POLICY: Digniity At Work Policy
DIGNITY AT WORK
POLICY
1.
Policy Statement
This policy has been developed in partnership with management and staffside representatives 1.1 The Trust recognises that the existence of any form of bullying or harassment/victimisation can create a threatening or intimidating work environment, which adversely affects job performance, health and well being. The
Trust is committed to protecting its staff from bullying and harassment and will not tolerate any such incidents at work or in a work related environment such as social events linked to employment.
1.2
1.3
The Trust also recognises it has a duty to ensure the good practice laid down in this policy applies equally to contractors, employees of other organisations on …show more content…
PCT property, volunteers, visitors and patients.
It is recognised that various types of harassment may occur in employment, on a wide variety of grounds including: • race, ethnic origin or nationality.
• sex or sexual orientation
• religious or political convictions
• a person's willingness to challenge harassment, leading to victimisation
• membership or non-membership of a trade union
• disability, sensory impairment or learning difficulty
• age
• physical characteristics
• status as ex-offenders
• real or suspected infection with HIV/AIDS
1.4
The above list is not exhaustive. Anyone who is perceived as different, or who is in a minority, may experience harassment. This may occur between people of the same or opposite sex or between people at the same or different levels within the organisation. 1.5
Managers have a responsibility to ensure that the workplace is free from harassment. It is also the responsibility of each individual employee to observe the principles of this policy.
1.6
Both sexual and racial harassment are unlawful and could lead to proceedings under The Race Relations Act or the Sex Discrimination Act.
1.7
The Trust's managers will take appropriate measures, which may include disciplinary action to deal with instances of harassment.
1.8
Claims of bullying, harassment or victimisation will be: -
•
•
•
taken seriously investigated sensitively dealt with appropriately
1.9
The Trust acknowledges the need to ensure that there are no reprisals against staff who come forward with a genuine complaint of harassment or victimisation, or against other staff who support their complaints. If Management become aware that staff are being victimised as a result of raising a complaint, then disciplinary action could be taken.
1.1
0
If a member of staff is found to have made a malicious allegation against another member of staff, he/she will be subject to the normal disciplinary procedure.
1.1
1
1.1
2
2.
The Trust will endeavour to assist with providing counselling and support where necessary. Following a case of harassment, it is the manager’s responsibility to monitor the situation in the workplace closely to ensure that the harassment has stopped and that there is no victimisation of any of the parties involved.
Definitions
Bullying
2.1
Bullying differs from harassment in that the focus is rarely based on gender, race or disability and is rarely a single incident. It tends to be an accumulation of many small incidents, each of which, when taken in isolation, seems trivial.
Bullying can be defined as any unsolicited, unwelcome, hostile or offensive act, expression or derogatory statement including incitement to commit such behaviour. The intention is less important than the effect on the individual.
Examples of bullying include:
•
•
•
•
•
shouting at a colleague negative, unfair, targeted comments on a colleague's personal or professional performance devaluing a colleague's contribution criticising a colleague in the presence of others withholding information with the intent of affecting a colleague's performance
Bullying is not the use of constructive criticism expressed by a
manager.
Harassment
Acts of harassment usually centre around inappropriate behaviour linked to sex, race, prejudice, etc and it may only consist of a single incident.
Sexual Harassment
2.2
The definition of sexual harassment is any unwanted conduct of a sexual nature or conduct based on sex that is offensive to the recipient and affects the dignity of men and women at work.
Examples are: • requests for sexual favours, including implied or overt promises of preferential treatment or threats concerning present or future employment status; • embarrassing jibes about sex or sexual orientation, abuse and offensive comments about dress and appearance;
• unwanted deliberate physical contact;
• unwanted telephone calls or correspondence;
• the display of offensive or pornographic visual material in a work place such as pin-ups, calendars, books, videos, etc.
• unfair allocation of work and responsibility
• exclusion from normal activities, conversation or social events.
Racial Harassment
2.3
The Commission for Racial Equality has published the following definition:".....racial harassment is violence which may be verbal or physical and which includes attacks on property as well as on the person, suffered by individuals or groups because of their colour, race, nationality or ethnic or national origins when the victim believes that the perpetrator was acting on racial grounds and/or there is evidence or racism ....."
Racial harassment takes many forms and includes: • abusive language and racist "jokes"
• racial name calling
• display of racially offensive written or visual material including graffiti
• physical threats, assaults and insulting or abusive behaviour or gestures
• open hostility which is racially motivated
• unfair allocation of work and responsibility
• exclusion from normal activities, conversation or social events in the workplace • racially motivated behaviour, gestures or activities which affect the quality of care given to clients
• racially motivated behaviour by users of the service
3.
