policy on dignity and mutual respect - university of leeds...policy on dignity and mutual respect...
TRANSCRIPT
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Policy on dignity and mutual respectThe University’s policy against bullying, harassment and victimisation, together with complaints procedures for staff and students
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Contents1. IntroductionandScopeofthisPolicy................................................................................................................ 3
2. GeneralStatementOfPolicy............................................................................................................................... 4
3. RolesandResponsibilities.................................................................................................................................. 63.1 OftheUniversity.............................................................................................................................................. 63.2 OfallmanagersandreviewersundertheStaffReviewandDevelopmentScheme(SRDS)......................... 63.3 Ofallstaff........................................................................................................................................................ 73.4 Ofallstudents................................................................................................................................................. 73.5 Ofanyperson(studentorstaffmember)whoisaccusedofharassment,bullyingorvictimisation................ 83.6 Ofanyperson(studentorstaffmember)whoobservesbehaviourwhichmaybeseenasharassment,
bullyingorvictimisation................................................................................................................................... 9
4. Confidentiality.................................................................................................................................................... 10
5. Definitions........................................................................................................................................................... 115.1 Whatisharassment?.................................................................................................................................... 115.2 Examplesofharassment............................................................................................................................... 125.3 Whatisbullying?........................................................................................................................................... 135.4 Examplesofbullying..................................................................................................................................... 145.5 Whatisvictimisation?.................................................................................................................................... 155.6 Examplesofvictimisation.............................................................................................................................. 155.7 Harassment,bullyingandvictimisationbyelectronicmethods..................................................................... 16
6. FurtherPrinciplesRelatingtothisPolicy........................................................................................................ 176.1 Differentiatingstandardmanagementpracticefromworkplacebullyingorharassment............................... 176.2 Differentiatingstandardlearningandteachingpracticefrombullyingorharassment................................... 176.3 Complaintsmadeinbadfaith........................................................................................................................ 186.4 Objectiveassessmentofcomplaints............................................................................................................. 18
7. CodeofPractice1–ProceduresforcomplaintsmadebystaffmembersagainststaffmembersunderthisPolicy.......................... 19a) Procedure1:Takingpersonalaction............................................................................................................. 19b) Procedure2:Mediation................................................................................................................................. 20c) Procedure3:Aninformalcomplaint.............................................................................................................. 20d) Procedure4:Aformalcomplaint................................................................................................................... 24e) Sourcesofadviceandsupportforstaffmembersbeforeorduringanyoftheaboveprocedures................ 29
8. CodeofPractice2–ProceduresforcomplaintsmadebystaffmembersagainststudentsunderthisPolicy................................... 32
9. CodeofPractice3–ProceduresforcomplaintsmadebystudentsunderthisPolicy........................................................................ 33
a) Procedure1:Takingpersonalaction............................................................................................................. 33
b) Procedure2:Makingacomplaintaboutthebehaviourofamemberofstafftotherelevantschoolorservice................................................................................................................... 34
c) Procedure3:Makingacomplaintaboutthebehaviourofanotherstudent................................................... 34
d) Sourcesofadviceandsupportforstudentsbeforeorduringanyoftheaboveprocedures......................... 35
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1. IntroductionandScopeofthisPolicyTheUniversity’sPolicyonDignityandMutualRespectissetoutbelow,togetherwithsomeaccompanyingguidanceandproceduresformaking,andrespondingto,complaintsunderthisPolicy.
ThisPolicydefinesandprohibitsvariousbehaviours–inparticular,harassment,bullyingandvictimisation.ItexplainstheneedforeveryoneacrosstheUniversitytocontributeproactivelytothecreationofacultureofmutualrespectandanenvironmentinwhicheveryoneistreatedwithdignity.
ThisPolicyappliestoeveryoneattheUniversity.Thisincludes,forexample:■ allUniversityofLeedsemployees,■ otherworkerswhoarenotemployeddirectlybytheUniversity(suchasexternalconsultants,
visitingacademicsoremployeesofcontractorsengagedbytheUniversity),■ allregisteredstudents(includingalltaughtstudentsandpostgraduateresearchstudents),and■ allvisitorstotheUniversityandotherthirdpartieswhoarevisitingorcontactingtheUniversity.
ThreecodesofpracticeareattachedtothisPolicy.ThesedocumentssetouttheproceduresforstaffmembersandstudentstoraiseacomplaintunderthePolicy,anddescribetheresponsibilitiesofstaffmembers–and,particularly,managers–intermsofrespondingto,andmanaging,complaintsofharassment,bullyingorvictimisation.Onecodeofpractice(section7)coverscomplaintsmadebystaffmembersaboutotherstaff,asecondcodeofpracticecoverscomplaintsmadebystaffmembersaboutstudents(section8)andathirdcoverscomplaintsmadebystudentsorathirdparty(section9).InsituationsinwhichworkerswhoarenotemployeesoftheUniversityexperiencebehaviourthattheyconsidertobebullyingorharassment,theyshouldnormallyfollowthecomplaintsprocedureoftheirownemployer.ThesubsequentprocessfortheUniversitytoinvestigateorrespondtothecomplaintwillthendependverymuchonthecircumstancesoftheindividualcase.Eveninthesesituations,theattachedcodesofpracticemaystillbeuseful,astheycanbeusedasageneralframeworkforinvestigatingandhandlingsuchcomplaints.
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2.GeneralStatementofPolicyTheUniversityofLeedsbelievesthateverymemberofstaffhastherighttoworkinasupportiveenvironment,freefromharassment,bullyingandvictimisation.Similarly,everystudentattheUniversityhastherighttostudyandbetaughtinanenvironmentthatissupportiveandfreefromsuchbehaviours.
TheUniversityofLeedswillnottolerateactsofharassment,bullyingorvictimisationbyanymemberofstaffagainsteitheranothermemberofstafforagainstanyotherindividualwithwhomthememberofstaffinteractsinthecourseofhisorherduties,includingstudents.TheUniversitywillalsonottolerateactsofharassment,bullyingorvictimisationbyanystudentagainstanotherstudent,againstastaffmemberoragainstanyoneelseattheUniversity.
ThesebeliefsandthisPolicyarefullyconsistentwithourUniversityvaluesofacademicexcellence,community,integrity,inclusivenessandprofessionalism.Preventingandtacklinginappropriatebehavioursandconductarealsoessentialtoensuringthatanyorganisationiswell-managedandwell-led.
Werecognisethatharassmentorbullying–ineitheraworkingoralearningenvironment–cancausenotonlypersonaldistress,butalsoalossofconfidence,lowmoraleandillness.Itcanalsoleadtopeopleabsentfromtheirworkplaceorcourseandinterferewithaperson’sworkoracademicperformance.
TheUniversityexpectseveryonewhoisworkingorstudyingattheUniversity–orvisitingorcommunicatingwiththeUniversityinanothercapacity–tocontributeproactivelytothecreationofacultureofmutualrespectandanenvironmentinwhicheveryoneistreatedwithdignity.
TheaimsofthisPolicyaretoeliminateformsofoffensivebehaviourby:■ raisingawarenessoftheeffectsofsuchbehaviouronindividualsandontheworkingand
learningenvironment■ promotingaclimateinwhichpeoplefeelabletoraisecomplaintsofharassmentorbullying
withoutfearofvictimisation■ stoppingunwantedorinappropriatebehaviourandfindingwaysinwhichpartiescanmove
forwardpositivelythroughtheestablishmentofabasisforacceptableworkingrelationshipswheneverpossible
■ ensuringthat,incasesinwhichthebehaviourofthosecomplainedagainstconstitutesadisciplinaryoffenceorisunlawful,actionistakenthroughappropriatedisciplinaryprocedures.
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Section5ofthisPolicydefinestheterms“harassment”,“bullying”and“victimisation”,andprovidessomeillustrativeexamplesofeachtypeofbehaviour.Itisimportanttoprovidethesedefinitions,toenablestafftomakeinformedjudgmentsaboutwhetheraparticulartypeofbehaviourfallswithinthescopeofthisPolicy.However,theUniversityalsorecognisesthattherecanoftenbeasignificantamountofoverlapbetweenthesedifferenttypesofbehaviour.Ifsomeoneconsidersthattheyhaveexperiencedharassment,bullyingorvictimisation,butisinitiallyunsureofwhichdefinitionisthemostappropriateone,theyshouldnotbedeterredfrombringingacomplaint.
ComplaintsmadebystaffunderthisPolicywillbehandledasgrievances.TheseproceduresarethereforedesignedtobeconsistentwiththerelevantsectionsoftheSupportStaffProcedureAgreementandStatuteVIIoftheUniversity’sconstitution,butaredesignedtobemorepracticalanduser-friendly.ThisdocumentdoesnotreplaceoraltertheinformationorproceduressetoutintheSupportStaffProcedureAgreementorStatuteVII.
ComplaintsmadebystudentsunderthisPolicywillbehandledinawaythatisconsistentwiththeUniversity’sstudentcomplaintsprocedure.
ThisPolicysitsalongsideotherUniversitypolicieswhichmightalsoberelevantinsomecasesofharassment,bullyingorvictimisation–forexample,theUniversity’sEqualityandDiversityPolicyandHealthandSafetyPolicy.
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3.RolesandResponsibilities3.1 OftheUniversityTheUniversityofLeedsiscommittedtoprovidingaworkingandlearningenvironmentthatisfreefromharassment,bullyingandvictimisation.Tothisend,theUniversitywillnotcondonebehaviourthatisabusiveoroffensive;anysuchincidentswillberegardedseriouslyandmayleadtotheinitiationofdisciplinaryproceedingsunderStatuteVIIoftheUniversity’sconstitution,theSupportStaffProcedureAgreementortheStudentDisciplinaryProcedure.
