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Respectful Workplace


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									    Respect in the

Defining bullying, harassment and
     disrespectful behaviour

Healthcare Workplace Safety Conference

            April 13, 2011
 Central Health’s Program

• Quality Worklife Quality Healthcare

• Provide historical context
• Define the issues- bullying as
  violence and an OHS issue
• Discuss impacts of disrespectful
  behavior/ bullying on the
• Outline Central Health’s
       Nationwide Surveys
Nationwide surveys of Best Practice
tell us what employees want in the

  1. Respect
  2. Healthy and Safe work environment
  3. Trustworthy Senior Management
  4. Work / Life Balance
  5. Sense of Pride and Accomplishment
        What is a Respectful
It is one whereby :

– Employees are valued and have
  opportunity for input and feedback
– Communication is polite and courteous
– People are treated as they wish to be
– Conflict is addressed in a positive and
  respectful manner
– Disrespectful behaviour and
  harassment are addressed
   The Emergence of the

• Recognized as a serious occupational
  health and safety issue over the last

• Term was coined around 1998

• 1999 shooting in Ottawa transport

• Proposed Workplace Psychological
  Harassment Prevention Act
Canadian Anti-Bullying Laws
    for the Workplace
 2004: Quebec Labour Standards 81.18
 The first statutory law against "psychological

 2007: Saskatchewan Occupational
 Health and Safety Act (Bill 66)
 The OHS regulatory approach defining bullying
 as an occupational health risk

 2008: Canada Labour Code (Federal)

 2010: Bill 168, OHS legislation Ontario
Manitoba newest province to
      add legislation:

 • Workplace Safety and Health
   Regulations came into effect
   Feb 1, 2011/

 • Obligation to protect workers
   from psychological harassment
    Violence in Healthcare
2005 Stats Canada survey revealed:

• 34 per cent of the 12,200 respondents
  reported physical violence;
• 47 per cent experienced emotional
• Higher rates of abuse reported for staff
  working 12-hour, evening or night shifts;
  and psychiatry, med/surg, geriatrics,
  emergency and critical care units.
What We Know About Bullying
 • Over 35% of employees bullied
 • The prime perpetrators are bosses
 • 62% of bullies are men; 58% of
   targets are women
 • Women bullies target women in
   80% of cases, men bullies target
   men in 55% of cases.
 • In 70% of cases, the bullying only
   stopped when the victim quit, was
   let go or transferred
What is Workplace Bullying
Two main features of most

1) Repeated and enduring aggressive
   behaviours (most frequently verbal
   and non-physical);
2) Intended to be hostile and/or perceived
    as hostile be the recipient
Basic definitions and your rights

Human Rights Definition of Harassment
include any harassing conduct that is based on one of the
“prohibited grounds of discrimination” (the forbidden
categories of discrimination)

Psychological Harassment/Bullying:

 ...any vexatious behavior in the form of repeated and
 hostile or unwanted conduct, verbal comments, actions
 or gestures, that affects an employee’s dignity or
 psychological or physical integrity and that results in a
 harmful work environment for the employee.
What are Bullying Behaviors
           What are Disrespectful
           /Bullying Behaviors?
                     Too many to list!!!!

• Separates target from      • Silent treatment
  co-workers                 • Labels target as a
• Excludes from                 troublemaker
  participation              • Undermining authority
• Breaking confidentiality   • Over-monitoring of work
• Ridiculing, criticizing    • Shaming/ insulting
• Intimidating               • Spreading rumors/ gossip
• Threats                    • Overloaded with
• Sabotaging work              deadlines, impossible
• Minimizing concerns          tasks…..

                                     And many more!!
The Typical Organizational
• Research demonstrates responses by
  supervisors/managers to be helpful in
  less than 20% of cases

• The bully suffers consequences in
  only 13% of cases

• Often failure to intervene at all;
  minimizing problem as ‘personality
  conflict’ or reinforcing the behavior by
  actually promoting the bully
   Why Do We Need a RWP
• Negative effects on Employees-
         absenteeism/ presenteeism
         damage to work performance
         depression, anxiety, PTSD
         impact on victims, witnesses, bystanders

• Negative effects on Employers-
         employee dissatisfaction
         loss of productivity
         costs including litigation

• Negative Impact on Workplace-
         damage to teams performance
         toxic workplaces
   Why Do We Need a RWP
       Program (cont)
• The increased need for policies and
  procedures in organizations-
          Governments (Fed. and Prov.)
          Post-secondary Institutions
          Private Businesses

• Legal challenges
           In less than 4 years, we have seen
           damages in Canada go from

    $15,000.00 to $950,000.00
     Central Health’s Program
Program Development began in Jan./09
Advisory Committee formed as subcommittee of
the Violence Prevention Committee.

