HOW TO DRAW THE LINE BETWEEN TOUGH MANAGEMENT AND HARASSMENT
INTRODUCTION FOR HOW TO DRAW THE LINE BETWEEN TOUGH MANAGEMENT AND HARASSMENT
Harassment Prevention for Employees is a comprehensive training program that covers all forms of harassment in the workplace. By using realistic examples of verbal, physical and visual harassment, it clearly illustrates what action an employee should take when confronted with any type of prohibited conduct – and what to expect after a complaint is made. It’s an essential training program with specific guidelines every employee needs to understand to help maintain a harassment-free work environment. Power harassment in the workplace, including bullying and unfair treatment, has been regarded with increasing censure by society. Creating an environment where everyone can work free of worry constitutes the foundation of what the government promotes as “work style reforms.”
• Defines all forms of illegal harassment and what’s legally protected
• Your employees’ responsibility as a victim, witness or accused
• Advice against employee retaliation
• Special concerns regarding sexual harassment
• Covers liability issues
OBJECTIVE HOW TO DRAW THE LINE BETWEEN TOUGH MANAGEMENT AND HARASSMENT
This Anti-Harassment training course and Workplace Harassment training will help employees to recognize situations that may involve harassment or discrimination and identify what to do when they experience or witness these situations in the workplace.
Definition of Harassment
- Where can workplace harassment occur?
- What criteria have to be met to establish whether there was harassment?
- Time limit to file a complaint
- Examples of what constitutes workplace harassment
- Examples of what does not constitute workplace harassment
- To help frame the situation, ask yourself:
- Poisoned work environment
- If you believe you have been harassed
- Annex A — Examples of what may or may not constitute harassment
- Annex B — Scenarios with examples of what may or may not constitute harassment
Six types of power harassment
- Physical attacks (such as acts of force or violence)
- Psychological attacks (such as intimidation or verbal abuse)
- Segregation (such as ostracism)
- Excessive demands (such as assigning work that is impossible to perform or obviously unnecessary)
- Demeaning demands (such as assigning work clearly below the employee’s capability or providing no work at all)
- Intrusion upon the individual (such as intrusion into an employee’s personal life)
Bullying or harassing behaviour
- spreading malicious rumours
- unfair treatment
- picking on or regularly undermining someone
- denying someone’s training or promotion opportunities
Legal and Practical Perspectives
- Is the behavior targeted at an employee of a protected class?
- Is the employee offended by the behavior?
- Is the behavior sufficiently severe or pervasive to create a hostile or abusive work environment?
- Does the employer have and enforce policies intended to prevent unlawful harassment?
- Did a tangible adverse job action result from or accompany the manager’s treatment of the employee?
- Is the manager a senior officer of the company?
- Did the affected employee complain?
- Would a reasonable employee be offended by the behavior?
How to handle harassment at workplace
- Handling grievances
- Handling harassment under major misconduct
- Domestic Inquiry
- Step by step procedure before termination