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Bullying & harrassment in the workplace
The document discusses workplace bullying and harassment, defining both terms and outlining their implications for employers and workers. It highlights various forms of bullying, its effects on productivity and employee well-being, and legal responsibilities of employers to maintain a safe work environment. Recommendations for preventing and addressing workplace bullying include implementing a no-bullying policy, training, and establishing proper reporting procedures.
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Bullying & harrassment in the workplace
- 1. Bullying & Harassment inthe Workplace Presented to May 19 2006 Presented by Esther Hudson 1
- 2. About Esther Corporate trainer HRconsultant Workplace solutions 2
- 3. BEHAVING BADLY……... Harassment In theWorkplace 3
- 4. About Today’s Session Whatis Harassment What is Workplace Bullying Look at some statistics Implications on the workplace Responsibilities of employers/supervisors Legal Obligations Minimising the Risk Assessment Task 4
- 5. Agenda Overview Typical Situation 10 amcoffee Case Study 12 noon - lunch What you can do 2:30 coffee Case Study 5
- 6. Learning Outcomes What wehope to achieve today: Identify examples of sexual harassment & workplace bullying Understand the effect that this type of harassment has on your workplace Understand the company’s expectations regarding appropriate workplace behaviour Identify resolution pathways to deal with harassment problems effectively 6
- 7. What is WorkplaceBullying Bullying is the repeated, less favourable treatment of an individual by one or more people in the workplace Workplace bullying can be simply described as “Bad Behaviour” which is unreasonable & inappropriate 7
- 8. Examples of Bullying Yelling or abuse Constant criticism of work Impossible deadlines Constantly changing targets Deliberately withholding work-related information or resources Making someone the brunt of teasing, pranks or practical jokes Tampering with personal effects or equipment Giving tasks which are meaningless or beyond the skill of the person 8
- 9. Effects of Harassment Reduced efficiency, productivity & profitability Adverse Publicity/Erosion of Company image Increased absenteeism Staff turnover Costs associated with counselling, recruitment, compensation claims Legal costs associated with defending civil or criminal charges Loss of sleep, loss of appetite & low morale Feelings of anger, humiliation, frustration, depression, stress, powerlessness Kainai Family Services Workshop 9
- 10. Types of Bullies TheGatekeeper The Constant Critic 10
- 11. Types of Bullies TwoHeaded Snake The Screaming Mimi 11
- 12. The Statistics -Bullying Men & Women bullied/bully in equal numbers Women bullies target women 84% of the time Men bullies target women 69% of the time Vast majority of bullies are bosses (81%) Source: Campaign against workplace bullying 2000 (USA) New research from Griffith University estimates the cost to Australian employers is between $6 billion & $36 billion a year Source: HR Monthly February 2002 12
- 13. Other Facts……………….. Women aremore likely to report bullying About 1 victim in 100 either attempts or succeeds to commit suicide Most people who are bullied report damage to their health Overwhelming majority of bullies are repeat offenders Bullying is responsible for 1 resignation in 4 13
- 14. Duty of Care employers have a responsibility to ensure the health & welfare of their workers under the Workplace Health & Safety Rules In the area of employment, employers can be held liable for the wrongs committed by their employees in the course of work This is referred to as Vicarious Liability 14
- 15. Vicarious Liability Means thatif an employee harasses a co-worker, client, customer etc, the employer can be held legally responsible and may be liable for damages Kainai Family Services Workshop 15
- 16. Zero Tolerance Are youaware of your workplace policies on Harassment & Workplace Bullying? Policies should have strong opening statements regarding the company’s attitude to harassment in the workplace Awareness among staff as a key strategy in addressing harassment Zero tolerance approach! Kainai Family Services Workshop 16
- 17. If you arebeing harassed… Tell the person to stop! Report it to your: Supervisor/Manager HR Manager Field Officer/Trainer Keep a record of the harassment When, Where, Who Saw It Kainai Family Services Workshop 17