Procedures
Introduction
3.1
Under the Disciplinary Policy, any harassment of an employee by another employee or group of employees will be regarded as misconduct or gross misconduct. 3.2
Investigating Officers should be trained in the skills of objective investigation, interviewing and report writing.
A complaint of harassment presents a sensitive problem for those responsible for investigating the allegations. The appointed investigator, who must come from another department, is required to protect the rights of the alleged harasser as well as protecting the rights of the individual making the complaint. When a complaint has been lodged, the investigating officer's initial interview will be directed at finding out the situation from the complainant's point of view and the alleged harasser will be given a full and fair opportunity to state their understanding of events.
3.3
4.
Informal Procedure
4.1
An informal procedure is not to be used to discourage employees from recourse to formal procedures where they prefer that option and the informal procedure will not be appropriate where a previous attempt at an informal resolution has proved unsuccessful or where the seriousness of the complaint warrants formal action and possible criminal proceedings.
4.2
The complainant should record details of instances of harassment and these records should show:• what occurred
• what was said
• date and time
• witnesses, if available
4.3
In many cases it will be sufficient for the recipient to raise the problem informally with the person(s) who is/are creating the problem, pointing out that their conduct is unwelcome, offensive or interfering with work.
4.4
Alternatively, an employee who finds the direct approach difficult or embarrassing may seek advice and support from a colleague, their Trade Union
Representative the Human Resources Department, a more senior member of management, or seek the assistance of a Dignity at Work Advocate. Any one of these individuals may with the consent of the employee act/speak on their behalf with a view to resolution without formal action. This approach may be particularly helpful where the complaint is about an employee's direct supervisor.
An advocate, well versed in the Dignity at Work policy, will listen to the employee and enter into a confidential discussion which will help staff understand their rights and will be available to support the individual if requested, throughout the informal or formal procedure.
4.5
If, after such a discussion, the employee wishes the complaint to be raised formally, or the harassment persists, then the formal procedure should be used.
5.
Formal Procedure
5.1
The employee may, however, choose to raise the complaint formally with their line manager. Should the alleged harasser be the direct line manager, the complaint should be raised following the line management hierarchy.
5.2
The Manager to whom the complaint has been made will, in consultation with the Human Resources Department, appoint an appropriate person to undertake an investigation.
5.3
Having obtained all the relevant information, the manager and the Human
Resources representative will consider the investigator's findings and will decide either:to take no action, in which case the notes of the investigation will be destroyed
OR
to initiate the Disciplinary Procedure
OR
to take some other management action, including external mediation
5.4
Harassment is normally considered to be gross misconduct. However, the manager should consider all the facts and adopt the usual process outlined in the Disciplinary Procedure. If formal disciplinary action is not appropriate (in cases of minor offences) the following options may be followed in addition to or instead of a verbal warning:• reprimand
• formal apology
• counselling for the harasser
6.
The Disciplinary Procedure
6.1
Due to the sensitive nature of these cases staff may be reluctant to come forward and make a complaint. It may also be difficult to get other staff to confirm they have witnessed or been subject to similar treatment. As a result, the following changes to the normal rules governing the conduct of disciplinary hearings have been made:
•
Staff may only give information if it is to be held in strict confidence.
•
If the decision comes down to one person's word against another, then the
Disciplining Officer will need to decide whether they use anonymised versions of some or all of the statements. In such cases these statements will be provided to the person subject to the Disciplinary Hearing. This is on the understanding that no attempts will be made to identify the author of the statement, nor any attempts made to subsequently contact them to elicit further information from them.
•
The Investigating Officer will be called to give evidence to the Disciplinary
Hearing, not only on their findings, but also to validate any anonymised statements and give any views and inferences they may have formed during the investigation of the validity of the complaint. Having decided that a
Disciplinary Hearing is appropriate, the manager concerned should consider how to deal with this matter sensitively, knowing the nature of the allegations. •
This is slightly different to the normal disciplinary procedure due to the sensitive nature of the complaint.
All other rules, including timescales of the procedure are as per the disciplinary process. If it is necessary to call the victim of harassment as a witness to the Hearing, the
6.2 victim should be allowed to bring along their Trades Union representative or a work colleague.
