ODOT and BOLI Supportive Services Program...Communication Studies and Organizational Science at the...

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ODOT and BOLI Supportive Services Program

Preventing Aggressive Behavior and Workplace Bullying in Highway Construction: The Implementation of Supervisor Training

June 9th, 2017

Research Team and Contact Information: Jaime Bochantin, Ph.D. UNC Charlotte jbochant@uncc.edu

Renee Cowan, Ph.D.Queens Universitycowanr@queens.edu

UNC Charlotte FINAL REPORT

ReportAuthors:

JaimeBochantin(Ph.D.TexasA&MUniversity)isanAssociateProfessorofCommunicationStudiesandOrganizationalScienceattheUniversityofNorthCarolina,Charlotte.Herresearchexaminesthesocialissues,memberbehaviorandculturallandscapeoforganizationstoprovidemanagersandHRpractitionerswithstrategiesfortheimplementationofpolicies,practices,traininganddevelopmenttobettertheorganizationandrelationshipsbetweenemployeesandmanagers.Currentresearchexamineswork-life/family,stressandwell-being,organizationalconflictandnegotiation,leadershipcommunication,andworkplacemistreatmentincludingincivilityandbullying.

ReneeCowan(Ph.D.TexasA&MUniversity)isafacultymemberatQueensUniversityandSantaClaraUniversity.Sheemploysqualitative,rhetorical,andquantitativemethodstoinvestigatecontemporaryorganizationalissuesincluding;work/lifeissues,workplacebullying,andissuesassociatedwiththeuseofcommunicationtechnologiesinorganizations.Herrecentresearchfocusesonworkplacebullyingandthehumanresourceprofessionalaswellastechnologyuseinworkplaceromanticrelationships.

ProjectFunders:

ThisprojectwasfundedthroughtheHighwayConstructionSupportiveServicesProgrambytheOregonBureauofLaborandIndustry(BOLI)andtheOregonDepartmentofTransportation(ODOT)

SUPERVISORTRAININGREPORT 2

TableofContents

ExecutiveSummary…………………………………………………………………………..Page3

I:IntroductionandOverview…………………………………………………................Page5

II:ResearchProtocolandScopeofWork……………………………………………Page6

III:NeedsAssessmentResults……………………………………………………………Page7

IV:ReviewofODOTDataandReports………………………………………………..Page11

V:DevelopmentoftheTrainingProgram…………………………………………...Page13

VI:PilotTestingoftheTrainingProgram…………………………………………...Page15

VII:Results

A:Participant’sEvaluationForm…………………………………………….Page16

B:FocusGroup……………………………………………………………………….Page18

VIII:Recommendations……………………………………………………………………..Page19

VIIII:Conclusion………………………………………………………………………………..Page20

References………………………………………………………………………………………..Page22

Appendices

AppendixA:SupervisorSurvey…………………………………….…………Page23

AppendixB:ApprenticeSurvey……………………………………………….Page27

AppendixC:Post–PilotTrainingEvaluationForm……………………Page33

AppendixD:FocusGroupNarrativeResponses.……………………….Page36

ExecutiveSummary

“Employees come first. If you take care

of your employees,

they will take care of your customers.”

Richard Branson

“Happy and respected employees

lead directly to better

performance and higher

profits.” Meghan Biro

- Forbes

UNCCharlottewascommissionedthroughaninter-agencyagreementbetweentheOregon Department of Transportation (ODOT) and the Bureau of Labor andIndustries(BOLI)todevelopandimplementatrainingworkshopforsupervisorsinthehighwayconstructiontrade.Thegoalwastocreateatrainingprogramaroundhow supervisors can cultivate more respectful and supportive workplaces forapprentices. Specifically, this training interventionwas designed to decrease theprevalence of aggressive, counter-productive workplace behaviors includingworkplacebullying, discrimination, andmistreatment/harassment on the jobbysupervisors.Thiswillallowforbettertreatmentofapprenticesonthejobandhelpwithretainingandattractingaskilledanddedicatedworkforce.Thesefactorsareessentialtoanorganization’sproductivityandprofitabilityandwill leadtobetterworking conditions for diverse populations in the highway construction tradeincludingwomenandpeopleofcolor.This projectwas initiated inAugust of 2016 andwas carriedout in fourdistinctphases. Firstwe developed anddisseminated an initial needs assessment surveyfor supervisors andapprentices. Second,we reviewed reports anddataprovidedby ODOT. Thirdly, we developed the training modules based on the needsassessment survey results as well as existing literature on conditions in thehighway trade. Lastly, we facilitated a pilot training workshop with a group ofsupervisors.Wecollectedfeedbackandevaluationsfromtheparticipantsinorderto make any necessary changes to the program. Our initial research into theworkingenvironmentforapprenticesinthehighwayconstructiontradesrevealedthatharassment,discriminationandaggressiveworkplacebehaviorrunsrampantinthehighwayconstructiontrades,especiallytowardswomenandpeopleofcolor.Supervisors and fellow (more senior) co-workers are the typical perpetrators.Additionally, supervisors and apprentices have had little to no training onharassment, discrimination or how to create more respectful/ supportiveworkplaces.Thus,thedevelopmentofthistrainingprogramistimely.Basedonthedatawecollectedandtheliteraturewereviewed,wedevelopeda4.5hourtrainingworkshopforsupervisorsconsistingofthreemodules:1)SituationalAwareness: Recognizing Counter-Productive Workplace Behaviors; 2) Self andOther Awareness: Cultivating Trust and Supportive Workplaces; 3) ResolvingConflict:HowtoAddressandStanduptoBullying.Theworkshoputilizedadiversecombinationofinstructionalcomponentsincludinglecture,assessments,break-outdiscussions, and experiential activities to assist with learning. We piloted the

trainingprogramon26supervisors(unfortunately,duetochallengesinrecruitinganODOTpartnertopilotthetrainingprogram,wehadtouseadifferentindustrybutitiscomparabletothehighwayconstructionindustryintermsofdemographicmake-up and similar challenges faced). We collected feedback from all 26participants on the quality of the trainingworkshop aswell as thematerialswedeveloped. Ingeneral, the trainingworkshopwasextremelywell receivedby theparticipantswithverylittleroomforimprovement.

Attheendofthisreport,weprovide8specificrecommendationsmovingforward.Theyareallofequalimportanceanddesignedtoimprovethetrainingprogramandit’sfacilitation/dissemination.Thelargestprioritiesinclude:1)pilotingthetrainingprogramwithanODOT-affiliatedconstructioncompany,2)increasingthelengthoftimefortheworkshopfrom4.5hoursto6hours(orincludeanonlinecomponent),3) developatrain-the-trainerprogramforbetteraccessibilitytothetraining,and4) conductaprogramevaluationoncethetrainingprogramgetsrolledout.

Webelievewehavecreatedahigh-qualitytrainingprogramforsupervisorsinthehighway construction trade.Byparticipating in a trainingworkshop, supervisorswill be better prepared to attract, hire, and retain talented and motivatedemployeesandtoreducetheprevalenceofworkplacebullying,aggressivebehavioranddiscrimination.

I:IntroductionandOverview

TheOregonDepartmentofTransportation(ODOT)hasbeenincreasingitseffortsregardingdiversityinthehighwayconstructionworkforceandhelpingtoprepareindividualsinterestedinenteringthehighwayconstructionworkforce.InordertoutilizetheOregonBureauofLaborandIndustries(BOLI)closerelationshipwithapprenticeshipprograms,highwayconstructioncontractorsandcommunity-basedorganizationsthatseektobringdiversitytotheconstructionworkforce,ODOTandBOLIenteredintoaninteragencyagreementtoaccomplishtheobligations.TheprimarygoaloftheODOT-BOLIpartnershipistofurtherfacilitateandmanageODOT’ssupportiveservicesprogramsbyencouragingcompletionoftheseprogramsandseekingotherwaystoincreasetrainingopportunitiesforminoritiesandwomen.

WithfundingfromODOT,BOLIengagedtheUniversityofNorthCarolina,CharlottefromAugust2016-June2017toinitiatearesearchprojectthatinvolvesthedevelopmentandimplementationofatrainingprogramforsupervisorsinhighwayconstructioninthestateofOregon.Specifically,thistraininginterventionhasbeendesignedtodecreasetheprevalenceofaggressive,counter-productiveworkplacebehaviorsincludingworkplacebullying,discrimination,andmistreatment/harassmentonthejobbysupervisors.Atrainingprogramisneededinordertoretainandimproveworkingconditionsfordiversepopulationsinthehighwayconstructiontradeincludingwomenandpeopleofcolor.

Thisreportisasummaryofthetrainingdevelopment,pilottrainingresults,andfuturerecommendations.

II:ResearchProtocolandScopeofWork

Theplanninganddevelopmentofthisprojectwascarriedoutinfourdistinctphases:1)aninitialneedsassessmentsurveyforsupervisorsandapprentices;2)reviewofreportsanddataprovidedbyODOT;3)developmentofthetrainingmodules;and4)apilottrainingworkshopwithagroupofsupervisors.

