12-13 The effect of bullying and harassment
14-15 Financial implications of bullying and harassment
16-17 Ways to minimise bullying and harassment
18-20 Disability bullying
21-22 Revenge porn
23-25 Sexual harassment
26-27 Tackling cyber-bullying
28-29 Create a respectful workplace
30-31 Techniques employed to respond to complaints
32-33 Training for managers and non-managers
34-35 What does a typical bullying or harassment report look like?
36-38 Investigations
39-41 Follow-up procedures
42-44 What a good policy should contain…
45-46 Undertaking an annual review
47-48 Exercise
49-50 To sum up…

5. Definitions
Page 5

6. Definitions
• Bullying
• Harassment
• Cyber-bullying
Page 6

7. Examples

8. Examples 1 of 2
• Bullying
• Harassment
• Unacceptable behaviour
Page 8

9. Examples 2 of 2
• Overt
• Covert
Page 9

10. Why do people bully or
harass?

11. Why do people bully or harass?
• Lack of effective management
training
• Desire to gain or exercise power over
someone
• Trying to stop someone else from
“getting ahead” in the workplace
• Having poor interpersonal or
communication skills, low self-esteem
or insecurity
Page 11

12. The effect of bullying and
harassment

13. The effect of bullying and
harassment
• The target
• Bystanders
• The workplace
Page 13

14. Financial implications of
bullying and harassment

15. Financial implications of
bullying and harassment
• Time spent on advising or coaching the
alleged bully or harasser
• Time spent on advising or coaching the
target
• Time spent by management and HR on
making decisions about the problems
• Time and cost associated by advertising,
recruiting, inducting and training
workers to replace those who leave
Page 15

16. Ways to minimise bullying
and harassment

17. Ways to minimise bullying and
harassment
• Frame a workplace policy
• Set a good example
• Maintain fair procedures for dealing
promptly with complaints
• Set standards of behaviour
• Let employees know that complaints
will be dealt with fairly,
confidentially and sensitively
Page 17

18. Disability bullying

19. Disability bullying 1 of 2
• The numbers involved
• Individual model of disability
• Social model of disability
• Let’s take ten minutes…
Page 19

20. Disability bullying 2 of 2
• Attitudes
• Empathy
• FREDA
Page 20

21. Revenge porn

22. Revenge porn
WAYS TO DAMAGE CONTROL
• Speak with the employee about the incident
as soon as possible
• Provide employee assistance materials to
the victim
• Take steps to maintain the employee’s
safety
• Take steps to limit the situation’s impact in
the workplace
• Work with IT to optimize online security
Page 22

23. Sexual harassment

24. Sexual harassment 1 of 2
• Definition
• Impact on employees
• Impact on employers
Page 24

25. Sexual harassment 2 of 2
KEY FACTORS IN REDUCING SEXUAL
HARASSMENT
• Leadership
• Training
• Workplace culture
Page 24

26. Tackling cyber-bullying

27. Tackling cyber-bullying
• Establish a clear, communications
policy for the workplace
• If cyber-bullying is an issue, consider
blocking access to certain websites
• Encourage employees to give careful
consideration to the personal
information they post online,
especially on social media
Page 27

28. Create a respectful
workplace

29. Create a respectful workplace
• Foster a workplace culture that embraces
differences and promotes inclusion
• Addressing bullying and harassment from
the top down
• Consulting with workers and unions,
where applicable
• Understanding how workplace structure
and systems can contribute
• Promote cross-cultural awareness
Page 29

30. Techniques employed to
respond to complaints

31. Techniques employed to
respond to complaints
• Informal approaches
• Counselling
• Mediation
• Disciplinary procedures
Page 31

32. Training for managers and
non-managers

33. Training for managers and
non-managers
WHAT SHOULD BE COVERED?
• How to recognize bullying and
harassment
• How workers who experience or witness
bullying and harassment should respond
• Procedures for reporting, and how the
organisation will deal with incidents or
complaints of bullying and harassment
Page 33

34. What does a typical bullying
or harassment report look
like?

35. What does a typical bullying or
harassment report look like?
• Names of the parties involved
• Witness(es) to the incident(s)
• Location, date and time of the
incident
• Details about the incident(s)
• Any additional details that would
help with an investigation
Page 35

36. Investigations

37. Investigations 1 of 2
AREAS TO INCLUDE
• Prompt, thorough, diligent and impartial
response
• Be fair and impartial
• Take evidence and be focused on facts
from witnesses
• Be sensitive to the interests of all
parties
• Listen to both the alleged harasser and
the complainant’s version of events
Page 37

38. Investigations 2 of 2
AREAS TO INCLUDE(CONT.)
• Timescale for resolving the problem
• Confidentiality in the majority of cases
• Incorporate where necessary, any need
or request from the complainant or
respondent to have assistance during
the investigation process
Page 38

39. Follow-up procedures

40. Follow-up procedures 1 of 2
• “Check-in” meetings with the
alleged bully, the target and their
co-workers to see how things are
going
• Team discussions to clarify mutual
expectations for how everyone will
work together respectfully, including
during periods of disagreement
Page 40

41. Follow-up procedures 2 of 2
• Assistance through Employee and
Family Assistance Programmes,
counselling or medical advice
through extended health coverage or
other resources
• Training or awareness sessions about
bullying and harassment
Page 41

42. What a good policy should
contain…

43. What a good policy should
contain…1 of 2
• Give examples of what constitutes bullying,
harassment and unacceptable behaviour
• Explain the damaging effects and why it will
not be tolerated
• State that it will be treated as a disciplinary
offence
• Clarify the legal implications and outline the
costs
• Describe how to get help and make a complaint
• Promise that allegations will be treated
speedily, seriously and confidentially
Page 43

44. What a good policy should
contain…2 of 2
• Clarify the accountability of all managers, and
the role of union/employee representatives
• Require supervisors and managers to implement
policy then ensure it is understood
• Emphasise that every employee carries
responsibility for their behaviour
Page 44

45. Undertaking an annual
review

46. Undertaking an annual review
WHAT SHOULD IT COVER?
• The bullying and harassment policy
• Steps to prevent or minimise workplace
bullying and harassment
• Reporting procedures
• Procedures for dealing with incidents
and complaints
Page 46

47. Exercise

48. Exercise
Page 48

49. To sum up…

50. To sum up…
• Conclusion
• Summary
• Videos
• Useful links
Page 50