6.3 If the victim so wishes, any questions asked at the Disciplinary Hearing can be directed through their Trades Union representative or work colleague.
6.4 Every effort will be made to avoid the victim of harassment being present at the hearing, however, in areas of contention this may be necessary.
6.5 If, after discussion, the victim requests not to be present at the Disciplinary
Hearing, they will be allowed to remain in a separate room whilst the disciplinary hearing is in progress.
If it is necessary to question the victim further, a brief adjournment will be called to allow the questions to be asked. The victim will be entitled to be accompanied by their Trades Union representative or a work colleague.
If an employee is not satisfied with the manner in which their complaint has been handled, they should refer to the grievance procedure.
7.
Redeployment Considerations
Redeployment if Disciplinary Action is Taken
7.1
7.2
If disciplinary action is taken, management must consider whether contact between the two parties is likely to occur during the course of their job and whether this is acceptable. Management will consult the person who has been harassed. In cases where contact is considered unacceptable, every effort should be made to redeploy either one or the two parties. It will be for the manager and the Human Resources representative to consider which party may be most appropriately redeployed having considered the views of the person who has been harassed.
Redeployment When Disciplinary Action is Not Taken
Where disciplinary action is not taken following a full investigation, the person who alleged harassment may request redeployment. In this case the manager, in consultation with the Human Resources Department, will try to accommodate this request.
Legislation
The relevant Acts of Parliament relating to this Policy are:
•
Sex Discrimination Act (1975)
•
Race Relations Act (1976)
•
Race Relations (Amendment) Act 2000
•
Dignity at Work Bill (1997)
•
Disability Discrimination Act
Promoting Dignity at Work: Standards of Practice for
Managers and Employees
This document is available in large text, electronic or audio formats or any other format required. If you require a copy of this document in an alternative format please contact the Quality Improvement and
Risk Team on 020 8926 5247 or the Patient Advice and
Liaison Team on 0800 0926 995.
1
Introduction
Redbridge PCT has developed, in partnership with Staff Side, these standards which clearly promote respect for individuals and are regarded as integral to the behaviour of both managers and employees. These standards support a culture of dignity and respect in the workplace and should be read in conjunction with the Dignity at Work policy.
Rationale
The Trust is committed to improving the working lives of all of its staff and ensuring that staff are treated with dignity and respect in the workplace. Ensuring employees are treated with dignity at work is likely to increase their positive feelings about the Trust and the work that staff undertake.
Promoting a culture which respects the individual might be expected to lead to, amongst other possible benefits, a greater willingness to accept/embrace change, learn new skills, pursue high standards of quality through pride in work and to work as part of a team.
Promoting dignity at work may reduce stress and related health problems and reduce absenteeism among those who may have suffered or have been witnesses to bullying or harassment.
Time spent on the promotion of dignity at work and providing training and support to staff should reduce the instances of individual complaints of bullying and harassment.
Expectations
All staff have a right to work in an environment that: is safe promotes dignity at work; encourages individuals to treat each other with respect; promotes speaking politely, openly and honestly with others; is open, transparent and fair; encourages them to behave responsibly toward one another.
The Trust undertakes to ensure that:
All staff are valued
All staff are encouraged to value each other
It recognises bullying and harassment may take place in the workplace
It takes reasonable steps to reduce the risk of bullying and harassment
It takes appropriate and timely action where incidents are raised.
2
Code of Conduct for NHS Managers 2002
The code gives instruction to senior managers to abide by the Code of
Conduct for NHS Managers 2002, which states the following responsibilities:
Managers will respect and treat with dignity and fairness, the public, patients,relatives, carers, NHS staff and partners in other agencies.
They will seek to ensure that no one is unlawfully discriminated against because of their religion, belief, race, colour, gender, marital status, disability, sexual orientation, age, social and economic status or national origin.
The Trust recognises that the instruction for senior managers should also apply to other managers and non executive directors in the organisation and therefore would expect that all managers would seek to ensure that staff are valued as colleagues and are: properly informed about the management of the NHS given appropriate opportunities to take part in decision making given all reasonable protection from harassment and bullying provided with a safe working environment helped to maintain and improve their knowledge and skills and achieve their potential helped to achieve a reasonable balance between their working and personal lives.
Managers are expected to ensure that judgements about colleagues including appraisals and references are consistent, fair and unbiased.
Managers are expected to ensure that the organisation plays a part in explaining to NHS staff and partners in other agencies, decisions on the use of resources and give due and proper consideration to suggestions for improving performance, the use of resources and service delivery.