- 18. On the attack? Somestaff may experience bullying violence or aggression What sort of bullying, violence or aggression? Kainai Family Services Workshop 18
- 19. Common Forms ofBullying Aggressive shouting, banging, throwing Huffing, stomping, taking over Exaggerating faults, blaming, getting people into trouble Public humiliation, set up to fail Inconsistent discipline, arbitrary treatment Gossip & rumour Kainai Family Services Workshop 19
- 20. Profile of thevictim Not all weak and incompetent Better than average performers Conscientious and diligent Popular, source of help and advice Tolerant, do not fight back or retaliate Strong morals, integrity Isolated, not part of a clique Kainai Family Services Workshop 20
- 21. What is bullying? Repeated, unreasonable or inappropriate behaviour at the place of work or in the course of employment that is intimidating, insulting, offensive, demeaning, or humiliating others. Kainai Family Services Workshop 21 © Human Factor Australia
- 22. Workplace Bullying Behaviours Three categories – Verbal abuse – Non-verbal abuse – Physical abuse Research: •Verbal abuse was the most common form of workplace bullying •Second most common, “making you feel inferior” •Third most common, “belittling behaviour” Victorian WorkCover, 2003 Kainai Family Services Workshop 22 © Human Factor Australia
- 23. Workplace Bullying Behaviours Verbal abuse – Put downs, humiliating jokes and comments, constant teasing – Yelling, name calling, swearing, snide remarks, sarcasm – Unfair criticism – Negative comments about someone’s sexual orientation – Unwelcome comments about someone’s race, religion or background – Threats and intimidation Kainai Family Services Workshop 23 © Human Factor Australia
- 24. Workplace Bullying Behaviours (cont..) Non-verbal Abuse – Rude gestures and disrespectful facial expressions – Unfair workloads – Withholding of resources or information needed to undertake work – Unnecessary changes in work patterns or conditions – Denying access to rights or promotions – Isolation and exclusion – Stalking – Displaying offensive material – Leering Kainai Family Services Workshop 24 © Human Factor Australia
- 25. Workplace Bullying Behaviours (cont..) Physical Abuse – Unwelcome pranks, horse-play and practical jokes – Invading personal space and stand over tatics – Uninvited touching or brushing against someone – Pushing, shoving, hitting, tripping, spitting – Damage to personal property Kainai Family Services Workshop 25 © Human Factor Australia
- 26. Bullying Facts &Figures 46% of Australians have been verbally or physically abused by someone at work (Morgan Poll, Finding No.3091, June 1998) 10% of the workforce nationally experience bullying at any one time (Rob Hulls, Victorian Minister for Industrial Relations, Feb 2003) Kainai Family Services Workshop 26 © Human Factor Australia
- 27. Who gets bullied?Who does the bullying? Bullying usually comes from within the workplace: – A manager or supervisor may bully a subordinate – An employee may bully another employee – A group of employees may gang up on another employee or group – Very rarely a customer or client may bully an employee – Targets are most likely to be women, young people and those in precarious or insecure employment, such as casual employees or sub-contractors Kainai Family Services Workshop 27 © Human Factor Australia
- 28. Reported bullying isa tip of the iceberg Why don’t people report bullying – Fail to recognise it even though they feel bad – Hold mistaken beliefs (it will go away) – Feel embarrassed (Don’t know how to ask for help) – Are afraid of retaliation – Are afraid of losing their job – Think no one will believe them (your word against mine) Kainai Family Services Workshop 28 © Human Factor Australia
- 29. Signs of Bullying A sudden loss or gain of weight Unusually tired, lethargic and disinterested Quiet and withdrawn Being easily brought to tears or angered Regular headaches Fall behind in work or make simple mistakes Isolated from their peers Unexplained increase in absences Kainai Family Services Workshop 29 © Human Factor Australia
- 30. Impacts on People Undermines a persons self-esteem and self-confidence Increases our level of anxiety and creates stress Can be both physical and psychological as the bullying is repeated over time – can become chronic Kainai Family Services Workshop 30 © Human Factor Australia
