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
Mental Consequences
Physical Consequences
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

7. Economic Consequences
Social Consequences
Economic Consequences
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

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. Creating a Respectful Workplace – Employee’s Role
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.

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

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 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. so does, disrespect, sick leave and anxiety….
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. and the Responsibility
Everyone has the
Right to be Respected
and the Responsibility
to Respect Others
Questions/ Comments