The code should also be observed by managers who are not employed by the
Trust but manage employees of the Trust or manage units that are primarily providing services to patients for whom the Trust is responsible.
Management
The application of management applies to those who direct the work of others, it equally applies to directing oneself. Each employee, to differing degrees, manages their own workload and time, some under direct supervision others through autonomous working. The Trust therefore expects that each person manage their behaviour and conduct in a way that is acceptable and meets the policies, procedures, working practices, legislation
3
and standards laid out in this document and other ratified service specific documents. Management and Employee Actions and Responsibilities
The employment policies of the Trust clearly demonstrate behaviours and actions appropriate in particular circumstances. From these policies the Trust can map expectations for both managers and employees. Below are some examples of policies in use in the Trust and the actions/responsibilities are listed: Management
Actions/Responsibilities
Annual Leave: Ensuring scheduling of annual leave is consistent, fair and provides appropriate cover for the service throughout the leave year
Ensure each member of staff receives the departmental procedure for annual leave so that all staff understand if a leave request has to be turned down
Managing Sickness Absence:
Monitor attendance at work.
Communicate to staff decisions arising from implementing the
Sickness Absence policy. Clearly express the requirement for good attendance at work. Ensure staff are aware of the use of 1st day GP certification where necessary and 4th episode trigger points
Maintain full records for monitoring sickness absence including completion of self-certification and return to work interview documentation Employee Actions/Responsibilities
Ensure leave requests are made following the departmental procedure and do not book a holiday before leave has been agreed
Read and follow the departmental annual leave procedure
Staff are expected to aim for 100% attendance at work and to be aware of the contents of the policy. Where staff are unable to achieve 100% attendance they must follow reporting procedures and comply with certification rules
Staff should assist managers to complete the necessary documentation by answering required questions and completing appropriate sections of documentation on their return to work
Must be able to show line manager
Communicate with manager whilst on and Trust board steps taken to sickness absence and attend address sickness absence issues and Occupational Health appointments or to improve attendance in their other medical appointments department Remind those staff who fail to follow
Staff must comply with appropriate appropriate procedures of the reporting procedures expectations of staff members
4
Inform payroll of unauthorised absence Ensure staff provide the appropriate sickness certification, whether that be self certification, GP certificate including 1st day GP certification.
If the staff member does not keep in contact with the manager whilst on sick leave the manager must keep in regular contact* with the staff member to ensure they are receiving appropriate support and to enable the manager to plan the workload for other staff
Complete the return to work interview by telephone if this cannot be undertaken in person
* Regular contact depends on the individual circumstances and as such requires an initial conversation with the employee. Depending on the likely length of absence, mangers may need to contact staff weekly, biweekly or monthly.
Disciplinary Policy: To inform staff of the standards of conduct and work performance required
Failure by staff to report their sickness absence in line with the procedure may result in them being unpaid for that day and those days thereafter where they continue to fail to report for duty
Staff must supply certificates in line with the policy
Keep in contact with the manager when off sick. Whilst off sick if your manager contacts you, answer questions as to, for example, support you may need, nature of medical appointments with dates and likely return to work date, progress and well-being Discuss return to work questions with your manager
To be involved in dialogue regarding conduct and work performance and to make improvements with support from manager
To ensure each member of staff is
To read and be aware of the contents aware of the Disciplinary policy and of the Disciplinary policy and Code of
Code of Conduct
Conduct
To maintain discipline
To ensure actions do not contravene the Disciplinary policy/Code of
Conduct
To undertake counselling with staff
To participate in discussions members when there is a cause for regarding the manger’s cause for concern that can be dealt with outside concern so that improvements can be of the disciplinary policy made which will avoid the use of the disciplinary policy
Continually discuss performance and To participate in discussions to work standards with staff and support improve or maintain performance. staff to improve or maintain standards Where performance falls below of performance, ensure training appropriate level undertake training required to support improved opportunities to make necessary performance is offered for staff not improvement attaining appropriate standards
5
Use an informal warning for first or minor breaches of unacceptable standards of conduct, or performance.