- 31. Impacts on workplaces Direct Costs – Lost productivity, lowered performance and increased accidents – Increase absenteeism – Low staff morale – Cost of stress claims, compensation, litigation or court fines – Higher insurance premiums Research estimates that the average cost of a case of ‘serious’ workplace harassment (for example where the workplace harassment persists for at least a six- month period) is between $17,000 and $24,000). QLD Workforce Bullying Task Force, 2002. Cont….. Kainai Family Services Workshop 31 © Human Factor Australia
- 32. Impacts on workplaces Indirect Costs – Recruitment, replacement and induction/training for a new employee when an employee leaves due to bullying (estimated at 50%-200% of the exiting employee’s annual salary) – Increased workloads on co-workers – Loss of knowledge and expertise – Loss of customers to competitors – Reputation on the line – deters future quality employees About 75% of victims leave workplaces because of bullying. Bullies rarely do. Source: Namie & Namie, 2000 Kainai Family Services Workshop 32 © Human Factor Australia
- 33. Impacts on workplaces-statistics “In 1999 the CEO of AIM estimated the total direct costs for a company of 100 employees on an average salary of $35,000 to be $175,000 based on costs associated with absenteeism, staff turnover, legal representation, investigation, worker’s compensation premiums”. QLD Workplace Bullying Task Force Report, 2002 Kainai Family Services Workshop 33 © Human Factor Australia
- 34. Organisation Factors that Support Bullying • Bullying is likely in organisations where: - There is an atmosphere of unhealthy competition - Management believes workers must be harassed to be productive - There is a culture of fear - Individual differences are not valued - A climate of informality encourages a lack of respect Kainai Family Services Workshop 34 © Human Factor Australia
- 35. • Supervision isproblematic: - Supervisors are appointed without the skills to supervise effectively - People are under-worked and under-supervised - People are over-worked and over-supervised - Job mobility is reduced - Morale is low Kainai Family Services Workshop 35 © Human Factor Australia
- 36. Organization Factors that Support Bullying (cont…) • Power imbalances encourage abuse - There is change to work practices, or restructuring is taking place - Systems, such as performance appraisals can be abused without detection - There are poor lines of communication - There are poor relationships between management and workers - Team work is not encouraged - Employee involvement is not facilitated Kainai Family Services Workshop 36 © Human Factor Australia
- 37. Effective workplace strategies Have a no-bullying policy and procedures in place Communicate consequences for bullying at work to employees Provide bullying prevention training and information to all employees and subcontractors Ensure managers and supervisors have essential people management, stress management and communication skills Take reports of bullying seriously Investigate reports promptly Respond to investigations in-line with their planned procedures Provide couselling, training and support to bullies, victims and onlookers as needed Kainai Family Services Workshop 37 © Human Factor Australia
- 38. Thank you foryour attention! Esther Hudson 403 289-0206 Chris Hylton 800 449-5866 Kainai Family Services Workshop 38
- 39. International Trade Administration Office of Human Resource Management Employee and Labor Relations Presents Preventing and Dealing with Workplace Violence D. Linder Human Resource Specialist Kainai Family Services Workshop 39
- 40. Training Objectives •Policy •Warning Signs Identified •Reporting Processes •Accountability •Communications •Resources Kainai Family Services Workshop
- 41. Workplace Violence Prevention– Resource Page Websites •http://www.opm.gov •http://www.opm.gov/ehs/workplac/index.asp •http://www.fsis.usda.gov/employees/workplace_vio lence_prevention/index.asp •USDA Handbook on Workplace Violence Prevention and Response •http://www.milbank.org/0107foodsafety.html Kainai Family Services Workshop 41
- 42. Kainai Family ServicesWorkshop 42
- 43. Workplace Violence Workplace Violence-Any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate disruptive behavior that causes fear for personal safety at the worksite. Kainai Family Services Workshop
- 44. Unresolved Conflict Kainai Family Services Workshop
