Presentation on theme: "State of Iowa Violence-Free Workplace"— Presentation transcript:
1State of Iowa Violence-Free Workplace Training for Clerical Bargaining Unit Members and Their SupervisorsSummer 2014
2Introductions of Trainers AFSCME: Susie BakerJulie Ann BeddowShelly HillCathy PearsonJames ThompsonManagement:Michelle ByersTherese CallaghanLisa FrushMark Rowe-Barth
3Training Objectives Learn about the origin of this training Define bullying, mobbing, harassment and violenceReview state and UNI policies and procedures regarding a Violence Free WorkplaceDiscuss workplace violence issuesRecognize inappropriate behaviorClarify employee/management responsibilities and reporting
4Origin of this Training During contract negotiations between the State and AFSCME the parties agreed to provide training to clerical bargaining unit employees and their supervisors.
5QuizSource: AFSCME Women’s ConferenceSeptember 2013, Denver, ColoradoWorkplace bullying can include repeated mistreatment, sabotage by others that prevents work from being done efficiently or effectively, verbal abuse, threatening conduct, intimidation, and humiliation. What percentage of American workers do you think are affected?15% of American workers have been bullied at work; 25% of adult Americans are affected by it – as targets or witnesses OR35% of American workers have been bullied at work, 50% of adult Americans are affected by it – as targets or witnesses OR1% of American workers been bullied at work; 5% of adult Americans are affected by it – as targets or witnesses
6Quiz Results 35% of adult American workers have been bullied at work 50% of adult American workers are affected by it – as targets or witnesses
7Quiz Continued 2. Who are the bullies? Bosses ___ Source: AFSCME Women’s ConferenceSeptember 2013, Denver, Colorado2. Who are the bullies?Bosses ___Peers/co-workers with same status ___Peers/co-workers with lower status ___ 9% % %
8Quiz Results Bosses Who are the Peers/coworkers with the same status 73%18%9%BossesWho arethebullies?Peers/coworkers with the same statusPeers/coworkers with lower status
9Quiz Continued 3. Targets of bullying are most frequently: Source: AFSCME Women’s ConferenceSeptember 2013, Denver, Colorado3. Targets of bullying are most frequently:African-Americans ___ c. White ___Hispanics ___ d. Asian-American ___14% % % %
10Targets of bullying are most frequently: Quiz ResultsTargets of bullying are most frequently:African-Americans 40%Who arethebullies?Hispanics 39%Whites 34%Asian-Americans 14%
11Quiz ContinuedSource: AFSCME Women’s ConferenceSeptember 2013, Denver, Colorado4. What percentage of the time is the target and their bully in the same group (for example worker to worker, boss to boss):a. 5% of the time targets are in the same group as their bully ORb. 15% of the time targets are in the same group as their bully ORc. 57% of the time targets are in the same group as their bully
12Quiz Results57% of the time targets are in the same group as their bully
13Quiz ContinuedSource: AFSCME Women’s ConferenceSeptember 2013, Denver, Colorado5. What are the most common gender pairings in bullying situations?a. male-male ___ c. male-female ___b. female-female ___ d. female-male ___8% % % %
14Quiz Results Most common gender pairings Female-Female 30% Male-Male 34%Female-Female 30%Male-Female 28%Female-Male 8%Most common gender pairings
15Bullying & Workplace Violence? DefinitionsWhat is Mobbing,Bullying & Workplace Violence?
16Bullying Defined Unwanted Leads to isolation, alienation, exclusion, and/or separation from othersRepeatedNegativeOffensiveCreates a highly stressful workplace.HurtfulMaliciousCruel and/or mean-spirited behaviorBullying: Bullying is repeated abusive conduct that causes intentional harm, either physical or emotional, to the target. It often involves an inbalance of power between the bullied person and the bully or bullies.Teasing: Teasing is a social exchange that can be friendly, neutral or negative, depending on the intent of the perpetrator and the perspective of the recipient. Teasing can be a friendly exchange between buddies or it can be a negative interaction and a form of bullying.
