This document outlines an introduction to a workshop on lateral violence in the workplace. It discusses the background and qualifications of the presenter, Chris Hylton. The learning outcomes are defined as defining issues around bullying as violence and an occupational health and safety issue, identifying examples of lateral violence, understanding its effects, and identifying resolution pathways. The agenda covers definitions, statistics, causes and effects, laws, solutions, solution myths, and a case study.
1. Introduction to
Lateral Violence
Infonex Workshop
Calgary
9 -10:30 am Aug 23rd
Chris Hylton, MA
403 264 5288
chris@hylton.ca
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2. Introduction
2
Chris Hylton, MA
HR & Benefits Background
Keep being drawn to mental health
Grace Hospital experience
Holy Cross Hospital experience
Workshops, including anti-bullying ones
EAP
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3. Learning Outcomes
3
What we hope to achieve today:
Define the issues- bullying as violence and an
OHS issue
Identify examples of LV
Understand the effect that this type of
behaviour has on your workplace
Understand the organization‘s expectations
regarding appropriate workplace behaviour
Identify resolution pathways to deal with LV
problems effectively
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5. This is your show
5
Are there any issues you would like me to
specifically address in the talk today?
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6. ― Before we can change things, we
must call them by their real name.‖
6
(Confucius)
Violence is a pervasive part of our lives –
on television, in songs, books, on the
streets, in our workplaces,
Our workplaces? Some 60% of workplace
assaults are concentrated in health
services, social assistance, and personal
care occupations ( NCCI, 2006).
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8. Definition
8
lateral violence is ―defined as any
inappropriate behavior, confrontation, or
conflict – ranging from verbal abuse to
physical and sexual harassment.
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9. Definition
9
The International Council of Nurses (ICN)
defines LV abuse as ―behavior that
humiliates, degrades, or otherwise indicates
a lack of respect for the dignity and worth of
an individual‖ (ICN, 2004).
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10. Stats
10
about 35% of employees are bullied
Women bullies target women 84% of
the time
Men bullies target women 69% of the
time
Vast majority of bullies are bosses
(81%)
In 70% of cases, the bullying only
stopped when the victim quit, was let
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go or transferred
11. More stats………………..
11
Women are more likely to report bullying
About 1 victim in 100 either attempts or
succeeds in suicide
Most people who are bullied report
damage to their health
Overwhelming majority of bullies are
repeat offenders
Bullying responsible for 1 resignation in
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4
12. Bullying starts early
12
A study of student nurses reported that 53%
had been put down by a staff nurse (Longo,
2007);
52% reported having been threatened or
experienced verbal violence at work (ANA,
2011).
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13. Healthcare Stats
13
2005 Stats Can data
34 per cent of the 12,200 respondents reported
physical violence;
47 per cent experienced emotional abuse;
According to Work Safe BC, in BC in 2007,
violence in the workplace, accounted for 12 % of
all WCC claims in health care!
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14. Healthcare Stats
14
While patients continue to represent the
largest proportion of perpetrators overall, co-
workers are responsible for up to 55 percent
of all emotional abuse and 53 percent of all
sexual harassment
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15. Psychological risk in Cdn workplace
% employees reporting
15
Sector Serious Significant %
Concern Concerns Reporting
s Risk
Manufacturing 5% 33% 38%
Public 3% 29% 32%
Administration
Health Care & 4% 28% 32%
Social
Assistance
Retail Trade 4% 24% 28%
Finance & 2% 22%
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16. Causes of LV
16
Research finds a clear link between abuse for
patients/residents and the workplace
environment. There are higher rates of
violence in work areas with short staffing,
under-staffing, lack of support from
management, and poor teamwork among
health care disciplines.
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23. EFFECTS of LV
23
Reduced efficiency, productivity & profitability
Adverse Publicity/Erosion of Company image
Increased absenteeism
Staff turnover
Costs associated with counselling, recruitment,
compensation claims
Legal costs associated with defending civil or criminal
charges
Loss of sleep, loss of appetite & low morale
Feelings of anger, humiliation, frustration, depression,
stress, powerlessness
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24. Profile of the victim
24
Not all weak and incompetent
Better than average performers
Conscientious and diligent
Popular, source of help and advice
Tolerant, do not fight back or retaliate
Strong morals, integrity
Isolated, not part of a clique
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25. What are Disrespectful/Bullying
Behaviours?