- 45. Journal of Management1998 Study The 10 most frequent acts of Workplace Aggression • Spreading false rumors • Interrupting a person while he/she is speaking • Acting in a condescending manner • Ridiculing a person’s opinions in front of others • Failing to return calls or respond to memos • Giving the “silent treatment” • Engaging in verbal sexual harassment • Staring, dirty looks • Damning with faint praise Kainai Family Services Workshop 45 • Showing up late for meetings run by the
- 46. Bullying / Mobbing Bullyingis the repeated, malicious, verbal mistreatment of a Target by a harassing bully (the instigator), that is driven by the bully’s desire to control the Target. Mobbing denotes a malicious attempt to force a person out of the workplace by co-workers. Mobbing denotes a ganging up of people and is a group issue. Mobbing is perpetrated in a continual fashion, sometimes systematically over time. Kainai Family Services Workshop 46
- 47. Workplace Violence Prevention AllFederal Agencies should take the necessary steps to reduce the likelihood and the conditions that allow for or encourage violence in the workplace. The worksite environment should remain free of behavior, actions or language that causes or contributes to workplace harassment, violence, the threat of violence or harassment, or bullying by or against Commerce employees. This behavior is unacceptable and won’t be tolerated. Kainai Family Services Workshop
- 48. Policy Considerations Accountability Adversarial Approach vs. Problem Solving Policy and Procedures Reporting Processes Kainai Family Services Workshop
- 49. Policy • DepartmentalPolicy & Support • Directives /Notices-Updates •Definitions •Reporting Procedures •Accountability-Customers, Employees and Contractors •Crisis Management Plans •Safety and Security Measures Kainai Family Services Workshop
- 50. Policy Implementation Implementation ofInitiatives-Living Program -Program Effectiveness Facilitation, collection and processing of data -Systems approach- trends, focus areas Training Efforts- Mandatory -New Employee / Supervisory Training Kainai Family Services Workshop
- 51. Warning Signs Identified • Intimidation • Verbal Threats • Harassment • Physical Threats • Depression • Bullying • Extreme Behavior • Retaliation Changes • Inflexibility, paranoid, unreasonable • Numerous Conflicts expectations, coworker • Idle Threats fear, weapons or firearm references • Veiled Threats • Statements of Desperation • Substance Abuse Kainai Family Services Workshop
- 52. Warning Signs– Potential Indicators •Inflexibility • Paranoid • Unreasonable Expectations • Coworker Fear • Obsessive Behavior (Stalking) • Focus on the Activities of Others • Identification with others who have engaged Workplace violence • Police Encounters • Contact with Target • Weapons, Firearms References Kainai Family Services Workshop
- 53. Reporting Processes Documentation Vital- incidents recorded/trends • Accountability /Employee Actions • Credibility-past incidents • Supervisor Response/Proactive Measurements • Due Process-detailed assignment / safety • Internal Reporting Processes / Measurement • Written Statements • Law Enforcement Kainai Family Services Workshop
- 54. Supervisory Accountability •emergency evacuation procedures and have assistance (as necessary) regarding emergency evacuation situations • ensure that administration of and procedures relating to Agency directives/ policy are enforced • provide guidance to employees • take all threats and concerns seriously Kainai Family Services Workshop
- 55. Supervisory Accountability •actimmediately/ decisive actions •effectively address incidents involving assault, threats, intimidation, or interference •supervisory inquiry /ensure appropriate documentation •ensure resolution efforts/ notify an employee Kainai Family Services Workshop
- 56. Supervisory Accountability • maintainemergency points of contact to include employee emergency numbers, their assignment area Law enforcement Agencies, Physical Security Office, Workplace Violence Prevention Coordinator and Employee Assistance Programs • proactive measurements Supervisors who are aware of workplace harassment or bullying and fail to take immediate, appropriate, corrective action, or fail to report such behavior, will be subject to disciplinary or adverse action. Kainai Family Services Workshop
- 57. Employee Accountability • treateach other with respect & promote a safe work environment free of workplace violence • follow procedures relating to Agency Policy/ Directives • familiar with emergency evacuation procedures • NOT engage in hostile acts, which threaten the safety and well being of customer, contractor or program personnel Kainai Family Services Workshop