TheUniversitywill:
■ takeappropriatestepstoensurethatstaff,studentsandothersaremadeawareofthetermsofthisPolicyandtheirrightsandresponsibilitiesarisingunderit
■ offerappropriatetrainingontherolethatstaffmembersmustplayinimplementingthisPolicyandcreatingaworkingenvironmentinwhicheveryoneistreatedwithdignityandrespect
■ makeavailabletrainingopportunitiesforindividualswhowillplayaspecificrolewithintheprocedureswhichapplytocomplaintsfallingwithinthescopeofthisPolicy
■ ensurethatthisPolicyisreviewed–forexample,inlinewithchangestolegislation
3.2 OfallmanagersandreviewersundertheStaffReviewandDevelopmentScheme(SRDS)
Inadditiontodoingeverythinglistedinsection3.3below,allmanagers(whichincludesallstaffwithSRDSreviewerand/orotherpeoplemanagementresponsibilities)must:
■ leadbyexampleinpromotingthedevelopmentofaculturewhereeveryoneistreatedwithcourtesyandrespectandwhereitisunderstoodthatharassment,victimisationandbullyingwillnotbetolerated
■ ensurethat,withintheirareaofresponsibility,staff-particularlynewstaffmembers–aremadeawareofthisPolicyandensurethatthePolicyisimplementedeffectivelywithintheirarea
■ takeeffective,sensitiveandrapidactionwhenacomplaintofharassment,bullyingorvictimisationismadetothem.Failuretodealwithacomplaintofharassment,bullyingorvictimisationcanitselfamounttomisconduct
■ besensitivetobehaviourwhichmaypointtoharassment,bullyingorvictimisation.Wherepotentialharassment,bullyingorvictimisationisnoted,sensitiveexplorationofthesituationshouldbeundertakenwithaviewtoestablishingwhatactionmayberequiredtorectifytheposition.ItmaybenecessarytoseekassistancefromHumanResourcesinundertakingthistask
■ takeappropriatecorrectiveactionorseekadvicefromHumanResourcesonhowtoproceediftheyareinformedofbehaviourwhichcontravenes,ormaycontravene,thisPolicy
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ItwillalsoassistwiththeeffectiveimplementationofthisPolicyifallmanagers:
■ makeeveryattempttoassistifaskedtoactasaninvestigatorforservices/facultiesoutsidetheirownworkarea(aspartoftheformalcomplaintsprocedureforcomplaintsbroughtbyastaffmembers)
■ aresupportiveifsomeonetheyline-manageisaskedtotakeonaninvestigatorroleinanotherpartoftheUniversity(undertheformalcomplaintsprocedureforcomplaintsbroughtbyastaffmembers).Suchcircumstancesmayrequireanappreciationfromthemanagerofthetimethatthisrolewilltake,althougheffortswillbemadetoensurethatthesamepeoplearenotrepeatedlyaskedtotakeonsucharole
3.3 OfallstaffAllstaffmembers(includingthoseworkingattheUniversitywithoutbeingdirectlyemployedbytheUniversityofLeeds)must:
■ treatallindividualswithcourtesyandrespectwhencarryingouttheirduties■ notparticipatein,orcondone,anyactofharassment,bullyingorvictimisation■ ensurethattheyarefamiliarwiththestructureandcontentofthisPolicy,andcomplywiththe
termsofthisPolicyandtheassociatedcodesofpractice■ modifytheirbehaviouratworkiftheybecomeawarethatitisunacceptableinlightofthis
Policy,evenifnoformalorinformalcomplaintismadebythecomplainant
ItwillalsoassistwiththeeffectiveimplementationofthisPolicyifallstaff:
■ whentheywitnessanactofharassment,bullyingorvictimisation,encouragethepersononthereceivingendofthisconducttoseekappropriatesupportandassistance
■ offerappropriateassistance(e.g.byofferingtoprovideatruthfulstatementaboutwhattheyhavewitnessed)
■ drawittotheattentionoftheappropriatemanageriftheyfeelthataworkplacecultureisdevelopingwhichisleading,orislikelytolead,toharassment,bullyingorvictimisation.Intheeventthatitisperceivedthemanagerhascontributedtothedevelopmentofsuchaculture,themattershouldbedrawntotheattentionofthenextpersoninthemanagementstructure
3.4 OfallstudentsAllstudentsmust:
■ behaveinaprofessionalandresponsiblemanner,withrespectforstaffandstudents,assetoutintheUniversityofLeedsLearningandTeachingPartnershipAgreementhttp://www.leeds.ac.uk/aqst/tsg/index.htm
■ notparticipatein,orcondone,anyactofharassment,bullyingorvictimisation■ modifytheirbehaviouriftheybecomeawarethatitisunacceptableinlightofthisPolicy,even
ifnoformalorinformalcomplaintismadebythecomplainant
ItwillalsoassistwiththeeffectiveimplementationofthisPolicyifallstudents:
■ ensurethattheyarefamiliarwiththestructureandcontentofthisPolicy,andcomplywiththetermsofthisPolicyandtheassociatedcodesofpractice
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3.5 Ofanyperson(studentorstaffmember)whoisaccusedofharassment,bullyingorvictimisation
Ifyouaretoldthatapersonviewsyourownbehaviourasunacceptableinsomerespect,youshould:
■ readthisPolicyinfullandnoteyourownobligationsunderthePolicy■ respecttherightofallmembersofstafftoworkinanenvironmentwhichisfreefrom
harassment,victimisationorbullying■ trytoremaincalmandlistencarefullytothecomplaintandtotheparticularconcerns
expressed–rememberingthatitistheotherperson’sreactiontothebehaviourwhichisimportant,notthereactionyouthinkhe/sheshouldhave
■ trytoagree,withthecomplainant,orwithotherswhoarediscussingorraisingthecomplaintwithyou,onwaystodealwiththesituationproductively,takingfullaccountofthisPolicyandtheassociatedcomplaintsprocedures
■ considerwhetherthecomplaintcanbejustifiedinanyway,andwhetheritwouldbeadvisableandappropriatetochangeyourbehaviour
■ makesurethat,ifyouareinapositiontochangeyourbehaviourorconducteasily,youdonotclingtodemonstratingthisbehaviourorconductsimplybecauseyoudonotagreewiththeotherperson’sassessmentofthesituation
■ reviewyourbehaviourmoregenerallywithaviewtomakingsurethatyouarenotcausingoffenceinanyotherrespect
Youshouldalsobearinmindthat:
■ thefirstindicationyoumayhavethatthereisaproblemmaybewhenacolleaguetellsyouthats/heisoffendedorupsetbycertainaspectsofyourbehaviourands/heasksyoutostopbehavingtowardstheminaparticularmanner
■ allstaffandstudentshavetherighttoaskapersontostopbehavinginamannerwhichisinsulting,degradingoroffensivetothem
■ youmayfirstbemadeawarethatthereisaproblemwhenapproachedbysomeoneinformingyouthataninformalorformalcomplainthasbeenmade.Rememberthatpeopledonothavearesponsibilityforraisingtheissuedirectlywithyoufirst,beforemakingacomplaint,and,insomecases,peoplemaynotfeelableorwillingtoraisetheissuewithyouinthisway
■ thatdifferencesofattitude,background,culturemayleadtoamisinterpretationofsocialsignals,whichmaymeanthatwhatisperceivedasharassmentbyonepersonmaynotbeorseemsotoanother
■ eventhoughyourbehaviourmayseemharmlesstoyou,theotherperson’sreasonablereactiontoyourbehaviourisimportant
Ifyouareastaffmemberwhoisaccusedofharassment,bullyingorvictimisation,youmaywishtoconsultyourHRManager,theMediationService,yourmanager/SRDSrevieweroraUnionrepresentative.Thesesupportnetworksareintendedtohelpstaff/studentstofindpositivewaysofresolvingcomplaints.
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Ifyouareastudentwhoisaccusedofharassment,bullyingorvictimisation,youmaywishtoconsulttheStudentAdviceCentreintheLeedsUniversityUnion.WherebothpartiesarestudentstheStudentAdviceCentrecannormallyadvisebothpartiesinadisputeastheyhaveprocedurestoensurethatproblemsdonotarisefrompotentialconflictsofinterest.
Moreinformationaboutsourcesofadviceandsupportarealsoavailabletoassiststaff(seesection7e)andstudents(seesection9d).
3.6 Ofanyperson(studentorstaffmember)whoobservesbehaviourwhichmaybeseenasharassment,bullyingorvictimisation
Ifyouwitnessbehaviourwhichmayconstituteharassment,bullyingorvictimisation,itishelpfulifyou:■ encouragethepersonorpeopleonthereceivingendofthisbehaviourtoseekappropriate
supportandassistance■ offerappropriateassistanceyourself(e.g.byofferingtoprovideatruthfulstatementabout
whatyouhavewitnessed)■ drawittotheattentionoftheappropriatemanagerortutorifyoufeelthatacultureis
developing,intheworkplaceorwithinateachinggroup,whichisleading,orislikelytolead,toharassment,bullyingorvictimisation.Intheeventthatitisperceivedthetutorormanagerhascontributedtothedevelopmentofsuchaculture,themattershouldbedrawntotheattentionofthenextpersonhigherinthemanagementstructure.
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4.ConfidentialityTheUniversityiscommittedtoinvestigatingallegationsfully,fairly,quicklyandconfidentially.Fromtheearlieststageofthecomplaintsprocedure,itisvitalthatconfidentialityexists.Thisisnecessarytocreateanenvironmentwhichencouragesemployeestotalkovertheirconcernsandobtainobjectiveassistance.Thiswillallowthemtoassesstheirpositionandtheoptionsopentothem.
Onapracticallevel,however,itisusuallydifficulttosortoutaproblemwithoutsomecommunicationwiththepersonwhoisnamedasbeingresponsibleforthebullyingorharassment,andwithnamedwitnessesand,insomecases,otherstaff.Therefore,anyoneconsideringmakingacomplaintshouldbearinmindthat,inordertoensurethatthebehaviouraboutwhichthecomplaintismadestops,itwillgenerallybenecessaryforthepersoncausingoffencetobetoldabouttheproblemsothattheycandiscussthesituationandtakeanyappropriateactiontopreventordiscontinueanyoffendingbehaviour.
TheUniversitywill,asfaraspossible,protectacomplainant’swishforconfidentiality,thoughwhereacomplaintidentifiesunlawfuldiscrimination,asafetyconcernorapotentiallycriminalact,theUniversityhasalegalresponsibilitytotakeappropriateactionwhichmightmeanconfidentialitycannotbepreserved.
Confidentialityisimportanttoallpartiesaffected,particularlyintheearlystageswhenanindividualfeelsconcernedaboutthebehaviourofanotherandwishestoseekadviceandexploretheseriousnessofthesituation.However,assoonasanyattemptismadetodealwiththesituationinawaythatdirectlyinvolvesanindividualwhoisaccused,thisindividualmustbeinformedofthenatureofthecomplaint.Thereafter,thereshouldbeanattempt,asfaraspossible,tomaintainconfidentialityinrespectofallpartieswhileseekingasolution.
Ahighdegreeofdiscretionandsensitivitymustbeexercisedbyallthoseinvolvedatanystageofdealingwithacomplaint,althoughthismustnotactasanimpedimenttothethoroughinvestigationofcomplaintswherethatisrequired;andnorshoulditbeusedtounderminetherightofallstafftobetreatedfairly.
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5.DefinitionsThissectiondefinestheterms“harassment”,“bullying”and“victimisation”,andprovidessomeillustrativeexamplesofeachtypeofbehaviour.
Itisimportanttoprovidethesedefinitions,toenablestafftomakeinformedjudgmentsaboutwhetheraparticulartypeofbehaviourfallswithinthescopeofthisPolicy.TheUniversityalsorecognisesthattherecanoftenbeasignificantamountofoverlapbetweenthesedifferenttypesofbehaviour.Ifsomeoneconsidersthattheyhaveexperiencedharassment,bullyingorvictimisation,butisinitiallyunsureofwhichdefinitionisthemostappropriateone,theyshouldnotbedeterredfrombringingacomplaint.
5.1 Whatisharassment?Itisdifficulttogiveaprecisedefinitionofharassment.ThedefinitionofharassmentusedinthisPolicyisbasedonthedefinitionsusedinvariouspiecesofanti-discriminationlegislation.ForthepurposesofthisPolicy,harassmentisdefinedas:
Unwantedconductthathasthepurposeoreffectofeitherviolatinganotherperson’sdignityorcreatinganintimidating,hostile,degrading,humiliatingoroffensiveenvironmentforthatperson.Harassmentdoesnotneedtobedeliberate;someonemayharassanotherpersonwithoutintendingto.
Inallegedcasesofharassment,theperceptionofthecomplainantisveryimportant.Behaviourwhichoneindividualmayregardasacceptablemaybeunacceptabletoanotherperson.Theperceptionofacomplainantmustthereforebetakenfullyintoaccountwhenajudgementismadeonwhetherconductshouldreasonablybeconsideredashavingoneofthepurposesoreffectssetoutinthedefinitionabove,evenifothersfeelthattheywouldnotbeoffendedbythesamebehaviour.Itshouldbenoted,however,thattheperceptionofacomplainantwillnotnecessarilyleadtoacomplaintbeingupheld.Aspartoftheresponsetothecomplaint,anobjectiveassessmentwillneedtobemadebytheperson(s)investigatingthecomplaintastowhetherthebehaviourcomplainedofcanreasonablyberegardedasharassment1.
Insomesituations,wheretheunwantedconductisserious,asingleincidentmayconstituteharassment.Inothersituations,conductmaybecomeharassmentifitisrepeatedorsustained.
Itisimportanttonotethat,inadditiontobreachingthisPolicy,mosttypesofharassmentwillalsobeunlawfulunderanti-discriminationlegislationormayevenconstituteacriminaloffence.Individualmembersofstaffwhoharassotherscanbenamedpersonallyinalegalcomplaintandmayberequiredtopaycompensationpersonallytoasuccessfulclaimant.
Thelinkbetweenharassmentandequalities‘grounds’Harassmentmayberelatedinsomewaytooneofthefollowinggrounds:gender;genderidentityorgenderreassignmentstatus;sexualorientation;race(whichalsoincludescolour,nationality,nationaloriginorethnicorigin);disability;religionorbelief(orlackofareligiousbelief);age;marital,civilpartnershiporrelationshipstatus;pregnancystatus,parentalorcarerstatus;part-timeemploymentorstudystatus;fixed-termcontractstatus,ortradeunionmembershipstatus/activities.1 Seesection6.4forexplanationon‘reasonableness’.