17Mobbing DefinedMobbing is a ‘ganging up’ on someone to alienate or force the person out through the use of rumor, innuendo, discrediting, humiliation, isolation, and intimidation.It is a group bullying process that occurs repeatedly over a period of weeks, months, or even years.
18Harassment DefinedConduct that is unwelcome, severe or pervasive that is based on a protected class. Includes communications without legitimate purpose and in a manner likely to cause the other person annoyance or harm.(Iowa Code section 708.7)Ask for examples of a protected class.age, color, creed, disability, gender identity, national origin, race, religion, sex, sexual orientation, veteran statusIntentional conduct directed toward a person that is sufficiently severe, pervasive, or persistent that it interferes with work.Personally abusive epithets that are likely to provoke a violent reaction, or is a serious expression of an intent to commit an act of unlawful violence.
20State of Iowa SECTION VIOLENCE-FREE WORKPLACE POLICY VIOLENCE-FREE WORKPLACE POLICY Violence DefinedViolence is any act which is intended to intimidate, annoy, or alarm another person; or any act which is intended to cause pain or injury to, or which is intended to result in physical or personal contact which will be insulting or offensive to another, coupled with the apparent ability to execute the act.(Iowa Code sections and 708.7)Inappropriate Workplace Aggression: Inappropriate workplace aggression is any action or inaction intended to cause harm to an organization or an individual in the workplace. Organizations may consider inappropriate workplace aggression to be all behavior that doesn't rise to the level of physical violence. However, inappropriate aggression still falls under the umbrella of workplace violence. If left unchecked, inappropriate workplace aggression can escalate and create an extremely hostile and under-productive workplace.
21Violence-Free Workplace Policy Employees are prohibited from making threatening or intimidating statements or engaging in threatening or intimidating behavior directed to another employee, supervisor, manager, vendor, customer, student or client.Employees are prohibited from engaging in harassment of another employee, supervisor, manager, student, vendor, customer, or client in accordance with:State of Iowa's Equal Employment Opportunity, Affirmative Action, and Anti-Discrimination PolicyUNI’s Equal Opportunity Policy, Affirmative Action Policy, Discrimination and Harassment policy and Violence-Free Campus policy.
22Violence-Free Workplace Policy Employees shall cooperate fully with all appropriate individuals related to:This policy,The investigation and prosecution of criminal acts, andThe pursuit of any civil remedies in order to create and maintain a violence-free workplace.
23UNI Policy 7.10 - Violence Free Campus The current University Violence-Free Campus policy (7.10) was created in 2011 and is currently being revised to include language specific to bullying and will eventually be posted for comment and subsequently finalized.Currently says:Violence impedes the goal of providing a safe living, learning, and working environment. Violence is contrary to the mission of the University and will not be tolerated. The term “violence” as used and defined in this policy includes violent acts, threats or implied threats of violence, and intimidation (verbal or physical acts which frighten or coerce), including those acts conducted via technology.
24Intent of PoliciesThe State of Iowa and UNI are committed to a violence-free workplace, and our goal is to prevent violence in the workplace.All officials, managers, supervisors, and employees will treat each other with courtesy, dignity, and respect.Threats, intimidation, harassment, or acts of violence will not be tolerated.
25Intent of Policies Continued The State of Iowa and UNI are committed to: Preventing the potential for violence in the work environment.Reducing the negative consequences for employees who experience or encounter violence.Maintaining a work environment of respect and positive conflict resolution.
26What Type of Conduct is Considered Bullying? Ridiculing someone in front of othersNegative rumorsOutbursts of angerUse of derogatory namesThe "silent" treatmentYelling or screamingAggressive eye contactWithholding of necessary informationAsk audience to identify examples; then advance to show each pre-identified examples on this slide (last one is withholding of necessary information)
28Remedies for Violations of Policy Employees found in violation of these policies will be subject to disciplinary action up to and including termination of employment.
