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Preventing and Resolving Harassment

National Gallery of Canada. Preventing and Resolving Harassment. A Joint Union / Management Awareness Presentation. SESSION OBJECTIVES. Everyone will know: what constitutes harassment, and their responsibilities to: prevent harassment and, if necessary,

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Preventing and Resolving Harassment

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  1. National Gallery of Canada Preventing and Resolving Harassment A Joint Union / Management Awareness Presentation

  2. SESSION OBJECTIVES Everyone will know: • what constitutes harassment, and • their responsibilities to: • prevent harassment and, if necessary, • help resolve a harassment situation. 2

  3. OUR POLICY To promote a respectful work environment where diversity is valued by: • preventing harassment, • resolving disputes promptly and cooperatively, • providing a redress process to fairly and promptly address harassment allegations 3

  4. YOUR AWARENESS + ACTIONS • = • PREVENTION 4

  5. HARASSMENT • Is a serious issue • Has a negative impact on individuals and the work environment • Can lead to disciplinary measures It is everyone’s responsibility to prevent / help resolve a harassment situation. 5

  6. DEFINITION of HARASSMENT Form of misconduct / improper behaviour by an employee: • that is directed at and is offensive to another employee, • which that person knew or ought reasonably to have known would be unwelcome & cause offence or harm. It comprises: • objectionable conduct, comment or display that demeans, belittles, causes personal humiliation or embarrassment, and any act of intimidation or threat, • which detrimentally affects individual well-being or the work environment. 6

  7. SEXUAL HARASSMENT … • Comment, Gesture, Conduct or Contact of a Sexual Nature. • One Time or Continuous Series of Incidents. • Placing a Condition of a Sexual Nature on Employment or on an Opportunity for Training and Promotion. 7

  8. ABUSE OF AUTHORITY Improper use of power or authority inherent in ones position. • Verbal Abuse • Intimidation • Threats • Blackmail or Coercion 9

  9. HARASSMENT DOES NOT INCLUDE… The proper exercise of managerial responsibility, e.g. giving advice, evaluating performance and applying corrective measures in a respectful manner. 8

  10. CRITERIA FOR DETERMINING HARASSMENT • Is the behaviour unwelcome or offensive? • Would a reasonable person view the conduct as unwelcome or offensive? • Did it demean, belittle or cause personal humiliation or embarrassment? • Did it detrimentally affect the work environment or individual well-being? • Is it a single serious incident? • Is it a series of incidents over a period of time? 10

  11. EXAMPLES OF … • What generally constitutes: • discriminatory harassment (sexual harassment and harassment under the CHRA) • personal harassment 11

  12. EXAMPLES OF … What generally constitutes harassment 11

  13. EXAMPLES OF … • What may or may not constitute: • discriminatory harassment (sexual harassment and harassment under the CHRA) • personal harassment 12

  14. EXAMPLES OF … • What does not generally constitute: • discriminatory harassment (sexual harassment and harassment under the CHRA) • personal harassment 13

  15. FACTS ABOUT HARASSMENT • Harassment generally occurs when there is a disparity of power, even among employees at the same group and level • Harassment does not have to be intentional • Harassment can also take place among employees of the same gender • Anyone can be harassed and it can come from any level 14

  16. WHY INDIVIDUALS DO NOT SPEAK UP Fear of: • rejection by others • being labeled a “trouble - maker” • loss of job opportunities • not being considered a “team player” • reprisal 15

  17. OUR POLICY – Prevent Harassment • Every employee must be treated with respect • Every employee is responsible for preventing harassment 16

  18. OUR POLICY – Resolve Harassment • Every employee is responsible, should it occur, for cooperating to resolve a harassment situation which they are aware of or are a party to • Harassment or lack of action = disciplinary measures 17

  19. MOST DISPUTES ARE RESOLVED … • locally between the parties involved, or with the help of a manager or union • sometimes, and increasingly, with the support of a third party, e.g. facilitator, mediator • through the formal harassment complaint or grievance process 18

  20. IF YOU BELIEVE YOU ARE BEING HARASSED … • DO NOT ACCEPT MATTERS, TAKE ACTION! • Is it possible harassment or is it an administrative matter involving the exercise of management authority? • If it is a harassment matter, settle the dispute if possible with the alleged harasser • Consider asking your manager for help or consider third party assistance • If necessary, file a harassment complaint (or grievance) 19

  21. CONFIDENTIALITY All employees who are aware of or involved in a harassment complaint must refrain from discussing the complaint among themselves or with anyone who does not have a “need to know”. 20

  22. REMEMBER • Harassment will not be tolerated • There are people out there who will help • Preventing harassment and helping to resolve a harassment situation should it occur is everyone’s responsibility 21

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