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Harassmentthatistargetedatanindividualorgroupofindividualsmayoccuronthegroundsof:
■ aperson’sactualpersonalcharacteristics–forexample,inrelationtosexualorientation,apersonmaybeharassedbecausetheyarelesbianorgay
■ aperson’sperceivedpersonalcharacteristics–forexample,apersonmaybeharassedbecausethetheyareconsideredtobelesbianorgay
■ aperson’slinktooneofthepersonalcharacteristicsvia someone else–forexample,apersonmaybeharassedbecausetheyhavealesbianorgayrelative.
Alternatively,harassmentmaynotbepersonallytargetedatanindividualatall.Forexample,if,inaparticularteam,acultureexistswhichpermitsoffensiveorstereotypicaljokes,thenapersonmayhaveavalidcomplaintofharassment,evenifthesedonotrelatetothecomplainant.Forinstance,ahomophobicworkculturewillcreateanintimidating,hostile,degrading,humiliatingoroffensiveenvironmentforstaff,evenifno-oneintheteamislesbian,gayorbisexual,andapersondoesnotneedtobelesbian,gayorbisexualtobringacomplaintofharassmentongroundsofsexualorientationinsuchcircumstances.
Inothercases,harassmentmayhavenoconnectionwithanyofthegroundslistedabove.
SexualharassmentTheabovedefinitionofharassmentwillcoversomecasesofsexualharassment;however,thereisalsoanotherdefinitionwhichrelatestosexualharassmentinvolvingconductofasexualnature.Thisdefinitionis:
Unwantedverbal,visual,orphysicalconductofasexualnature,orotherconductbasedonsex,whichaffectsaperson’sworkingorlearningconditionsorcreatesahostileorhumiliatingworkingorstudyingenvironmentforthatpersonInsomecases,therecipient’srejectionof,orsubmissiontotheconductinquestionmaybeusedexplicitlyorimplicitlyasabasisforadecisionaffectingtheirjob,promotion,training,salary,acceptanceonacourseofstudy,gradeorotherdecisionrelatingtotheperson’semploymentorcourseofstudy.However,itisnotnecessaryforthistobethecasefortheconductinquestiontobeclassedassexualharassment.
5.2 ExamplesofharassmentHarassmentcantakemanyformsandmay,forexample,occurinaface-to-facesetting,bytelephone,orinwrittenorelectroniccommunications.Thefollowinglistprovidesexamplesofthetypesofbehaviourwhichcanamounttoharassment,althoughthelistis,bynomeans,exhaustive:
■ Unwelcomephysicalcontact.Thismayrangefromunnecessarytouchingorbrushingagainstanotheremployee’s/student’sbody,physicalassault,coercingsexualintercourse,physicalthreats,insultingorabusivebehavioursorgestures.Thismayalsoencompassinvadingsomeone’s‘personalspace’bystandingveryclosetohim/herwherethisisunnecessary.
■ Unwelcomeverbalconduct.Thismayincludethemakingofremarksandcommentsaboutappearance,lewdcomments,sexualadvances,innuendoandbanter,themakingorrepetitionofoffensiveorstereotypedcomments,jokesorsongs,themakingofthreatsorthemakingofpatronisingcomments(forexample,commentswhichrepeatedlydrawattentiontoaperson’sdisabilityorimpairment).
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■ Intrusivequestioning.Forexample,thismayincludetheintrusivediscussionofaperson’ssexualpractices,sexualorientationorreligiousbeliefs–eitherdirectlywiththecomplainantorwithothersaboutthecomplainant.
■ Unwelcomewritten,visualorphysicalinteraction.Thismayincludesendingunwelcomeemails,notesorpictures,displayingorsendingoffensivematerial(e.g.displayingpin-upsofmalesorfemalesinstatesofundress),makingobsceneoroffensivegestures,persistentlysendingunwantedgifts,orfollowing,spyingorstalkingsomeone.
■ Non-verbalconduct–Makingabusiveoroffensivegestures;displayingofoffensivewrittenorvisualmaterial2;otherunacceptablenon-verbalconductwhichdenigratesapersonforwhateverreason.
■ Thedeliberateexclusionofanindividualfromwork-relatedactivities(includingsocialactivitiesrelatedtowork)orconversationsinwhichtheyhavearightorlegitimateexpectationtoparticipateasaresultofapersonalcharacteristicofthecomplainant
■ Otherformsofoppressiveorbullyingbehaviourwhicharesomehowlinkedtoapersonalcharacteristicofthecomplainant.
Itisimportanttonotethatharassmentcanbemulti-directional,andcan,forexample,includepeer-to-peerorunwantedbehavioursdirectedtowardsmanagers.Itcouldalsoincludethebehaviourofstudentstowardsmembersofstaff.
5.3 Whatisbullying?ForthepurposesofthisPolicy,bullyingisdefinedas:
Offensive,intimidating,maliciousorinsultingbehaviourwhichintentionallyorunintentionallyundermines,humiliates,denigratesorinjurestherecipient.Bullyingorharassmentmaybebyanindividualagainstanindividual(perhapsbysomeoneinapositionofauthoritysuchasamanagerortutor)orinvolvegroupsofpeople(perhapsapersonwillactinabullyingmannertowardsseveralcolleagues,forexample).Similarly,agroupofpeoplemayalsoberesponsibleforbullyingbehaviour(forexample,ifagroupofstaffmembersactinawaythatleavesanindividualfeelingisolatedorexcluded).
Bullyingmaybeobviousoritmaybemorecovert.Bullyingdoesnotneedtobedeliberate;someonemaydemonstratebullyingbehaviour,whichfallswithintheabovedefinition,withoutintendingto.Whicheverformittakes,itisunwarrantedandunwelcometotheindividualandwilloftencauseembarrassment,fear,humiliationordistresstoanindividualorgroupofindividuals.
Bullyingisnotnormallyconnectedtoanyofthegroundslistedforharassment–i.e.,gender;genderidentityorgenderreassignmentstatus;sexualorientation;race;disability;religionorbelief(orlackofareligiousbelief);age;marital,civilpartnershiporrelationshipstatus;pregnancystatus,parentalorcarerstatus;part-timeemploymentorstudystatus;fixed-termcontractstatus,ortradeunionmembershipstatus/activities.Ifthebehaviourislinkedtooneormoreofthesegrounds,thenitisoftenmorelikelytoconstituteharassment.
Bullyingoftenresultsfromamisuseofindividualpowerderivedfromstatus/position,physicalstrengthorforceofpersonality.Itcanalsoarisefromcollectivepowerarisingoutofstrengthofnumbers.
2 Itshouldbenotedthattheimportationofpornography,includingdownloadingandstoringsuchmaterial,isabreachoftheUniversity’sInformationSecurityPolicyandwilloftenalsoconstituteacriminaloffence.AfailuretocomplywiththerequirementsoftheInformationSecurityPolicy,outsidetheprocessforexemptionauthorisation,willbeviewedasabreachofsecurity.Anysucheventmaybethesubjectofinvestigationandpossiblefurtheraction,inaccordancewithUniversityprocedures,irrespectiveof–andpotentiallyinadditionto–anyactiontakenunderthisPolicyonDignityandMutualRespect.
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Bullyingisnormallycharacterisedbytheemergenceofapatternofbehaviourbutasingleincident,ifseriousenough,couldamounttobullyingbehaviour.
Thebehaviourofindividualsintheworkplacecanvaryfromdaytoday.Someonewhoisnormallyperfectlycivilmayoccasionallyappearimpatient,pre-occupiedandfailtoshowthecourtesyexpectedofthem.Thismaybeforavarietyofreasonsincludingpressureofwork,domesticdifficultiesorillhealth.ThisPolicyinnotintendedtodealwithoccasionalminorlapsesofgoodmanners,courtesyorrespect–unlessapatternofbehaviouremergesthatbecomesobjectionableorintimidatinginitself,inwhichcasesuchbehaviourcanconstitutebullying.
Likeharassment,bullyingcanbemulti-directional,andcanincludepeer-to-peerorunwantedbehavioursdirectedtowardsmanagers.Itcouldalsoincludethebehaviourofstudentstowardsmembersofstaff.
Bullyingisnotaboutthelegitimateexerciseofmanagerialresponsibility.Managersandsupervisorshaveaduty,forexample,tomanageandprovidefeedbackonperformanceandoutcomes,provideindividualemployeeswithaccuratefeedback,whichmaybecritical,andtakestepstoachieveanimprovementinperformancewherethatisrequired.Similarly,managersmusttakeactiontocontrolabsenteeismormisconductbythelegitimateexerciseofmanagerialcontrol.However,anysuchmanagerialactionsmustbecarriedoutinasupportive,respectfulandappropriatemannerandif,forexample,amanageradoptsanundulyaggressiveorintimidatingmanner,thentheseactionsmaybecoveredbythedefinitionofbullyingsetoutabove.Furtherinformationaboutdifferentiatinggoodmanagementfromworkplacebullyingissetoutinsection6.
Itisimportanttonotethat,inadditiontobreachingthisPolicy,sometypesofbullyingarealsounlawfulandmayconstituteacriminaloffence.Insomecases,membersofstaffwhobullyotherscanbenamedpersonallyinalegalcomplaintandmayberequiredtopaycompensationpersonallytoasuccessfulclaimant.
5.4 ExamplesofbullyingLikeharassment,bullyingcantakemanyforms,anditmayoccurinaface-to-facesetting,bytelephone,orinwrittenorelectroniccommunications.Thefollowinglistprovidesexamplesofthetypesofbehaviourwhichcanamounttobullying,althoughthelistis,bynomeans,exhaustive:
■ Verbalabuseorthreats■ Stepstakentomakesomeone’sworkinglifeunreasonablydifficult.Thismightinvolvethe
settingofimpossibledeadlines,objectivesortargets,constantlychangingobjectivesandgoals,deliberatelyimposinganintolerableworkload,unreasonablyremovingareasofresponsibility,ordeliberatelyblockingadvancementwithoutcause
■ Intimidatingbehaviour■ Makingthreatsorcommentsaboutjobsecuritywithoutfoundation■ Unwarranteddisparaging,ridiculingormockingcommentsandremarks.Suchremarksmight
bemadeinfrontofothersand/ordesignedtoundermineanindividual■ Physicalviolenceoranexplicitorimpliedthreatofviolence■ Thedeliberateexclusionofanindividualfromwork-relatedactivities(includingsocial
activitiesrelatedtowork)orfromconversationsinwhichtheyhavearightorlegitimateexpectationtoparticipate.
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5.5 Whatisvictimisation?Staffwithagrievancemaysometimescomplainthattheyarebeing“victimised”insomeway.However,victimisationwithinthescopeofthisPolicy(andwithinthescopeofequalopportunitieslegislation)hasaspecific,definedmeaning.
Victimisationinvolvestreatingsomeonelessfavourablythanotherpeoplebecausethatindividualhas:
■ made,ingoodfaith,aclaimofharassmentorbullyingunderthisPolicy,(oraclaimofdiscriminationunderanotherpolicy,suchastheUniversity’sEqualOpportunitiesPolicy)
■ suggestedorcomplainedthat,insomeotherway,he/shehas,ormayhavebeen,discriminatedagainst,bulliedorharassedorthattheUniversity’sequalopportunitiespolicieshave,ormayhave,beenbreachedinsomeway
■ helpedsomeotherpersonwhoismakingsuchaclaim,perhapsbyprovidingevidenceorsomeotherformofsupporttothatotherperson
Victimisationisentirelyunacceptablebehaviourwhichcanhaveaprofoundeffectupontheworkingenvironmentandleadtoareluctancetoreportactsofdiscriminationorharassment.
Itisimportanttonotethat,inadditiontobreachingthisPolicy,victimisationonmostofthegroundscoveredbythisPolicyisalsounlawful.Individualmembersofstaffwhovictimiseotherscanbenamedpersonallyinalegalcomplaintandmayberequiredtopaycompensationpersonallytoasuccessfulclaimant.
ThelawalsoprotectspeoplefromvictimisationincaseswheretheyhavedisclosedcertainissuestoexternalpartiesunderthePublicInterestDisclosureAct1998,althoughthisisbeyondthescopeofthisdocument.
5.6 ExamplesofvictimisationVictimisationcantakemanyforms.Thefollowinglistprovidesjustafewindicativeexamplesofthetypeofbehaviourwhichcouldamounttovictimisation–thislistis,bynomeans,exhaustive:
■ penalisingsomeoneformakingacomplaintofdiscrimination,harassmentorbullying.Forexample,thismightinvolvegivingthepersonunrealisticorimpossibledeadlinesordecidingnottonominatesomeoneforcontributionpayeventhoughtheydeservesuchanomination,etc.
■ excludingapersonfromwork-relatedactivitiesorconversationsinwhichtheyhavearightorlegitimateexpectationtoparticipatebecausetheyhavemadeacomplaintofdiscrimination,harassmentorbullying
■ creatingadifficultoroppressiveenvironmentforanindividualbecausetheyhavemadeacomplaint–whetherinformalorformal–ofdiscrimination,harassmentorbullying.Thismightinvolve,forexample,talkingnegativelyaboutthepersonbehindtheirbackormakingdisparaging,ridiculingormockingcommentsorremarks.
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5.7 Harassment,bullyingandvictimisationbyelectronicmethodsGiventhedegreeofrelianceuponelectronicmeansofcommunicationwithintheUniversity,itshouldbenotedthatharassment,bullyingandvictimisationcanoccurbyelectronicmeans.Forexample,thismightinvolve:
■ sendinge-mails(withorwithoutattachments)whichbreachthetermsofthisPolicy■ inappropriatecopyingofe-mailstopartiesnotrelevanttothediscussion,asawayof
intimidatingorinappropriatelygainingleverageoveramemberofstaff■ using,displayingorsavingoffensivematerials(e.g.offensivescreensavers,photographs,
etc.)whicharethenaccessed,orseenby,anotherpersonorgroupofpeople■ downloading,displayingorprintingoffensivematerialfromanInternetsourceinthepresence
ofanotherpersonorgroupofpeople.
TheseareonlyexamplesofthewayinwhichbehaviourwhichbreachesthisPolicycanoccurusingelectronicmeans.AswellasbeingabreachofthisPolicy,suchbehaviourmayalsoleadtodisciplinaryactionbeingtaken,if,forexample,thebehaviouralsoconstitutesamisuseoftheUniversity’sequipment.
ThisPolicyshouldalsobereadinconjunctionwiththeUniversity’sInformationSecurityPolicy.AfailuretocomplywiththerequirementsoftheInformationSecurityPolicy,outsidetheprocessforexemptionauthorisation,willbeviewedasabreachofsecurity.Anysucheventmaybethesubjectofinvestigationandpossiblefurtheraction,inaccordancewithUniversityprocedures,irrespectiveof–andpotentiallyinadditionto–anyactiontakenunderthisPolicyonDignityandMutualRespect.
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6.FurtherPrinciplesRelatingtothisPolicy6.1 Differentiatingstandardmanagementpracticefromworkplace
bullyingorharassmentTheterms“bullying”and“harassment”–definedmoreclearlyinsections5.1and5.3ofthisPolicy–aremorethanafirmmanagementstyle.Positive,clearmanagementactionwhichrelatestoconductorperformanceorlegitimateoperationalneeds,providingthisactionistakeninafairandconsistentwayandinlinewithUniversitypolicies,doesnotconstitutebullyingorharassment.
Similarly,amanagermaysometimesmakeadecisionorissueaninstructionwhichamemberofstaffconsidersunreasonable.Ifsuchactiondoesnotfallwithinthedefinitionsof“bullying”,“harassment”orvictimisation,asdescribedabove,thememberofstaffmaystillhavealegitimategrievance,however,thiswouldneedtobepursuedundertheUniversity’snormalgrievanceprocedures.Thesegrievanceprocedurestakeintoaccountthefactthatamanagerwillsometimeshavetotakeactionormakeadecisionwhichstaffmaynotagreewith(if,forexample,thisactionordecisionisinthebestinterestsoftheUniversityoroftheteamconcerned)andbalancethisfactwiththeindividualcircumstancesofthecase.
6.2 Differentiatingstandardlearningandteachingpracticefrombullyingorharassment
Membersofstaffwilloftenmakedecisionsrelatingtostudentsorissueinstructionstostudents,eitheraspartoftheteachingprocessorwhilstprovidingothertypesofsupportandassistancetostudents.Teachingstaffandotherstaffwillalsoneedtoprovidefeedbackonstudents’workoronotheraspectsofstudents’performance.ProvidingthatsuchactionsaretakeninafairandconsistentwayandinlinewithUniversitypolicies,suchactionswouldnotconstitutebullyingorharassment.
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6.3 ComplaintsmadeinbadfaithThisPolicyisintendedtopromotefairnessandconsistencyindealingwithreasonablecomplaintswhicharemadeingoodfaith.ApersonshouldonlybringacomplaintunderthisPolicyifs/hehasgenuinecausetobelievethats/hehasbeenharassed,bulliedorvictimised.Intermsofthegeneralapproachtobetaken,theUniversityanditsstaffwillassumethatcomplaintsaremadeingoodfaith,andwilltakeallcomplaintsseriously–unlessthereisclearandobjectiveevidencethatacomplaintismadeinbadfaith.
TheUniversityhasadutytoprotectitsstaffmembersandstudentsfromcomplaintsmadeinbadfaith.Acomplaintmadeinbadfaithisacomplaintwhichismaliciousorrepetitious,asdescribedbelow:
■ Acomplaintmaybeconsideredmaliciousifthecomplainantdoesnothavegenuinecausetobelievethats/hehasbeenbullied,harassedorvictimisedandismakingthecomplaintinordertosecureleverageoveranotherpersonorexertpowerinappropriately.Suchacomplaintmaybemadeinordertoslowdownorfrustrateanotherprocedurethatthepersonisinvolvedin(forexample,anongoingpoorperformance,grievanceordisciplinaryprocedure).
■ Acomplaintmaybeconsideredrepetitiousifitisidentical,orsubstantiallysimilar,toacomplaint,orcomplaints,whichhavebeenthoroughlyinvestigatedpreviously.Theattachedcodesmakeappropriateprovisionforgenuineappealsprocedures,whichpeopleareencouragedtofollowiftheyarenotsatisfiedwiththeoutcomeoftheirinitialcomplaint.However,ifasituationarisesinwhichapersonrepeatedlymakesthesame,orasimilar,complaint,thenthismaybeviewedasarepetitiouscomplaint.
Itisimportanttonotethat,insomesituations,makingacomplaintinbadfaithcanitselfconstituteanunacceptableformofbehaviourandfallwithinthedefinitionofbullyingorharassment.Asaresult,ifapersonmakescomplaintinbadfaith,thenappropriateactionmaybetakenagainstthemunderthisPolicyorundertherelevantdisciplinaryprocedures.
Sometimes,acomplaintmayproveimpossibletouphold;forexampleiftheconcernturnsouttobeduetoamisunderstandingorisnotcapableofbeingsufficientlysubstantiated.Providingthecomplainantwasnotactingmaliciouslyinmakingthecomplaint,thiswillnotleadtoanydisciplinaryactionbeingtakenagainstthecomplainant.
6.4 ObjectiveassessmentofcomplaintsSometimes,perceptionsaboutacceptableandunacceptablebehaviourmayvary.AbalancedandobjectiveviewshouldbetakenofanycomplaintwhicharisesunderthisPolicy,toassesswhetherthebehaviourcomplainedofcanreasonablyberegardedasconstitutingbullying,harassmentorvictimisation.Atallstagesinthecomplaintsprocess,anystaffmembertowhomcomplaintsaremade,aswellasanyUniversitymembermakingacomplaint,shouldtakeanobjectiveoverview.Foracomplainttobeupheld,itmustbefoundedonaninterpretationofeventswhichisdemonstrablyreasonable.
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7.CodeofPractice1–ProceduresforcomplaintsmadebystaffmembersunderthisPolicy
Ifastaffmemberfeelsthattheyarebeingsubjectedtoharassment,bullyingorvictimisationinanyformbyanothermemberofstaff,thefollowingoptionsareavailablefortakingaction.
a) Procedure1:TakingpersonalactionIfyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisation,youshouldnotfeelthatitisyourfaultorthatyouhavetotolerateitwithoutquestion.Inthissituation,youmayfeelabletotakeactiononyourowntomaketheotherpersonawareoftheeffectoftheirbehaviouronyou(werefertothisas“takingpersonalaction”).
Inmanysituations,thiscanbethemosteffectivewaytoraiseconcerns.However,youshouldnotfeelpressuredtoraiseconcernsinthiswayandshouldalsobeawareoftheotheroptionsopentoyou–namely,mediationorraisinganinformalorformalcomplaint(seesections7b,7cand7dbelow).
Thereareavarietyofwaysinwhichyoumighttakepersonalaction,someofwhichenableconcernstoberaisedwithoutmakingreferenceeithertotheindividual(s)concernedortothespecificnatureofthecomplaint.Herearesomeexamplesoftypesofpersonalactionwhichmightbeworthconsidering:
■ youcanhaveaconversationwith,orwriteto,theotherpersonandexplain,asclearlyaspossible,whatitisthatyouconsiderunacceptableabouttheirbehaviourandaskthemtostopbehavinginthisway
■ youcouldenlistthehelpofacolleaguetofindwaysofbringingthetopicofharassment,bullyingorvictimisationintoaconversationinthepresenceofthepersoncausingoffence
■ youcouldaskforbullyingandharassmentissues,ortheUniversity’sPolicyonDignityandMutualRespect,tobediscussedatateammeetingtoensurethatallmembersofstaffintheteamareawareofthese
Ifyoudochoosetocontacttheperson,youmightwishtoseekadviceorsupportbeforehandfrom:
■ acolleague■ yourHRManager■ yourlinemanager,orHeadofService/HeadofSchool■ atradeunionrepresentative(ifyouareatradeunionmember)■ anyoftheserviceslistedinsection7eonpage29
Ifyoudodecidetotakepersonalaction,itisalsoworthrememberingthat:
■ itmaybeadvisabletonotedownfactualinformationaboutthediscussionthattakesplaceandanyagreedoutcomes
■ youshouldkeepcopiesofrelevantpiecesofwrittenoremailcorrespondence
Ifyoufeelabletotakepersonalactiontoraiseconcerns,andfeelcomfortableaboutdoingso,thiscanbeaneffectiveandrelativelylow-keymethodofresolvingissues.
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b) Procedure2:MediationMediationisalsoanimportantconsiderationforresolvingissuesatanearlystage.Mediationisavoluntaryprocesswhereanimpartialthirdpartyenablestwoormorepeopletoworkthroughconflictordisagreement,withaviewtoimprovingtheirworkingrelationship.Mediatorsareprovided,throughtheUniversity’sMediationService,tohelpstafftohonestlydiscussthesituationandcomeupwithawayforwardthatisacceptabletotheparties.
TheUniversity’sMediationServiceisavoluntaryservicewhichfocusesonthefutureandonrebuildingrelationshipsratherthanblamingpeople.
Themediatorscansupport:
■ staffexperiencingbullyingorharassment■ staffaboutwhomcomplaintsofbullyingorharassmentaredirected■ groupsofstaffwhoneedsupportwithimprovingrelationships
Whilstmediationisgenerallyseenasaprocessinvolvingtwoormorepeople,thestartingpointisgenerallyforamemberofstafftoconsulttheMediationServiceandmeetwithamediatortotalkthroughtheirsituation.Thismaybehelpful,forexample,forapersonwhoisconsideringmakingacomplaintofharassmentorbullyingor,indeed,someonewhois,ormaybe,onthereceivingendofsuchacomplaint.
