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Dignity @ WorkA Guide for all Staff
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Dignity at Work – Objectives for the morning E@D legal overview What is bullying and harassment? Impact on individuals and organisations Who is responsible for Dignity @ Work? Dignity @ Work Policy and Procedures Sources of Support Dignity at Work Contacts The Mediation Service
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Equality and Diversity
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What are Bullying and Harassment?
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Over to you…
What are bullying and harassment? How would you define them? What examples can you think of?
What is the impact of bullying and harassment? On individuals? On the organisation?
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What is Bullying and Harassment – definition… Unwanted conduct that has the purpose or effect of
violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. Unwanted Environment – it doesn’t have to be aimed at the
person who is offended Purpose or effect – the effect is what is key, not what
the perpetrator intends, however, it must reasonably be considered as having that effect
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Examples of bullying and harassment
More obvious examples Physical violence/intimidation Personal insults Racist/homophobic insults Shouting Sexual suggestions Spreading rumours
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Examples of bullying and harassment
Less obvious examples Isolating/ignoring someone Office banter Setting unrealistic deadlines or workloads Removing responsibility and imposing menial tasks Withholding work information Constantly changing guidelines Suggesting people should resign Excessive monitoring Publically reprimanding staff Destructive criticism
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What is the impact of bullying and harassment?
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Impact on the individuals
“There are documented cases of major physical impairments of health and many more cases involving
nervous breakdown, psychological distress and personality change, besides the intolerable pressure of acute financial repercussions and the total fracturing of
careers. It has a devastating effect on the bullied person’s family.”
Andrea Adams Trust
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Impact on the individuals
Erosion of confidence and self esteem Loss of ability to concentrate and be creative Depression, anxiety and panic attacks Reduction in quality of work Increase in time off work
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Impact on the organisation
Increased sickness absence and absenteeism Reduced productivity High turnover Low staff morale and demotivation Tribunal cases and industrial action Risk to public/corporate image
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Statistics The effects of work place bullying are estimated to be responsible for a
third to a half of all stress related illness (UMIST)
More than 2m people at work consider themselves bullied (UMIST)
1 in 4 consider themselves to have been bullied at work in the last 5 years (UMIST)
“On average victims of bullying take 7 days more sick leave per year than those who haven’t been a victim of or witness to bullying. Based on a bullying rate of 10% this equals 18m lost working days in the UK” CIPD
3.6% of salary budgets are paid to people absent from work due to stress related illness (DoH)
30% of managers had been bullied in the previous 3 years; middle managers tended to be bullied more than managers at other levels (CMI survey)
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Who is responsible for Dignity @ Work?
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The University “The University of Cambridge is committed to protecting
the dignity of staff, students, visitors to the University, and all members of the University community in their work and their interactions with others.” (http://www.admin.cam.ac.uk/offices/hr/policy/dignity/)
Duty of care and legal compliance
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Individuals “The University expects all members of the University community
to treat each other with respect, courtesy and consideration at all times. All members of the University community have the right to expect professional behaviour from others, and a corresponding responsibility to behave professionally towards others.” (http://www.admin.cam.ac.uk/offices/hr/policy/dignity/)
Accountable for our behaviours/actions: integrity, professional, respect, dignity, courtesy and consideration.
Better working relationships and working environment. We can achieve more by working collaboratively, and welcoming
differences: diverse skills and creativity.
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Managers
Managers are in a position of influence, as… “Just as in functional and responsive families the culture is strongly influenced by the values, attitudes and behaviours of the parent, organisations that respect the dignity and individual contributions of their employees tend to create cultures and climates where positive working relationships grow.” (CIPD) – and vice versa
Line manager behaviour is regarded as having the most impact on the successful implementation of bullying and harassment policy
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Managers Should
Be alert to bullying and harassment Have zero tolerance for offensive behaviour Act promptly to counter bullying and harassment Be familiar with the Dignity @ Work Policy Encourage staff awareness Create a positive environment Remember that prevention is better than cure! Exercise good management practice
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Good management Firm management but
not bullying Bullying is generally
not the intention of managers but it can be the result. It is a difficult situation as there can be a fine line between the two
Good manager Bullying Manager
Consistent Inconsistent
Shares information Withholds selectively
Support and constructive criticism
Ridicule and destructive criticism
Fair Has favourites
Truthful Distorts and fabricates
Delegates Dumps
Builds team spirit Creates fear and divides
Leads by example Sets a poor example
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The University and Dignity @ Work
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How Dignity at Work problems are addressed in the University
Internal resolution
Dignity at Work Policy Informal resolution Formal resolution
Dignity at Study Guidelines
Grievance Procedures
Support from HR available at all levels
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Dignity @ Work & Policyhttp://www.admin.cam.ac.uk/offices/hr/policy/dignity/
Duty of care - commitment to protecting the dignity of staff, students and visitors.
