Investigations into allegations of workplace violence, harassment, sexual harassment, discrimination or employee misconduct must be conducted in a fair and impartial manner. In our changing legal landscape, businesses need to have a defined process as well as established policies to address violence and harassment in the workplace. Equally important is ensuring that complaints are objectively investigated in a consistent and effective manner. Failure to do so can result in significant legal cost and potential Human Rights Claims
Best strategies for successful recruitment and retentionTrialJoin
Best strategies for successful recruitment and retention for clinical research studies
Contact info@trialjoin.com for more information about patient recruitment help, obtaining new studies or help with site management.
Best strategies for successful recruitment and retentionTrialJoin
Best strategies for successful recruitment and retention for clinical research studies
Contact info@trialjoin.com for more information about patient recruitment help, obtaining new studies or help with site management.
Nonprofit organizations are just as susceptible to conflicts of interest as any other businesses, but often awareness of the risk is lower because ethics are sometimes taken for granted in the social sector.
This presentation teaches staff to recognize, avoid and manage conflicts of interest. It can be used as an introduction to the particulars of your own Conflicts policy.
This PPT describes the meaning of conflict of interest in professions. Types of conflict of interests, Gifts, bribes, Kickbacks, interest in other companies, moonlighting, good and bad of moonlighting, insider information, moral status of conflict of interest.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
MANAGING HUMAN RESOURCES IN SMALL AND ENTREPRENEURIAL FIRMS Riya Aseef
MANAGING HUMAN RESOURCES IN SMALL AND ENTREPRENEURIAL FIRMS
INTERNET AND GOVERNMENT TOOLS TO SUPPORT THE HR EFFORT
EMPLOYMENT TRAINING
MANAGING HR SYSTEMS
This PPT gives the idea about importance of audit. Every QA personnel should aware about the fact behind every aspects of audit. This PPT is useful for all auditor in pharmaceutical domain.
Public Training Program on Conducting Effective Workplace Investigations, September 9-10, 2013 in Karachi.
This program adds to a PHR, SPHR, and GPHR certified professional HR knowledge in:
1) Issues of behavior in the workplace (for example, absences, discipline, workplace violence, or harassment)
2) Methods/procedures for investigating complaints or grievances in accordance with best practice and local laws
3) Local laws governing anti-discrimination and sexual harassment policies and investigation protocol for investigation of workplace harassment/discrimination issues
All participants receive a certificate of attendance. However, ‘Certified Workplace Investigator’ requires a post training assessment and minimum 70% passing marks on post-test.
Key Objectives:
• Learn how to effectively take complaints and conduct interviews
• Choose the right investigator
• Develop a successful road map to start an investigation
• Compiling and analyzing evidence
• Do’s and Don’ts in conducting an effective investigation
• Drafting an Investigation Report
Nonprofit organizations are just as susceptible to conflicts of interest as any other businesses, but often awareness of the risk is lower because ethics are sometimes taken for granted in the social sector.
This presentation teaches staff to recognize, avoid and manage conflicts of interest. It can be used as an introduction to the particulars of your own Conflicts policy.
This PPT describes the meaning of conflict of interest in professions. Types of conflict of interests, Gifts, bribes, Kickbacks, interest in other companies, moonlighting, good and bad of moonlighting, insider information, moral status of conflict of interest.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
MANAGING HUMAN RESOURCES IN SMALL AND ENTREPRENEURIAL FIRMS Riya Aseef
MANAGING HUMAN RESOURCES IN SMALL AND ENTREPRENEURIAL FIRMS
INTERNET AND GOVERNMENT TOOLS TO SUPPORT THE HR EFFORT
EMPLOYMENT TRAINING
MANAGING HR SYSTEMS
This PPT gives the idea about importance of audit. Every QA personnel should aware about the fact behind every aspects of audit. This PPT is useful for all auditor in pharmaceutical domain.
Public Training Program on Conducting Effective Workplace Investigations, September 9-10, 2013 in Karachi.
