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Half day open training event held in Toronto, Canada.
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Minimizing bullying and harassment in the workplace
by Toronto Training and HR
January 2012
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Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Impact of bullying and harassment9-11 Organizational justification12-15 Workplace bullying16-17 Managers who bully18-19 Dealing with an office bully20-24 Practical steps to take25-26 Bill 16827-28 Homophobic bullying29-30 Questions to ask31-32 Stalking33-40 Claims of harassment in an educational setting 41-50 Anti-harassment policies51-55 Sexual harassment56-57 Intervention methods58-59 Conclusion and questions
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Introduction
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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• 10 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- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Definition
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DefinitionBullyingHarassment
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Impact of bullying and harassment
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Impact of bullying and harassment
Fall in productivityDecreased moraleDeterioration of trustFall in employee turnover
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Organizational justification
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Organizational justification 1 of 2
He just goes off from time to time; he means no harmOK, I will ask him to apologize againRon’s skills are so valuable we can’t afford to lose himI just had “another” conversation with Ron-he will be OKIt’s easier to keep him than to find a replacement
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Organizational justification 2 of 2
That’s just how Ron is-he is just passionateHe doesn’t mean any harm; he’s just under a lot of stress
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Workplace bullying
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Workplace bullying 1 of 3
What do bullies want?How is bullying accomplished?Bullying needs bystandersSigns of a bully at workSocial impact
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Workplace bullying 2 of 3
STOPPING ISSUES ARISINGDraft a policy that describes workplace harassment and bullying, explains the consequences and clarifies for employees what to do when harassment and bullying occursCommunicate the policy to all employees, including senior personnelIntegrate bullying prevention into your leadership development program
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Workplace bullying 3 of 3
HIGH RISK WORKPLACE CONDITIONSInterpersonal conflicts or incompatible relationships between two or more individuals Frequent labour-management disputes The perception of mistreatment among individuals Abusive supervisory leadership behaviours
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Managers who bully
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Managers who bully
Junior managers who have perhaps been over-promoted and behave over-zealously towards their team members, which is taken as bullyingSenior individuals who are high enough up the ranks that people are scared to tell them that their behaviour is inappropriate
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Dealing with an office bully
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Dealing with an office bully
Gather proofConfront themBe the bigger personSeek supportDo your job wellLook after yourselfBreak the cycleGo to the topLearn from them
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Practical steps to take
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Practical steps to take 1 of 4
Commitment from the topOpen cultureSurveysCommunicationAdequate support
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Practical steps to take 2 of 4
Treat complaints quickly and efficientlyTake preventative action and communicate clearly that bullying will not be accepted and everyone needs to be encouraged to come forward if indeed they are being treated poorlyFollowing investigations make sure policies are up to date and that there is very clear communication of the policies as well as training for all
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Practical steps to take 3 of 4
TRAININGEquality and diversity issues at a practical levelUnderstanding the organization’s harassment policy and what it means in practice Developing the people management skills necessary to prevent bullying arising in the first placeBeing able to identify bullying and harassment when it arises and deal appropriately with it
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Practical steps to take 4 of 4
ALTERNATIVES TO DISCIPLINARY ACTIONManagement trainingUsing confidential 360-degree feedback surveys depending on the size of the team, which enable staff to report any concernsMentoring from a trusted colleague of the employee's choiceMediation
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Bill 168
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Bill 168
Workplace violenceWorkplace harassmentWhat employers must doMeasures and procedures to be included in workplace violence programs
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Homophobic bullying
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Homophobic bullying
TARGETS ARE OFTEN PEOPLE WHOsay they are gay, lesbian, bisexual or transgenderare thought by others to be gay, lesbian, bisexual or transgenderdon’t conform to male and female stereotypeshave same-sex parents or caregivershave friends that are, or are thought to be, gay, lesbian, bisexual or transgender
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Questions to ask
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Questions to ask
Does behaviour have to be repeated behaviour to be considered bullying? What is not bullying? Is teasing the same as bullying?Is all bullying intentional?What types of bullying are there?