PhaseI(August-December2016):Wedevelopedaneedsassessmentsurveytoadministertobothapprenticesandsupervisorsinthehighwayconstructiontrade.Theneedsassessmentsurveyprovidesageneralunderstandingoftheworkenvironmentandisasystematicprocessfordeterminingandaddressinggapsbetweencurrentconditionsanddesiredconditions(Altschuld&Kumar,2010).Itcanbeaneffectivetooltoclarifyproblemsandidentifyappropriateinterventionsorsolutions.Weessentiallyusedthistooltogetasenseofthechallengesandproblemsfacingmembersofthehighwayconstructiontradeandareasforimprovement.Thisdataiswhatinformedthedevelopmentofthetrainingmodules.Again,wehadtwodifferentassessmentsurveys;oneforsupervisorsandoneforapprentices.Theassessmentforthesupervisorsincluded38questionsandwasadministeredasanonlinesurvey(seeAppendixAforthesurvey).Intotal,21supervisorsinhighwayconstructioncompletedthesurvey.Theassessmentfortheapprenticesincluded34questionsandwasadministeredasanonlinesurvey(seeAppendixBforthesurvey).Intotal,15apprenticesinhighwayconstructioncompletedthesurvey.Inordertogarnerparticipationforthisstudy,weusedalistofcontractorsprovidedbyODOTaswellasOregon’sAGCHighwayCouncilandtheNorthwestCollegeofConstructiontosurveyasmanycontractors,employees,managers,andapprenticesaspossibletoexaminetheworkenvironment.WestartedsendingoutlinkstothesurveysinSeptember,withbi-monthlyremindersthroughDecember.Whiletheresponseratewasmuchlowerthanweexpected(despiteourmultipleemailsandreminders),wedidreceivequiterichdatafromthesupervisorsampleinparticular.Moredetailsareprovidedinthenextsection.

PhaseII(August-December2016):WereviewedreportsanddataprovidedtousbyODOTonthehighwayconstructiontradetohelpacclimateustotheenvironment.Wereviewedextantresearchrelatedtoworkplaceaggression,bullyingandsupervisorabuseinthehighwayconstructiontrade.

PhaseIII(January-April2017):WedevelopedthetrainingprogrambasedontheresultsgleanedfromtheneedsassessmentdataandthereportsprovidedbyODOT.

PhaseIV(May2017):TheUNCCharlotteresearchteampilotedthetrainingworkshoponMay10,2017.Itwasa4-hourtrainingworkshopadministeredonetime,to26participants.Feedbackwascollectedviaanevaluationformand30-minutefocusgroupwitheightparticipantsfromthetraining.

Moredetailedinformationoneachoftheseareaswillbeprovidedintheremainderofthereport.

III:NeedsAssessmentResults

Aspreviouslymentioned,aneedsassessmentintheformofanonlinesurveywasdisseminatedbetweenSeptemberandDecemberof2016togetamoregeneralideaofwhatworkingconditionsarelikeforcurrentemployeesinthehighwayconstructiontradeinOregon.Below,isalistofthegeneralfindingsgroupedbytheme.

SupervisorDemographicInformation

Female23.08%

Male61.54%

NoAnswer15.38%

SUPERVISORSEX

Caucasian50.00%

EastIndian8.33%

NativeAmericn25.00%

Other16.67%

SUPERVISORRACE

0-5years23.08%

6-10years23.08%

11-15years38.46%

20+years15.38%

SUPERVISORINDUSTRYEXPERIENCE

0-2years7.69%

3-5years46.15%

6-8years23.08%

9-11years7.69%

12+years15.38%

SUPERVISORYTENURE

ApprenticeDemographicInformation

SurveyResults

WorkCulture/EnvironmentforNewApprentices• Whilethereisastrongfocusonsafetytrainingduringthefirstseveralweeksofan

apprentice’semployment,thereislittletonointeractiononanythingelse.Infact,severalsupervisorsmentionedthattherewouldbelittletonocommunicationonanythingunrelatedtolearningtheparametersofthejob,especiallyasitrelatestotraining.

• Theexpectationfromapprenticesistobepunctualandrespectfultowardotheremployees.

Male100%

APPRENTICESEX

Caucasian33.33%

NativeAmerican33.33%

Other33.33%

APPRENTICERACE

0-5years 66.66%

20+years33.33%

APPRENTICEINDUSTRYEXPERIENCE

• Mistrustisprevalentinnewemployees.Trusttakestimetobuildamongveteranworkers.Severalrespondentsmentionednewemployeesneedingto“earntherespect”ofmoreseasonedemployees.

• 66%ofapprenticesreportedtheyfelttheywerenotvaluedatwork.• 75%ofapprenticesbelievethelinesofcommunicationarenotopenattheirplaceof

workwithonerespondentcommentingthattheyare“toldtowork,nottalk.”• Joking,teasing,andengaginginbanteraretheexpectedinterpersonalnormsonjob

sites.However,apprenticescitedinappropriatejokesandantagonisticteasingasbeingoneformofaggressivebehavior.

• Twosupervisorsreportedwantingmoretransparencyonthejobsite;thatapprenticesandveteranemployeesalikeshould“owntheirweaknesses”inordertofosteramoresupportiveenvironment.

IdealSupervisorBehaviorsandQualities/Characteristics

• Apprenticeswereaskedaboutwhatbehaviorsmakeforan“ideal”supervisor.Specifically,theywereprovidedwithalistofoptionstochoosefromthattheyfeelsupervisorsdemonstrateonaregularbasis.Behaviorsarethingsthatcanbechangedanddeveloped.Thetopthreeresponseswere:1)showingtheemployeetheyarevalued;2)effectivelisteningskillsbythesupervisor;and3)beingflexible.

• Apprenticeswereaskedtodescribewhatmakesforanidealsupervisorintheirownwords.Itwasanopen-endedquestionthatprobedthemtothinkaboutvariousattributesorqualitiesinsupervisorstheyrespect.Attributesorcharacteristicstendtoberelativelystableinmostpeopleandaredifficulttochange.Youusuallyeitherhaveitoryoudonot.Thefollowingqualities/characteristicswereobservedin“ideal”supervisors:Understanding,patient,mentor,humble,emotionallystable.

LeastIdealSupervisorBehaviors/Characteristics

• Whenapprenticeswereaskedaboutwhichbehaviorstheylikeleastinasupervisor,themostcommonresponseswere:1)showingdisrespect;2)favoritism;and3)notleadingbyexample.

IdealApprenticeBehaviors/Characteristics• Whensupervisorswereaskedtoratewhattheylikedmostabouttheirapprentices,

thetoptwoanswerswere:1)easygoingand2)dedicated.• 81%ofsupervisorsreportedplacingastrongvalueonanapprentice’s

ability/willingnesstobeflexibleandadaptable.LeastIdealApprenticeBehaviors/Characteristics

• Whensupervisorswereaskedaboutwhichbehaviorstheylikeleastintheirapprentices,themostcommonresponseswere:1)lazinessand2)complaining.Infact,almosttwo-thirdsofthesupervisorswhorespondedtothesurveycitedlazinessasthebehaviortheylikeleastabouttheirapprentices.

TypicalComplaintsfromEmployees

• Thenumberonecomplaintcitedacrossbothsurveyswasconflictwithco-workers.Infact,three-quartersofalltherespondentscitedco-workerconflictasthebiggestissue

facedonjobsites.Thesecondmostcommonlycitedcomplaintorproblemonjobsitesisnotfeelinglistenedtowith40%ofrespondentsclaimingthiswasaproblematicoccurrenceonjobsites.

• Whenaskedhowtheseproblemsaredealtwith,37%ofrespondentssaidtheyareignored.

• Oneapprenticecommentedthattheywouldliketoseea“zerotolerance”approachtoemployeeorsupervisormisconducttowardoneanother.

PrevalenceandPerceptionsofBullyingandWorkplaceAggression

• Themajorityofrespondentsclaimthataggressivebehavior,discriminationandworkplacebullyingistypicallytargetedtowardswomenandpeopleofcolor.Theusualperpetratorsarewhitemales.

• Perpetratorsaretypicallysupervisorsandco-workers.• 60%ofallrespondentssaidworkplacebullyingandaggressivebehaviorhappens

oftenorveryoften.• 85%ofrespondentssaiditistheresponsibilityofthesupervisortointervenewhen

thereareactsofaggression,discriminationorworkplacebullying.ThisresponsewasalsotiedwithHumanResourcesastheappropriateactortointervene.

• Whenaskedhowlikelyanapprenticeistoreportaworkplacebullyingoccurrenceoraggressivebehaviordirectedtowardthem,only33%saidtheywouldtellsomeone.Whenaskedtowhomtheywouldreportthisto,respondentssaiditwouldbetotheirdirectsupervisor.

• 100%ofapprenticesfeltthatwhileHumanResourcesshouldbethemostappropriateplacetoreportharassingbehavior,respondentsdonotperceivethemasveryhelpfulforresolvingdisputesorhandlingworkplacemisconduct.

• 66%oftheapprenticesthatrespondedtothesurveysaidtheyhavebeenavictimofworkplacebullying,aggressionorharassment.