25
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…..
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26. What employees want
26
Surveys of Best Practices tell us what employees
want in the workplace:
1. Respect
2. Healthy and Safe work environment
3. Trustworthy Leadership
4. Work / Life Balance
5. Sense of Pride and Accomplishment
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27. What is a Respectful
27
Workplace
It is one where
Employees are valued and have opportunity for
input and feedback
Communication is polite and courteous
People are treated as they wish to be treated
Conflict is addressed in a positive and respectful
manner
Disrespectful behaviour and harassment are
addressed
Anyone work in a place like this?
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29. Toxic Workplace
29
Employees are devalued and little
opportunity for input and feedback
Communication is non existent, gossipy
People are treated as they wish to be
treated
Conflict is not addressed
Disrespectful behaviour and harassment
are ignored
Anyone work in a placeCG Hylton this?
like
31. If you are an employer where LV is
occurring, what do you do, any
31
ideas?
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32. Policies and Training
32
Policies should have strong opening
statements regarding the company‘s
attitude to harassment in the
workplace
Awareness training among staff is a
key strategy in addressing
harassment
Zero tolerance approach
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33. Whistleblower protection
33
There must also be a policy that
protects nurse from retribution if
they report violent or aggressive
behavior
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34. What else can companies do?
34
Managers and supervisors need to play
mediators in order to help resolve issues
Offer workshops that build team cooperation
Offer an EAP (Employee Assistance Program)
This program allows your employees to speak to a
counsellor about any issues
Can be used as requirement to keep positions if
attitudes or issues affect their work and the people
around them
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36. It‘s a personal issue
36
Myth 1: We don't need to train our staff about
domestic violence. That is a personal issue that has
nothing to do with the workplace.
Fact: Ignoring effects of domestic violence has a
clear impact on org bottom line. Each year,
business owners pay out almost $728 million in lost
productivity and 8 million paid workdays -- the
equivalent of more than 32,000 full-time jobs.
Six-figure jury awards to victims or co-workers and
their estates are not uncommon for employers who
fail to properly and adequately address domestic
violence at work.
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37. HR can deal with it
37
Myth 2: If a victim of domestic violence wants
help, we have Human Resource staff available.
All the battered worker has to do, is ask!
Fact: Battered workers usually will not approach
their employer for help. Research on battered
women demonstrates the primary reason the
victim does not disclose abuse at home, is fear
of job loss or retribution. Remember, her job
may represent her only independence from the
batterer.
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38. Just fire someone
38
Myth 3: It would be easier to just fire a battered
worker.
Fact: Trained employees are an asset to your
company. The Society for Human Resources
estimates that each employee you fire costs you
30% of their annual salary to replace them
& train someone else to do
their job. It is far less expensive
to help your employee obtain
the resources s/he needs.
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39. There is no cost to us
39
Myth 4: Domestic violence doesn‘t cost my
business anything…why should I care?
Fact: Besides the employee absenteeism and
lost productivity costs, the costs of intimate
partner violence exceed $5.8 billion each year,
$4.1 billion of which is for direct medical and
mental health care services, much of which is
paid for by the employer.
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40. Your policies
40
Are you aware of your workplace
policies on Harassment & Workplace
Bullying?
How many have a zero tolerance
policy
How many still have workplace
bullying?
Hope springs eternal
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41. If you are the Ee being
41
harassed…
Any ideas please what you
should do?
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42. If you are the Ee being
42
harassed…
Tell the person to stop!
Report it to your:
Supervisor/Manager
HR Manager
Field Officer/Trainer
Keep a record of the harassment
When, Where, Who Saw It
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43. So you have a Bully - what to
43
do
Bully‘s are smart they won‘t bully you when
others are watching...so write everything down
that is said or done.