Inform staff member of reason for warning, in writing
Ensure you are clear about the reason for the informal warning and that you take any opportunities offered to you to help you achieve the acceptable level of performance
Where issues cannot be dealt with informally initiate the formal disciplinary procedure
Comply with the requirements of the disciplinary procedure including providing a statement to the investigating officer, whether you are the alleged perpetrator, complainant or a witness
Participate in the hearing, ensure that behaviour/conduct complies with disciplinary policy and consider the use of appropriate representation
Seek advice from the HR department before initiating formal disciplinary process and ensure hearing is conducted according to the disciplinary policy
Ensure staff have the opportunity to read the code of conduct, answer questions if raised by staff member on meaning
Grievance Policy: Try to resolve grievances informally where possible
Read the code of conduct and ensure you raise questions if you are unclear of meaning
Try to resolve a grievance by directly approaching to the person involved.
Exceptionally you may find it difficult to approach your immediate manager; in these circumstances approach a member of the Human Resources
Department
or your Union representative Seek advice from HR prior to initiating Be clear about the issues that are formal procedure being raised and provide these in writing (where possible) for use in the formal procedure
Ensure the grievance procedure and
You have the right to be represented time scales are followed for both and to be present at a formal meeting informal and formal stages. when invoking the formal stages of
Undertake investigation or the procedure. If you are a witness to commission investigation as events you are required to participate appropriate in investigations
Grievances unresolved should be
You can request a grievance is escalated to the next line of moved to the next stage management Work with employees to resolve
Participate fully in the procedure and grievances and follow up on work with management to resolve the outcomes issue
The table above is not exhaustive but illustrates expectations of four policies.
Each policy in the Trust has identifiable actions and responsibilities, where an individual is unclear of what is expected of them, they should seek advice from their line manager in the first instance.
6
Management and Employee Behaviours
The following table seeks to outline the types of behaviour which are expected from staff and managers working within the Trust. These behaviours have been developed using the behavioural standards published by the Health and
Safety Executive (HSE).
Competency
Manager/Supervisor
Behaviour
Managing Workload and Responsible for
Resources
effective use of resources both finance and workforce
Delegate work equally across the team, considering priorities and individual ability
Monitor team workload
Dealing with work issues Process, planning and organisation Negotiate priorities, with line manager, where team is under pressure
Communicate work priorities with team
Establish realistic deadlines Where possible bring in additional resources to manage workload
Communicate clear goals and objectives and build in reviews
Listen to issues raised by team members
Break down issue into manageable sections
Agree appropriate steps and act decisively
Follow up agreed steps to ensure resolution or further actions
Address performance issues as they arise
Continuously evaluate work processes and agree changes for
Employee Behaviour
Ensure effective use of available resources
Be aware of colleague abilities and strengths
Raise concerns regarding team workload Work with manager to support service priorities
Communicate own workload demands
Raise concerns regarding deadlines
Seek clarification when unclear Raise issues in a timely and appropriate manner
Contribute to discussion and put forward suggestions
Work together to find solutions Respond to performance issues
Work with colleagues to identify areas for service improvement 7
Empowerment
Proactive approach
Development
service improvement
Plan objectives to support future service development Prioritise workload proactively in line with local and national drivers Encourage and be open to innovation from team members Agree with team members appropriate levels of responsibility
Agree appropriate freedom to act
Support team members to work within an agreed direction Trust team members to deliver on agreed objectives Provide opportunities for team members to air their views
Facilitate regular team meetings Consult with team members on changes to service and work practices which affect team Explain to team members decisions which cannot be influenced by consultation Regularly review development needs of team members
Encourage staff to access appropriate education, training and development opportunities in line with personal development plans and KSF
Encourage and use alternative methods of
Contribute to planning
Work with manager to support service priorities
Highlight areas for innovation To act appropriately given level of responsibility Work as part of the team Deliver on objectives
Contribute to team discussions Attend and participate in team meetings
Participate in consultation Consider own development needs in line with KSF
Attend training events as agreed
Be prepared to participate in different
8
Accessible/visible
Health, Safety &
Security
Feedback
development including mentoring, coaching, shadowing and secondment Support staff to utilise new skills and abilities
Make yourself accessible to team members Be visible to the team
Manage own time to ensure accessibility to others for supervision
Try to operate an open door policy, closed door time should be advised to staff
Participate in team activities Take positive steps to ensure a safe environment for patients, visitors and colleagues Undertake structured risk assessments for new or high risk activities Understand management responsibility in relation to legislative health and safety requirements
Where appropriate act upon and/or raise health, safety and security concerns as they occur