This program adds to a PHR, SPHR, and GPHR certified professional HR knowledge in:
1) Issues of behavior in the workplace (for example, absences, discipline, workplace violence, or harassment)
2) Methods/procedures for investigating complaints or grievances in accordance with best practice and local laws
3) Local laws governing anti-discrimination and sexual harassment policies and investigation protocol for investigation of workplace harassment/discrimination issues
All participants receive a certificate of attendance. However, ‘Certified Workplace Investigator’ requires a post training assessment and minimum 70% passing marks on post-test.
Key Objectives:
• Learn how to effectively take complaints and conduct interviews
• Choose the right investigator
• Develop a successful road map to start an investigation
• Compiling and analyzing evidence
• Do’s and Don’ts in conducting an effective investigation
• Drafting an Investigation Report
"How To Conduct a Disciplinary Hearing" By Pearson Hinchliffe Commercial Law (Manchester Law Firm, England). Presentation delivered in July, 2010.
For: HR Professionals, Managers and anyone with employees.
Conducting Procedurally Fair Workplace Investigations WebinarCase IQ
Lorene Schaefer, Esq., shares tips for conducting procedurally fair workplace investigations. Visit http://i-sight.com/webinar-conducting-a-procedurally-fair-workplace-investigation/ to view the full webinar recording.
Presentation from our recent free HR breakfast seminar by Wendy Blake Ranken on Disciplinaries. TPP are the charity recruitment specialists. Find out more about our events and other free services on our website: www.tpp.co.uk.
In any kind of business, there is a chance that employers will be required to investigate one or more employees at some point for allegations of misconduct such as discrimination or sexual harassment. A properly conducted workplace investigation is not only legally required but can also go a long way in protecting companies and mitigating risks for future problems.
In this webinar, Diana Maier and Beth Arnese go over the key things to know about workplace investigations so that you can garner the maximum legal protection such investigations may provide.
Topics addressed include when to investigate, how to prepare for an investigation, how to interview witnesses, how to prepare a written report, what to do after the investigation, and overall best practices for investigations.
Disciplinary & Grievance Handling: what you should know (ACAS Code of Practice)JulieHowellCommunications
HR advice for small businesses.
How to understand the ACAS Code of Practice.
Video of this presentation is available at https://youtu.be/eLXetTIIPA0
With Debbie Glinnan of Parallel HR & Julie Howell of Julie Howell Communications.
How to Conduct a Bullet Proof Harassment InvestigationNow Dentons
How to Conduct a Bullet Proof Harassment Investigation includes Who Should Investigate?, Develop the Procedural Script, Develop the Substantive Script, Interview the Respondent and Witnesses, Draft the Report and How to Document?
This seminar, held in August 2014, discussing the pre, during and post stages of workplace investigations, including ways the union can assist a member during the investigative process, how to request and respond to findings, and how to use EBAs to structure investigations.
Sexual Harassment Investigations in the News: Lessons Learned From a Year of ...Case IQ
If 2018 was the year of high-profile harassment investigations, 2019 should be the year of putting into practice what we learned from them. As scandal after scandal unfolded, employers scrambled to get to the root of the problems and mitigate the damage. We learned valuable lessons on how not to respond to sexual harassment allegations and how to conduct effective workplace investigations.
It’s important to put what we’ve learned into practice and map out a way forward for 2019. Join Angela J. Reddock-Wright, employment attorney, mediator, arbitrator, investigator and trainer, as she reviews the lessons learned from the high-profile sexual harassment cases that shaped the news in 2018 and outlines a progressive plan for prevention, investigation and resolution.
The webinar will cover:
An overview of newsworthy sexual harassment cases from 2018
What went wrong and why
How to respond effectively to allegations of sexual harassment
How to prevent sexual harassment in the workplace
Training every manager and employee should have annually
Internal Investigations Workshop for HR PractitionersPaul Falcone
Conducting effective internal investigations is a critical skill for both HR practitioners and line leaders alike. But how can you ensure that your employees who file formal complaints feel heard and satisfied that their needs have been accounted for? Further, what legal expectations do courts hold in terms of investigators’ roles and obligations in the fact-finding process? From EEOC credibility determinations to case evaluations and appropriate and prompt remedial action, this PowerPoint presentation will help your leadership team maximize positive employee relations, while insulating your company from employment-related liability inherent in the workplace investigation process.