Do not keep this paper at work, it will be found
by the bully.
Watch for the pattern that will appear once you
start journaling all incidents
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44. What to do
44
It's not each incident that counts, it's the
number, regularity and especially the
patterns that reveal bullying
A bully can explain and/or charm away an
incident but it‘s harder to explain a pattern or
series of events
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45. What to do
45
Keep copies of all letters, memos, emails,
etc. Get and keep everything in writing
otherwise the bully will deny everything
later
Carry a notepad and pen with you to
record everything that the bully says and
does.
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46. What to do
46
Make a note of every interaction with
personnel, management, and anyone else
connected with the bullying
Expect to be accused of "misconduct" and
"unprofessional behaviour" and a few other
things when you do this
The bully will be angry and try to discredit you
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47. What to do
47
The bully will be angry and try to discredit
you
Ask the bully to substantiate their
criticisms and allegations in writing by
providing substantive and quantifiable
evidence
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48. The Bully
48
Do not underestimate
the bully's capacity to
deceive!!
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49. The Action Plan
49
Talk to your supervisor
Share your notes
Arrange a meeting with victim, bully and
management or 3rd party mediator
SOLVE THE PROBLEM
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50. Break the cycle
50
The goal is for the individual, having
been educated about anger, self-
insight, lateral violence, etc., to help
break the cycle of violence by
recognizing the abuse aimed at them
and choosing to react differently,
especially non-aggressively.
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51. Stay calm
51
For example if a colleague lashes out at you
regarding your opinion on a unit issue, you
should hear the person out, think about what
and why it was said,
then respond to your colleague in a non-
judgemental and non-argumentative tone.
If your colleague‘s anger stays the same, leave
the site.
CG Hylton
52. What do you do?
52
One of the first steps that must occur
is to interrupt the violence.
Although difficult, it is imperative to
address workplace violence early and
to learn how to confront the person
exhibiting the behavior that affects
you.
It helps to objectively describe the
behavior to the one exhibiting it.
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53. Cognitive rehearsal
53
Cognitive rehearsal asks the individual to hold in
their mind information that they have just received,
rather than react
During this time, the individual has the opportunity
to process the information, and ponder it, rather
than responding immediately.
For instance, if a colleague lashes out at you
regarding your opinion on a unit issue, you should
hear the person out, think about what and why it
was said, then respond to your colleague in a non-
judgemental and non-argumentative tone. If your
colleague‘s anger stays the same, leave the site.
CG Hylton
55. Laws - Duty of Care
55
Employers have a responsibility to
ensure the health & welfare of their
workers under Workplace Health &
Safety Rules
In the area of employment,
employers can be held liable for the
wrongs committed by their
employees in the course of work
Aka Vicarious Liability
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56. Vicarious Liability
56
Means that if an employee
harasses a co-worker, client,
customer, employer can be
held legally responsible for the
actions of that employee and
may be liable for damages
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57. Canadian Anti-Bullying Laws
57
2004: Quebec Labour Standards 81.18
The first statutory law against "psychological harassment"
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
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58. Manitoba newest province to add
legislation:
58
Workplace Safety and Health
Regulations came into effect Feb
1, 2011
Obligation to protect workers from
psychological harassment
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59. Alberta Response:
59
Workplace Safety and Health Regulations came
into effect 2006
Part 27 of the Occupational Health and Safety
(OHS) Code.
Section 390 of the OHS Code requires
employers to develop a policy and procedures
respecting potential workplace violence.
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60. Alberta Response
60
Section 391 of the OHS Code requires employers
to
instruct workers how to recognize workplace
violence
communicate the organization‘s policy and
procedures related to workplace violence,
develop appropriate responses to workplace
violence, and
develop procedures for reporting, investigating
and documenting incidentsCG Hylton
of workplace
violence.
61. Alberta Rights of Workers
61
Under the Occupational Health and Safety
Act, workers have the duty to refuse to
engage in work that they perceive to threaten
their safety and health beyond what is
reasonable for the job. Section 35
Eg, a home care worker entering the home
of a potentially abusive client might endanger
the worker‘s own health and safety, could
refuse work.
