Dignity at Work Dealing with Bullying and Harassment

1
Dignity at WorkDealing with Bullying and
Harassment

• Jill Scott Equality Challenge Unit

2
Basic Premise

• It is in every employers interest to promote a
  safe, healthy and fair environment in which
  people can work
• Effectively ensuring dignity at work offers a
  win-win situation for employers and staff

3
Why Take Dignity at Work Seriously?

• Bullying and harassment - morally unacceptable
• Damaging to morale/individual, team and whole
  organisation
• Poor performance/low productivity
• Loss of respect for management
• Increased absence and resignations
• Damage to institutions reputation
• Potential tribunal claims

4
Recent Survey Findings

• HEFCE Research Programme (2005) - 17 of
  respondents had personally experienced harassment
  at work in past 12 months
• TUC Survey of 5000 employees - three quarters of
  bullying and harassment incidents the perpetrator
  had been a manager or supervisor.

5
Health and Safety

• Bullying and harassment almost inevitably
  generate stress.
• Stress-related illness - second most common
  workplace cause of absence, and the incidence
  rising - loss of 18 million working days each
  year
• CIPD stats - Bullying and harassment costs UK
  employers estimated 2 billion plus each year

6
ECU Project

• Aimed to make a real difference
• Project started March 2006 - 9 months
• Focused on good practice (Guidance shortly
  available on website)
• Raising the profile of dignity at work why it
  is such a key issue
• UNISON/UCU project partners

7
Survey Findings

• Survey distributed by e-mail to 140 institutions
  by UCEA
• Response rate of 44
• 92 - priority or important issue
• 7 - not applicable here
• 56 - cases under-reported
• No responses suggested over-reporting

8
Survey Findings (2)

• 93 - Policy on Bullying and Harassment
• 53 - Staff Code of Conduct
• Major causes of complaints
• Lack of interpersonal skills
• Poor management
• Stressed managers
• Also high were responses for stressed
  colleagues, excessive workloads and prevailing
  culture

9
Case Study Interviews

• Some good practice but still exception rather
  than the norm
• Unclear distinction between bullying and firm
  management
• Poor levels of management training and
  inadequate training generally
• Senior level support and commitment vital to
  effective implementation

10
Specific Examples

• Bristol Positive Working Environment
  initiative - emphasis on physical, mental and
  emotional well being
• Essex harassment advisers effectively
  recruited, trained and managed
• Sunderland good policy and training,
  harassment advisers and mediation among the
  options available

11
Specific Examples (2)

• Anglia Ruskin University emphasis on
  prevention rather than cure
• Worcester small town, importance for
  University of recognition as a good employer
• Ravensbourne links with other colleges to
  maximise resources

12
HE Specific Issues

• Rotating heads of department creates power
  imbalances and inappropriate appointments
• Disproportionate impact of research funding and
  negative impact of RAE
• Issues with mergers clash of cultures and
  approaches

13
Contributory Factors

• Management Style
• autocratic/democratic
• co-operative/authoritarian
• Competitive environment (resources, etc)
• Job insecurity
• Excessive workloads/stress

14
The Future?

• Appropriate culture
• Dispute resolution
• Trust, fairness and respect
• ACAS Model Workplace