Mediationgivesanopportunitytostepbackandconsiderhowadifficultsituationcanbeputright.Theteamofnationallyaccredited,neutralmediatorscanhelpindividualsorwholeteamsworkthroughissues,improvingrelationshipsandtacklingcommunicationproblems.
Furtherinformationabout,andcontactdetailsfor,theMediationServicecanbefoundonthewebatwww.leeds.ac.uk/mediation/[email protected]
Thisserviceisconfidential.Yourpersonaldetailswillnotbedisclosed,passedtoyourlinemanagerorkeptonyourpersonalfileunlessyougiveyourpermission.
Mediationiscomplementarytoothersupportservices–suchasstaffcounselling,occupationalhealthortradeunionsupport.
c) Procedure3:Aninformalcomplaint
HowtomakeaninformalcomplaintIfyoudonotwishtotakepersonalactiontoraiseconcerns,orhavedonesobutthebehaviourhascontinued,youcanmakeaninformalcomplaint.Youwouldnormallymakeaninformalcomplaintverbally,butmaychoosetomakeaninformalcomplaintinwritingifyouwishto.
Normally,youshouldmakeaninformalcomplainttoyourlinemanager(ortothatperson’slinemanagerifthecomplaintisaboutyourownlinemanager).Itwillthenbetheresponsibilityofthemanagerwhoreceivesyourcomplainttotakethematterforwardinaccordancewiththeflowchartonpage23.
If,inthefirstinstance,youdonotfeelcomfortablespeakingtoyourlinemanageraboutthisissue,youcaninsteadspeaktoyourlocalHRManager.Normally,underthesecircumstances,theHRManagerwillliaisewithyourmanagertodiscusswhatshouldhappennext.Itwillremaintheresponsibilityofyourlinemanager(orthatperson’smanager,asappropriate)totakethematterforward,withtheHRManageractinginanadvisorycapacity.
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Themanagerreceivingthecomplaintdoeshaveacertainamountofflexibilityindecidinghowtoprogressaninformalcomplaint;however,thisshouldalwaysbedecidedinconsultationwithyouanditshouldalwaysbeprogressedinasensitiveandappropriatemanner.
InformationyoushouldprovideinyourinformalcomplaintEventhoughaninformalcomplaintisnotbeinghandledthroughourformalcomplaintsprocedures,itcanbehelpfulforanyonemakinganinformalcomplaintto:
■ identifyclearlythenameoftheperson/peopleaboutwhomthecomplaintismade■ beclearaboutthenatureofthebehaviouraboutwhichthecomplaintismade(making
reference,wherepossible,totherelevantsectionofanypolicythatwasallegedlybreachedbythisbehaviour)
■ provideanindicationoftheimpactthathisbehaviourhashad■ provideexamples,whereavailable,ofthebehaviourorconductyoufindinappropriate,
includinginformationaboutthetimesandlocationsofanyincidents,wherepossible■ provideaninitialindicationofwhetheranyoneelsemighthaveobservedthebehaviour
inquestion■ describeanyactionthathasalreadybeentakentochallengeorstopthebehaviourand
theoutcomeofanysuchaction.
HowmanagersshouldrespondtoaninformalcomplaintTheflowchartonpage23setsouttheprocedureformanagerstodealwithinformalcomplaints.
Inallcases,whenreceivinganinformalcomplaint,managersshouldseekadvicefromtheirHRManageratanearlystagetoinformwhathappensnext.Sometimes,thismightbecaseofhavingaquickconversationwiththeHRManagertoexplainthesituationandcheckthatyourproposednextstepsareappropriate.Inothercases,theHRManagermayneedtobecomemoreinvolved–particularlyinsituationsinwhichthemanagerisunsureofhowtoproceedorwhenthecomplaintwarrantsamoreseriousresponse.
Ifthecomplaintinquestionisabout,orimplicates,thelocalHRManager,then,insteadofseekingadvicefromtheHRManager,adviceshouldbesoughtfromtheDeputyDirectorofHumanResources.
Inrespondingto,orinvestigating,acomplaint,managershaveaccesstoarangeofdifferentdocumentsproducedbyexternalorganisations–forexample:■ AnACASdocumententitledBullyingandharassmentatwork:aguideformanagersand
employers–availableatwww.acas.org.uk/index.aspx?articleid=794■ AnEqualityChallengeUnit(ECU)guideentitledDignityatWork:agoodpracticeguidance
forHEinstitutions,whichisavailableatwww.ecu.ac.uk/publications/dignity-at-work-guide-for-he.Thiscontainssectionson“Bullyingversusfirmmanagement”and“Conductinginvestigations”,andanappendixprovideslinkstoadditionalresources.
■ TheHealthandSafetyExecutive’s(HSE’s)guidanceformanagersonworkplacebullying–availableatwww.hse.gov.uk/stress/furtheradvice/informationonbullying.htm
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ManagersmayalsoseekadvicefromtheEqualityandDiversityTeam(partoftheUniversity’sEqualityService),particularlyinsituationsinwhichacomplaintmayrelatetoanequalitiesissue–i.e.whenthecomplaintrelatestoissuesofgender;genderidentityorgenderreassignmentstatus;sexualorientation;race(whichalsoincludescolour,nationality,nationaloriginorethnicorigin);disability;religionorbelief(orlackofareligiousbelief);age;maritalstatus;orpregnancystatus.ContactdetailsfortheEqualityandDiversityTeamareprovidedinsection7e.
Thelinemanagerand/orHumanResourcesmustalwaystakefullaccountofthewiderimplicationsofanycomplaint.Forexample,theyshouldconsiderwhetheracaseofbullyingorharassmentmightbepartofalargerpatternofsuchbehaviourwithinanoffice.
PointsforeveryonetobearinmindinrelationtoinformalcomplaintsWhenfollowingthisprocedure,thefollowingpointsmustbetakenintoaccount:
■ Thecomplainantisentitledtobeaccompaniedbyatradeunionrepresentativeorworkplacecolleagueatanymeetingswhichtakeplaceundertheinformalcomplaintsprocedure.
■ Oncetherespondentismadeawareofthecomplaint,theyarealsoentitledtobeaccompaniedbyatradeunionrepresentativeorcolleagueatanysuchmeetings.
■ Allcomplaintslodgedwillbedealtwithasquicklyaspossiblebutitmaynotalwaysbepossibletocomplyfullywitheverysuggestedtimescalesetoutintheprocedure.InsituationsinwhichitisnotpossibletocomplywiththetimescalessetoutinthisPolicy,thepartiesinvolvedshouldbekeptup-to-date,toensurethattheyareawareofwhatishappeningnextintheprocessandwhen.
■ Informationaboutcomplaintsthatareresolvedinformallywillnotnormallybeplacedonfile(forexample,inapersonnelorstafffileofeitherthecomplainantortherespondent)unlesstherelevantindividualisspecificallynotifiedofthis.
■ However,ifthematterrelatestoaseriouscomplaintanditcouldnotberesolvedthroughlackofevidence,thenwritteninformationandcorrespondencerelevanttothecomplaintmaybekeptonfilebythemanagerdealingwiththecomplaint.Thismayincludekeepingthisinformationinthestaffingorpersonnelfileofthecomplainantand/orrespondentforalimitedperiodoftime.Thelengthoftimeforwhichthisinformationisstoredshouldnotbeexcessiveandshouldbedeterminedonacasebycasebasis.Ifthisisthecase,theHumanResourcesManagerwillinformtherelevantpartyabouttheinformationthatistobestoredonfile,explainwhythisinformationisbeingstoredinthiswayandstatehowlongtheinformationwillbestoredfor.
■ Bothpartiesareadvisedtoretaincopiesofallwritteninformationandcorrespondencethatisrelevanttothecomplaintspecificallyfortheirownrecords.
■ Ifthematterremainsunresolvedthroughthisinformalapproach,oriftheproblemcontinuesafteranagreedresolution,themattershouldbereferredtotheformalstage(seesection7d).
Theprocedureformakinganddealingwithaninformalcomplaintissetoutintheflow-chartonpage23.
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Informalcomplaintsprocedure
Thesituationshouldberesolvedatthisstage.If,however,thecomplaintisnotresolved(forexampleifthebehaviourcomplainedofdoesnotstop),thecomplainantshoulddiscussthesituationagainwiththeLM/HRM.Insuchcircumstances,thecomplainantmaydecidetomakeaformalcomplaint.
IfthecomplaintisnotwithinthescopeofthisPolicy,theLMshouldadvisethecomplainantofthisandexplainwhatotherproceduresormethodscouldbeusedtoraisethecomplaint(e.g.standardgrievanceproceduresetc)
Ifthecomplainantisnotsatisfiedwiththisassessment,s/hecanappealinwriting,within5workingdaysofbeingnotifiedofthedecision,totheDeputyDirectorofHumanResources,whowillreviewtheassessmentandnotifythecomplainantaccordingly.
LMs(withadvicefromHRMs)shoulddiscusswiththecomplainantandtherespondent–separatelyifnecessary–anyfurtheractionsthatwouldbehelpful.Forexample:■ furthertrainingonharassmentandbullyingissues
■ on-goingsupport(e.g.counselling,mediation,mentoring,etc.)
■ anyotherappropriatestepsthatshouldbetakentoensurethatgoodworkingrelationsarerestored/maintained.
TheLMshouldtakeanoteofwhatwasdiscussedandagreedatanymeetingswiththerespondent.Acopyofthisnoteshouldbeforwardedtoboththecomplainantandtherespondent,withbothpartiesbeingaskedtoretainacopyofthisnotefortheirrecords.
IfthecomplaintiswithinthescopeofthisPolicy,theLM(withadvicefromtheHRM)shouldagreeacourseofactionwiththecomplainantandsetanagreedtimescaleforsuchaction.Normally,thiswouldbefortheLMtodiscussthecomplaintwiththeperson/peopleaboutwhomthecomplainthasbeenmade(i.e.therespondent/s).Thiscouldbedonewithorwithoutthecomplainantbeingpresent,dependingonthewishesofthecomplainantandthenatureandcircumstancesofthecomplaint.ItisalsoworthexploringwithbothpartieswhethertheUniversity’sMediationServicemightbeabletoassistatthisstageoftheprocess(bothpartiesshouldagreetosuchacourseofaction).ReferenceshouldbemadebytheLM/HRMtotheguidanceonconfidentialityoutlinedinsection4.
Within3workingdaysofreceiptofthecomplaint,theLMandtheHRMneedtoliaisetoassesswhetherthecomplaintfallswithinthescopeofthePolicyonDignityandMutualRespect.
ThecomplainantmakesaninformalcomplaintverballyorinwritingtotheirLineManager(LM)orHumanResourcesManager(HRM).Ifthecomplaintwasmadeverbally,theLMorHRMmakesawrittennoteofthecomplaintandasksthecomplainanttocheckthenoteandsignanddateit.
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d)Procedure4:AformalcomplaintYoucanmakeaformalcomplaintofharassment,bullyingorvictimisationif:
■ youhaveraisedacomplaintpreviouslybytakingpersonalaction,makinganinformalcomplaintorfollowingaprocessofmediation,butyoufeelthattheissuehasnotbeenproperlyresolved,or
■ theallegedbehaviourisseriousenoughtowarrantaformalcomplaintwithoutgoingthroughthepreviousstages.
AformalcomplaintraisedunderthePolicyonDignityandMutualRespectwillbehandledasa“grievance”.Theflowchartonpage27(forsupportstaff)and28(foracademicandprofessional/managerialstaff)outlinetheprocedureformakinganddealingwithaformalcomplaintandshowshowthisfitsinwiththerelevantUniversitygrievanceprocedures.
Theseproceduresareslightlydifferentdependingonwhetherthepersonmakingaformalcomplaintisamemberofsupportstaffor,alternatively,amemberofacademicorprofessional/managerialstaff.Asageneralrule,staffongrades2-6willbemembersof“supportstaff”,whilststaffongrades8-10willbe“academic”or“professional/managerial”staffmembers.Forstaffongrade7,thiswilldependonthespecificnatureofyourroleandyouremploymentcontract.AdvicecanbesoughtfromyourHRManagerifyouareunsurewhichprocedureappliestoyou.