Recent developments in whistleblower rewards and retaliation claims, including Sarbanes Oxley whistleblower jury verdicts, whistleblower retaliation under Sarbanes-Oxley, scope of Sarbanes-Oxley protected conduct, and burden of proof in SOX whistleblower cases.
Can you keep a secret?
Client confidentiality is the bedrock of any trusted legal practice. It’s a priority that informs everything from personal interactions to firm-level data protection—all of which requires effort, diligence, and planning. But in the Information Age, there are more opportunities than ever to breach confidentiality—are you REALLY giving it the attention it deserves?
A recent study of more than 24,000 lawyers identified the ability to keep information confidential as the most important competency in a new lawyer. Alli Gerkman, Director of Educating Tomorrow’s Lawyers at the Institute for the Advancement of the American Legal System (who led the study) will join Joshua Lenon, Clio’s own Lawyer in Residence to explain how to keep your client secrets under lockdown. In this one-hour session, you’ll learn why keeping information confidential is crucial for every level of your law firm, as well as:
Techniques for training staff and clients on preserving confidentiality
Resources for evaluating your own data protection measures
Technology to help preserve client confidentiality
Navigating Government Investigations of Health Care FraudPolsinelli PC
This presentation will cover the nuts and bolts of responding to a government subpoena and investigation, from recognizing when and how an investigation starts through to the aftermath of an investigation. We will walk through the steps you can take before your organization receives a subpoena, issues that may arise in responding to a subpoena, when to conduct your own internal investigation, and possible outcomes. Finally, we will review recent developments and trends in the healthcare enforcement landscape.
Our agenda:
-Relevant government agencies
-Steps in responding to a government subpoena
-When to conduct, and how to conduct, an internal investigation
-Recent developments and trends
HR Insights, Harassment & Bullying in the WorkplaceJames Cheetham
Anna Denton-Jones' slides from HR Insights, 5th March.
Covering the topic of 'The practicalities of dealing with allegations of [bullying and] harassment.'
How to Protect Your Business from Fraudsters, Liars and Cheats with Backgroun...W. Barry Nixon, SPHR
Small businesses are particularly vulnerable to negative impact of a bad hire. Learn how to reduce the risk of making a bad hire through the use of background checks.
Are you afraid of commitment?
Clients need to see the utmost commitment from their lawyers. If they don't get the instant, diligent representation they're looking for, they won't refer your services, and there's nothing stopping them from posting negative feedback online.
But, there's a mismatch here. Most clients have only one lawyer, while lawyers must juggle the demands of several clients. How do you deliver on your commitments in a way that clients mutually respect and value?
Join Alli Gerkman, Director of Educating Tomorrow’s Lawyers at the Institute for the Advancement of the American Legal System, and Joshua Lenon, Clio’s own lawyer in residence, as they look at how lawyers can embrace clearer, more trusted commitments with their clients. In this one-hour, CLE-accredited1 session, you’ll learn:
- How to communicate your dedication
- Why success does not necessarily reflect commitment to clients
- How honoring commitment helps law firms win more clients
- How to respond when clients disagree on your notion of commitment
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. Conducting Effective Workplace
Investigations - Agenda
High profile harassment suits dominated the
headlines last year and one labour lawyer
says the media coverage has made workers
more aware of their rights. Now, she says HR
managers must be extra vigilant to avoid risk.
“Obligation to investigate allegations of
harassment has existed for several years but
the CBC case brought it front and centre,”
says Norton Rose Fulbright lawyer, Sarah
Crossley.
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3. Conducting Effective Workplace
Investigations - Agenda
“Employees are becoming more
knowledgeable about their rights and the
expectation for employers to understand the
law and to conduct a proper investigation
has reached a higher level,” she continued.
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4. Conducting Effective Workplace
Investigations - Agenda
Of course most employers wouldn’t
intentionally ignore a serious allegation of
harassment but Crossley says even
organizations with the best intentions could
be putting themselves at risk if they’re not
adequately equipped to handle an
investigation.
“It’s important that employers treat all
complaints seriously and if they decide to
investigate, it needs to be effective and fair.”
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5. Conducting Effective Workplace
Investigations - Agenda
“If you fail to investigate, if you do a shoddy
job or if you don’t get the right people to do
it, then there is a significant risk from a
financial liability perspective but there’s also a
reputational risk to employers,” she
continued.
