Respectful Workplace Presentation

1. Respect and Your Role
2009

2. Team Issues
• Conflict / Stress
• Expectation - Quality Service
• Impact of Change
• Mental Health Needs
• Respectful Workplace
• Work-Life Balance
• Brainstorm

3. Ability to Cope and Deal with
Stress & Change:
What impacts?
• Team approach – group attitude
• Past successes
• Amount of recent change in your personal &
work life
• Significance of the losses
• Thinking of the change: threat or challenge
• Supports to help cope

4. Basic Mental Health Needs
in the Workplace
• Respect and appreciation
• Feeling heard or listened to
• Freedom to speak up
• A sense of confidence and self worth
• A sense of belonging to a meaningful and
supportive work group
• Freedom from chronic symptoms of distress,
• Skills to manage anxiety and depression
• Periods of relative calm and peace of mind

5. Work Factors Threatening
Mental Health & Physical Safety
Examples of “Stressors”
• Work overload and time pressure
• Lack of influence over day-to-day work
• Lack of training and/or preparation
• Too little or too much responsibility
• Ambiguity in job responsibility (too many
masters)
• Lack of recognition
• Discrimination
• Poor communication
• Disrespect in the Workplace

6. Consequences of Excessive Stress
• Rushed, stressed and
helpless
• Abused
• Nervous
• Depressed
• Angry and upset
• Lack of concentration
• Easily distracted
• Eat poorly
• Drink excessively
• Use too many
medications
• No time for exercise
• Sleep poorly
• Prone to infections
• More likely to get
injured
• Cardiovascular risk
Mental Consequences Physical Consequences

7. • Ability to form and
maintain
relationships is
threatened
• More socially
isolated
• More quarrelsome
and argumentative
• Waste time
• Likely to damage things
• High absenteeism
• Less creative
• Less productive
• Less efficient
• Less courteous with
customers
• High medical and drug
claim costs
Social Consequences Economic Consequences

8. Ongoing Destructive
Conflict and Stress can
Result in a
DISRESPECTFUL
WORKPLACE

9. What is Disrespectful or
Inappropriate Behavior?
Disrespectful or inappropriate
behavior/conduct may be defined as:
behavior or conduct that is known or
ought reasonably to be known to be
unwelcome, objectionable or
offensive

10. Examples of Disrespectful
Behaviour
 Yelling or using
profanity
 Physically abusing or
threatening abuse
 Intruding on a
persons privacy by
spying or stalking
 Constantly
interrupting
 Spreading malicious
rumors or gossip
 Name Calling
 Sarcasm
 Rolling eyes
 Offensive jokes
 Demeaning a person
 Not helping someone
 Humiliating someone
 Belittling someone
 Ignoring someone
 Yelling, shouting
 Making Fun
 Being impolite

11. Effects of “Disrespect”
Individual
• Feelings of frustration
• Anger & helplessness
• Loss of confidence
• Inability to sleep
• Panic & anxiety
• Depression
• Family tension &
stress
• Inability to
concentrate
Workplace
• Increased absenteeism
• Increased turnover
• Increased stress
• Decreased morale
• Increased risk of injury
• Decreased productivity
• Avoidance of specific
units/skill deterioration
• Increased safety risks
for patients

12. Respectful Workplace:
What’s Your Responsibility?

13.  All employees are encouraged to address disrespectful
behavior when it happens, tell the person to stop it!
 Refuse to participate in disrespectful behavior
 Support your colleagues who are the target of that
behavior
 Be aware of your own role in perpetuating disrespectful
behavior
 Report
Laws, regulations, and procedures are important, but they do not
by themselves ensure a respectful workplace.
Each employee can have a powerful impact on the environment in
which they work.
Creating a Respectful
Workplace – Employee’s Role

14. Resolution Options
Direct
Response
Manager
Handles
Situation
Mediation /
EAP Collective
Agreement
Harassment
Policy
Human Rights
Commission
RNC or
Lawyer
Option becomes more formal
Staff
Address

15. Leader Role - What to do if you
Observe Disrespectful Behavior
 If you observe someone being treated in a
humiliating, degrading or disrespectful manner,
address the issue.
 Address disrespect and bullying in the
workplace
 Discipline where appropriate
 Harassment Policy
Role Model
Respect

16. What to do if You are Accused
of Disrespectful Behavior:
 If your behavior becomes the focus of an respectful
workplace discussion, you are encouraged to become
involved to help resolve the conflict.
 Be willing to listen to what the problem is about.
 Try to be open to the other person’s perspective and see
if there could be a misunderstanding. Something you
consider to be humorous, for example, may be offensive
to someone else.
 Consider the impact of your actions on the other person
and be willing to make reasonable changes that could
make a difference.
You are encouraged to discuss your concerns with others –
Supervisor, Director, VP.

17. Respect is a Serious Matter…
 All complaints of disrespectful behavior
must be taken seriously and dealt with
in a confidential and impartial manner.
 Retaliation against an individual because
they have made a complaint is
considered unacceptable behavior and
will be dealt appropriately.
 Malicious complaints or complaints with
a specific intent to harm will also be
dealt with as unacceptable behavior and
may result in disciplinary action.

18. Who is Responsible to
Prevent Disrespect?
A REVIEW
Everyone has a Responsibility to Prevent Disrespect
• Source The person whose action offends others. If you think your
behaviour offends someone else, stop the behaviour.
• Target Tell someone if their behaviour offends you. Ask them to
stop. Give a respectful response and avoid blaming. If the behaviour
continues or is serious, report the incident to the appropriate person
in the workplace.
• Observer The person who sees disrespectful behaviour occur. You
are not innocent. You have a responsibility to call attention to the
disrespectful behaviour. Offer suggestions for more respectful
behaviour.
• Person with Authority Supervisors and managers should address
disrespect immediately. Ultimately, it is the employer's
responsibility to provide a respectful and harassment
free workplace.

