Dignity @ WorkA Guide for all Staff

Dignity at Work – Objectives for the morning E@D legal overview What is bullying and harassment? Impact on individuals and organisations Who is responsible for Dignity @ Work? Dignity @ Work Policy and Procedures Sources of Support Dignity at Work Contacts The Mediation Service

Equality and Diversity

What are Bullying and Harassment?

Over to you…

What are bullying and harassment? How would you define them? What examples can you think of?

What is the impact of bullying and harassment? On individuals? On the organisation?

What is Bullying and Harassment – definition… Unwanted conduct that has the purpose or effect of

violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. Unwanted Environment – it doesn’t have to be aimed at the

person who is offended Purpose or effect – the effect is what is key, not what

the perpetrator intends, however, it must reasonably be considered as having that effect

Examples of bullying and harassment

More obvious examples Physical violence/intimidation Personal insults Racist/homophobic insults Shouting Sexual suggestions Spreading rumours

Examples of bullying and harassment

Less obvious examples Isolating/ignoring someone Office banter Setting unrealistic deadlines or workloads Removing responsibility and imposing menial tasks Withholding work information Constantly changing guidelines Suggesting people should resign Excessive monitoring Publically reprimanding staff Destructive criticism

What is the impact of bullying and harassment?

Impact on the individuals

“There are documented cases of major physical impairments of health and many more cases involving

nervous breakdown, psychological distress and personality change, besides the intolerable pressure of acute financial repercussions and the total fracturing of

careers. It has a devastating effect on the bullied person’s family.”

Andrea Adams Trust

Impact on the individuals

Erosion of confidence and self esteem Loss of ability to concentrate and be creative Depression, anxiety and panic attacks Reduction in quality of work Increase in time off work

Impact on the organisation

Increased sickness absence and absenteeism Reduced productivity High turnover Low staff morale and demotivation Tribunal cases and industrial action Risk to public/corporate image

Statistics The effects of work place bullying are estimated to be responsible for a

third to a half of all stress related illness (UMIST)

More than 2m people at work consider themselves bullied (UMIST)

1 in 4 consider themselves to have been bullied at work in the last 5 years (UMIST)

“On average victims of bullying take 7 days more sick leave per year than those who haven’t been a victim of or witness to bullying. Based on a bullying rate of 10% this equals 18m lost working days in the UK” CIPD

3.6% of salary budgets are paid to people absent from work due to stress related illness (DoH)

30% of managers had been bullied in the previous 3 years; middle managers tended to be bullied more than managers at other levels (CMI survey)

Who is responsible for Dignity @ Work?

The University “The University of Cambridge is committed to protecting

the dignity of staff, students, visitors to the University, and all members of the University community in their work and their interactions with others.” (http://www.admin.cam.ac.uk/offices/hr/policy/dignity/)

Duty of care and legal compliance

Individuals “The University expects all members of the University community

to treat each other with respect, courtesy and consideration at all times. All members of the University community have the right to expect professional behaviour from others, and a corresponding responsibility to behave professionally towards others.” (http://www.admin.cam.ac.uk/offices/hr/policy/dignity/)

Accountable for our behaviours/actions: integrity, professional, respect, dignity, courtesy and consideration.

Better working relationships and working environment. We can achieve more by working collaboratively, and welcoming

differences: diverse skills and creativity.

Managers

Managers are in a position of influence, as… “Just as in functional and responsive families the culture is strongly influenced by the values, attitudes and behaviours of the parent, organisations that respect the dignity and individual contributions of their employees tend to create cultures and climates where positive working relationships grow.” (CIPD) – and vice versa

Line manager behaviour is regarded as having the most impact on the successful implementation of bullying and harassment policy

Managers Should

Be alert to bullying and harassment Have zero tolerance for offensive behaviour Act promptly to counter bullying and harassment Be familiar with the Dignity @ Work Policy Encourage staff awareness Create a positive environment Remember that prevention is better than cure! Exercise good management practice

Good management Firm management but

not bullying Bullying is generally

not the intention of managers but it can be the result. It is a difficult situation as there can be a fine line between the two

Good manager Bullying Manager

Consistent Inconsistent

Shares information Withholds selectively

Support and constructive criticism

Ridicule and destructive criticism

Fair Has favourites

Truthful Distorts and fabricates

Delegates Dumps

Builds team spirit Creates fear and divides

Leads by example Sets a poor example

The University and Dignity @ Work

How Dignity at Work problems are addressed in the University

Internal resolution

Dignity at Work Policy Informal resolution Formal resolution

Dignity at Study Guidelines

Grievance Procedures

Support from HR available at all levels

Dignity @ Work & Policyhttp://www.admin.cam.ac.uk/offices/hr/policy/dignity/

Duty of care - commitment to protecting the dignity of staff, students and visitors.

