Managing Unacceptable Behaviour in the Workplace

1. Managing Unacceptable Behaviour in the Workplace

2. Objectives • Ensure managers are familiar with, and able to apply, the relevant policy. • Provide managers with an appreciation of the complaint pathways • Provide relevant supporting information in regard to unacceptable behaviour in the workplace.

3. Unacceptable Behaviour is….. • Violence • Bullying • Harassment

4. Scenario An employee alleges that her treatment on the ward by another colleague was unacceptable. She alleges a conversation took place which was contrary to the values-she felt disrespected and unappreciated. No offensive language was used, no shouting or raised voices. There were no witnesses, the employee is upset and complains of being bullied!

5. 2009 Health Research Council NZ report on Workplace Bullying • Relatively widespread across health and education • Ineffective leadership • lack of resources • poor organisation of work • lack of strategy, • limited understanding of WPB and how to address it.

6. The study found that WPB associated with…. • Laissez-faire leadership style • Increased stress levels • Decreased performance • Increased turnover • Increased absenteeism

7. Integrity & Conduct Survey 2013 • 1 in 4 have experienced being bullied across public sector • build a supportive culture • manage behaviours • manage performance • manage change

8. Onset of stress Health Impact Abusive ConductIdentity Threat DespairSuicide Physical Violence Injury Death The Negative Workplace Behaviour Continuum Moderate to severe bullying Disrespect Incivility Assault Mild bullying Inappropriateness Homicide

9. Positive Behaviour NDHB Values & Behaviours Patient & Family Centred Care NDHB A Values-led organisation Ward Values Rules of Engagement The Positive Workplace Behaviour Continuum Improved patient outcomes Increased staff engagement Team ownership Our corporate, moral compass

10. Workplace Bullying Can Occur at All Levels • Horizontally (between peers, between managers) • Vertically (top down and bottom up)

11. Workplace bullying hurts people and costs organisations millions of dollars annually • Loss of productivity • Low morale • Dysfunctional adaptive behaviour • Absenteeism • Turnover • Investigation • Litigation

12. Effects on employees • Physical and psychological risks • Illness, including mental health issues (suicide) • Reduced job satisfaction • Reduced opportunities • Stress • Constructive dismissal

13. What type of overt behaviours are unacceptable? • Verbal abuse (obscene/offensive/yelling) • Mood swings with unexplained rages • Personal, belittling and humiliating remarks • Using email inappropriately • Refusing to meet with the person

14. What type of covert behaviours are considered to be unacceptable? • Unnecessary overloading with work • Setting impossible deadlines • Inflicting inappropriately menial tasks • Withholding information or support • Setting someone up to fail • Failing to give due credit • Group bullying

15. You’re not the boss of me! Managers can face complaints of ‘bullying’ for managing firmly or even day to day managing

16. Key elements of most definitions is that bullying behaviour is: • Persistent (repeated) • Unreasonable (unwarranted) • Unwelcome (unwanted) • Detrimental

17. Workplace bullying is…(Hayden Olsen) • “Unwanted and unwarranted behaviour • that a person finds offensive, intimidating or humiliating and • is repeated so as to have a detrimental effect • upon a person’s dignity, safety and wellbeing”

18. Workplace bullying(NZ Definition – Feb 2014) • “…is repeated and unreasonable behaviour directed towards a worker or group of workers, that creates a risk to health and safety”

19. Scenario Mathilda complains to you that a colleague of hers, with whom she has had a recently ceased romantic relationship, refuses to accept that it is over, and takes every opportunity to be around her when at work. At times when they are alone, the colleague persists with attempting to rekindle their relationship. This includes attempting to initiate private conversations, being flirtatious, and attempts to hug the complainant, and so on. What could you do?

20. What type of behaviours are NOT considered to be ‘workplace bullying’? • Reasonable instructions and expectation they will be carried out. • Warning or disciplining employees in line with organisational policy. • Insisting on high standards of performance in terms of quality, safety and team cooperation. • Giving a negative performance appraisal and requiring justified performance improvement.

21. Scenario A manager queries with a staff member a claim on the person’s timesheet which is for 4 hours of overtime work that the manager has firm evidence only 2 hours was worked. This is not the first time that the manager has had this conversation with the staff member concerned, and alludes to this fact when talking to the staff member. The member of staff does not take kindly to this, and reacts testily to the manager and complains that the manager is bullying the staff member concerned. • What do you make of this scenario

22. Scenario John and Tessa are community nursing colleagues. John provided care to some of Tessa’s patients on an occasion that Tessa was unavailable to do so. John complains to his manager that Tessa, had become demonstrably angry with him. This had occurred ostensibly because Tessa was unhappy in regard to work that John had undertaken on her behalf.