19. Employer / Manager Role
Emerging case law
- obligations for employers to take active steps to
ensure that employees experience civil, kinder, gentler,
respectful interactions from co-workers, supervisors and
managers. (Respectful Workplace Initiatives)
- Employers who make the mistake of treating
uncivil or volatile interactions between co-workers or
supervisors as personality conflicts are at serious risk.
- Employers who fail to effectively deal with persons
in authority who provide direction that includes yelling,
screaming, rudeness, demeaning, belittling or
threatening conduct or communications are at risk.

20. Legal & Ethical Responsibility
 Human Rights Legislation
 Occupational Health & Safety Legislation
 Canadian Labor Code
 Duty of Care in Employment Law
 Due Diligence
 Tort Law (negligence)

21. Nancy Sulz vs Donald Smith
(RCMP)
British Columbia Supreme Court –
January 19, 2006
A recent decision of the Supreme Court of British
Columbia sends the latest, reminder of the serious risk of
significant employer liabilities where an employee loses
the capacity to earn a living in connection with mental
health.
The plaintiff, Ms. Sulz, initiated a civil action against the
RCMP, and her immediate supervisor, Donald Smith;
claiming that as a result of the intentional or negligent
harassment she was exposed to by Staff Sergeant Smith,
she became clinically depressed and ultimately had to
accept a medical discharge from her employment.

22. The Facts
Ms. Sulz experienced a relatively uneventful and
relatively successful career with the RCMP for a period of
approximately six years after joining the RCMP (between
1988 and 1994).
This all changed between 1994 and 1996. In 1994, the
defendant, Don Smith, became Ms. Sulz’s Detachment
Commander. In December of 1994, Ms. Sulz took medical
leave in connection with complications attending her first
pregnancy.
Ms. Sulz alleged that she was exposed to a course of
harassment in 1994 and 1995 that destroyed her mental
health and resulted in a medical discharge. A summary
of the acts of harassment that she attributed primarily to
Donald Smith were the following:

23. • Being advised that she had done something “stupid”
and would have to pay the price. This was in response
to her making a visit to the U.S. while on her medical
leave without specific permission from her Detachment
Commander.
• Receiving the following message on her voice mail
while on medical leave, “Don says get your ass down
here and sign this form or you won’t get any more pay
cheques”.
• Exposed to the following message delivered on behalf
of Don Smith, “I could fill out these forms for you
should I so desire, but I don’t – so I won’t….”.
• Reports that Smith disseminated the following
comments regarding Sulz, “She could not cut the
mustard and had no place in the RCMP.”

24. Court Conclusion
1. The defendant, Don Smith, as an officer
in charge, owed a duty of care to ensure
a work environment free from
harassment.
2. Don Smith breached his duty of care:
was based on the following factual
findings of the court:
i) Evidence of angry outbursts by Smith directed at or about Sulz.
ii) Failure of Smith to curb his temper.
iii) Failure of Smith to prevent rumours regarding the plaintiff.

25. The court determined that the defendant’s harassment
materially contributed to the plaintiff’s mental health
issues:
“The evidence shows that the harassment which
the plaintiff experienced between 1994 and 1995
was the proximate cause of her depression; which
in turn, ended her career with the RCMP.”
Summary of Damages
Past wage loss -$225,000
Future wage loss - $600,000
General damages - $125,000
Total - $950,000 + legal costs

26. Where Should Western Health
Go From Here?
1. Develop and implement civil, respectful workplace
policies.
2. Take steps to position our Organization to limit exposure
to risk to employees whose ability to work is temporarily
or permanently disrupted as a result of mental illness
triggered by co-worker/ supervisor/ manager’s conduct
inconsistent with an employee’s well-being.
3. Deliver relevant training to employees and management
regarding respectful workplace requirements.
4. Take steps to ensure that everyone in our workplace is
equipped with the knowledge, tools, skills and
commitment to conduct themselves in a manner that
complies with current requirements for workplace
environments and interactions.

27. 6. Equip supervisors and managers with the knowledge,
sensibilities and skills they require to direct, manage,
supervise and performance manage employees
consistent with current standards.
7. Monitor, reinforce and enforce compliance with respectful
workplace standards. Take issues of conduct below the
standards seriously.
8. Respond in a timely, effective and meaningful manner to
all incidents of conduct below the required standards.
9. Take the issues seriously: Investigate and remediate.

28. Current Initiatives
Respectful Workplace Sessions
Mediation
Employee Wellness Program
Employee Assistance Program
Violence Prevention Policy
Harrassment Policy

29. As STRESS increases…
so does, disrespect, sick leave
and anxiety….
Take a Step Back
Take Care of Yourself

30. Exploring Your Balance
A balance
that fits:
there is no
“right”
balance

31. Tips to Manage Stress
• Talk it out !!!
• Escape…for a short while
• Assess where feelings come from
• Establish personal goals
• Do something for others
• Shun the “Superwoman” role
• Schedule “ me time”
• Schedule exercise
• Laugh

32. Employee Assistance Program
A Component of Wellness
• Counselling available
to employees to
address work related
or personal problems
• Confidential

33. How Do You Access EAP?
• Call 637 – 5306
• Toll Free – 1-866-637-5306
• All calls are strictly confidential

34. Everyone has the
Right to be Respected
and the Responsibility
to Respect Others
Questions/ Comments