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Respect in the Workplace

Respect in the Workplace. Edmonton - Calgary - Fort McMurray Information Sessions 2006. “Everyone has the right to be respected and the responsibility to respect.”. Labour Supply Strategy. Providing a Respectful workplace is a key component to any attraction and retention strategy

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Respect in the Workplace

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

  2. “Everyone has the right to be respected and the responsibility to respect.”

  3. Labour Supply Strategy • Providing a Respectful workplace is a key component to any attraction and retention strategy • Helps to develop mentoring and leadership skills

  4. What is the Toolkit? Designed to assist organizations in the implementation of the model • Help the worksite supervisor to recognize and handle any issues surrounding workplace respect • Clearly identifies various sources of violence • Offers assessment and investigation tools and resolution techniques

  5. Workshop Overview • The Toolkit • What’s inside • Worksite checklist • How to use it • Q & A • Where do you go from here?

  6. Toolkit Contents • Handbook • Model • Site policy & poster • Presentations • Supervisor • Employee • Certificate of Completion • Site Assessment • Toolbox Talks on Workplace Respect • Investigation Guidance • Incident Bulletin and Reporting

  7. Respect Checklist (see pg.7)

  8. Workplace Policy • Commitment statement • Prohibitions and expectations • Purpose • Definitions • Seek Resolution • “Whistleblower” protection from Management • No retaliation from co-workers • No complaints made in bad faith or malicious may result in discipline • Investigations as confidential as possible • Provisions for discipline (pg. 8 or “Site Policy” Tab )

  9. Examples of Bullying • Verbal abuse • Deliberately excluding & isolating employees • Deliberately changing work rotations to inconvenience particular employees • Deliberately withholding information that is vital for effective work performance (pg. 11/13)

  10. Examples of Harassment • Unwelcome comments or jokes about a persons race, gender, age, sexual orientation, disability etc. • Pinching, patting, leering • Cursing, taunts, name calling, slurs • Unwanted e-mails, posters, pin-ups, etc (pg. 11/15)

  11. Examples of Violence • Argumentative behaviour – threats • Menacing behaviour • Brandishing a weapon or using tool as a weapon • Prodding, poking, pushing • Throwing objects intended to strike • Acts of sabotage with the intent to injure (pg. 11/16)

  12. Factors contributing to Workplace Disrespect • Organization Change • i.e. Change of Supervision • Workforce Characteristics • i.e. minority groups, women, apprentices, different trades • Workplace Relationships • i.e. unresolved conflict, poor communication, treatment towards “new guy/gal” • Work Systems • i.e. staff shortages, poorly defined jobs, policy gaps (pg. 12)

  13. Sources of Disrespect • Employees/co-workers • Customers/clients • Employee related outsider • Husband/wife/acquaintance • Outsider • No legitimate relationship with workplace (pg. 16)

  14. Managers’- Supervisors’ Guide • Roles and Responsibility • Supporting the Policy • Assessing the Work Place • Addressing Workplace Respect Issues (pg. 17)

  15. Roles and Responsibilities • Implement policy • Develop own or adopt COAA Model • Communicate expectations • Express an effective date • Commitment • Walk the talk • Watch for opportunities for improvement • Acknowledge appropriate behaviours (pg. 17)

  16. Supporting the Policy • Establish Procedures • Designate Champion • Hold awareness session(s) • Establish mentoring opportunities • Encourage Reporting (pg. 17-18)

  17. Resources • Employees Guide • Progressive Discipline Recommended • Tabs • Site Policy, Site Poster, Supervisor Presentation, Employee Presentation, Certificates of Completion, Site Assessments, Tool box Talks, Investigations, Incident Bulletins, Example Discipline Procedure, and Reporting (pg. 29-26)

  18. Assessing the Workplace • Bullying warning signs • High turnover, absenteeism, damaged personal effect and equipment, poor relationships, employees becoming withdrawn isolated • Harassment • Disproportionate turnover (definable group of workers, crew transfers, crew productivity/moral • Violence • Written Hazard Assessment MUST be conducted as outlined in the Code Part 2 section 7… • (pg. 20)

  19. Elements driving the need for Hazard Assessment • Work alone • Work between 11 pm and 6 am • Work isolated or remote areas • Provide emergency intervention • Driving • Security • Picketing, protesting • Working with unstable of violent individuals (pg. 22)

  20. Hazard situations requiring further scrutiny First… • Establish Team (with LR/HR/Health & Safety expertise) then; • Review previous incidents • Obtain employee input • Inspections • Documentation • Hazard Assessment Worksheets (discuss later) (pg. 21)

  21. Work with Team to Conduct Hazard/Risk Assessments • Site Assessments • Severity • Frequency • Probability (pg. 23/ Site Assessments Tab

  22. Controlling the Identified Risks • Preventative controls where possible • Contingent controls that mitigate the impact or severity of incident (pg. 24)

  23. Addressing Workplace Issues • Investigations • Investigations • Investigations reviewed later in detail (pg. 24-28/ Investigations Tab)

  24. Five Minute Break Next Section… ….Investigations

  25. Investigation Principles • Treat all matters seriously • Act Promptly • Provide Support for Both Parties • Neutrality • Confidentiality • Documentation (Investigations Tab)

  26. Where to Start • Ask questions • Deal with complaints promptly • Determine if interim solutions are necessary to alleviate pressure on worksite • Document investigations and conclusions • Investigations may identify policy gaps • If incident substantiated put corrective (not punitive) measures in place • Explore a wide range of strategies (pg. 24)

  27. Investigation Support Tool • Should the worker have been aware the action was inappropriate? • Were other workers aware of the behaviour/did they allow the behaviour to carry on unchecked? • Has the individual had the opportunity to correct his/her behaviour and continue working for the company? • Is the infraction a safety issue? • Has the worker been treated respectfully throughout the entire investigation? (Investigations Tab)

  28. Resolution • The objective is to correct and resolve the situation with as little conflict escalation and stress as possible (pg. 26)

  29. Resolution Strategies • Honest Discussion • Direct Approach • Address difficult situation • Acknowledge human dimension first, duty of fairness to all parties involved • Interim Actions • Possible involvement of neutral third party • Follow up (pg. 26)

  30. Moving Forward • Discipline Procedures • Monitoring Policy Use • Continuous Improvement (Periodic Review) (pg. 27-28)

  31. Thank you for helping to build Respect in all Workplaces

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