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62. Alberta Suggested Er
62
Responses
apology
training
referral to an EAP
reassignment or relocation
limiting access to certain areas of the
organization
report to professional body
discipline
discharge
filing a complaint or criminal charges
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63. Alberta - Forms of Legal Action
63
Workplace discipline
Professional disciplinary action
Human Rights complaint
Occupational Health and Safety complaint
Civil suit
Criminal or quasi-criminal charge
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64. Workplace Discipline
64
This may range from a verbal or written
warning in relatively minor cases to
suspension, or finally termination for the
most serious offences
Progressive discipline normally imposed for
offenses not considered serious enough to
warrant immediate dismissal
For example, a worker engaged in verbal
abuse, a first offense might result in a written
warning, a second in suspension and further
repetition in termination
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65. Professional Disciplinary Action
65
Where alleged abuser is member of a
regulated profession, charges of professional
misconduct may be brought before the
relevant College / Assoc
The College / Assoc must then investigate
and, if sufficient evidence is found, a
disciplinary hearing would be held
A professional found guilty of misconduct
could face one or more penalties, ranging from
reprimand to financial penalties or loss of a
license to practice CG Hylton
66. Alberta Human Rights
66
Complaint
complainant must prove that the abuse
was a form of discrimination on one of the
prohibited grounds — race, religious
beliefs, colour, gender, physical disability,
mental disability, age, ancestry, place of
origin, marital status, source of income or
family status
Sexual orientation also included as result
of 1998 Supreme Court of Canada
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67. Alberta Suggestions for Policies
67
Right to assistance statement
anyone who believes they have been subjected to
violence and harassment has the right to access
assistance in communicating their objections and, if
warranted, in pursuing the complaint more formally.
At a minimum, assistance may be provided by a
Human Resources representative and may also
include support by a co-worker, a trained contact
person, a union representative or a professional
association representative.
The procedure should also include a statement
indicating that individuals have the right to address
their concerns to the Alberta Human Rights
Commission.
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68. Alberta Policy Suggestion
68
Management of the offender
The employer must address an incident of abuse
in an objective and consistent manner. In
substantiated complaints, the following factors
should be considered when determining corrective
action:
(a) impact of the abuse on the victim
(b) nature of the abuse
(c) degree of aggressiveness and physical contact
in the abuse
(d) period of time over which the abuse took place
(e) frequency of the abuse
(f) vulnerability of the victim Hylton
CG
69. The Typical Organizational
Response
69
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
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70. Case Study
70
3000 healthcare workers, 2500 female
Central Health developed a VP program over a
year in 2009 involved staff and unions
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71. Why Do We Need a Respectful
Workplace Program (RWP?
71
Negative effects on Employee
absenteeism/ presenteeism
damage to work performance
depression, anxiety, PTSD
impact on victims, witnesses, bystanders
Negative effects on Employer
Recruitment, retention
employee dissatisfaction
loss of productivity
costs including litigation
damage to teams performance
toxic workplaces CG Hylton
72. Central Health Effect Stats
72
Severe anxiety 76%
Poor/disrupted sleep 71%
PTSD 39%
Clinical depression 39%
Panic attacks 32%
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73. Regulatory and Legal
Environment
73
The increased need for policies and
procedures in organizations
governments (Fed. and Prov.)
Healthcare Industry
Post-secondary Institutions
Private Businesses
Legal challenges
In less than 4 years, we have seen
damages in Canada go from
$15,000 to $950,000.00
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74. Central Health’s Program
Program Development began in Jan./09
74
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 Respectful
Workplace Coordinator position
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75. Central Health’s Program
75
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
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76. Respectful Workplace Program
76
Based on prevention and early
intervention
Provides options for intervention and
resolution
Provides formal and Informal complaints
processes
Outlines other options available
Outlines roles and responsibilities
Clear definitions CG Hylton
77. Respectful Workplace Policy
77
“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. CG Hylton
79. INFORMAL Document discussions, keep
copies of correspondence
Deal directly with
situation
Advise options available under
RWP program
Seek services of RWP
advisor Supportive services can be
provided
Seek EFAP Counselling services
assistance
RWP program services may be
recommended
Facts will be gathered.