- 58. Employee Accountability • reportand document all concerns of workplace violence and or incidents immediately to their Immediate Supervisor and seek assistance • cooperate with their Immediate Supervisor during a supervisory inquiry with regard to a workplace violence concerns • maintain an emergency phone numbers Kainai Family Services Workshop
- 59. Employee Accountability . Statements of events are voluntary but are encouraged in assuring details of incident properly accounted for. Employees who are aware of workplace harassment or bullying and fail to take immediate, appropriate, corrective action, or fail to report such behavior, will be subject to disciplinary or adverse action. Kainai Family Services Workshop
- 60. Communications 1. Accountability 2. Conflictsaddressed 3. Due Process 4. Dispute Resolution Programs 5. Employee Resources 6. Policy Posted 7. Staff Meetings, Team Problem Solving 8. Technical Advice Kainai Family Services Workshop
- 61. Resources Types 1. Awareness Training- staff meetings 2. Employee Assistance Program 3. EEO-ADR 4. Hotline Numbers- Points of Contact- emergency /non-emergency 5. Law Enforcement/ Physical Security/OIG 6. Pro-active Approaches vs reactive 7. Technical Advice 8. Technology-email, websites, cell phones Kainai Family Services Workshop
- 62. Resources Points of Contact(sample) 1. Alternative Dispute Resolution Program OHRM (202) 482-2762 2. Employee Assistance Program (202) 482-1569 3. Domestic Violence Hotline Number 1-(800) 799-7233 4. Suicide Prevention 1-(800) Suicide 5. Building Security (202) 482-2222 6. Department of Commerce, Health Unit (202) 482-4088 7. Federal Protective Service (202) 690-9632 8. Federal, State and Local Law Enforcement 9. Bulletin Boards Kainai Family Services Workshop
- 63. Our offer toyou Please call if you have any HR, or workplace issue that you are overwhelmed with We can help you We also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen! 63 63
- 64. CG Hylton -Services HR Consulting Benefits, Pensions, Job Descriptions EAP Salary Grids Strategic Planning Wellness at Work Drug and Alcohol programs Staff Morale Dept re-orgs Training and Leadership Workshops compensation Tel 403 264 5288 chris@hylton.ca 6464
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- #6 Introduction to Employee Benefits CG Hylton & Associates Inc • Insurance and disability benefits: an overview and explanation • Filing claims, benefits packages, disability claims: where does the money go? How can your employees access it? • How to answer your employees’ claims questions • Salary surveys that work • Retirement plan options: group RRSP vs. defined benefits pensions
- #22 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #23 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #24 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #25 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #26 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #27 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #28 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #29 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #30 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #31 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #32 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #33 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #34 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #35 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #36 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #37 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #38 Introduction to Employee Benefits CG Hylton & Associates Inc Communication is the basis of human interaction. In work and our personal lives we depend on accurate interpretations of messages, yet the average person does not communicate well. Speaking, ordering or telling is not communication. Because we can talk, we assume misunderstood messages are the other person’s guilt. They just didn’t listen properly!
- #46 Introduction to Employee Benefits CG Hylton & Associates Inc Notes: _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
- #47 Introduction to Employee Benefits CG Hylton & Associates Inc Notes: _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
- #58 Introduction to Employee Benefits CG Hylton & Associates Inc
- #59 Introduction to Employee Benefits CG Hylton & Associates Inc
- #60 Introduction to Employee Benefits CG Hylton & Associates Inc