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Stalking
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Stalking
CRIMINAL HARASSMENTRepeatedly follow you, or anyone you knowRepeatedly communicate with you, or anyone you know, directly or indirectlyRepeatedly watch you, or anyone you know, or lurk around your home, workplace, or any other place you happen to beEngage in any threatening conduct directed at you or a member of your family
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Claims of harassment in an educational
setting
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Claims of harassment in an educational setting 1 of 7
AREAS TRIBUNALS WILL CONSIDERProcedures in place at the time to deal with discrimination and harassmentHow quickly the organization responded How seriously the complaint was treatedResources available to deal with the complaintIf the organization provided a healthy environment for the person who complainedHow well the person who complained was told about the action taken
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Claims of harassment in an educational setting 2 of 7
PREVENTING ALLEGATIONS TAKING PLACEGiving policies to everyone as soon as they are introducedMaking all teachers, school staff, students, etc. aware of them by including the policies in orientation materialTraining people, including people in positions of responsibility, about the policies, and educating them on human rights issues
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Claims of harassment in an educational setting 3 of 7
MINIMIZING PROSPECTS OF HARASSMENT OCCURRINGShowing a clear attitude that sexual and gender-based harassment will not be toleratedShowing a clear attitude that discrimination based on sexual orientation, including homophobic bullying, will not be toleratedHaving an effective anti-sexual and gender-based harassment policy in place and making sure all students know about it
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Claims of harassment in an educational setting 4 of 7
MINIMIZING PROSPECTS OF HARASSMENT OCCURRINGCommunicating clearly to the student body the consequences of all forms of sexual and gender-based harassment, including online sexual and gender-based harassmentIncluding online harassment prevention measures in sexual harassment and school Internet policies
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Claims of harassment in an educational setting 5 of 7
MINIMIZING PROSPECTS OF HARASSMENT OCCURRINGTeaching students and staff about sexual harassment, including gender-based harassment, sex-role stereotyping, and homophobic comment and conductUsing role-playing and educational exercises to help students be more aware of the impact of sexual and gender-based harassment on others
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Claims of harassment in an educational setting 6 of 7
MINIMIZING PROSPECTS OF HARASSMENT OCCURRINGTeaching students media literacy to help their critical thinking and to ask appropriate questions about what they watch, hear and read teaching students how to protect themselves from online sexual and gender-based harassmentrespecting the confidentiality of students who report sexual and gender-based harassment and related bullying
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Claims of harassment in an educational setting 7 of 7
MINIMIZING PROSPECTS OF HARASSMENT OCCURRINGThis may encourage other students to report harassment making sure staff have enough resources, training and tools to spot sexually
harassing behaviours, and to identify and report incidents when they do occur
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Anti-harassment policies
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Anti-harassment policies 1 of 9
A clear, detailed policy that specifically outlines the organization’s position against sexual harassmentPeriodic management training and employee awareness programs that continue to communicate the organization’s positionA complaint procedure that encourages employees to come forward with harassment complaints and an investigative strategy that protects the privacy interests of both parties
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Anti-harassment policies 2 of 9
WHAT IT SHOULD CONTAINClear explanation of prohibited conductAssurance of protection against retaliationClearly described, easily accessible complaint processAssurance of confidentiality to the extent possiblePrompt, thorough and impartial investigationAssurance of immediate and appropriate corrective action when harassment has occurred
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Anti-harassment policies 3 of 9
COMMUNICATIONIncluding it in all employee handbooksPosting it on employee bulletin boardsReinforcing it through harassment sensitivity and prevention trainingPublishing it on the employer’s intranetPublishing it on memos or paycheck stuffersDiscussing it in management meetings and written guidelines for managersDiscussing it in work group or all-hands meetings
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Anti-harassment policies 4 of 9
COMPLAINT PROCEDURESComplaint processes must fit the individual workplace and can include “open-door” policies, grievance procedures with a centralized place for bringing complaints and special toll-free telephone lines, among others The procedure must offer reasonable alternatives for lodging a complaint, where an employee should be required to complain to his or her supervisor or any other single employee
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Anti-harassment policies 5 of 9
COMPLAINT PROCEDURESAll complaints must be taken seriously, and all managers, supervisors and other designated individuals should be trained to react appropriately and promptly to any complaintsEmployees should be encouraged to report harassment before it becomes severe or pervasive, and all supervisors should be instructed to report complaints to appropriate officials
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Anti-harassment policies 6 of 9
COMPLAINT INVESTIGATIONSTimeliness, including promptly initiating the investigation after an incident is reported or observed and reasonable completion and reporting of the results to appropriate parties Objectivity and credibility, which require an impartial investigation by a trained neutral party, the support of management and the belief of employees that all complaints are properly investigated and appropriate corrective action taken when violations are found
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Anti-harassment policies 7 of 9
COMPLAINT INVESTIGATIONSThoroughness, accuracy and documentation of the findings and corrective actions taken based on balanced conclusions consistent with information disclosed during the investigation
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Anti-harassment policies 8 of 9
AVOIDING RETALIATIONThe most obvious examples of retaliation are tangible employment actions, such as termination, failure to promote or negative performance reviews, while less obvious are undesirable shift changes, reassignments or denial of overtimeManagement must immediately correct a situation where employees are reluctant to complain for fear of retaliation
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Anti-harassment policies 9 of 9
AVOIDING RETALIATIONAnti-retaliation provisions may not prevent an employee lodging a complaint to stop legitimate adverse action, although the effects of prolonged, unchecked harassment may adversely affect performance and call into question otherwise legitimate adverse action
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Sexual harassment
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Sexual harassment 1 of 4
PSYCHOLOGICAL EFFECTSAnxietyDepressionDisrupted sleepLoss of appetiteInability to concentrateLowered self-esteem, loss of interest in regular activities, social isolation, and feelings of sadness, fear or shame
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Sexual harassment 2 of 4 EXAMPLESasking for sex in exchange for a benefit or a favour repeatedly asking for dates, and not taking “no” for an answerdemanding hugs making unnecessary physical contact, including unwanted touching using rude or insulting language or making comments toward girls and women (or boys and men, depending on the circumstances)
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Sexual harassment 3 of 4 EXAMPLEScalling people sex-specific derogatory names making sex-related comments about a person’s physical characteristics or actions saying or doing something because you think a person does not conform to sex-role stereotypes posting or sharing pornography, sexual pictures or cartoons, sexually explicit graffiti, or other sexual images (including online)
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Sexual harassment 4 of 4 EXAMPLESmaking sexual jokes bragging about sexual prowess bullying based on sex or gender spreading sexual rumours or gossip (including online)
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Intervention methods
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Intervention methods
Rules and consequencesRestorative justiceNo blame approachMethod of shared concernMediation method
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Conclusion and questions
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Conclusion
SummaryVideosQuestions