Ifyouareconsidering,orplanningto,makeaformalcomplaint,therearerangeofsourcesofsupportyoumaywishtoconsult(seeSection7eformoreinformation).
InformationyoushouldprovideinyourformalcomplaintInanyformalcomplaint,itisgenerallyimportantforthepersonmakingthecomplaintto:
■ identifyclearlythenameoftheperson/peopleaboutwhomthecomplaintismade■ beclearaboutthenatureofthebehaviouraboutwhichthecomplaintismade(making
reference,wherepossible,totherelevantsectionofanypolicythatwasallegedlybreachedbythisbehaviour)
■ provideanindicationoftheimpactthathisbehaviourhashad■ provideexamples,whereavailable,ofthebehaviourorconductyoufindinappropriate,
includinginformationaboutthetimesandlocationsofanyincidents,wherepossible■ provideaninitialindicationofwhetheranyoneelsemighthaveobservedthebehaviour
inquestion■ describeanyactionthathasalreadybeentakentochallengeorstopthebehaviourandthe
outcomeofanysuchaction■ signanddatethewrittenformalcomplaint.
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PointsforeveryonetobearinmindinrelationtoformalcomplaintsWhenfollowingthisprocedure,thefollowingpointsmustbetakenintoaccount:
■ Thecomplainantisentitledtobeaccompaniedbyatradeunionrepresentativeorworkplacecolleagueatanymeetingswhichtakeplaceundertheformalcomplaintsprocedure.
■ Oncetherespondentismadeawareofthecomplaint,theyarealsoentitledtobeaccompaniedbyatradeunionrepresentativeorworkplacecolleagueatanysuchmeetings.
■ Allcomplaintslodgedwillbedealtwithasquicklyaspossiblebutitmaynotalwaysbepossibletocomplyfullywitheverysuggestedtimescalesetoutintheprocedure.InsituationsinwhichitisnotpossibletocomplywiththetimescalessetoutinthisPolicy,thepartiesinvolvedshouldbekeptup-to-date,toensurethattheyareawareofwhatishappeningnextintheprocessandwhen.
■ Informationaboutcomplaintsthatareresolvedformallymaybeplacedonthecareerfilesofeitherthecomplainantortherespondent,whowillbespecificallynotifiedofthis.
■ Ifthematterrelatestoaseriouscomplaintwhichcouldnotberesolvedthroughlackofevidence,thenwritteninformationandcorrespondencerelevanttothecomplaintmaystillbekeptonfile.Thismayincludekeepingthisinformationinthestaffingorpersonnelfileofthecomplainantand/orrespondentforalimitedperiodoftime.Thelengthoftimeforwhichthisinformationisstoredshouldnotbeexcessiveandshouldbedeterminedonacasebycasebasis.Ifthisisthecase,theHumanResourcesManagerwillinformtherelevantpartyabouttheinformationthatistobestoredonfile,explainwhythisinformationisbeingstoredinthiswayandstatehowlongtheinformationwillbestoredfor.
■ Bothpartiesareadvisedtoretaincopiesofallwritteninformationandcorrespondencethatisrelevanttothecomplaintspecificallyfortheirownrecords.
■ ComplaintsofharassmentandbullyinghandledformallyunderthisPolicymayleadtoactionbeingtakeninaccordancewiththedisciplinaryproceduresprescribedwithinStatuteVIIortheSupportStaffProcedureAgreement,whichincludeproceduresrelatingtorightsofappeal.
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Stage1Offormalcomplaintsprocedure–forallstaffgroups
ThecomplainantmakesanformalcomplaintinwritingtotheirHeadofSchoolorHeadofService.IfyourcomplaintisaboutthebehaviourofyourHeadofSchoolorHeadofService–orifthispersonisabsent-thenyoushouldsendyourformalcomplainttoyourFacultyDeanortheline-managerofyourHeadofService.IfyoudonotworkwithinaparticularSchoolorService,youshouldconsultyourHRManagertodiscusswhoyoushouldmakeyourcomplaintto.
Thepersonreceivingthecomplaint(asabove)shouldseekthesupportandadviceoftheirHRManageratthisstage.ThepersonreceivingthecomplaintmustalsocontacttheFacultyDean(orequivalent)tomakethemawareoftheformalcomplaintatthisstage.Thepersonreceivingthecomplaintwillmeetwiththecomplainantwithin10workingdaysofreceivingtheformalcomplaint.ThecomplainantwillreceivenotificationofthismeetinginwritingandtheletterwillincludetheoptiontobeaccompaniedbyaTradeUnionrepresentativeoraworkplacecolleague.Thepurposeofthemeetingwillbetoascertaintheexactnatureoftheconcernsraised,tounderstandwhat,ifanything,hasalreadybeenimplementedtoresolvethegrievance,toensuretheyhaveallthenecessaryinformationandifpossibletofacilitatearesolution.
Followingthisinitialmeeting,thepersonreceivingthecomplaint,inconjunctionwiththeHRManager,needstodeviseaplanforinvestigatingandresolvingtheissueraised.Atthisstage,thepersonwhoreceivedthecomplaintneedstoensurethatanyonewhohashadacomplaintmadeaboutthemreceivesdetailsofthenatureofanyallegationrelatingtotheminwriting.Theplanforinvestigatingandresolvingthecomplaintmayinclude:■ interviewingothermembersofstafforotherpartiesinvolved■ adetailedinvestigation,ledbythepersonwhoreceivedthecomplaintorbyanotherindependentpersonatHeadof
School/Servicelevel(theHRManagerwillbeabletoadviseonwhetheranotherindependentpersonwouldbeinabetterpositiontocarryoutthisinvestigation)
■ furthermeetingswiththepartiesinvolved,withtheaimoffacilitatingaresolution.Thepersonwhoreceivedthecomplaintisthenresponsibleforensuringthattheaboveplaniscarriedout.Theoutcomeofthisprocessisthattheywritetothecomplainantandthepersonaboutwhomthecomplaintwasmade,detailingthenatureofthecomplaintandanyresolutionsagreedorproposed.Thiswrittenresponseshouldbesentwithin20workingdaysofreceiptoftheinitialformalcomplaint.ThepersonwhoreceivedthecomplaintshouldseekadvicefromtheHRManagertodeterminewhetherthebehaviouroractionsofanystaffmembers:■ contravenedthePolicyonDignityandMutualRespectorotherwiseconstitutedadisciplinaryoffence,and/or■ wereunlawfulasadecisiontothiseffectshouldbeincludedwithintheabovewrittenresponse.Ifeitheristhecase,thenactionwillbetakenthroughtheUniversity’sdisciplinaryprocedures.
Itisexpectedthatinmostcasesthematterwillberesolvedatthispoint.If,however,ithasnotbeenpossibletoresolvethematter,thememberofstaffcanbeginstage2proceedingswithin10workingdaysofreceiptoftheoutcomelettermentionedabove.Stage2proceedingsvaryaccordingtostaffgroup:■ Ifthememberofstaffmakingthecomplaintisamemberof“supportstaff”,refertopage27fordetailsofStage2■ Ifthememberofstaffmakingthecomplaintisamemberof“academic”or“professional/managerialstaff”,refertopage
28fordetailsofStage2
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If,aftercompletingalloftheaboveprocedures,ithasstillnotbeenpossibletoresolvethematter,thememberofstaffmayappealtotheProViceChancellorforstudentsandstaffforconsiderationbyagrievancepanel.Theappealmustbesubmittedwithin10daysofreceiptoftheoutcomeletterfromstage2.Thisthirdstagewillfollowthe“finalstage”processforagrievanceprocessassetoutinsectionF,subsection5oftheSupportStaffProcedureAgreement(availableatwww.hr.leeds.ac.uk/policiesoryoucanrequestaprintedcopyfromHumanResources).StaffareadvisedtorefertothisAgreementformoreinformationonhowtoproceed.Thisstage(stage3)willinvolveapanelbeingconvenedtoconsiderallaspectsofthecomplaint.ThedecisionofthisappealpanelisfinalandendstheUniversityofLeeds’internalprocedures.
Stage3Offormalcomplaintsprocedure–forsupportstaff
Stage2Offormalcomplaintsprocedure–forsupportstaff
ThememberofstaffshouldputtheircomplaintinwritingtotheDirectorofHumanResourceswithin10workingdaysofreceiptoftheoutcomeletterfromthepreviousstage.Thecomplainantshouldalsoincludeanydetailsofpreviousattemptstoresolvethegrievanceandwhytheyhavebeenunsuccessful.
TheDirectorofHumanResourcesmaynominateanHRmanager(whohasnotbeeninvolvedatanearlierstage)whowillconsiderthestage2complaint.TheDirectorofHRornomineewillmeetwiththecomplainantwithin10workingdaysofreceivingthestage2complaint.ThecomplainantwillreceivenotificationofthismeetinginwritingandtheletterwillincludetheoptiontobeaccompaniedbyaTradeUnionrepresentativeorworkplacecolleague.Thepurposeofthemeetingwillbetoascertaintheexactnatureoftheconcernsraisedandunderstandwhat,ifanything,hasalreadybeenimplementedtoresolvethematter.
Followingthismeeting,theDirectorofHumanResourcesornomineemaycarryoutafurtherinvestigationintothecircumstancessurroundingthecomplaintandmaymeetwiththeotherrelevantpartiesinvolvedtodate.TheDirectorofHumanResourcesornomineewillthenprepareawrittenresponsetotheindividualsettingoutanydecisionandfurtheractiontobetaken.Thecomplaintshouldnormallybeconcludedandthisresponsesenttotheindividualwithin20workingdaysofthestage2complaintbeingreceived.Aspartofthiswrittenresponse,theDirectorofHumanResourcesornomineeshoulddeterminewhetherthebehaviouroractionsofanystaffmembers:■ contravenedthePolicyonDignityandMutualRespectorotherwiseconstitutedadisciplinaryoffence,and/or■ wereunlawful.Ifeitheristhecase,thenactionwillbetakenthroughtheUniversity’sdisciplinaryprocedures.
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If,aftercompletingalloftheaboveprocedures,ithasstillnotbeenpossibletoresolvethematter,thememberofstaffmayreferthematterbacktotheVice-Chancellor,requestingthatthematterisconsideredbytheGrievanceCommittee–inaccordancewithparagraph33ofStatuteVII.Thisappealmustbesubmittedwithin10daysofreceiptoftheoutcomeletterfromstage2.Anydecisionwhichistakenatthisstage–eitherbytheVice-ChancellororbytheGrievanceCommittee–isfinalandendstheUniversityofLeeds’internalprocedures.
Stage3Offormalcomplaintsprocedure–foracademicorprofessional/managerialstaff
Stage2Offormalcomplaintsprocedure–foracademicorprofessional/managerialstaff3
ThememberofstaffshouldputtheircomplaintinwritingtotheVice-Chancellorwithin10workingdaysofreceiptoftheoutcomeletterfromthepreviousstage.Thecomplainantshouldalsoincludeanydetailsofpreviousattemptstoresolvethegrievanceandwhytheyhavebeenunsuccessful.
TheVice-ChancellorshouldconsulttheSecretarytotheUniversity(ornominee)foradviceatthisstage.IfitappearstotheVice-Chancellorthatthematterhasbeenfinallydetermined–underpartsIII,IVorVofStatuteVII(withintheUniversityStatutes)–orthatthegrievanceistrivialorinvalid,heorshemaydismissitsummarilyortakenoactionuponit.TheVice-Chancellorshallinformthecomplainantaccordingly,andalsoinformtheheadofschoolorheadofservicewhoreceivedtheoriginalcomplaint.Inthesecircumstances,thisdecisionisfinalandendstheUniversityofLeeds’internalprocedures.If,alternatively,itappearstotheVice-Chancellorthatthecomplaintrequiresfurtherinvestigation,orthatitwouldbeappropriatetoattempttoresolvethematterinformally,heorshewillnormallyreferthemattertotheSecretarytotheUniversity(ornominee),whowillmakethenecessaryarrangements,ensuringthattheperson(s)towhomthematterisreferredhasnotbeeninvolvedatanearlierstage.If,however,itappearstotheVice-Chancellorthatthecomplaintisseriousenough,itcanbereferreddirectlytotheGrievanceCommittee.