• 33%ofapprenticesreportedabsenteeismfromworkwhentheyhaveexperiencedworkplaceaggressionorbullying.

• 45%ofsupervisorsclaimedtheywerenotconfidentintheirabilitiestoresolveadisputeorissueamongsubordinates(theylacktheeffectivecommunicationskills).

Training

• Mostrespondentshadlittletonotrainingonharassment,discriminationorhowtocreatemorerespectful/supportiveworkplaces.Infact,60%ofsupervisorshavenotreceivedanytrainingintheseareas.

• Whenaskediftrainingwasneededforsupervisorsandhowtoengenderamoresupportiveculture,100%ofapprenticessaidthisisneeded.75%ofsupervisorssaidtrainingonhowtoreduceaggression,workplacebullyinganddiscriminationwouldbeveryuseful.

• Whenaskedaboutthedurationofatrainingprogramoncultivatingasupportiveworkplace,responsesrangedfrom1hourto8hoursandthemostcommonresponseforwhomshouldfacilitatethetrainingwasanoutsideconsultant(twosupervisorsmentioneditshouldbeanoutsideconsultantwithfieldexperience).

• Threesupervisorrespondentssuggestedthetrainingbeconductedonline(orpartiallyonline).

SuggestionsforDevelopingMoreRespectfulWorkplaces

• 80%ofallsupervisorandapprenticerespondentssaidmoretrainingisneededtocultivatesafer,moresupportiveworkplaces.

• Severalkeyissueswereidentifiedascrucialforfosteringamorerespectfulworkplace:

o Howtodealwithdifficultpeople/havedifficultconversationso Communicationskillso Conflictmanagemento Howtogiveproductivefeedback

IV:ReviewofODOTDataandReportsInadvanceofdevelopingthetrainingprogramforODOT,wewereabletoreviewsomeimportantdocuments,reports,anddataspecifictothehighwayconstructiontrade.Itwasusefultogetacclimatedtotheenvironment.Thisinformation,inconjunctionwiththeneedsassessmentsurveysprovidedourrationaleforthedevelopmentofthetrainingprogramandprovideduswiththenecessaryinformationweneededtodesigneachmoduleofthetrainingprogram.Hereisasummaryofwhattheexistingdataandreportssayaboutworkplaceconditionsinhighwayconstruction.Itisevidentthatharassment,discriminationandaggressiveworkplacebehavioroccursinthehighwayconstructiontrades(Bassett,2016;Kelly,Wilkinson,Prisciotta,&Williams,2015;PGTI,2016).But,thesebehaviorsandoccurrencesarecontainedonaspectrumrangingfromdiscriminationduringthehiringprocesstooutrightbullyingandaggressivebehavioronajobsite(Kellyetal.,2015).Italsoseemsasthoughtherearepersistentmicro-aggressionsthatoccurinthetrades–everydaybehaviors(whetherintentionalorunintentional)thatexclude,demean,insult,oppress,orotherwiseexpresshostilityorindifferencetowardsagroup(orgroups).Thisthenbecomesacceptableasnormalinteractiononjobsites(Basford,Offerman,&Behren,2013).Whileharassmenttowardsapprenticesispervasivethroughouttheconstructiontrades,researchsuggeststhatinOregon,womenandracialminoritiesfacenegativetreatmentatdisproportionateratesincomparisontotheirwhitemalecounterparts(Berik,Bilginsoy,andWilliams,2011;Kellyetal.2015).AsBassett(2016)andCohenandBraid(2000)describe,thismaytaketheformofovertsexismorracismthatpersiststhroughindirectbehaviorandlanguage–particularlythroughuseofcompetitivehumorthatunderminesanother.InthestateofOregon,womenaccountforaroundsevenpercent(5%whitewomen,2%womenofcolor)ofthoseemployedintheconstructiontrades(PGTI,2016),thusthisworkforceismale-dominatedandtendstoespousemasculinenorms(Denissen,2010).Inthisenvironment,womenoftenhavetochoosebetweenthe‘defeminization’oftheirrole(anoveremphasisofthejobexpectationsandgendernorms)ortheymust“deprofessionalize”(anobligationofmeetingsexrolenormswhileonthejob)forthesakeoftheworkplace(Denissen,2010).Asaresult,theyareoftentrappedwithinthedualityofunfeminine

womanversusincompetentworker.Whenpresentedwiththisdoublebind,somewomenleavetheconstructionindustryalltogether(Beriketal.,2011).Or,forthosethatstaybutchoosetoconformtothegender-basedstereotypes(andsubsequentdiscrimination),theyareunknowinglyperpetuatingthecycleofabuseonjobsites(Bassett,2016).Thiscancreateahostileworkingenvironmentforwomen(Paap,2008).What’smore,womenintheconstructiontradestendtofacedifferentialtreatmentintheformofinsufficienttrainingorbeingassignedlessphysicallydemandingtasksatworkthanmales(Beriketal.,2011;Greed,2000;Denissen,2010B),exclusionfromnetworking,promotionandotherjobopportunities(Byrd,1999;Greed,2000;Denissen,2010B),andfacingstereotypesthattheyarenotreallytheretowork(Byrd,1999)orthattheyonlyintendtobethereuntiltheyhavechildren(Greed,2000).Whilewomenfacediscrimination,harassingbehaviorandworkplacebullying,racialminoritiesaretargetedaswell.Likewomen,minoritiesareunder-representedintheOregonconstructiontradesrepresentingtwenty-onepercentoftheworkforce(PGTI,2016).Theytendtoexperiencediscriminatorypractices—bothdirectandindirect—duringtherecruitmentphase.Giventheindustryiscomprisedlargelyofwhitemen(andthesemenaretheonesdoingthehiring),Daintyetal.(2004)foundsupportforpreferencebeinggiventopeoplesimilartothemselvesinthehiringprocess.Also,whitemaleemployeeshaveaccesstoawidernetworkofinformalcontactsandthereforetoemploymentopportunitiesthatethnicminorities(andwomen)areoftennotevenawareof(Waldinger&Bailey,1991).Thus,gainingentrytoconstructionisdifficultforracialminorities.Forthosethatdomakeit,minoritiesareoftenmismatchedwithworktasksthatdonotsuittheirskillsandarelabeledaccordinglyas“badworkers”(Paap,2008;Waldinger&Bailey,1991)basedonoutdatedstereotypes.Insummary,researchhasshownthatwomenfacediscriminationandmistreatmentonaregularbasisonconstructionsitesrangingfromexclusionfromsocialgroups,toovertharassmentandevenphysicalassault(Beriketal.2011;Daintyetal.,2004;Kellyetal.2015).Similarly,thediscriminationfacedbyethnicminoritiesincludesracistname-calling,jokes,harassment,bullying,intimidation,andphysicalviolence(Cohen&Braid,2000;Daintyetal.,2004).Althoughfrequentlytoleratedandseenasthegenerallyacceptedcultureoftheindustry,suchoccurrencesalsopointtoanindustryrepletewithseverediscrimination,aggressivebehaviorandbullyingagainstnon-traditionalentrantswithintheindustry.Thisalsopointstoaneedforawarenessandtrainingtoensurethesepracticesdonotcontinue.TheStateofOregonhasrealizedtheneedforchangeandhasbeenworkingtowardsinitiativesforcreating‘respectfulworkplaces.’FundedbyBOLI’sHealthyWorkplacesGrant,theGreenDotinitiativeisabystanderpreventionprogramintendedtoprovideindividualswithincompanieswithadditionaltrainingtobecomepeeradvocatesundera“seesomething,saysomething”mantra(Bassett,2016).ButasBassett(2016)asserts:“Ultimately,theimplementationofaninitiativelikeGreenDotwithinthetradesonlyaddressespartofalargersystemicissue.WhiletheadditionaltrainingofferedthroughGreenDotwillundoubtedlybenefitworkerswithinfirmsthatchoosetoimplementit,itisnotarequirementforallfirmswithinthetradestoadopttheGreenDotprogrammingintotheirdailyoperations”(p.82).Whilebystandertraininglikethisisvital,itisnottheonly

waytoensuremorerespectfulworkplaces.Moreover,theGreenDotbystandertraining’s“relianceonworkers(theleastpowerfulstakeholderonthejobsite),ratherthanfieldsupervisorstomonitorharassment,allowsforthoseinpositionsofauthoritytoremainrelativelyinactiveinengagingwiththeissue”(Bassett,2016,p83).Thus,theneedforastandardizedtrainingprogramonhowtocultivaterespectfulandsupportiveworkplaceswasproposed,whichiswhathasbeendonebythisresearchteam.V:DevelopmentoftheTrainingProgramWedesignedthetrainingprogrambasedexclusivelyonthefeedbackwereceivedfromtheneedsassessmentsurveysandtheexistingdata/literatureonthetopic.Thatbeingsaid,thetrainingprogramitselfincorporatesavarietyofinstructionalmethods,includingthemoretraditional,lecture-basedformataswellasmoreengagingmethodssuchasvideos,assessments,discussionsandbreak-outactivities.Theideabehindthisapproachwastodemonstrateeasyandaccessiblemethodsofreducingdiscrimination,aggressivebehaviorandworkplacebullyingthatparticipantscanuseandtakebacktotheirownorganizations.Theresultwasa4-4.5hourtrainingworkshopforsupervisors.PrimaryGoalofTraining:Howsupervisorscancultivatearespectfulworkcultureforemployees.Learningobjectivesforsupervisorsinclude:

1. Practicingself-awarenessthattheythemselvesarenotengagingininappropriatebehaviororusingcounter-productiveworkplacebehaviorsonthejob.