29Recognizing Inappropriate Behavior It would be ideal to have some way of predicting who will become violent; however, there is no test, instrument, or method that can accurately predict whether an individual will become violent.
30Inappropriate Behavior Unwelcome name-callingObscene languageIntimidation through direct or veiled threatsProperty damage or destructionList is not all inclusiveWhat are some examples of physical behavior?A broad range of conduct is inappropriate:Examples includeRidiculing someone in front of others.Negative rumors.Outbursts of anger.Use of derogatory names.The "silent" treatment.Yelling or screaming.Aggressive eye contact.Withholding of necessary information.
31Inappropriate Behavior Throwing objects in the workplacePhysically intimidating others:Obscene gestures“Getting in your face”Fist-shakingList is not all inclusive
32Inappropriate Behavior Physically touching another employee in an intimidating, malicious, or sexuallyharassing manner…KickingPinchingGrabbingPushingHittingSlappingPokingFlickingList is not all inclusive
33How does it start? Why do people engage in bullying or join in mobbing?
34How Does It Start? Why Do People Engage in Bullying or Join In (Mobbing)? Want to be acceptedAfraid of becoming a targetDon’t see the target as a personDon’t understand the misery they causeThink they’re doing the right thingThink it doesn’t matterDon’t know how to stop itDon’t think for themselvesGet caught up in the “power-trip” of the situationFollow the “leader” and do things usually would not doWhy do you think people engage in bullying or mobbing?Ask audience to identify examples; then advance to show each pre-identified examples on this slide (last one is follow the leader)
35Things You Can Do To Stop Bullying/Mobbing As It Begins When you have concerns with someone, talk with that person directly, privately, and in a professional way.If someone talks to you about a co-worker, encourage him/her to enact #1 and/or tell him/her you do not want to talk about that co-worker without him/her present.People sometimes use jokes to take shots at others and then say there was no ill intent. Don’t participate in jokes at others’ expense and ask the person to stop.
36Tips for Minimizing Violence Project calmness and be a good listenerAcknowledge the other person’s feelingsAvoid arguingIf a person’s behavior starts to escalate beyond your comfort zone and you’re concerned about physical harm, withdraw from the situation and seek assistance.Consider VIDS training conducted by Public Safety -
37Reporting Workplace Violence … It is Everyone’s Responsibility!
38What Are Your Responsibilities? An employee who is the victim of workplace violence shall report the incident immediately in accordance with the procedures established by UNI’s policy.An employee witnessing workplace violence or the potential for such violence directed at another person or property of the state shall report such incidents in accordance with the procedures established by UNI’s policy.
39Filing a Report Can file complaint many ways: Your direct supervisor or someone in your department’s chain of commandHuman Resource ServicesOffice of Compliance & Equity ManagementThreat Assessment Team memberPublic SafetyBoard of RegentsPresident, American Federation of State, County, and Municipal Employees, Iowa Council 61
40Responsibility to Report EVERYONE has a responsibility to report violent behavior or threats… failure to do so can have consequences…The behavior could escalate.The “victim” employee could feel forced out of their job, performance can be impacted, can become depressed, etc.It appears that YOU support those who are harassing, intimidating, picking on another employee.The behavior could escalate.The “victim” employee could feel forced out of their job, performance can be impacted, can become depressed, etc.It appears that YOU support those who are harassing, intimidating, picking on another employee.
41Permitting Is Promoting VideoShow 1 minute video
42Why Do People Not Make A Report? The behavior is taken for grantedUnaware of policiesLack of confidenceUnaware of the importance of reportingUnaware of behaviors that indicate a potential of violenceFear of retaliation or confrontation
43Employee Responsibility Be familiar with workplace violence policies.Recognize and report inappropriate behavior.Conduct yourself in a manner that will minimize and defuse potentially violent situations.Cooperate fully in an investigation of complaints in order to create and maintain a violence-free workplace.