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6. Conducting Effective Workplace
Investigations - Agenda
Crossley says whoever is tasked with
investigating should have some formal
training as well as all the necessary tools for
the job. She added that they don’t always
have to be hired externally but internal
investigators can pose a number of problems.
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7. Conducting Effective Workplace
Investigations - Agenda
“You might not want someone internal
handling a very senior person within the
organization or a very high profile person within
the organization,” explained Crossley. “It can
be difficult for someone internal to do an
investigation if there’s a power imbalance.”
Crossley also added that an investigation could
lose credibility if it was carried out by someone
who had had any past dealings with the
employees involved.
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8. Conducting Effective Workplace
Investigations - Agenda
“What’s really important – whether they’re
internal or external – is that you have someone
who understands how to conduct a full and fair
investigation,” she said. “Because at the end of
the day, and at the end of the investigation,
some important decisions will have to be
made.”
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9. Conducting Effective Workplace
Investigations - Agenda
Why Investigate?
Top 6 Investigation Pitfalls
Court Rulings
The Importance of Procedural Fairness
Failing to Document
Preparing a Final Report
Dealing with the Outcome of the
Investigation
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10. Conducting Effective Workplace
Investigations
Value of fact-based decision vs. emotion-
based decision
Legal obligations and legal risks of not
investigating/not investigating effectively
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11. Conducting Effective Workplace
Investigations
Legal obligations:
Workplace violence/harassment
legislation (Bill 168)
Human rights-based claims
Practical considerations:
Terminations for Just Cause
Company culture
Company standards
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12. Conducting Effective Workplace
Investigations
Simply conducting an investigation is
not enough
The investigation must also be done
properly
Overlooking the importance of
process can be a costly mistake
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13. The Importance of Process
Internal investigator?
External investigator?
Legal counsel present?
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14. Top 6 (Costly)Common Pitfalls
Failing to provide procedural fairness to the
responding party
Using inexperienced or untrained investigators
Failing to remain neutral
Failing to properly document the investigation
Failing to make findings of fact at the conclusion of
the investigation
Failing to investigate the “I don’t want to make an
official complaint”
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15. Process & Proven Strategies
1. Complaints must be taken seriously and acted upon
promptly.
2. The investigator should be independent and objective.
3. The investigator should be neutral.
4. The investigator should not be in a position of authority
over any of the parties to the complaint.
5. The findings should be reported to someone with
sufficient authority to enforce them.
6. Investigators must be knowledgeable about the law,
the organization’s policy and complaint procedure, and
understand the methods for conducting investigations.
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16. Process & Proven Strategies
7. The investigator should make and keep written notes of the
investigation and any report that is prepared or submitted.
8. Investigators should take steps to protect confidentiality to
the extent possible. Information should only be shared on a
need-to-know basis.
9. The investigation must be “impartial, timely, fair, and address
all relevant issues.”
10. The investigation report should summarize the allegations,
what steps were taken during the investigation and the
evidence gathered. The report should also contain findings on
each allegation.
11. Investigations should commence as quickly as possible and
finish in a timely fashion.
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17. Procedural Fairness: Case Study
Elgert v. Home Hardware Stores Ltd. Carswell Alta
1263 (Alta. C.A.)
17 year supervisory employee terminated following
“alleged” sexual assault
Not advised of complaint or afforded opportunity
to respond
“You know what you did!” (company response)
Awarded 24 months’ notice and $75,000 in punitive
damages for faulty investigation
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18. Procedural Fairness: Case Study
From the Judge…
“Employers must take seriously allegations of
sexual harassment… Its responsibilities do not
give it license to conduct an inept or unfair
investigation or behave in malicious, vindictive
or outrageous ways…”
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19. Procedural Fairness
When conducting an interview…
Begin with general explanation of purpose
of meeting
Remind employee of reprisal rights
Discuss confidentiality:
Not entirely possible
Investigator will only disclose details as
necessary
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20. Procedural Fairness
Fundamentals of Procedural Fairness:
Advise respondent complaint has been
made
Advise respondent of particulars of
complaint (i.e. who, what, where, when…)
Afford respondent opportunity to respond
to each allegation
The goal of the investigation is NOT to
ambush the responding party
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21. “Untrained Investigators”
C.R. v. Schneider National Carriers Inc.