2. Learninghowtospotaggressiveorharassingbehavioronjobsitesaswellashowtohandlethesesituations.

3. Developinga“toolbelt”ofkeytechniquesandstrategiesfordealingwithharassingorbullyingbehavioronthejob.

TrainingTitle

PreventingAggressiveBehaviorandWorkplaceBullying:CreatingaRespectfulWorkplaceCulture

Module1:SituationalAwareness:RecognizingCounter-ProductiveWorkplaceBehaviors(30-45minutes)HumanCapitalisanorganization’smostvaluableassetandtheonlysustainableadvantageinacompetitiveeconomy.Formanagersandsupervisorstobesuccessful,itisimperativethattheycanrecognizecounter-productiveworkplacebehavior,bullying,andharassment.Keytopicsinthisfirstmoduleinclude:

• Thedevelopmentofaframeworkandtoolsforunderstandingtheenvironmenttohelpmovetowardamoresupportiveworkculture.

• WorkplaceBullying:Whatisit?Howdoyouidentifyit?• Questionattheendofmodule:Howwillyouusethisatyourjob?

Module2:SelfandOtherAwareness:CultivatingTrustandSupportiveWorkplaces(2.5hours)Counter-productiveworkplacebehaviorhappensintheworkplace.And,ithappenstogoodpeople.Typicallythesetypesofbehaviorsoccurinindustries,whicharehighstress,suchasaproductionenvironment.However,supervisorscanhelpensureahealthy,supportiveworkplaceandreducethesemal-productivebehaviors.Trustisoneofthekeyingredientstobuildingahealthyandsuccessfulorganization.Withouttrust,employeescansufferandconflictispervasive.Thismodulewillexplorehowtocombatindividualbehaviorsthatmaybearoadblocktoachievinggoalsandhinderingtheleveloftrustonjobsites.Additionally,wewilldiscussaspectsofemotionalintelligenceandit’sconnectiontoeffective,supportiveleadership.Attentionwillalsobepaidtodevelopingstrategiesforunderstandingone’sownbehavioralstylesandalsotheabilitytoreadothers’behavior.Keytopicsofthismoduleinclude:

• Self-awareness• Howtobuildtrust• EmotionalIntelligence• DiSCBehavioralStyles(thisisanassessmentthatcapturesone’sbehavioralstyles

andhowtheyrespondtotheirenvironmentasopposedtojustexaminingpersonalitytraits,whicharestableandunlikelytochange.BehaviorcanbeadjustedandtrainedonsoDiSCprovidesawarenessontheirstyleandprovidesparticipantswiththeabilitytolearnhowtoreadotherpeopletoallowformoreproductiverelationships.DstandsforDominance,Istandsforinfluence,SstandsforSteadinessandCstandsforCompliance/Conscientiousness)

• Howdoyoudealwithdifference?Diversity?• Questionattheendofmodule:Howwillyouusethisatyourjob?

Module3:ResolvingConflict:HowtoAddressandStanduptoBullying(1hour)Lastly,thismodulewillbedevotedtocraftingstrategiestodiffusethemostcommon“difficultpeople”andwaystoturnthemintoeitheralliesorproponents.Participantswillhavetheopportunitytoidentifytheirmostchallenging“difficultpeople”withsuggestionsonhowtohandlethem.Anexaminationofeffectiveconflictmanagementstrategieswillalsobeprovided.Keytopicsinclude:

• Howtodealwithdifficultconversationsanddifficultpeople• Howtogiveconstructivefeedback• Questionattheendofmodule:Howwillyouusethisatyourjob?

Wedevelopedatoolkittoaccompanythetrainingworkshop.Thistoolkitensuresthatfutureparticipantsoftheprogramhavethebuildingblockstocreaterespectfulworkplaces.ThetoolkitisaPDFresourceandincludesallmaterialsandcontentfromthetrainingworkshopincluding:

• PPTdeckofthethreemodules• Keytake-awaysheetsfromeachmodule(thesecanbehungorpostedinoffices)• Assessments/tests• WorkplaceBullyingChecklist

VI:PilotTestingoftheTrainingProgram

Inordertopilotthematerialsandtrainingprogramthatwedeveloped,wewereinneedofanorganizationtoallowustofacilitatethetraining.Thegoalwiththiswastoseeifanycontentneedstobeadjusted,whetherthetimingweallowedwasappropriateandtoseeif,ingeneral,itresonateswithparticipants.WestruggledtofindanyODOTpartnerwillingtoallowustopilotthetrainingprogram.WeexhaustedallofourcontactsthroughBOLIandwereleftwithnowheretopilottheprogram.Wedecided(withthesupportofBOLI)topilotthisprogramoutsideofthehighwayconstructiontrade.Weneededademographicthatwassimilartothemake-upofhighwayconstructioninordertoseeifthistrainingwould

resonate.Asitturnsout,theresearchteamwasabletousealocalcontactinthestateofNorthCarolinawhowillinglyagreedtoallowustopilotthetrainingprogramfortheirsupervisors.

ThepilottrainingwasdoneusingsupervisorsattheSalisburyDistributionCenterofDelhaizeAmerica/FoodLion.FoodLionisagrocerycompanybasedoutofSalisbury,NC.FoodLionisacompanyofDelhaizeAmerica,theU.S.divisionofZaandam-basedAholdDelhaize.Sinceopeningin1957,thecompanyhasmanaged1,100storesintendifferentlocations,includingDelaware,Georgia,Maryland,Pennsylvania,Tennessee,WestVirginia,Kentucky,NorthCarolina,SouthCarolina,andVirginia.Thecompanyemploysapproximately63,000employeestoserveanaverageof10millioncustomersperweek.Therearesevendistributioncentersalongtheeastcoast,whichmanagetheshippingandreceivingoftheproductssoldinstores.Whilethisorganizationisnotinthehighwayconstructiontrade,itisstillanindustrythatexperienceshighlevelsofstressgiventhefast-pacednatureofaproductionjobandalsoademographicthatissimilartothatofhighwayconstructionwithregardtounder-representedlevelsofwomenandminorities(Bochantin,2017).TheGeneralManageroftheSalisburyDistributionCenterwasveryopenandsupportiveofourneedtopilotthetrainingworkshopandofferedmostofhissupervisorsandshiftleads.Healsoattendedtheevent.

ThetrainingwasfacilitatedonWednesday,May10thfrom6am-10:30amatthedistributioncenter.Intotal,26participantsattendedthetrainingworkshop.Alloftheparticipantsweresupervisorsorabove.Whiletherewereafewwomeninattendance,themajoritywerewhitemen,whichmatchesthedemographicofhighwayconstructioninOregon.Afterwecompletedthetraining,wehadeachparticipantcompleteanevaluationformtoassessthetraining.Additionally,eightparticipantsstayedaftertopartakeinashortfocusgroupwhereweaskedmorespecificquestionsaboutthetrainingtogaugetheirthoughtsonhowitwent.Theresultsoftheevaluationaswellasthefocusgrouparediscussednext.

VII:Post-PilotTraining:EvaluationandFocusGroupResults

Post-PilotTrainingEvaluation:Aspreviouslymentioned,anevaluationofthepilottrainingwascompletedimmediatelyafterthetrainingwascompleted.Participantsinthe

trainingwereaskedtofillouttheevaluationformincludedintheirtrainingmaterials.Twenty-fourofthe26participantsfilledoutthisevaluation.Theresultsoftheevaluationarereportedbelow.SeeAppendicesCandDfortrainingevaluationformandnarrativeresponsecoding.

Overall,thesefindingsdemonstrateparticipantsstronglyagreetheylearnedmuchfromthetraining,thatitwasagooduseoftheirtime,thetopicswererelevant,thematerialsreinforcedtheirlearningandtheinstructorsdemonstratedahighlevelofexpertise.Itiscleartheparticipantswouldrecommendthetrainingtoacolleague.Thenexttwofiguresdemonstratethemajorityofparticipantswereextremelysatisfiedwithwhattheylearnedandwouldbeextremelylikelytorecommendthetrainingtoacolleague.

0 5 10 15 20

Overall,Ilearnedalotinthisprogram.

Thetopicspresentedarehighlyrelevanttomyrole.

Theprogramwasagooduseofmytime.

Thematerialshelpedreinforcemyunderstandingofthecontent.

Theinstructordemonstratedahighlevelofexpertise.