TheSecretarytotheUniversityornomineewillconsiderthestage2complaintandmay■ meetwiththecomplainantwithin20workingdaysofreceivingthiscomplaint.Thecomplainantwillreceivenotification
ofthismeetinginwritingandtheletterwillincludetheoptiontobeaccompaniedbyatradeunionrepresentativeorworkplacecolleague.Thepurposeofthemeetingwillbetoascertaintheexactnatureoftheconcernsraisedandunderstandwhat,ifanything,hasalreadybeenimplementedtoresolvethematter.
■ carryoutafurtherinvestigationintothecircumstancessurroundingthecomplaintwhichmayincludemeetingwiththeotherrelevantpartiesinvolvedtodate.
■ makearrangementstoseekareportonthematterTheSecretarytotheUniversity(ornomineeorperson(s)whohavebeenreportingonthematter)willthenprepareawrittenresponsetotheindividualsettingoutanydecisionandfurtheractiontobetaken.Thecomplaintshouldnormallybeconcludedandthisresponsesenttotheindividualwithin20workingdaysofthestage2complaintbeingreceived.Aspartofthiswrittenresponse,theSecretarytotheUniversityornomineeshoulddeterminewhetherthebehaviouroractionsofanystaffmembers:■ contravenedthePolicyonDignityandMutualRespectorotherwiseconstitutedadisciplinaryoffence,and/or■ wereunlawful.Ifeitheristhecase,thenactionwillbetakenthroughtheUniversity’sdisciplinaryprocedures.
3 Thisformalcomplaintsprocedureforacademic/professionalstaffhasbeendrawnupinaccordancewithgrievanceprovisionsascurrentlysetoutinStatuteVIIandOrdinanceXXIII.Anyfuturechangestotheseprovisionsmaynecessitatematchingchangestotheprocesssetoutabove.
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e) Sourcesofadviceandsupportforstaffmembersbeforeorduringanyoftheaboveprocedures
TheUniversityprovidesanumberofserviceswhichareavailabletosupportstaffexperiencinganyoftheissuesidentifiedinthisPolicyandguidance.Theseinclude:
Yourmanager/linemanagerIdeally,youshouldtalktoyourmanagerifyouhaveexperiencedorobservedharassment,bullyingorvictimisation,orifacomplaintismadeagainstyouunderthisPolicy.Dependingonyourjob,yourmanagermaygounderanothertitle,suchas“supervisor”or“teamleader”.Managershaveakeyresponsibilityforyourgeneralwell-being.Managersalsohaveprescribedrolestoinvestigateandmanagecomplaintsunderthecomplaintsproceduressetoutinthisdocument.
HumanResourcesManagersIfyouareuncomfortabletalkingtoyourmanager,youcanconsultyourHumanResourcesManager(HRManager)todiscussanyconcernsrelatingtoharassment,bullyingorvictimisationissues.HRManagerswillbeabletodiscusstheseissueswithyousensitivelyandwithoutinvolvingyourmanagerinitially.Inmanycases,however,yourmanagermayneedtobecomeinvolvedatalaterstage,asthisisoftennecessaryinordertoinvestigateoraddressanyissuesthatareraised.
HRManagersalsohaveprescribedroles–forexample,inadvisingmanagersandHeadsofServices–withinthecomplaintsproceduressetoutinthisdocument.YoucanfindoutthedetailsofyourlocalHRManageratwww.hr.leeds.ac.uk/contacts/staff_faculty.aspx
MediationServiceMediationisoftenausefulprocesswhichcanbepursuedatanystage.MoreinformationabouttheMediationServiceandtheprocessofmediationisprovidedinsection7baboveandatwww.leeds.ac.uk/mediation/
StaffcounsellorsThestaffcounsellingservicedealswithawiderangeofpersonaldifficultiesrangingfromanxietystatesanddepressionthroughtolifeandrelationshipissuesbothathomeandatwork.TherangeofapproachesisverywideandisdrawnfromStressManagement,CognitiveBehaviourTherapy(CBT)andCounsellingandCoachingapproaches.
Staffcanaccesstheservicebytelephoneon01133433694andleavingcontactdetailsontheansweringmachine.
Callswillbereturnedbyourstaffcounsellorsassoonaspossibletoarrangeanappointment.Withtheexceptionofholidayperiods,youwouldnormallybecontactedwithinafewdaysofmakingyourfirstenquiryandanappointmentwouldbeavailablewithinaweektotendays.http://www.leeds.ac.uk/hr/support/staff_counsellor.htm
LeedsCitizensAdviceBureauLeedsCABprovidestaffwithadedicatedsocialwelfareandlegalrightsadviceservicebytelephone.TheserviceisavailableexclusivelyforstaffattheUniversityandcanprovideadviceonlegalissues,socialwelfarerights,debt,homelessness,employmentrights,discrimination,education,immigration,tax,citizenshipandlegalprocedures.
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Staffcanaccesstheservicebycalling08444775772onTuesdaysbetween10amand2pmtospeaktoanadvisor.Outsideofthesetimes,staffcaneitherlistentoarecordedinformationserviceontheabovenumber,or,eachweekdaybetween11.30amand12.30pmcancalltorequestantelephoneappointmentwithanadvisoronTuesdays.(Callsarechargedat5pperminutetocallersfromlandlinesandmaybehigherfrommobilephones.)http://www.leeds.ac.uk/hr/support/advice_line.htm
Tradeunions(forthosewhoaremembers)EmployeesoftheUniversityofLeedsarefreetojoinaunionoftheirchoice,althoughunionmembershipisnotaconditionofworkinghere.Tradeunionsareabletoprovideassistanceandsupporttomembersinrelationtoawiderangeofissues,includingissuesrelatingtobullying,harassmentandvictimisation.
TheUniversityrecognisesthefollowingtradeunions:
■ UniversityandCollegeUnion(UCU)–visitwww.leeds.ac.uk/ucuformoreinformation■ Unite(formerlyAmicus)–visitwww.amicus.leeds.ac.uk/formoreinformation■ UNISON–visitwww.leeds.ac.uk/unisonformoreinformation
AdvicetomanagersfromtheEqualityServiceWhereamanagerorHeadofSchool/Serviceisconsideringhowbesttorespondtoissuesraisedwithintheirareainrelationtoharassmentordiscrimination(ongroundsofgender,race,sexualorientation,religion,ageordisability),theEqualityServicecanprovideadviceonthewayforwardandactasanindependent‘soundingboard’forthemanagerorHeadofSchool/Serviceduringthisprocess.
AlthoughtheEqualityServicedoesnotgenerallyprovideadvicetoindividualstaffmemberswhohaveexperienceddiscriminationorharassment,theservicecansignpoststaffmemberstoappropriatesourcesofadviceandsupport.
FormoreinformationabouttheEqualityService,visitwww.equality.leeds.ac.ukortelephone01133433927andasktospeaktoanEqualityandDiversityManager.
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OtherexternalsourcesofadviceandsupportTherearearangeofexternalsourcesofadviceandsupportforstaffandmanagersonissuesrelatingtoharassment,bullyingandvictimisation.Forexample,theseinclude:
■ TheAdvisory,ConciliationandArbitrationService(Acas)offersahelplineservice,whichcanprovideadvicetoemployersandemployeeswhoareinvolvedinanemploymentdisputeorareseekinginformationonemploymentrightsandrules.TheHelplineprovidesclear,confidential,independentandimpartialadvicetoassistthecallerinresolvingissuesintheworkplace.YoucancalltheAcashelplineon08457474747orvisittheAcaswebsiteatwww.acas.org.uk
■ TheAndreaAdamsTrustisanon-political,non-profitmakingcharityoperatingasthefocusforthediverseandcomplexproblemscausedbybullyingbehaviourintheworkplace.YoucantelephonetheAndreaAdamsTrusthelplineon01273704900orvisittheTrust’swebsiteatwww.andreaadamstrust.org
■ TheEqualityandHumanRightsCommission(EHRC)isastatutorybodychargedwithenforcinganti-discriminationlegislation.TheEqualityandHumanRightsCommissionhelplinecanprovideinformationandguidanceondiscriminationandhumanrightsissuestoemployersandemployees.Youcantelephonethehelplineon08456046610orvisittheEHRC’swebsiteatwww.equalityhumanrights.comformoreinformation
■ YourlocalCitizensAdviceBureau(CAB)canprovidefreeandimpartialadvice.YoucanfindyourlocalCABofficeinthephonebookoronlineatwww.citizensadvice.org.uk/
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8.CodeofPractice2–ProceduresforcomplaintsmadebystaffmembersagainststudentsunderthisPolicy
Ifamemberofstafffeelsthattheyarebeingsubjectedtoharassment,bullyingorvictimisationinanyformbyastudent,underthetermsofthisPolicythereareanumberofpossibleoptionsforaction:
■ Takingpersonalaction–youmayfeelabletotakeinformalpersonalactionasdescribedinSection7a
■ Actionbythefaculty/school/service-youcoulddiscussthiswithyourmanagerorheadofschool/servicetogaintheirsupportinraisingtheissuedirectlywiththestudent
■ Formalaction–inserious,orpersistentcasesitmaybenecessarytoraisethecomplaintthroughtheUniversity’sStudentDisciplinaryProcedurebywritingtoDr.CAGBrooks,OfficeofAcademicAppealsandRegulations,Level11,ECStonerBuilding.DetailsoftheDisciplinaryProcedureareonthewebat:http://www.leeds.ac.uk/AAandR/disp_reg.htm
■ ThesourcesofadviceandsupportforstaffsetoutinSection7eareavailabletosupportstaffinthesesituations.
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9.CodeofPractice3–ProceduresforcomplaintsmadebystudentsunderthisPolicy
Ifastudentfeelsthattheyarebeingsubjectedtoharassment,bullyingorvictimisationinanyform,thefollowingoptionsareavailablefortakingaction.
a) Procedure1:TakingpersonalactionIfyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisation,youshouldnotfeelthatitisyourfaultorthatyouhavetotolerateitwithoutquestion.Thebehaviourinquestioncouldbecomingfromanotherstudent,amemberofstaffattheUniversityorsomeoneelseassociatedwiththeUniversity.
Generally,complaintsaremosteasilyresolvediftheyareraisedatthetimetheproblemfirstoccursandwiththeperson/sdirectlyinvolved.Ifyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisation,youmayfeelabletotakeactiononyourowntomaketheotherpersonawareoftheeffectoftheirbehaviouronyou(werefertothisas“takingpersonalaction”).
Inmanysituations,thiscanbethemosteffectivewaytoraiseconcerns;however,youshouldnotfeelpressuredtoraiseconcernsinthiswayandshouldalsobeawareoftheotheroptionsopentoyou–namely,makingacomplainttotherelevantSchoolorService(seesection9b)ormakingacomplaintaboutthebehaviourofanotherstudent(seesection9c).
Thereareavarietyofwaysinwhichyoumighttakepersonalaction,someofwhichenableconcernstoberaisedwithoutmakingreferenceeithertotheindividual(s)concernedortothespecificnatureofthecomplaint.Herearesomeexamplesoftypesofpersonalactionwhichmightbeworthconsidering:
■ Youcanhaveaconversationwith,orwriteto,theotherpersonandexplain,asclearlyaspossible,whatitisthatyouconsiderunacceptableabouttheirbehaviourandaskthemtostopbehavinginthisway.
■ Youcouldenlistthehelpofapeertofindwaysofbringingthetopicofharassment,bullyingorvictimisationintoaconversationinthepresenceofthepersoncausingoffence.
■ Ifyoudochoosetocontacttheperson,youmightwishtoseekadviceorsupportbeforehandfrom:■ yourpersonaltutororanothermemberofstaffwithinyourSchool■ anadviserwithintheLUUStudentAdviceCentre,or■ yourwarden.
