Presentation on theme: "DEALING WITH BULLYING IN THE WORKPLACE EEO COMMISSIONER’S ROUNDTABLE DISCUSSION 29TH June 2006."— Presentation transcript:
DEALING WITH BULLYING IN THE WORKPLACE EEO COMMISSIONER’S ROUNDTABLE DISCUSSION 29TH June 2006
Bullying is not ‘tough’ management; it is illegitimate behaviour, unrelated to accomplishing productive work, so outrageous as to be the antitheses of what a good employer values and encourages. The US and Canadian Workplace Bullying and Trauma Unit
Definition Workplace bullying is a continual and relentless attack on other peoples self- confidence and self-esteem Tim Field, US author
Definition It is persistent, offensive, abusive, intimidating, malicious or insulting behaviour, abuse of power or unfair penal sanctions, which makes the recipient feel upset, threatened, humiliated or vulnerable, which undermines their self-confidence and which may cause them to suffer stress. As with harassment, bullying is defined largely by the impact of the behaviour on the recipient, not its intention. UK Dignity at Work Partnership funded by Amicus and DTI
Definition Is best understood through the bully's behaviours - acts of commission (hostile verbal, nonverbal communication and interfering actions) and omission (the withholding of resources - time, information, training, support, equipment - that guarantee failure) - which are all driven by the bully's need to control the Target. The US and Canadian Workplace Bullying and Trauma Unit
Definitions Repeated, Persistent Unreasonable, Inappropriate Directed at a target, often an individual Verbal or Physical About power – positional, resources, physical Offensive, Abusive, Intimidating, Malicious, Insulting Loss of self confidence, Threatened, Upset, Humiliated, Vulnerable
Types of Bullies Two Headed SnakeThe Screaming Mimi
Types of Bullies The Gatekeeper The Constant Critic
7 Key Elements The Good Employer Download poster from website 1Leadership, Accountability and Culture 2Recruitment, Selection and Induction 3Employee Development, Promotion and Exit 4 Flexibility and Work Design 5 Remuneration, Recognition and Conditions 6 Harassment and Bullying Prevention 7 Safe and Healthy Environment
Question To what extent do you think the following quote is correct? ‘When workplace bullying is happening in an organisation, it is because leadership and management of the organisation is allowing it to happen’ Andrea Needham, Workplace Bullying, the Costly Business Secret
Question To what extent do you think the following quote is correct? ‘Employers walk a fine line when dealing with bullying. If they do too little to address a target’s concerns, they face a claim from the employee. But disciplining the bully too harshly risks a claim from that quarter instead.’ Editorial in a department of Labour publication, 2005
Question What prevents targets of workplace bullying coming forward and what can be done and by whom to change this?
Question Does your organisation currently have a policy in place that deals with bullying? Should the workplace bullying and harassment policy be two separate policies?
Question Are you doing all you can to promote a safe, healthy and fair work environment for employees? Have you taken all reasonable steps to create a working environment that discourages bullying?
Risk management Policy - that states clearly intolerance of workplace bullying Code of conduct - that defines acceptable and unacceptable behaviours (House Rules) Management philosophy and practice - that aligns with code of conduct Safe, fair and speedy procedure - to deal with complaints Effective disciplinary procedure – for those found to be bullys Awareness programme - that ensures knowledge of policy and how to address bullying if targeted Monitoring the workplace
Question If you have dealt with workplace bullying cases previously, in the light of what you know now would you handle things differently next time round?