Post-PilotTrainingSurveyResults

StronglyAgree Agree NeitherDisagreenorAgree Disagree StronglyDisagree

Clearlythesurveyevaluationfeedbackpointstoasuccessfulpilottraining.Theopen-endedquestionsposedintheevaluationalsopointtoasuccessfultraining,aswellasrecommendationsmovingforward.Themesintheresponsestotheopen-endedquestionsarereportedbelow.

Q1:Whatdoyoulikebestabouttheprogram?ThemesinResponses:

1) DiSCassessmentinformationandlearningaboutmyselfandothers2) Learninghowtodealwithothersandhandleconflictsituations3) Likedthepresentationofmaterial,discusseditasprofessionalandusable.

0 5 10 15 20 25

ExtremelyDissatisqied

SomewhatDissatisqied

NeitherSatisqiednorDissatisqied

SomewhatSatisqied

ExtremelySatisqied

Overall,howsatisbiedareyouwithwhatyoulearnedduringtheprogram?

0 5 10 15 20 25

ExtremelyUnlikely

SomewhatUnlikely

NeitherLikelynorUnlikely

SomewhatLikely

ExtremelyLikely

Howlikelyareyoutorecommendthisprogramtoacolleague?

Q2:Whatisonetakeawayyouwillapplytoyourworkrightaway?ThemesinResponses:

1)Usingpositiveinteractionsandbuildingpositiverelationshipswithassociates2)Understandingmybehaviorsandothersbehaviors(self-andotherawareness)3)WillusetheDiSCassessmentresultstounderstandmyselfandworkwithothers4)Useprovidedtoolstolookforanddeescalatebullying.

Q3:Whatsuggestionsdoyouhaveforimprovingthetrainingprogram?ThemesinResponses:

1)Lengthofcourse:a)fast-paced,rushedattimes,toomuchin4hours,toolongb)breakitinto2sessionsinsteadofjustonelongone.

2)MoreActivities:Morevideos,moregroupactivitiesandrole-playing.3)None/Nothing

FocusGroupResults:Afocusgroupwasalsoconductedimmediatelyafterthepilottraining

sessiontogatherfeedbackandrecommendationfromtrainingparticipants.Eight supervisorsattendedthefocusgroupthatlast30minutes.Belowisalistofthegeneral findingsofthisresearchgroupedbytheme. Feedbackoncontentofthetraining:

• Contentandexampleswasveryapplicable,especiallythetopicsofemotionalintelligence,DiSCandself-awareness.

• Recommendedincorporatingfurtherinformationonconsequencesofbullyingintermsofrealworldexamplesorexercises.

• Recommendedhavingmorethanonetrainingsessionorseparatingthecontenttotwotrainingsessions.

• Suggestedsomecontentcouldbecompletedasanonlinecomponent.Feedbackontheactivitiesusedinthetraining?

• Enjoyedtheactivities,wantedmoreincludingrole-playing,morescenarios,casestudiesandvideos.

• Mostmentionedgettingup,movingaroundandactivitieswereveryeffectiveandfun.• Recommendedkeepingassessmentsaspre-work(ortobecompletedbeforethe

trainingtobediscussedandbroughttothetraining).• RecommendedhandingoutDiSCreportsafterintroducingitaswellasthefirst

activitywheretheparticipantsmakeassumptionsabouttheirstyles.Feedbackonpacingofthetraining:

• Somecontentseemedrushed,wantedmoretimeonhowtohandleconflicts,whichcameattheend.

• Suggestedafewoptions:Runastwoseparatesessions;Runasalongersessionwithmorebreaks;and/orprovideanonlinecomponentaboutthecontentonwhatbullyingis(Module1)followedbya4-hourtraining.

• Ingeneral,recommendedthetrainingshouldbeatotalof6-8hours.

Feedbackonthematerialsprovidedinthetraining:

• Great,professionalmaterialsprovided.Theycommentedthesematerialswereahelpfultakeaway.Recommendallmaterialsareincolor,ifpossible.

• RecommendeddiversifyingclipartandvisualsinPPTandbinder.Othertopicsthatcouldbebeneficialtothetraining?

• Recommendeda“Praise”programwheresupervisorsarechosentositdownandhaveconversationswithemployees,givingpraiseandfeedback.

• RecommendedModule3shouldbegivenmoretimebecauseitwasveryhelpfulandcouldbeexpanded.

VIII:RecommendationsBasedontheresultsofthepost-pilotevaluation,focusgroupfeedbackaswellasourknowledgeofODOT-BOLI’schallengesandconcerns,wesuggestimportantnextstepsfortheSupervisorTrainingProgram.Wediscussourrecommendationsbelow.ParticipantDemographicRecommendations

• PilotonanOregonhighwayconstructionorganization:WehadanincrediblydifficulttimegettingrespondentsfortheneedsassessmentaswellasfindinganorganizationinOregonthatwouldallowustopilotthetrainingprogramwehaddeveloped.Thelackofresponse/helpfromOregoncontractorsforcedusoutofthestateandtheindustry.WhilewebelievethegroupwepilotedthetrainingonwassimilarenoughtothehighwayconstructiontradesinOregon,tobesure,itwouldbeidealtore-testthepilotprogramonanODOT-affiliatedcontractororcompany.

TrainingContentRecommendations

• Module1shouldbeexpandedby30minutestoincorporatemoreexamples,roleplaysandactivitiesthatwillgiveparticipantsexperienceinidentifyingcounter-productiveworkplacebehaviorsandbullyingsituationsaswellasactivitiesassociatedwithusingemotionalintelligenceindifficultworkplacesituations.

• Module2shouldbeexpandedby30minutestoincorporatemoretimetodiscussandusetheDiSCreportinexperientialactivities.

• Module3shouldbeexpandedby30minutestoincorporatemoreexamples,role-playsandactivitiesthatwillgiveparticipantsexperienceusingthecommunicationtacticsandde-escalationtacticsdiscussedinthetrainingcontent.

TrainingDevelopmentRecommendations

• 6-hourtrainingworkshop:Insteadofthe4.5-hourtrainingworkshop,itcouldbeexpandedtosixhourstoincludeexamplesandactivitiesassociatedwithModule1,2&Module3.Webelievethisistheoptimalsolutioninordertogetinallofthenecessarycontentandmakeitexperientialwithactivitiesandbreak-outgroups.

• Onlinecomponent:Ifasix-hourtrainingprogramisnotfeasible,aportionoftheworkshopcanbecompletedonline.WesuggestModule1tobedeliveredonlineprior

tothein-persontraining.Thein-persontrainingcouldthenstartwithanexperientialactivitybasedonModule1toassesstheirknowledgegainedfromtheonlinecomponent.Additionally,alloftheassessmentsshouldbecompletedpriortothein-persontraining.Thiscouldbecomepartoftheonlinecomponentandareminderwillbegiventotheparticipantstocompletetheassessmentsandbringtheresultswiththemtothein-personworkshop.

• Train-the-trainerprogram:Forthenextphaseofthisproject/grant,wesuggestatrain-the-trainerprogramwherewecanteachinstructorshowtofacilitatethetrainingworkshop.Wewouldshareallofourdocumentsandinstructornotesforthisprogram.Wewillconductthetrainingofthetrainersandthenwewillshadowthetrainersastheybeginfacilitatingtheworkshops.IfwecantrainseveralinstructorswhoarelocaltothestateofOregon,itwillallowforaquickerandmorecost-effectivedisseminationofthetraining(asopposedtousfacilitatingthetraining).

• Programevaluation:Afterthenewtrainersbeginfacilitatingtheworkshops,werecommendaprogramevaluationtoensuretheyareadequatelymeetingthelearningobjectiveswehaveestablishedaswellastheparticipantsacquiringthenecessaryskillstotakebackwiththemtothejobsites.Wearehappytoconductthisevaluationaswehaveexperienceinthisarea.Inordertoevaluatethewhetherornottheprogramiscontributingtopositivedifferencesforsupervisors,aone-groupPre-test/Post-testshouldbeadministeredtogaugeknowledgeacquisition.Theevaluatorswouldgatherdatapriortoandfollowingthetrainingprogramforselectparticipants.Toensurevalidity,existingindustrymeasuresoneachcompetencytheyarelearningwillbeutilized.Thiswillallowustomeasurehoweffectivethethreemodulesarewithinthetrainingprograminteachingtheparticipantsthevariousskillsidentifiedascrucialforengenderingarespectfulworkplace.Fromthere,wewilltestthedifferencesinthecompetenciesgainedacrossthosewhograduatedfromthetrainingprogramsversusasmallsampleofvolunteerswhohavenottakenthecourse.Wealsosuggestfieldobservationsofthetrainerstostudyhowthecontentisbeingdelivered,thequalityofdelivery,andconsistencyacrosstrainers.