Employee accused of sexual harassment
Complainants lodged their complaints
together and were interviewed at the same
time
Identity of the complainants not revealed
Particulars of complaints not addressed
Interviews not documented
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22. “Untrained Investigators”
“They were inexperienced at dealing with the
issues raised in this action and they also
lacked the necessary training to do so. I
readily acknowledge that the defendant’s
management team should not be required to
match the standards or practices of criminal
investigators. However, basic fundamentals of
fair play must be but were not observed and
for that reason, the results of the investigation
are tainted.”
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23. “Untrained Investigators”
When selecting an investigator consider:
Investigation experience / training
Expertise regarding subject-matter of
investigation
Seriousness of the complaint
Time and resources
Internal vs. external investigators
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24. “Untrained Investigators”
Vernon v. B.C. Ministry of Housing and Social
Development (2012)
30 year employee accused of bullying and
harassment
Adversarial and confrontational “interrogation”
Investigator incorrectly reported evidence
Employee awarded $182,173 (18 months pay +
aggravated damages + punitive damages)
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25. “Untrained Investigators”
“The interviews were not simple question and
answer affairs. They were interrogations. They
were not carried out in an impartial manner.
Witnesses who spoke favourably about Ms.
Vernon were accused of lying.”
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26. “Untrained Investigators”
An investigator should be:
Unbiased
Consistent with each employee being
interviewed
Neutral in their conduct and questions
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28. “Process”
Avoid missing key information
Cover the following issues:
Did it happen?
When did it happen?
Was conduct intentional?
Was conduct condoned?
Who witnessed it?
Is there an explanation?
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29. “Failing to Document”
Tong v. Home Depot of Canada Inc.
54 year-old sales associate terminated for cause
on the basis of “time fraud”
Newly-hired floor manager appointed as
investigator
Destroyed notes of investigation
Conclusions based solely on his own observations
Exaggerated evidence in report to management
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30. “Failing to Document”
“Regrettably, it appears that Mr.
Macdonald…began with the firm belief that
the plaintiff was the wrongdoer.
His investigation was fatally flawed.
He destroyed his original notes and presented
only a summary prepared just prior to his
meeting…which contained inaccurate
exaggerations of the evidence.”
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31. “Failing to Document”
Interviewers should keep detailed notes
Why?
Refresh memory
Record of what was said
Proves you did a proper investigation
Provides context for making decision
Fairness, transparency and internal
integrity
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32. “Failing to Document”
Interviewers notes should:
Record who was interviewed, who was
present
Record where and when meeting
occurred
Record what was discussed
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33. “Final Report”
The investigator should keep in mind that the
report not only provides the basis for the
internal resolution of the complaint but is also
the cornerstone of the employer’s evidence of
due diligence in dealing with the allegations.
It is a confidential document and should be
provided only to the ultimate decision-maker.
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34. “Final Report”
The report should include all allegations made by
the complainant and the accused’s responses.
A brief summary of relevant evidence should be
presented. It may be necessary to discuss issues
of credibility.
Based on the evidence, the report should present
conclusions as to whether each allegation is
substantiated, unsubstantiated or partly
substantiated.
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35. “Final Report”
Finally, the report should make recommendations
for resolution of the complaint.
Factors affecting the severity of discipline should
be addressed, such as the attitude of the
harasser since the incident, his or her length of
service or prior disciplinary record.
As well, this would be the place to raise broader
systemic issues where it is found that a poisoned
atmosphere prevails in the workplace.
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36. “Salient Points”
Key Question:
Is there convincing evidence that the
allegations against the respondent
are true?
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37. “Salient Points”
When answering this question…
Look carefully at each party’s story
Look at how each party answered questions
Fill in missing information (circle back over
notes)
Look for corroboration
Is there other evidence (documentary,
electronic, surveillance) that supports one
side more than the other?