Ifyoudodecidetoraiseyourconcernsdirectlywiththepersonconcerned,face-to-face,youmightwishtoinvitesomeoneelsetobepresentwhenyouarehavingtheconversation.Ifyoudecidetoraiseyourconcernsinwriting,youshouldkeepcopiesofrelevantpiecesofcorrespondence.Ineithercase,itmaybeadvisabletonotedownfactualinformation.
Ifyoufeelabletotakepersonalactiontoraiseconcerns,andfeelcomfortableaboutdoingso,thiscanoftenbeaneffectiveandrelativelylow-keymethodofresolvingissues.
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b) Procedure2:MakingacomplaintaboutthebehaviourofamemberofstafftotherelevantSchoolorService
MakingacomplainttotherelevantSchoolorServiceIfyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisationfromamemberofstaffattheUniversity,andyoucannot,orfeelunableto,resolveyourconcernsbytakingpersonalaction,youshouldconsiderraisingtheissuewiththerelevantSchoolorService.Inthissituation,ausefulstartingpointmightbetohaveaconversationwithamemberofstaffwithintherelevantSchoolorServicetoraisethecomplaintverbally.
Insomesituations,thismaybesufficientandleadtoanappropriateresolution.Inothercases,youmayfeelitisappropriate,oryoumaybeadvised,toputyourcomplaintinwritingtotherelevantHeadofSchoolorHeadofService(orwhereappropriate,theFacultyDeanorPro-DeanforLearningandTeaching).Onreceiptofyourwrittencomplaint,thememberofstaffshouldprovideyouwitharesponsetoyourcomplaintwithin15workingdays.IftheUniversitycannotmeetthisoranyoftheotherdeadlinessetoutinthisprocedure,youwillbekeptfullyinformedofthereasonswhy.
MakingaformalcomplaintundertheStudentComplaintsProcedureIfyoucannotresolveyourcomplaintdirectlywiththerelevantschoolorservice,youshouldputyourconcernsinwritingtotheUniversity’sComplaintsOfficer.TheComplaintsOfficer,oramemberoftheirteam,willcarryoutathoroughinvestigationofyourconcernsandwillprovideyouwithawrittenaccountofanyfindings.Contactdetailsandmoreinformationaboutthisprocedurecanbefoundathttp://campus.leeds.ac.uk/docs/stucompsproc.pdf
Aleafletsummarisingtheprocedurecanalsobefoundat:http://campus.leeds.ac.uk/docs/StudentComplaintsLeaflet.pdf
c) Procedure3:Makingacomplaintaboutthebehaviourofanotherstudent
Ifyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisationbyanotherstudentattheUniversity,andyoucannot,orfeelunableto,resolveyourconcernsbytakingpersonalaction,therearedifferentsourcesofadviceandsupportdependingonthecircumstances:
■ Ifthebehaviourconcernedhastakenplacebetweenstudentswhoarelivinginuniversityaccommodation,theappropriatepersontospeaktoislikelytobeyourwarden(seesection9d).Outoftermtime,whenwardensmaynotbeavailable,youcancontactAccommodationServicesathttp://www.leeds.ac.uk/accommodation/contact.html
■ Ifyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisationfromanotherstudentwithinaparticularmoduleorstudygroup,thentheappropriatepersontospeaktoislikelytobeyourpersonaltutororthemoduleleader,orotherstudentsupportstaffwithinyourSchool.
■ Ifthissituationarisesinadifferentcontext,orifyou’reunsureofwhotospeakto,thenyoushouldseekadvicefromtheLUUStudentAdviceCentre.
Ifyourconcernsaboutthebehaviourofanotherstudentarenotresolvedthroughinformalapproaches,thenyoucanraisethecomplaintthroughtheUniversity’sStudentDisciplinaryProcedurebywritingtoDr.CAGBrooks,OfficeofAcademicAppealsandRegulations,Level11,ECStonerBuilding.DetailsoftheDisciplinaryProcedureareonthewebat:http://www.leeds.ac.uk/AAandR/disp_reg.htm
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d) Sourcesofadviceandsupportforstudentsbeforeorduringanyoftheaboveprocedures
TheUniversityprovidesanumberofserviceswhichareavailabletosupportstudentsexperiencinganyoftheissuesidentifiedinthisPolicyandguidance.Theseinclude:
LUUStudentAdviceCentreIfyouareastudentwhohasexperiencedharassment,bullyingorvictimisationattheUniversityofLeeds,youareencouragedtocontacttheStudentAdviceCentre.AspartoftheUniversityofLeedsstudents’union(LeedsUniversityUnion),theStudentAdviceCentreoffersindependent,confidentialandfreeinformationandrepresentationfromprofessionaladviserscoveringmanyissuesincludingthosewithintheremitofthisPolicy.Formoreinformation,visittheLUUwebsiteatwww.luuonline.com/help/index.php
Warden/AccommodationServicesForstudentswhoareexperiencingdifficultiesintheirUniversityofLeedsaccommodation,wardensareavailableforhelpandadvice.Thisincludes,butisnotlimitedto,issuesarisingundertheremitofthisPolicy.
AllUniversityresidenceshavewardens(membersofUniversityteachingoradministrativestaff)whoyoucangotoduringtermtimeforadviceorforhelpsortingoutanyproblems.Ifyouarehavingparticularproblemsinyouraccommodation,weencourageyoutospeaktoyourwardenwhowilldoeverythingtheycantohelpyou.
Wardensatallresidencesholdadvisorysessionsduringtermtime(seewww.leeds.ac.uk/accommodation/your_warden.htmlformoreinformation),andusuallynoappointmentisnecessary.Mostsitesalsohaveresidentsubwardens,usuallypostgraduateormaturestudents,whichmeansthere’ssomeonethere24hoursadayduringtermtimeincaseofemergencies.
Outoftermtime,whenwardensmaynotbeavailable,youcancontactAccommodationServicesathttp://www.leeds.ac.uk/accommodation/contact.html
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PersonalorAcademicTutorYourpersonaltutorwillnormallybeanacademicmemberofstaff.Theyshouldplayakeyroleinsupportingyourgeneralacademicandpersonaldevelopment.Theywillholdone-to-onemeetingswithyouatregularpointsintheacademicyearandyoucanrequestmoremeetingsifnecessary.
Theroleofyourpersonaltutorincludessupportingyourdevelopmentinanacademic,personalandprofessionalway,embeddingtheUniversityvaluesandtheLearning&TeachingPartnershipAgreementwithinthepersonaltutoringsystem.Thedeliveryofpersonaltutoringineachschoolwillreflectthediverseneedsbothofdifferentsubjectdisciplinesandofacademicunitsofvarioussizesandnatures,butwhatevertheparticularlocalarrangementsare,theywillreflecttheprincipleslaiddownintheLeedsModelofPersonalTutoringwheremoreinformationabouttheroleofpersonaltutorscanbefound.See:http://leedsforlife.leeds.ac.uk/model.html
Itisrecognisedthatwherecomplaintsofharassment,bullyingorvictimisationoccur,thismayimpactonyouracademicprogress–andthereforeyourpersonaltutormaybebestplacedtosupportyouinraisingacomplaintortoreferyouontotheappropriatesourceofsupportwithintheUniversity.
Ratherthanapproachingyourpersonaltutor,youmayfeelitismoreappropriateforyoutocontactanotheracademictutororanothermemberofstaffwithinyourschoolresponsibleforstudentsupportissues.
OthersourcesofsupportwithintheUniversityForgeneraloradditionalsupportforstudentsexperiencingbullying,harassmentorvictimisation,othersourcesofadviceandsupportareavailable,including:
■ StudentCounsellingCentre–theStudentCounsellingCentreprovidesaconfidentialcounsellingservice(individualandgroup)withprofessionalqualifiedstaffwhoareveryexperiencedatenablingstudentstodealwithawiderangeofissues.Appointmentsneedtobebookedbutdrop-insessionsareavailableeverydayduringterm-timewithoutanappointment.TheStudentCounsellingCentrehasalotofexperienceofdealingwithstudentsexperiencingharassmentbullyingorvictimisation.Formoreinformation,visittheStudentCounsellingCentre’swebsiteatwww.leeds.ac.uk/studentcounselling/
■ InternationalStudentOffice–theInternationalStudentOfficeoffersarangeofsupportservicestointernationalstudents,includingadrop-ininformationandadviceserviceandconfidentialappointmentswithspecialistadvisers.FormoreinformationabouttheInternationalStudentOffice,visittheirwebsiteatwww.leeds.ac.uk/international/studentsupport
■ DisabilityTeam–ifyouareastudentwhohasexperiencedharassmentwhichrelatestodisabilityissues,youmayalsowishtocontacttheDisabilityTeam,whichispartoftheUniversity’sEqualityService.TheDisabilityTeamprovidesinformation,guidanceandsupporttodisabledstudents,whichincludesassessingtheacademicsupportrequirementsofstudentsandputtinginplaceavarietyofdifferentsupportservices,asrequired.TheteamworkswithUniversitydepartmentstoensurethattheyarealsomakingappropriateadjustmentstomeettheneedsofdisabledstudents.TheDisabilityTeamprovidesadrop-inserviceduringlunchtimesinterm-time,forwhichyoudonotrequireanappointment.FormoreinformationabouttheDisabilityTeam,visittheEqualityService’swebsiteatwww.equality.leeds.ac.uk
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OtherexternalsourcesofadviceandsupportTherearearangeofexternalsourcesofadviceandsupportforstudentsonissuesrelatingtoharassment,bullyingandvictimisation.Forexample,theseinclude:
■ TheEqualityandHumanRightsCommission(EHRC)isastatutorybodychargedwithenforcinganti-discriminationlegislation.TheEqualityandHumanRightsCommissionhelplinecanprovideinformationandguidanceondiscriminationandhumanrightsissuestoemployersandemployees.Youcantelephonethehelplineon08456046610orvisittheEHRC’swebsiteatwww.equalityhumanrights.comformoreinformation
■ YourlocalCitizensAdviceBureau(CAB)canprovidefreeandimpartialadvice.YoucanfindyourlocalCABofficeinthephonebookoronlineatwww.citizensadvice.org.uk/
■ TheBurleyLodgeCentreisaCommunityLegalServiceaccreditedgeneralistadviceservicebasedat42-46BurleyLodgeRoad,LeedsLS61QFinNorthWestLeeds.Youcanvisittheirwebsiteatwww.burleylodge.org.ukoremailadvice@burleylodge.org.uk.Telephone:01132753498
■ LeedsCounsellingisacounsellingserviceforanyoneinLeeds.Youcanfindoutmoreinformationatwww.leedscounselling.org.uk/ortelephone01132450303
■ Libertyisanationalorganisationwhichcampaignsforhumanrightsandequaltreatment.TheyrunaPublicAdviceLineon08451232307or02031450461.Youcanfindoutmoreaboutwhattheydoatwww.liberty-human-rights.org.uk.Theyalsorunthewww.yourrights.org.ukwebsite,whereyoucangetinformationonyourrights,includingdiscriminationlawintheUK.
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University of LeedsLeeds, United Kingdom
LS2 9JTTel. 0113 243 1751
www.leeds.ac.uk
If you require a copy of this document in an alternative format (for example, braille or large print), please email [email protected] quoting the title of the document.
■ ThisPolicydefinesandprohibitsvariousbehaviours–inparticular,harassment,bullyingandvictimisation.ItexplainstheneedforeveryoneacrosstheUniversitytocontributeproactivelytothecreationofacultureofmutualrespectandanenvironmentinwhicheveryoneistreatedwithdignity.
■ ThreecodesofpracticeareattachedtothisPolicy.ThesedocumentssetouttheproceduresforstaffmembersandstudentstoraiseacomplaintunderthePolicy,anddescribetheresponsibilitiesofstaffmembers–and,particularly,managers–intermsofrespondingto,andmanaging,complaintsofharassment,bullyingorvictimisation.
■ ToensurethatthisPolicysupportsourUniversitymemberstoworkwithinapositiveenvironment,itwillbereviewedaftera12monthperiodofuse.
www.equality.leeds.ac.uk/DMR/DMR-policy.htm