VIIII:ConclusionForthiscontract,wecreatedatrainingprogramaroundhowsupervisorsinthehighwayconstructiontradescancultivatemorerespectfulandsupportiveworkplacesforapprentices.Specifically,thistraininginterventionwasdesignedtodecreasetheprevalenceofaggressive,counter-productiveworkplacebehaviorsincludingworkplacebullying,discrimination,andmistreatment/harassmentonthejobbysupervisors.Thiswillallowforbettertreatmentonthejobandhelpwithretainingandattractingaskilledanddedicatedworkforce.Webelievewehavecreatedahigh-qualitytrainingprogramforsupervisorsinthehighwayconstructiontrade.Byparticipatinginatrainingworkshop,supervisorswillbebetterpreparedtoattract,hire,andretaintalentedandmotivatedemployeesandtoreducetheprevalenceofworkplacebullying,aggressivebehavioranddiscrimination.OurrecommendationsgoingforwardweredevelopedbasedonawarenessofODOT’sinterests,aswellasbroaderworkingenvironmentinthehighwayconstructiontrades.Webelievethat

theimplementationofthetrainingprogramwillleadtoahealthierandmorerespectfulworkplace,thusleadingtolowerturnoverrates,higherretention,andgreateroverallproductivityandsatisfactionamongapprenticesandsupervisors.WeacknowledgethattheserecommendationsmayormaynotfittheexactrequirementsofODOTandweareopentofurthercollaborationinordertofacilitateanddisseminatethistrainingprogram.

ReferencesAltschuld,J.&Kumar,D.(2010).NeedsAssessment:AnOverview.ThousandOaks:Sage.Basford,T,Offerman,L,andBehrend,T.(2013).DoyouSeeWhatISee?Perceptionsof gendermicroaggressionsintheworkplace.PsychologyofWomenQuarterly.38, 3410- 349.Bassett,S.(2016).Inequality,position,andperception:Understandingandaddressing workplaceharassmentinOregon’sconstructiontrades,MastersThesis.Berik,G.,Bilginsoy,C.,andWilliams,L.(2011).GenderandracialtraininggapsinOregon apprenticeshipprograms.LaborStudiesJournal,36,221-244.Bochantin,J.(2017).TurnoverandretentioninitiativeatDelhaizeAmerica.Reportforthe SalisburyFoodLiondistributioncenter,Spring2017.Byrd,Barbara.1999.Womenincarpentryapprenticeship:Acasestudy.LaborStudies

Journal,24,3-22.Dainty,A.R.,Bagilhole,B.M.,Ansari,K.H.,&Jackson,J.(2004).Creatingequalityinthe constructionindustry:Anagendaforchangeforwomenandethnic minorities.Journalofconstructionresearch,5,75-86.Denissen,A.M.2010B.Therighttoolsforthejob:Constructinggendermeaningsand identitiesinthemale-dominatedbuildingtrades.HumanRelations,63,1051-1069.Kelly,M.,Wilkinson,L.,Pisciotta,M.,&Williams,L.S.(2015,June).WhenWorkingHardIs NotEnoughforFemaleandRacial/EthnicMinorityApprenticesintheHighway Trades.InSociologicalForum(Vol.30,No.2,pp.415-438).Paap,K.(2008).Workingconstruction:Whywhiteworking-classmenputthemselves–and

thelabormovement–inharm’sway.Ithaca,NY:ILRPress.

PolicyGrouponTradeswomen’sIssues.2016.FinishingtheJob:BestPracticesforaDiverse WorkforceintheConstructionIndustryv6.1.Boston,MA:PolicyGroupon Tradeswomen’sIssueshttps://pgtiblog.files.wordpress.com/2016/07/ftj-v-6-1.pdfWaldinger,R.,Thomas,B.(1991).Thecontinuingsignificanceofrace:Racialconflictand racialdiscriminationinconstruction.PoliticsandSociety,19,291-323.

AppendixA

SupervisorSurveyTemplateThankyoufortakingthissurvey.Wearetryingtocapturewhatyourexperienceshavebeenlikebeingasupervisorinthehighwayconstructiontrade.Pleaserespondtoallofthefollowingquestionsasopenlyaspossible.

1. Whatareareas,withregardtomanagingpeople,youwouldlikemoretrainingin?(selectallthatapply)

a. Careerdevelopmentb. Givingfeedbackc. Communicationskillsd. Performancereviewse. Leadershipskillsf. Conflictmanagementg. Dealingwithdifficultpeopleh. Other

1a.Ifyouselected“other”,pleasedetailhere.2. Whatarethebiggestcomplaintsyouhearfromsubordinates?(selectallthatapply)

a. Notenoughtimeoffb. Schedulingissuesc. Don’tfeellistenedtood. Conflictwithotheremployeese. Other

2a.Ifyouselected“other”,pleasedetailhere.3. Howdoyoudealwiththesecomplaints?(selectallthatapply)

a. Mediatethedisputeb. Refertopoliciesc. Referemployeestohumanresourcesd. Ignoree. Other

3a.Ifyouselected“Other”,pleasegivemoredetailshere.4. Whatdoyoulikemostaboutthepeoplewhoreporttoyou?(selectallthatapply)

a. Funb. Dedicated,careabouttheirworkc. Getthejobdoned. Easygoing,easytointeractwithe. Other

4a.Ifyouselected”Other”givemoredetailhere.5. Whatdoyoulikeleastaboutthepeoplewhoreporttoyou?

a. Lazyb. Toostrictc. Badattituded. Toomuchworke. Inflexible

f. Other5a.Ifyouselected“Other”,pleasedetailhere.

6. Whatdoyouvaluemostaboutthepeoplewhoreporttoyou?(selectallthatapply).a. Theirworkethicb. Theymakeworkfunc. Theirattituded. Theirflexibility/willingnesstoadjuste. Theirprofessionalismf. Other

13fa:Ifyouselected“Other”,pleasegivemoredetailhere.7. Describethecultureoftheworksitethatnewemployeesshouldexpecttoencounter

ontheirfirstfewweeksonthejoborintraining.a. Whatarenormalwaysoftalkingandactingonjobsitesandduringtraining?b. Howshouldthesenewemployeesspeakoractinorderto“fitin”with

everyoneelse?c. Arethereaspectsofthisculturethatneedtobechangedtohelpnewpeople

feelmorecomfortable?8. Whatdoes“bullying”intheworkplacemeantoyou?9. Whensomeoneisbeing“aggressive”intheworkplacewhatdoesthislooklike?

Describethesebehaviors.WorkplacebullyingandAggressionintheworkplace,typicallyrefertobehaviorsthatareverballyand/oremotionallyabusiveandtargetedatanotheremployee(s).Someexamplesofbehaviorsinclude:

• Spreadinggossiporrumors• Excessiveteasingandsarcasm• Beingignoredorexcluded• Beinghumiliatedorridiculed• Beingexposedtohazingandotherinitiationbehaviors• Beingglaredatinahostilemanner• Beingyelledorshoutedatinahostilemanner• Threatsofviolence• Withholdingofinformationwhichaffectswork• Intimidatingbehaviorssuchasfinger-pointing,invasionofpersonalspace,and/or

shovingorblocking10. TowhomdoemployeesLIKELYturntoiftheyhaveissuesrelatedtoaggression,

harassmentorbullying?(selectallthatapply)a. Family/Friendsb. Coworkersc. DirectSupervisord. HumanResourcese. Unionf. Other

8a.Ifyouselected“Other”,pleasegivemoredetailhere.11. TowhomSHOULDemployeesturntoiftheyhaveissuesrelatedtoaggression,

harassmentorbullyingatworkoronthejobsite?(selectallthatapply)

a. Family/Friendsb. Coworkersc. DirectSupervisord. HumanResourcese. Unionf. Other

8a.Ifyouselected“Other”,pleasegivemoredetailhere.12. Is“pokingfunat”,“excessiveteasing“,or“hazing”appropriateonjobsites?

a. Yesb. Noc. Ifyes,whenandunderwhatcircumstances?

13. Whatistheprevalenceofaggressivebehaviororharassmentinyourworkplace?a. IthappensNEVERb. IthappensRARELYc. IthappensFROMTIMETOTIMEd. IthappensOFTENe. IthappensVERYOFTEN

14. Haveyouobservedanydiscriminationorharassmentatwork?Withoutnamingnames,pleasedescribethesituation.Whowasinvolved?Whatwasthecircumstance?Howwasitresolved?