Defines acceptable interpersonal behaviour What action can be taken if not observed Procedures – informal and formal Advice – to all parties Dignity at Work Contacts Victimisation Emphasis on resolution

Dignity @ Work Procedure - Informal

Personal action by the complainant – may approach “alleged perpetrator”

Resolution with support Supervisor/Manager/HR/HOI Advice from Dignity at Work Contacts Mediation Service

Dignity @ Work Procedure – Formal

Complaint in writing to HOI or HR Director – may be instigated by individual or HOI

Independent investigator Investigation meetings (both parties and witnesses) Report of findings – is there a case to answer?

Parties may comment on matters of fact Action by HOI

Dignity @ Work Procedure - Formal

Principles Natural justice (access to same support) Confidentiality Representation Accurate records Timescales

Formal Complaint Procedure

Complaint Investigation

Investigator’s reportIs there a case to answer?YES

Disciplinary action under procedure

Attempt at supported resolution

Acceptable to all parties?

Complaint malicious or vexatious?

Suggested resolution acceptable to all

parties?

NO YES

YESNOYESNO

Case closed subject to monitoring

Invoke grievance procedure

Disciplinaryaction under procedure

NO

CaseClosed

No further action

Invoke grievance procedure

Sources of support

Support – Within the University

Human Resources Counselling Service Occupational Health Employee AXA Helpline D@W Contacts Mediation Service Disability Resource Centre Security Office Chaplain CPPD courses Computing Service (email abuse)

Support – Other Sources

Trades Union Student Union Citizens Advice Bureau Open Out Scheme (to report Hate Crime) Samaritans Rape Crisis Centre Cambridge Police (University Police Constable)

http://www.admin.cam.ac.uk/offices/hr/policy/dignity/sources.html

Dignity @ Work Contacts

Dignity at Work Contacts

Who are the contacts? Trained members of staff Variety of backgrounds / roles / departments Volunteers

How can they be contacted? Confidential contact points: Answer-phone: (7)65031 Email: dignitycontacts@admin.cam.ac.uk Referral process

Dignity at Work ContactsArranging and meeting the client

Introduction What help can the contacts provide?

Empathise – listen Help to analyse the problem Explain policies/procedures Help complainant to decide what course of action they wish to

take Assist them with forming the words they can use – verbal or

written Suggest other sources of support – internal and external

What don’t the contacts do? Accompany/represent/advocate Investigate Sympathise Be judgemental

The Mediation Service

Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation

What is mediation? Well established tool for resolving disagreements quickly Informal – voluntary - confidential Mediator – impartial third party who brings together parties

to help them to achieve a resolution.

What are the benefits of mediation? Quick, get to the bottom of underlying issues, relationships

preserved, actively managed by parties, cost savings.

Five stages of the mediation process Agree to participate Individual meetings Joint meeting Action plan Follow up.

Who are the mediators? Formally trained members of staff – experienced Neutral and impartial –safe and supportive environment University use co-mediation

Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation

When should it be used? At any time when relationships have broken down -

before/during or after formal internal proceedings Genuine wish to work together to end dispute

When is it not appropriate? Used to avoid managerial responsibilities Decision about right or wrong is required No genuine interest in reaching an agreement

Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation

Contact Information

Sarah Hickling – Mediation Co-ordinator01223 769257 or sarah.hickling@admin.cam.ac.uk

Louise Akroyd – Mediation Co-ordinator01223 760343 or louise.akroyd@admin.cam.ac.uk

Amy Coussell – Mediation Administrator01223 765658 or amy.coussell@admin.cam.ac.uk

Email: mediation@admin.cam.ac.uk

Mediationhttp://www.admin.cam.ac.uk/offices/hr/policy/mediation

Any questions?