Discuss concerns
with program Options for resolution explored.
manager, or next Recommendations made.
level of
management Monitor and follow-up.
79 CG Hylton
80. FORMAL
Complaint is forwarded to the VP
Complaint is made in writing of HR.
Detail events, dates, times,
names, witnesses
Decision to be made within ten days VP reviews, consults,
whether to proceed under the RWP and gathers
policy .
information.
If not proceeding,
If proceeding, both the complainant is notified.
complainant and the Other options provided
respondent are notified.
Investigator is assigned Investigator will submit a written
report to the VP of HR.
Both parties may VP of HR to make a
respond decision for
intervention
80 CG Hylton
81. Role of RWP Advisors
81
To attend training re org‘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 Coordinator)
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82. Respectful Workplace Advisors
Role
82
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 involved
To refer individuals for support where necessary
To model respectful behavior at all times
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83. Employee Family Assistance
Program (EFAP) Coordinator‘s
83 Role
Consultation with HR, management
Arrange conflict resolution/ mediation
services
Policy monitoring and development
Training and awareness sessions (conflict
resolution, team building)
Counselling – victims and colleagues
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84. Are we there yet?
84
Most organizations are hierarchical
organizations, Central Health is no exception
Cultural ―drift‖
Accepting the way things have been
Excusing behaviour
Culture eats policy for breakfast
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85. Remember….
85
Addressing and preventing bullying is
everyone‘s responsibility.
Supervisors and managers should address
disrespectful behavior IMMEDIATELY
Ultimately, it is the employer‘s responsibility to
provide a respectful and harassment free
workplace
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87. You have been a wonderful
87
audience
If I may assist you in any way please let me
know.
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88. Our offer to you
88
Please call if you have any HR, or workplace
issue that you are overwhelmed with
We can help you
We also are pleased to do Free Workshops for
your organization (some limits apply) Let us
know what your needs are and we will make it
happen!
89. CG Hylton - Services
HR Consulting Benefits, Pensions,
Job Descriptions EAP
Strategic Planning
Salary Grids
Drug and Alcohol
Wellness at Work
programs
Staff Morale
Dept re-orgs
Training and
Leadership
Workshops
compensation
Tel 403 264 5288
chris@hylton.ca
89
90. Thank you for the opportunity to meet today!
HR
Consulting
Training
Benefits,
Pensions
EAP
tel 403 264 5288
chris@hylton.ca CG Hylton
90
91. Resources
91
United Nurses of Alberta Workshops:
http://www.una.ab.ca/resources/ohs/workshops
United Nurses of Alberta Report Form:
http://www.una.ab.ca/resources/ohs/pdf/OH&Sform.pdf
WBI, US Workplace Bullying Survey:
http://www.una.ab.ca/resources/ohs/pdf/2012-05-21-WBI-National-Survey-2010.pdf
American Nurses Association Resolution Workplace Abuse and
Harassment of Nurses
http://www.nursingworld.org/MainMenuCategories/WorkplaceSafety/Healthy-
Nurse/WorkplaceAbuseandHarassmentofNurses-1.pdf
ANA‘s Workplace Violence web page:
http://www.nursingworld.org/MainMenuCategories/WorkplaceSafety/workplaceviolence
OSHA‘s Workplace Violence web page:
http://www.osha.gov/SLTC/workplaceviolence/
References please see notes below please
CG Hylton
Notes de l'éditeur
Source: Lateral Violence: Nurse Against Nurse, Patricia A. Rowell, PhD, RN, CNP
Source: Lateral Violence: Nurse Against Nurse, Patricia A. Rowell, PhD, RN, CNP
Source: Lateral Violence: Nurse Against Nurse, Patricia A. Rowell, PhD, RN, CNP
Source: Lateral Violence: Nurse Against Nurse, Patricia A. Rowell, PhD, RN, CNP
Source: Campaign against workplace bullying 2000 (USA)
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
Screaming mimi, person chooses to shame and humiliate in the workplace to try and control the emotional environment, in front of everyone.Two headed snake variety, is the passive aggressive type who will lie about a whole bunch of things they will deny what they said, and then they will destroy the person’s reputation, they will make nice with them, love them and then knife them in the back lull them into safety then crush careers
Constant critic type of bully is behind closed doors and what this person does is get that individual who is usually technically competent, usually a veteran worker, very accomplished and well known as the go to person in that organization, they erode the confidence in this person, they call this person incompetent, and this is the first time that this person has ever heard that. They have only heard praise before and perhaps they are 20 25 years into their career But they have this young new supervisor who wants to push them around. Who lacks the talent and calls them incompetent and this can destroy the person. You can take a thoroughly competent person and render them useless The fourth category is the Gatekeeper. This person tries to control the person by withholding resources people need to succeed. Deny people training, ask them to do work outside of their skill level. You can deny people a budget, for something that needs to be funded, Some of the worst tactics we have heard of are people are told to deny relationships with other people. You may not work with her, you may not talk with her. You may not collaborate with her.
