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Respect in the Workplace Edmonton - Calgary - Fort McMurray Information Sessions 2006.

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Respect Respect in the in the Workplace Workplace Edmonton - Calgary - Fort McMurray Information Sessions 2006
Transcript

Respect Respect in the in the

WorkplaceWorkplace

Edmonton - Calgary - Fort McMurray Information Sessions

2006

“Everyone has the right to be respected and the

responsibility to respect.”

Labour Supply StrategyLabour Supply Strategy

• Providing a Respectful workplace is a key component to any attraction and retention strategy

• Helps to develop mentoring and leadership skills

What is the What is the ToolkitToolkit?? Designed to assist organizations in the implementation of the model

• Help the worksite supervisor to recognize and handle any issues surrounding workplace respect

• Clearly identifies various sources of violence

• Offers assessment and investigation tools and resolution techniques

Workshop OverviewWorkshop Overview

• The Toolkit• What’s inside

• Worksite checklist

• How to use it

• Q & A

• Where do you go from here?

ToolkitToolkit Contents Contents

• Handbook• Model• Site policy & poster• Presentations

• Supervisor• Employee• Certificate of Completion

• Site Assessment • Toolbox Talks on Workplace Respect• Investigation Guidance• Incident Bulletin and Reporting

Respect ChecklistRespect Checklist

(see pg.7)

Workplace PolicyWorkplace Policy

• Commitment statement• Prohibitions and expectations• Purpose• Definitions• Seek Resolution• “Whistleblower” protection from Management• No retaliation from co-workers• No complaints made in bad faith or malicious may

result in discipline• Investigations as confidential as possible• Provisions for discipline

(pg. 8 or “Site Policy” Tab )

Examples of BullyingExamples of Bullying

• Verbal abuse

• Deliberately excluding & isolating employees

• Deliberately changing work rotations to inconvenience particular employees

• Deliberately withholding information that is vital for effective work performance

(pg. 11/13)

Examples of HarassmentExamples of Harassment

• Unwelcome comments or jokes about a persons race, gender, age, sexual orientation, disability etc.

• Pinching, patting, leering

• Cursing, taunts, name calling, slurs

• Unwanted e-mails, posters, pin-ups, etc

(pg. 11/15)

Examples of ViolenceExamples of Violence

• Argumentative behaviour – threats

• Menacing behaviour

• Brandishing a weapon or using tool as a weapon

• Prodding, poking, pushing

• Throwing objects intended to strike

• Acts of sabotage with the intent to injure

(pg. 11/16)

Factors contributing to Factors contributing to Workplace DisrespectWorkplace Disrespect

• Organization Change– i.e. Change of Supervision

• Workforce Characteristics– i.e. minority groups, women, apprentices, different

trades

• Workplace Relationships– i.e. unresolved conflict, poor communication,

treatment towards “new guy/gal”

• Work Systems– i.e. staff shortages, poorly defined jobs, policy gaps

(pg. 12)

Sources of DisrespectSources of Disrespect

• Employees/co-workers

• Customers/clients

• Employee related outsider– Husband/wife/acquaintance

• Outsider– No legitimate relationship with workplace

(pg. 16)

Managers’- Supervisors’ GuideManagers’- Supervisors’ Guide

• Roles and Responsibility

• Supporting the Policy

• Assessing the Work Place

• Addressing Workplace Respect Issues

(pg. 17)

Roles and ResponsibilitiesRoles and Responsibilities

• Implement policy– Develop own or adopt COAA Model– Communicate expectations– Express an effective date

• Commitment– Walk the talk– Watch for opportunities for improvement– Acknowledge appropriate behaviours

(pg. 17)

Supporting the PolicySupporting the Policy

• Establish Procedures

• Designate Champion

• Hold awareness session(s)

• Establish mentoring opportunities

• Encourage Reporting

(pg. 17-18)

Resources Resources

• Employees Guide

• Progressive Discipline Recommended

• Tabs– Site Policy, Site Poster, Supervisor Presentation,

Employee Presentation, Certificates of Completion, Site Assessments, Tool box Talks, Investigations, Incident Bulletins, Example Discipline Procedure, and Reporting

(pg. 29-26)

Assessing the WorkplaceAssessing the Workplace

• Bullying warning signs– High turnover, absenteeism, damaged personal

effect and equipment, poor relationships, employees becoming withdrawn isolated

• Harassment– Disproportionate turnover (definable group of

workers, crew transfers, crew productivity/moral• Violence

– Written Hazard Assessment MUST be conducted as outlined in the Code Part 2 section 7…

(pg. 20)

Elements driving the need Elements driving the need for Hazard Assessmentfor Hazard Assessment

• Work alone• Work between 11 pm and 6 am• Work isolated or remote areas• Provide emergency intervention• Driving• Security• Picketing, protesting• Working with unstable of violent individuals

(pg. 22)

Hazard situations requiring Hazard situations requiring further scrutinyfurther scrutiny

First…• Establish Team (with LR/HR/Health & Safety

expertise) then;• Review previous incidents• Obtain employee input• Inspections• Documentation• Hazard Assessment Worksheets (discuss later)

(pg. 21)

Work with Team to Conduct Work with Team to Conduct Hazard/Risk AssessmentsHazard/Risk Assessments

• Site Assessments– Severity

– Frequency

– Probability

(pg. 23/ Site Assessments Tab

Controlling the Identified RisksControlling the Identified Risks

• Preventative controls where possible• Contingent controls that mitigate the impact or

severity of incident

(pg. 24)

Addressing Workplace Addressing Workplace IssuesIssues

• Investigations

• Investigations

• Investigations

reviewed later in detail

(pg. 24-28/ Investigations Tab)

Five Minute BreakFive Minute Break

Next Section…

….Investigations

Investigation PrinciplesInvestigation Principles

• Treat all matters seriously• Act Promptly• Provide Support for Both Parties• Neutrality• Confidentiality• Documentation

(Investigations Tab)

Where to StartWhere to Start

• Ask questions• Deal with complaints promptly

– Determine if interim solutions are necessary to alleviate pressure on worksite

• Document investigations and conclusions• Investigations may identify policy gaps• If incident substantiated put corrective (not

punitive) measures in place– Explore a wide range of strategies

(pg. 24)

Investigation Support ToolInvestigation Support Tool

• Should the worker have been aware the action was inappropriate?

• Were other workers aware of the behaviour/did they allow the behaviour to carry on unchecked?

• Has the individual had the opportunity to correct his/her behaviour and continue working for the company?

• Is the infraction a safety issue?

• Has the worker been treated respectfully throughout the entire investigation?

(Investigations Tab)

ResolutionResolution

• The objective is to correct and resolve the situation with as little conflict escalation and stress as possible

(pg. 26)

Resolution StrategiesResolution Strategies• Honest Discussion• Direct Approach• Address difficult situation

– Acknowledge human dimension first, duty of fairness to all parties involved

• Interim Actions• Possible involvement of neutral third party• Follow up

(pg. 26)

Moving ForwardMoving Forward

• Discipline Procedures• Monitoring Policy Use• Continuous Improvement (Periodic Review)

(pg. 27-28)

Thank you Thank you for helping to build for helping to build

Respect in all WorkplacesRespect in all Workplaces


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