15. Inyouropinion,whoseresponsibilityisittointervenewhenaggressivebehaviorhappensintheworkplace?(Selectallthatapply)

a. Supervisorsb. HumanResourcesc. Thepeopleinthesituationd. Noonee. UpperManagementf. Othercoworkersg. Other(*needawriteinoptionhere)

16. Inyouropinion,whoseresponsibilityisittoaddressaggressiveorharassingbehaviorsothatitdoesnothappenagain?(Selectallthatapply)

a. Supervisorsb. HumanResourcesc. Thepeopleinthesituationd. Noonee. UpperManagementf. Othercoworkersg. Other(*needawriteinoptionhere)

17. Haveyoureceivedtrainingonworkplaceaggression,harassment,ormisconduct?(Responseoptions(Y,N,Idon’tknow)

a. Ifyes,whatareaswerecovered?b. IfnoorIdon’tnow,whatareasrelatedtoworkplacemisconductorworkplace

harassmentwouldyoulikemoreinformationandtrainingon?18. Whatwouldanidealtrainingprogramlooklikeregardingworkplaceharassmentor

misconduct?Pleasedescribewhatwouldbeincludedinthecoursecontent.a. Whatarethebesttimesforatraining?

b. Howlongshouldthetrainingbe?c. Whereshouldthetrainingoccur?d. Whomshouldfacilitatethetraining(e.g.anoutsideconsultant,a

tradesworker,HR,etc.)Demographicquestions:

1. Whatisyoursex?a. Maleb. Femalec. Noanswer

2. Whatisyourrace?a. Caucasianb. Blackc. Hispanicd. NativeAmericane. Asianf. Indiang. Other

3. Whatisyourcurrentjobtitle/position?a. Journeyworkerb. Supervisorc. Foremand. Superintendente. Unionrepresentativef. Trainerg. Engineerh. Ownerofcompanyi. Other

4. Inwhattradedoyouwork?a. Carpenterb. Masonc. Irond. Laborere. Operatingengineerf. Painterg. Plumberh. Bricklayeri. Sheetmetalj. Non-constructionk. Other

5. Howmanyyearshaveyoubeenintheindustry?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+

6. Howmanyyearshaveyoubeenwithyourcurrentorganization?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+

7. Howlonghaveyoubeenasupervisoratthisorganization?a. 0-2yearsb. 3-5yearsc. 6-8yearsd. 9-11yearse. 12+years

8. Whatisyourworkschedule?a. Daysb. Eveningsc. Overnightd. AcombinationofA,B,Ce. Other

AppendixB

ApprenticeSurveyTemplateThankyoufortakingthissurvey.Wearetryingtocapturewhatyourexperienceshavebeenlikeworkinginthehighwayconstructiontrade.Pleaserespondtoallofthefollowingquestionsasopenlyaspossible.

1. Doyoufeelvaluedatwork?Whyorwhynot?a. Ifanswered“no”,thenwhatcouldbedonesothatyoudofeelvalued?

2. Communication/Listening/Responding

a. Atyourworkplace,aretheiropenlinesofcommunication?Inotherwords,canyougotoyoursupervisoranddiscussissuesthatareimportanttothejob(includingthoserelatedtoaggressivebehavior,harassmentanddiscrimination?

i. Yesii. Noiii. Unsure

b. DoyoufeelyoucanyougotoHumanResourcestodiscussissuesrelatedto

conflict,aggressivebehaviorandworkissues?i. Yesii. Noiii. Unsure

c. Doyoufeellikeyouhaveavoice?Inotherwords,whenyouhaveissuesatwork,dopeopleacknowledgeyourconcerns?Whyorwhynot?

d. Ifapplicable,whenyouhaveraisedissuesatwork,howareyourcommentsrespondedtobyothers?Pleaseprovideanexampleifpossible.

e. Towhomdoyougotoifyouhaveissuesrelatedtodiscrimination,harassmentorbullying?Checkallthatapply.

i. Family/Friendsii. Coworkersiii. DirectSupervisoriv. HumanResourcesv. Unionvi. Other

2e.Ifyouselected“Other”,pleasegivemoredetailhere.f. Doyoubelievetheseavenues(referencedinthepreviousquestion)are

effective?i. Yesii. Noiii. Unsure

3. Whatarebehaviorsbyothersandsupervisorsthatyoulikeandmakeyoufeelvaluedandengaged?Checkallthatapply.

a. Youropinionisvaluedb. Yourworkisvaluedc. Youfeellistenedtod. Theyhaveagoodattitudee. Theyarerespectfulf. Theyareflexibleg. Other

4a:Ifyouselected“Other”,pleasegivemoredetailhere.4. Describetheidealsupervisor–whataresomequalitiesorattributes?5. Whatattributesarevaluedorrewardedinyourplaceofwork?

a. Hardworkb. Showingupontimec. Goodattituded. Workswellwithotherse. Showsupontimef. IsFlexibleg. Other

6a:Ifyouselected“Other”,pleasegivemoredetailhere.6. Howareconflictscurrentlyhandledatyourjob?Howwouldyoulikethemtobe

handled?7. Haveyoueverwitnessedaco-workerbeingharassedorbulliedbysomeoneatwork?

a. Yesi. Ifso,pleasedescribethesituationincludingwhowasinvolved,whatwastheissue,andhowwasithandled.

b. Noc. Unsure

8. Towhomisharassmentorbullyingtypicallydirectedtowardonthejobsite?Pleasecheckallthatapply.

a. Whitemenb. Menofcolorc. Whitewomend. Womenofcolore. GLBTQindividualsf. Other

9. Whohaveyouobservedbeingtheperpetratorsofharassmentofbullyingonthejobsite?Pleasecheckallthatapply.

a. Whitemenb. Menofcolorc. Whitewomend. Womenofcolore. GLBTQindividualsf. Other

10. Ifsomeoneexperiencesviolence,harassmentorbullyingonajobsite,howlikelyaretheytoreportthebehavior?

a. Verylikelyb. Likelyc. Somewhatlikelyd. Somewhatunlikelye. Unlikelyf. Veryunlikely

11. Haveyoueverstayedhomefromworktoavoidharassmentornegativetreatment?a. Yesb. Noc. Prefernotsay

12. Doyouknowofotherswhohavestayedhomefromworktoavoidharassmentornegativetreatment?

a. Yesb. Noc. Prefernottosay

13. Haveyoueverreceivedtrainingonworkplaceaggression,harassmentorbullying? a. Yesb. Noc. Unsured. Ifyes,whatareaswerecovered?

14. Whatwouldanidealtrainingprogramlooklikeregardingworkplaceaggression,bullyingormisconduct?Pleasedescribewhatwouldbeincludedinthecoursecontent.

a. Whatarethebesttimesforatraining?b. Howlongshouldthetrainingbe?c. Whereshouldthetrainingoccur?d. Whomshouldfacilitatethetraining(e.g.anoutsideconsultant,a

tradesworker,HR,etc.)

15. Inaperfectworld,howshouldthingschangeonthejobsite?Pleasefillinthefollowingprompt:“Thingsattheworkcouldchangeif…”

DemographicQuestions:

1. Whatisyoursex?a. Maleb. Femalec. Prefernottoanswer

2. Whatisyourrace?a. Caucasianb. Blackc. Hispanicd. NativeAmericane. Asianf. Indiang. Otherh. Prefernottoanswer

3. Whatisyourcurrentjobtitle/position?a. Apprenticeb. Journeyworkerc. Other

4. Inwhattradedoyouwork?a. Carpenterb. Masonc. Irond. Laborere. Operatingengineerf. Painterg. Plumberh. Bricklayeri. Sheetmetalj. Non-constructionk. Other

5. Howmanyyearshaveyoubeenintheindustry?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+

6. Howmanyyearshaveyoubeenwithyourcurrentorganization?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+

7. Whatisyourworkschedule?

a. Daysb. Eveningsc. Overnightd. AcombinationofA,B,Ce. Other

WHATISWORKPLACEBULLYING?

1. Basedonyourprofessionaljudgmentandexperience,pleaseindicatewhichofthefollowingbehaviorshavebeendirectedtowardyouandbywhomoverthepastsixmonths.Ifthebehaviorwasrepeatedmorethantwotimesoverthepastsixmonths,pleasechecktheappropriatearea.

Behavior:

Supervisor Colleague/Co-worker

Customer/Client

PersistentBehavior?(2ormoretimes)

Someonewithholdinginformationwhichaffectsyourperformance

! ! ! !

Beingorderedtodoworkbelowyourlevelofcompetence

! ! ! !

Havingyouropinionsignored ! ! ! ! Beinggiventaskswithunreasonabledeadlines ! ! ! ! Excessivemonitoringofyourwork ! ! ! ! Pressurenottoclaimsomethingtowhichbyrightyouareentitled(e.g.sickleave,holidayentitlement,travelexpense)

! ! ! !

Beingexposedtoanunmanageableworkload ! ! ! ! Beinghumiliatedorridiculedinconnectionwithyourwork

! ! ! !

Havingkeyareasofresponsibilityremovedorreplacedwithmoretrivialorunpleasanttasks

! ! ! !

Spreadingofgossipandrumorsaboutyou ! ! ! ! Beingignoredorexcluded ! ! ! ! Persistentcriticismofyourerrorsormistakes ! ! ! ! Practicaljokescarriedoutbypeopleyoudon’tgetalongwith

! ! ! !

Havingallegationsmadeagainstyou ! ! ! ! Beingthesubjectofexcessiveteasingandsarcasm

! ! ! !

Beingshoutedatorbeingthetargetofspontaneousanger

! ! ! !

Intimidatingbehaviorssuchasfinger-pointing,invasionofpersonalspace,shoving,blocking

! ! ! !

yourwayThreatsofviolence ! ! ! ! Beenglaredatinahostilemanner? ! ! ! ! Beenexcludedfromwork-relatedsocialgatherings?

! ! ! !

Hadothersstormoutoftheworkareawhenyouentered?

! ! ! !

Hadothersstormoutoftheworkareawhenyouentered?

! ! ! !

Hadothersconsistentlyarrivelateformeetingsthatyoucalled?

! ! ! !

Beengiventhe“silenttreatment”? ! ! ! ! Notbeengiventhepraiseforwhichyoufeltentitled?