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38. “Salient Points”
Final Steps:
A decision must be made:
The complaint is either has merit or,
the complaint is unsubstantiated
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39. “Salient Points”
Company response will depend on the outcome of
the investigation
Think creatively about solutions that may restore
workplace balance
Respect privacy interests
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41. “Salient Points”
If discipline is warranted:
Investigation findings should be
adequately explained
Discipline should be:
Proportionate
Responsive to complaint
Legally compliant
Communicated in writing
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42. “Salient Points”
Termination of employment
Just Cause
will severance be offered on a gratuitous and
“without prejudice” basis?
Without Cause
what will the severance package look like?
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43. Concluding Remarks
Harassment complaints can be quite disruptive and
divisive. An investigation can either make it worse or,
if handled correctly, can actually have a healing
effect and can help the parties move on with their
lives.
From my experience, the most important
considerations are to treat all parties fairly and with
respect, to provide detailed information to the
respondent, to be fully versed in the law and the
impact of workplace harassment and to consider the
outcome and remedy that best suits the particular
circumstances involved.
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44. Concluding Remarks
If an investigator follows those steps, both
sides will be far less likely to litigate the matter
and there is a greater chance that it can be
resolved simply, quietly, and cost effectively!
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45. Workplace Harassment
Behaviour falls into 3 categories:
a) Acceptable
b) Inappropriate/Unacceptable
c) Harassing/Violent
How do we define the fine line between
unacceptable behaviour and harassment?
Notice………
Intent………
Direction………
WWW.INTEGRALHRSOLUTIONS.CA
45
46. Workplace Violence
Integral HR Solutions defines "workplace
violence" as:
(a) the exercise of physical force by a
person against a worker in a workplace
that causes, or could cause, physical
injury to the worker; and/or
b) an attempt to exercise physical force
against a worker in a workplace that
could cause physical injury.
WWW.INTEGRALHRSOLUTIONS.CA
46
47. Workplace Violence
"Workplace violence" means (c) a
statement or behaviour that is reasonable
for a worker to interpret as a threat to
exercise physical force against the
worker, in a workplace, that could cause
physical injury to a worker.
WWW.INTEGRALHRSOLUTIONS.CA
47
48. Legislative Requirements - Bill 168
Under the Occupational Health & Safety Act, Bill 168
require employers to protect workers violence in the
workplace whether perpetrated by employees, clients,
or other individuals the employer serves (e.g.
contractors).
WWW.INTEGRALHRSOLUTIONS.CA
48
49. Legislative Requirements - Bill 168
Bill 168 includes a number of duties that are triggered when an
employer has reason to believe that harassment or violence has
occurred or is likely to occur, including specific duties to:
• identify the source of the harassment or violence;
• ensure that further harassment or violence is prevented/stopped;
• where necessary, take steps to remove the source of the
harassment or violence from the workplace;
• ensure that "adequate steps" are taken to "remedy the effects of
the harassment or violence"; and
• contact law enforcement, where appropriate.
WWW.INTEGRALHRSOLUTIONS.CA
49
50. Legislative Requirements - Bill 168
As noted above, Bill 168 creates specific and clear
obligations on employers to prevent, and respond to
workplace violence and harassment. For example,
employers must:
• ensure that every worker is protected from workplace
related harassment or violence; and
• develop, on a regular basis, compulsory harassment
and violence prevention training for employees and
managers.
WWW.INTEGRALHRSOLUTIONS.CA
50
51. Supervisory Responsibilities
The prohibition against harassment extends
not only to the person conducting the
harassment but also to individuals who are in
a position to potentially prevent the
harassment from taking place. Accordingly,
the employer itself, or other employees may
be added as parties to a complaint
proceeding if it is determined that party knew
or should have known of the harassment in
question.
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52. Zero Tolerance
Workplace violence, harassment, and discrimination
in any form will not be tolerated. Any allegation of
workplace violence harassment and or discrimination
will be thoroughly investigated and treated as a
serious matter. Employees found to be in violation of
this policy will be subject to disciplinary action up to
and including termination of employment.
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53. Concluding Remarks
Questions…
Feedback…
Thank You…
Anthony S. Folan
Integral HR Solutions Inc.
GTA Office (905) 846-3390
Sarnia Office (226) 784-1466
Toll-free Number 1 (866) 908-1066
Mobile Number (416) 274-9693
anthonyfolan@integralhrsolutions.ca
www.integralhrsolutions.ca
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