2Team Issues Conflict / Stress Expectation - Quality Service Impact of ChangeMental Health NeedsRespectful WorkplaceWork-Life BalanceBrainstorm
3Ability to Cope and Deal with Stress & Change: What impacts? Team approach – group attitudePast successesAmount of recent change in your personal & work lifeSignificance of the lossesThinking of the change: threat or challengeSupports to help cope
4Basic Mental Health Needs in the Workplace Respect and appreciationFeeling heard or listened toFreedom to speak upA sense of confidence and self worthA sense of belonging to a meaningful and supportive work groupFreedom from chronic symptoms of distress,Skills to manage anxiety and depressionPeriods of relative calm and peace of mind
5Work Factors Threatening Mental Health & Physical Safety Examples of “Stressors”Work overload and time pressureLack of influence over day-to-day workLack of training and/or preparationToo little or too much responsibilityAmbiguity in job responsibility (too many masters)Lack of recognitionDiscriminationPoor communicationDisrespect in the Workplace
6Consequences of Excessive Stress Mental ConsequencesPhysical ConsequencesRushed, stressed and helplessAbusedNervousDepressedAngry and upsetLack of concentrationEasily distractedEat poorlyDrink excessivelyUse too many medicationsNo time for exerciseSleep poorlyProne to infectionsMore likely to get injuredCardiovascular risk
7Economic Consequences Social ConsequencesEconomic ConsequencesAbility to form and maintain relationships is threatenedMore socially isolatedMore quarrelsome and argumentativeWaste timeLikely to damage thingsHigh absenteeismLess creativeLess productiveLess efficientLess courteous with customersHigh medical and drug claim costs
8Ongoing Destructive Conflict and Stress can Result in a DISRESPECTFULWORKPLACE
9What 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
10Examples of Disrespectful Behaviour Yelling or using profanityPhysically abusing or threatening abuseIntruding on a persons privacy by spying or stalkingConstantly interruptingSpreading malicious rumors or gossipName CallingSarcasmRolling eyesOffensive jokesDemeaning a personNot helping someoneHumiliating someoneBelittling someoneIgnoring someoneYelling, shoutingMaking FunBeing impolite
11Effects of “Disrespect” IndividualFeelings of frustrationAnger & helplessnessLoss of confidenceInability to sleepPanic & anxietyDepressionFamily tension & stressInability to concentrateWorkplaceIncreased absenteeismIncreased turnoverIncreased stressDecreased moraleIncreased risk of injuryDecreased productivityAvoidance of specific units/skill deteriorationIncreased safety risks for patients
12Respectful Workplace: What’s Your Responsibility?
13Creating 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 behaviorSupport your colleagues who are the target of that behaviorBe aware of your own role in perpetuating disrespectful behaviorReportLaws, 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.
14Option becomes more formal Resolution OptionsDirectResponseStaff AddressManager HandlesSituationRNC orLawyerMediation /EAPCollectiveAgreementHarassmentPolicyHuman RightsCommissionOption becomes more formal
15Leader 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 workplaceDiscipline where appropriateHarassment PolicyRole Model Respect
16What 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.
17Respect 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.
18Who is Responsible to Prevent Disrespect? A REVIEW Everyone has a Responsibility to Prevent DisrespectSource 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.
19Employer / 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.
20Legal & Ethical Responsibility Human Rights LegislationOccupational Health & Safety LegislationCanadian Labor CodeDuty of Care in Employment LawDue DiligenceTort Law (negligence)
21Nancy Sulz vs Donald Smith (RCMP) British Columbia Supreme Court –January 19, 2006A 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.
22The FactsMs. 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:
23Being 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.”
24Court Conclusion1. 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.
25The 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 DamagesPast wage loss -$225,000Future wage loss - $600,000General damages - $125,000Total - $950,000 + legal costs
26Where 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.
276. 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.
29so does, disrespect, sick leave and anxiety…. As STRESS increases…so does, disrespect, sick leave and anxiety….Take a Step BackTake Care of Yourself
30Exploring Your Balance A balance that fits: there is no “right” balance
31Tips to Manage Stress Talk it out !!! Escape…for a short while Assess where feelings come fromEstablish personal goalsDo something for othersShun the “Superwoman” roleSchedule “ me time”Schedule exerciseLaugh
32Employee Assistance Program A Component of Wellness Counselling available to employees to address work related or personal problemsConfidential
33How Do You Access EAP? Call 637 – 5306 Toll Free – 1-866-637-5306 All calls are strictly confidential
34and the Responsibility Everyone has theRight to be Respectedand the Responsibilityto Respect OthersQuestions/ Comments