Defines acceptable interpersonal behaviour What action can be taken if not observed Procedures – informal and formal Advice – to all parties Dignity at Work Contacts Victimisation Emphasis on resolution
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Dignity @ Work Procedure - Informal
Personal action by the complainant – may approach “alleged perpetrator”
Resolution with support Supervisor/Manager/HR/HOI Advice from Dignity at Work Contacts Mediation Service
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Dignity @ Work Procedure – Formal
Complaint in writing to HOI or HR Director – may be instigated by individual or HOI
Independent investigator Investigation meetings (both parties and witnesses) Report of findings – is there a case to answer?
Parties may comment on matters of fact Action by HOI
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Dignity @ Work Procedure - Formal
Principles Natural justice (access to same support) Confidentiality Representation Accurate records Timescales
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Formal Complaint Procedure
Complaint Investigation
Investigator’s reportIs there a case to answer?YES
Disciplinary action under procedure
Attempt at supported resolution
Acceptable to all parties?
Complaint malicious or vexatious?
Suggested resolution acceptable to all
parties?
NO YES
YESNOYESNO
Case closed subject to monitoring
Invoke grievance procedure
Disciplinaryaction under procedure
NO
CaseClosed
No further action
Invoke grievance procedure
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Sources of support
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Support – Within the University
Human Resources Counselling Service Occupational Health Employee AXA Helpline D@W Contacts Mediation Service Disability Resource Centre Security Office Chaplain CPPD courses Computing Service (email abuse)
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Support – Other Sources
Trades Union Student Union Citizens Advice Bureau Open Out Scheme (to report Hate Crime) Samaritans Rape Crisis Centre Cambridge Police (University Police Constable)
http://www.admin.cam.ac.uk/offices/hr/policy/dignity/sources.html
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Dignity @ Work Contacts
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Dignity at Work Contacts
Who are the contacts? Trained members of staff Variety of backgrounds / roles / departments Volunteers
How can they be contacted? Confidential contact points: Answer-phone: (7)65031 Email: [email protected] Referral process
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Dignity at Work ContactsArranging and meeting the client
Introduction What help can the contacts provide?
Empathise – listen Help to analyse the problem Explain policies/procedures Help complainant to decide what course of action they wish to
take Assist them with forming the words they can use – verbal or
written Suggest other sources of support – internal and external
What don’t the contacts do? Accompany/represent/advocate Investigate Sympathise Be judgemental
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The Mediation Service
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Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation
What is mediation? Well established tool for resolving disagreements quickly Informal – voluntary - confidential Mediator – impartial third party who brings together parties
to help them to achieve a resolution.
What are the benefits of mediation? Quick, get to the bottom of underlying issues, relationships
preserved, actively managed by parties, cost savings.
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Five stages of the mediation process Agree to participate Individual meetings Joint meeting Action plan Follow up.
Who are the mediators? Formally trained members of staff – experienced Neutral and impartial –safe and supportive environment University use co-mediation
Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation
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When should it be used? At any time when relationships have broken down -
before/during or after formal internal proceedings Genuine wish to work together to end dispute
When is it not appropriate? Used to avoid managerial responsibilities Decision about right or wrong is required No genuine interest in reaching an agreement
Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation
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Contact Information
Sarah Hickling – Mediation Co-ordinator01223 769257 or [email protected]
Louise Akroyd – Mediation Co-ordinator01223 760343 or [email protected]
Amy Coussell – Mediation Administrator01223 765658 or [email protected]
Email: [email protected]
Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation
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Any questions?