44Management Responsibility Take all complaints seriously.Recognize and address inappropriate behavior.Investigate complaints.Inform employee regarding status of investigation.Maintain confidentiality to the extent possible.Avoid taking retaliatory action.Management includes your direct supervisor and anyone within that chain of command, HRS, OCEMHere are some basic concepts that all agencies should keep in mind:Respond promptly to immediate dangers to personnel and the workplace.Investigate threats and other reported incidents.Take threats and threatening behavior seriously; employees may not step forward with their concerns if they think that management will dismiss their worries.Deal with the issue of what may appear to be frivolous allegations (and concerns based on misunderstandings) by responding to each report seriously and objectively.Take disciplinary actions when warranted.Support victims and other affected workers after an incident.Attempt to bring the work environment back to normal after an incident.
45Reporting… You don’t have to be noisy or brave, just report it!
46Recap of Filing a Report Inform supervisor – verbal or written (UNI form in development)If the matter involves your direct supervisor – bypass. Go to next person in your chain of command.Want to go outside your Department? Go to:Director of HRS or HRS Employment ManagerOffice of Compliance & Equity ManagementThreat Assessment team memberPresident, American Federation of State, County, and Municipal Employees, Iowa Council 61Board of Regents*Be prepared to share your name – anonymous complaints are difficult to investigate*
47ConfidentialityConfidentiality and safety of all parties will be protected to the greatest extent possible. However, legal obligations may require management to take some action once it is made aware that violence has occurred or is threatened, even when an alleged victim is reluctant to proceed.
48Employee Assistance Program A supervisor can make employees aware of EAP when an employee is experiencing difficulty coping with work or personal concerns.Employees may get additional information from their supervisor or contact EAP directly.Employee & Family Resources (EFR)(800-IOWAEAP)or EFR web form link at
49ResourcesState of Iowa Violence Free Workplace PolicyUNI Violence Free Campus PolicyEmployee Assistance Program (EAP)UNI Police or call 911Assessing possible risks is an important early step in violence prevention. One way of assessing risks in your workplace is to look at possible sources of violence: strangers, customers, and employees or their associates.Violence from strangers is the most deadly form of workplace violence. It usually accompanies robbery, and makes night retail work especially dangerous. People planning robberies usually select their targets carefully and bring their weapons with them. While night retail work is not a common Federal occupation, employees who work into the evening can face some of the same risks on their way home. Preventive strategies include good lighting and various types of perimeter security such as badging, visitor screening, and controlled access to buildings. Employee training is also important, so that everyone can support the security staff by following procedures and being alert for suspicious people or behaviors. Terrorists, like common criminals, also plan their crimes carefully and are also likely to commit deadly crimes. The same common sense security measures are also helpful against terrorism.Violence from "customers," such as clients or patients, is usually spontaneous and therefore less likely to be lethal. A hospitalized patient suffering from delirium may strike a nurse, or a frustrated traveler may lash out at the Federal employee who has to confiscate his vacation souvenirs at the airport. Preventive strategies include workplace design and carefully developed procedures, as well as employee training.Violence from employees or their close associates is the most varied form of workplace violence. It can be mild or severe. It can grow out of workplace disputes or out of personal, emotional issues such as the end of a romantic relationship. Preventive measures include basic good leadership principles such as fairness, open communication, and respect for employees. Your employees must feel safe to approach you if they feel afraid for any reason. Because these situations are likely to be complex, you need to have ready access to resources such as your agency's workplace violence team. If there isn't a team, you can seek assistance from the organizations usually represented on agency teams, for example the employee assistance program (EAP), security office, and human resources office.
50State of Iowa Violence-Free Workplace Thank You!You will be sent an electronic training evaluation form after the training. Please provide feedback regarding this training.