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
Source: American Institute on Domestic Violence www.aidv-usa.com
Source: American Institute on Domestic Violence www.aidv-usa.com
Source: American Institute on Domestic Violence www.aidv-usa.com
Source: American Institute on Domestic Violence www.aidv-usa.com
Source: American Institute on Domestic Violence www.aidv-usa.com
(Griffin, 2004, 259)
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010Section 35 states” “No worker shall carry out any work if, on reasonable and probable grounds, the worker believes that there exists an imminent danger to the health and safety of that worker.” There is potential for this clause to be used as justification if, for example, a home care worker felt that entering the home of a potentially abusive client might endanger the worker’s own health and safety. Two recent Ontario court cases highlight this potential. In each, the worker won a wrongful dismissal suit after being fired for refusing to engage in work that the worker thought would threaten safety. In one case, involving a female bartender who refused to serve an abusive customer, the Ontario Labour Relations Board ruled that an abusive customer may constitute a sufficient health risk to a worker that there are grounds for work refusal. (Sharon Moore v. Barmaid’s Arms, Ontario Relations Board, March 23, 1995 citied in Lancaster Labour Law Reports, April 1995, p. 1-2.)
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010Human Rights complaintsIn Alberta, Human Rights complaints are covered by the Human Rights, Citizenship and Municipalities Act. To succeed in a claim under this legislation, the complainant must prove that the abuse was a form of discrimination on one of the prohibited grounds — race, religious beliefs, colour, gender, physical disability, mental disability, age, ancestry, place of origin, marital status, source of income or family status. It is important to note that the listed grounds are not fully inclusive. For example, sexual orientation is not listed but is, as a result of a 1998 Supreme Court of Canada decision, now a prohibited ground of discrimination.
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010The Alberta Education Safety Bulletin provides help for employers developing policies, for example the Policy should include the employee’s: Right to assistanceA statement that any person who believes they have been subjected to violence and harassment has the right to access assistance in communicating their objections and, if warranted, in pursuing the complaint more formally. This is particularly important in cases where the alleged offender is in a position of authority, or where there are communication barriers. As a minimum, assistance may be provided by a trained Human Resources representative and may also includesupport by a co-worker, a trained contact person, a union representative or a professional association representative. The procedure should also include a statement indicating that individuals have the right to address their concerns to the Alberta Human Rights Commission. Management of the offenderThe employer must address an incident of abuse in an objective and consistent manner. In substantiated complaints, the following factors should be considered when determining corrective action:(a) impact of the abuse on the victim;(b) nature of the abuse;(c) degree of aggressiveness and physical contact in the abuse;(d) period of time over which the abuse took place;(e) frequency of the abuse; and(f) vulnerability of the victim.
Source: Alberta Employment Safety Bulletin developed 2006, updated 2010
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
Source: Adapted from Central Health presentation: Defining bullying, harassment and disrespectful behaviour, Healthcare Workplace Safety Conference, April 13, 2011
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