23. John alleges that Tessa’s tone of voice, facial expression and body language were inappropriate. Tessa had stood while talking to John who was seated at the time. John complains of being intimidated and feeling bullied by Tessa. The behaviour complained of has not occurred before. What do you make of this? What other information may you need? What would you do?

24. Workplace bullies act… • knowingly, • deliberately • persistently

25. Scenario Georgina complains that a colleague often makes hurtful comments about her - this includes gestures – tossing of the head, rolling of the eyes, and the occasional ‘tut…tut’. The colleague complained of, allegedly teases Georgina in front of other colleagues and speaks to her in a demeaning manner. On one occasion when Georgina asked the colleague why she behaves this way towards her, she replied, ‘because I can’. This has been on-going for several weeks and their relationship over some years has often been playful and always friendly. What do you make of this?

26. So what is Acceptable behaviour in the workplace? • Acceptable behaviours in the workplace are • those which: • are aligned with our Values and • comply with the NDHB Code of Conduct.

27. Values and Behaviours • NDHBs Values are the organisation’s framework for the way we do things. • The Values are our "guiding beacon" providing a framework for how we treat one another • creating an environment conducive to job satisfaction • five core values and behaviours that people want to see in this organisation

28. Values based behaviour is key • Respect – “we show courtesy, care and respect….” • Caring – “we are kind to each other…” • Communication – “we communicate safely openly and with respect”

29. Policy • 1 Principles • 2 Definitions • 3 Responsibilities • 3.1 Managers • 3.2 Employees • 3.3 Human Resources • 4 Procedural options • Self help intervention • Peer Support • Informal intervention • Formal complaint • Appendix 1 Proforma complaint form • Appendix 2 Flowchart

30. Policy-Procedural options • Self help intervention • the employee addresses their concerns directly with the person concerned and • which is intended to be used where circumstances and/ or personal preference supports a direct approach • Peer support • the employee addresses their concerns initally with a peer who supports the employee concerned through a facilitated meeting • which is intended to be used where circumstances and/ or personal preference support a direct approach

31. Policy-Procedural options • Informal intervention where the employeeseeks an informal intervention via their manager or General Manager. • Formal complaint lodged with the relevant manager or General Manager.

32. ConclusionWorkplace bullying is… • behavioural mistreatment of people in the workplace. • Psycho-social warfare • Violates human boundaries of dignity, safety and respect • May cause significant harm

33. Duty of Care • NDHB managers, the organisation is duty • bound to address issues arising • Policy and process to manage the issue exists • We must lead on this issue – manage the individual.

34. A manager is not managing unless.. • Leadership - direction is given as to what • will be expected, what will not be tolerated • Influencing the behaviour of staff • Motivating them to another outcome…ideally • Requiring them to another outcome…at least

35. Primary management mistake is…. • Reticence to say something, to have the initial conversation, • To nip the behaviour in the bud • Lack of records

36. KeepRecords • Workplace bullying can be difficult to prove • Often an accumulation of incidents • Keep records (of incident, date, time, place, witnesses).

37. Creating a culture of acceptable workplace behaviour • Values development • Leadership • Trained contact people • Effective policy • A range of complaint procedures • Maintain support mechanisms • Organisational integration • Monitor and review

38. Scenario Linda complains that her colleague used force to remove her off a computer terminal on the ward. Linda had been using the computer terminal when asked to assist another colleague. Moments later upon Linda’s return to the computer terminal, the colleague had deleted Linda’s work. Linda challenged the colleague about this and the colleague pushed her away forcefully enough to knock Linda to the ground.

39. Scenario Barbara complains of being bullied by her colleague. It is alleged the colleague moves her DHB car keys, changes the channel on the office radio, uses emails to rally support for her behaviours towards Barbara. Some examples of her behaviour are: • sending derogatory emails to mutual colleagues saying this is “…just another example of Barbara bullying me and of our plonker boss supporting her. What a @#$% plonkerour manager is!” • Repeated argumentative tone, dismissive comments.

40. …..continued Another email sent to another colleague (Bob) says “You need to back me on this matter because if my manager did his job properly he would sort out that #$%^!”. Recently at a team meeting, in an effort to reach one of the last remaining chairs Barbara complains that her colleague intentionally pushed her out of the way, causing Linda to stumble. This is witnessed by a colleague who is shocked and Linda complains of an escalation of her colleague’s poor behaviour.

41. ….continued Linda complains that the same colleague has altered her clinical records on a day she was away from the office causing a patient to receive an IMI several days earlier than required. What do you make of this? What would you do?

42. Patients and clients at the centre of care “Organisations need to put the patient/client at the centre of all they do….and nurture caring cultures by ensuring that staff feel valued, respected, engaged and supported” Dixon-Woods M, et al Culture and Behaviour in the English National Health Service, BMJ quality and safety. 2014