 •   unions (NAPE, CUPE, AAHP, NLNU)
 •   non-union, non-management
 •   labour relations
 •   EFAP
 •   management

Allocation of resources for 6 month position
    Central Health’s Program

Information sessions held for all staff
Policy reviewed though VP Committee and
OH&S Committees.

Policy implemented in Aug/09
RWP advisors trained Feb/10
Investigation training March/10

Revised policy summer/10
Respectful Workplace Program

Based on prevention and early

Provides options for intervention and

Provides formal and Informal complaints

Outlines other options available

Outlines roles and responsibilities

Clear definitions
  Respectful Workplace Policy
  “Central Health will promote a safe
  and respectful workplace for all its
    employees where disrespectful
  behavior, harassment and bullying
  are unacceptable anywhere in our
     workplace, at any level”.

This policy applies to all executive staff,
managers, supervisors, physicians, staff,
volunteers, students, contractors and all
others working or carrying out duties on
behalf of Central Health.
       Complaints Process

• Informal complaint

• Formal complaint
                                      Document discussions.
  Deal directly with the situation.
                                      Keep copies of any written

                                      Advise of options available
                                      under RWP program.
  Seek services of RWP advisor.
                                      Supportive services can be

                                      Counseling services may be
  Seek EFAP assistance.
                                      RWP program services may
                                      be recommended.

                                      Facts will be gathered.

                                      Options for resolution
  Discuss concerns with               explored.
  program manager, or next
  level of management.
                                      Recommendations made.

                                      Monitor and follow-up.
FORMAL    The complaint is made in writing.

                    •Specific allegations/ concerns
                    •Dates, Times
                    •Names of witnesses

         Complaint is forwarded to the VP of                    VP reviews, consults, and
                         HR.                                      gathers information.

                                                               Decision to be made within ten
                                                              days whether to proceed under the
                                                                       RWP policy .

                                             If proceeding, both the                    .
                                                                           If not proceeding,
                                              complainant and the         complainant is notified.
                                            respondent are notified.      Other options recommended

                                            Investigator is assigned

                                  Investigator will submit a written report to
                                                the VP of HR.

                                             Both parties may respond

                                           VP of HR to make a decision
                                                 for intervention
     Options for Intervention/

•   Mediation
•   Facilitation
•   Consultation
•   Counselling
•   Training Services
  Role of RWP Advisors
• To attend training re CH’ s RWP policy
  and participate in Advisors meetings to
  address skills and discuss issues re role.
• Listen to employees who believe that
  they have been subjected to disrespectful/
  bullying behaviors
• To explain options for addressing behavior
  under the policy
• To provide support throughout the process
  (i.e. helping them prepare what to say or
  accompanying them to see supervisors / EFAP
   Respectful Workplace
   Advisors Role (cont)
• To deal with cases in the most
  confidential matter
• To support the monitoring of the
  program though recording the number
  of cases in which advisors have been
• To refer individuals for support where
• To model respectful behavior at all times
      Employee Family
Assistance Program (EFAP)
    Coordinator’s Role
• Consultation with HR, management

• Arrange conflict resolution/ mediation

• Policy monitoring and development

• Training and awareness sessions
  (conflict resolution, team building)

• Counselling – victims and colleagues
   Are we there yet?
• Hierarchical organization
• Cultural “drift”
• Accepting the way things have
• Excusing behaviour
• Addressing and preventing
  bullying is everyone’s
• Supervisors and managers should
  address disrespectful behavior
• Ultimately, it is the employer’s
  responsibility to provide a
  respectful and harassment free
              Nancy Coish
            EFAP Coordinator

                 Gail Huang
 Director, Employee Wellness/ Health & Safety

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