! ! ! !

Beentreatedinarudeordisrespectfulmanner? ! ! ! ! Hadothersrefuseyourrequestsforassistance? ! ! ! ! Hadothersfailtodenyfalserumorsaboutyou? ! ! ! ! Beengivenlittleornofeedbackaboutyourperformance?

! ! ! !

Hadothersdelayactiononmattersthatwereimportanttoyou?

! ! ! !

Beenyelledatorshoutedatinahostilemanner?

! ! ! !

Hadothersrefuseyourrequestsforassistance? ! ! ! ! Hadothersfailtodenyfalserumorsaboutyou? ! ! ! ! Beengivenlittleornofeedbackaboutyourperformance?

! ! ! !

Hadothersdelayactiononmattersthatwereimportanttoyou?

! ! ! !

Beenyelledatorshoutedatinahostilemanner?

! ! ! !

Beensubjectedtonegativecommentsaboutyourintelligenceorcompetence?

! ! ! !

Hadothersconsistentlyfailtoreturnyourtelephonecallsorrespondtoyourmemosore-mail?

! ! ! !

Hadyourcontributionsignoredbyothers? ! ! ! ! Hadsomeoneinterferewithyourworkactivities?

! ! ! !

Beensubjectedtomeanpranks? ! ! ! ! Beenliedto? ! ! ! ! Hadothersfailtogiveyouinformationthatyoureallyneeded?

! ! ! !

Beenthetargetofrumorsorgossip? ! ! ! !

Shownlittleempathyorsympathywhenyouwerehavingatoughtime?

! ! ! !

Hadco-workersfailtodefendyourplansorideastoothers?

! ! ! !

Hadothersdestroyorneedlesslytakeresourcesthatyouneededtodoyourjob?

! ! ! !

Beenaccusedofdeliberatelymakinganerror? ! ! ! ! Beensubjectedtotempertantrumswhendisagreeingwithsomeone?

! ! ! !

Beenpreventedfromexpressingyourself(forexample,interruptedwhenspeaking)?

! ! ! !

Hadattemptsmadetoturnotheremployeesagainstyou?

! ! ! !

Hadsomeoneflaunthisorherstatusortreatyouinacondescendingmanner?

! ! ! !

Hadsomeoneelsetakecreditforyourworkorideas?

! ! ! !

Beenreprimandedor“putdown”infrontofothers?

! ! ! !

AppendixCPost–PilotTrainingEvaluationForm

ThankyouforyourparticipationintheSupportiveWorkplacesprogram.Thissurveytakeslessthan5minutestocompleteandyourresponsesareanonymous.

Overall,howsatisfiedareyouwithwhatyouLEARNEDintheprogram?" Extremelysatisfied" Somewhatsatisfied" Neithersatisfiednordissatisfied" Somewhatdissatisfied" Extremelydissatisfied

HowlikelyareyoutoRECOMMENDthisprogramtoacolleague?" Extremelylikely" Somewhatlikely" Neitherlikelynorunlikely" Somewhatunlikely" Extremelyunlikely

StronglyAgree(1)

Agree(2) NeitherAgreenorDisagree(3)

Disagree(4) StronglyDisagree(5)

Overall,Ilearnedalotinthisprogram

" " " " "

Thetopicspresentedarehighlyrelevanttomyrole

" " " " "

Theprogramwasagooduseofmytime

" " " " "

Thematerialshelpedreinforcemyunderstandingofthecontent

" " " " "

Theinstructordemonstratedahighlevelofexpertise

" " " " "

FeedbackQuestions:Whatdidyoulikebestabouttheprogram?Whatisonetake-awayyouwillapplytoyourworkrightaway?Whatsuggestionsdoyouhaveforimprovingtheprogram?***Thankyouforyourtimeandfeedback!!Itisinvaluabletothesuccessoffuture

programs!***

AppendixD

FocusGroupNarrativeResponsesWhatdoyoulikebestabouttheprogram?

• Participant1:“Theinteractionandlearningaboutmyself”• Participant2:“EmotionalIntelligence”• Participant3:Blankanswer• Participant4:“Loveditall”• Participant5:“Theinformationgivengavegreatdetailthatreallyhelpedme

understandandkeepmyinterest”• Participant6:“Learninghowtohandleeachsituation”• Participant7:“Learninghowtodealwithothers”• Participant8:“Disc”• Participant9:“Theabilitytotakeahardlookatmyself”• Participant10:“Thefeedback”• Participant11:“Learningwhatmyprofilewas”• Participant12:“IdentifyingtheDiscandusingittobettercommunicationwithour

associates.”• Participant13:“Instructorsclearlyknowthematerialandpresentedextremelywell

totheclassatlarge.DiscassessmentIfoundtobeveryuseful.”• Participant14:“Lettingusdogroupactivities,weneedmoreofthat”• Participant15:“LovedtheDisc!Itwasamazing.”• Participant16:“Presentationwasexcellent.Contentwasveryuseableonjob!”• Participant17:“Disc”• Participant18:“Learningmoreaboutmyself”• Participant19:“Discandlearningaboutmyself.Learningaboutothers”• Participant20:“Discbehavioralstyles–greatinformationandveryinformedtopics”• Participant21:“Thebinder.Iloveallthedetailedinformationinthebinder”• Participant22:“Learninghowtodealwithpeople”• Participant23:“Discmodule”• Participant24:“Theresultsoftheassessment–Disc”

ThemesinResponses:

1)Discassessmentandlearningaboutthemselvesandothers2)learninghowtodealwithothersandhandleconflictsituations3)thepresentationofmaterialasprofessionalandusable.

Whatisonetakeawayyouwillapplytoyourworkrightaway?

• Participant1:“UnderstandingtheDisc”• Participant2:“Positiveinteractionwithassociates”• Participant3:“Youcan’tchangeapersonbutyoucanchangetheirbehaviors”• Participant4:“Discassessmentofpeople”• Participant5:Blankanswer• Participant6:“Takemytimeandevaluateeachsituation”• Participant7:“BeingabletoassesswhatpersonIamdealingwith”• Participant8:“Lookforbullying”• Participant9:“Lookforthewinwin”• Participant10:“Moreopenconversation”• Participant11:“UsingtheDiscatworktohelpothers”• Participant12:“Usethesetoolstodeescalatebullyingsituations”• Participant13:“Currentlyworkonself-awareness”• Participant14:“Understandingfeelingsofourassociates”• Participant15:“Reviewingeveryone’sstyleandhowtorelatetotheirstyle”• Participant16:“Managethebehavior,nottheperson”• Participant17:“Understandingpeople’sbehaviorsandwhytheyacttheywaythey

do.”• Participant18:“Trytoreadassociateforbetterinteraction”• Participant19:“Workonmypatience”• Participant20:Blankanswer• Participant21:“Howtounderstandwhattraitmyreportingassociatedare”• Participant22:“Listening”• Participant23:“Yes”• Participant24:“#1reasonemployeesquittheirjobistheirboss”

ThemesinResponses:

1)Positiveinteractionandrelationshipswithassociates2)Understandmybehaviorsandothersbehaviors(self-andotherawareness)3)UsetheDiscassessmentresultstounderstandselfandworkwithothers4)Usetoolstolookforanddeescalatebullying.

Whatsuggestionsdoyouhaveforimprovingtheprogram?

• Participant1:Blankanswer• Participant2:“Maybebreakitdownintotwoclasses”• Participant3:“Fourhoursisalittlelongclass,buthavebeenin8hourstrainingsoit

wasbetterthanthat”• Participant4:“Nothing”• Participant5:“Morevideosforexamples”• Participant6:“Lengthwasalittlelong”• Participant7:“None”• Participant8:“Veryinterestingbuttoolongofacourse”• Participant9:Blankanswer• Participant10:“Itwasgreat!Thankyou!”

• Participant11:“None,thoughtitwasgreat!”• Participant12:“Morevideostoshowidentifyingcharacteristics.Maybe2sessions

broken-up”• Participant13:“Ithinkthecourseshouldbe6hoursinlength.Thiswouldenable

breaksandmorebreakoutconversationandreportout.Attimes,itfeltrushedbacktomeeting”

• Participant14:“None–itwasampleinformation”• Participant15:“Veryminimal–somegraphicsdidn’tprintwell(darkerbackground

ishardtoview).”• Participant16:“Nothing–great!”• Participant17:Blankanswer• Participant18:Blankanswer• Participant19:“Timing–Justearlyinthemorning”• Participant20:“Moregroupactivities”• Participant21:“Nothing…Itwasagreatdevelopmentprogram”• Participant22:Blankanswer• Participant23:“Fast-paced-definitelynotunderfourhours–probablymore4-4.5

hours”• Participant24:“Maybedoaroleplayingtoshowhowtohandleconflict”

ThemesinResponses:

1)Lengthofcourse:a)fast-paced,rushedattimes,toomuchin4hours,toolongb)breakitinto2sessionsinsteadofjustonelongone.

2)MoreActivities:Morevideos,moregroupactivitiesandroleplaying.3)None/Nothing

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