Recognition of a job well done Acknowledge the efforts and contribution of team members Operate in an open and constructive culture
Highlight key achievements to senior management Be open to alternative
learning styles
Apply new skills and abilities Be prepared to raise positive and negative issues Recognise need for closed door for workload demands Identify and highlight potential unsafe environments Participate in risk assessments Understand employee responsibility in relation to legislative health and safety requirements
Where appropriate act upon and/or raise health and safety concerns as they occur
Acknowledge the efforts and contribution of team members Operate in an open and constructive culture
Highlight key achievements to management Be open to alternative
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methods of working
Individual Consideration Undertake regular one to ones/supervision/clinical supervision Be interested in team members welfare whilst respecting their privacy
Encourage staff to have a healthy work life balance Support a flexible working ethos
Managing Conflict
Listen objectively to both sides of a conflict/argument Support staff and investigate incidents of conflict or bullying
Address issues as they arise, not taking sides and in a professional manner Take employees complaints seriously
Follow up following resolution Expressing and
Be positive and managing own emotions approachable
Acting with Integrity
Remain calm under pressure and control verbal and non-verbal communications Ensure control of emotions Recognise when own behaviour is unacceptable Control aggressive tendencies Use non-emotive language to raise issues
Maintain confidentiality
Treat all employees with respect Don’t make people’s personal issues public
methods of working
Participate in regular one to ones/supervision/clinical supervision
Ensure a healthy work life balance
Recognise limitation to flexible working
Raise issues in a timely and professional manner Participate in investigations Report issues as they arise, not taking sides and in a professional manner Approach manager with positive and negative issues in a constructive way Remain calm under pressure and control verbal and non-verbal communications Ensure control of emotions Recognise when own behaviour is unacceptable Control aggressive tendencies Use non-emotive language to raise issues
Maintain confidentiality
Treat all employees with respect Don’t make people’s personal issues public
10
Approachable Style
Organisational
Communication
Responsibility
Knowledge of job
Empathy
Seeking Advice
knowledge
Don’t commit to promises that may not be achievable
Recognise and learn from errors of judgement Regularly chat informally with employees Participate with team activities Don’t criticise others publicly Provide timely communication on organisational developments, context and change
Be open and transparent Be a leader
Be a team player
Accept responsibility for own actions and that of the team
Understand team roles
Know limitations and when to seek advice
Be empathetic/sensitive to an employee’s personal situation
Be aware of and manage different personalities and styles of the team
Be supportive when a team member is acting out of character
Don’t create a ‘them and us’ environment
knowledge
Don’t commit to promises that may not be achievable
Recognise and learn from errors of judgement Participate with team activities Don’t criticise others publicly Access and respond to communication on organisational developments, context and change
Be open and transparent Be a team player
Accept responsibility for own actions
Understand team roles
Know limitations and when to seek advice
Be empathetic/sensitive to other employees personal situations
Be aware of different personalities and styles of the team
Be supportive when a team member is acting out of character
Don’t participate in a
‘them and us’ environment Recognise when to seek Recognise when to seek help from other help from other managers, functions managers, functions, and support services support services and unions 11
The link between behaviour at work and absenteeism through stress or other medical conditions has been considered by the Health and Safety Executive, therefore managers and staff are required to adhere to these standards.
Where there is a concern that managers or staff may not be adhering to these standards each has the right to raise the issue through the use of relevant policies, such as disciplinary, grievance, dignity at work. Equally others who believe they have witnessed digression from these standards should also seek to raise the issue through the relevant policy. Those who are unsure of an appropriate course of action to follow should seek advice from their Union or the HR department.
The commitment to promoting dignity at work includes the provision of services to enable support to be accessed through Occupational Health and
Counselling. The Dignity at Work Advocates are a sounding board and provide signpost support to those who feel they may be a victim of, or those who may have been accused of, bullying or harassment.
Consultation
The document has been circulated widely for consultation throughout the organisation. Implementation
The document will be launched to the organisation via an everyone email, added to the Dignity at Work Awareness Raising Training, provided at induction courses, made available on the internet/intranet and shared at the
Joint Staff Side Committee. A separate email will be issued to introduce the document to partner organisations.
Monitor and Review
The document is intended to support a culture of dignity and respect and therefore all cases raised informally and formally will be monitored. Future staff surveys will be monitored to determine whether the percentage of staff reporting incidents of harassment and bullying continues to decline. The document will be reviewed 2 years after publication.
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POLICY
1.
Policy Statement
This policy has been developed in partnership with management and staffside representatives 1.1 The Trust recognises that the existence of any form of bullying or harassment/victimisation can create a threatening or intimidating work environment, which adversely affects job performance, health and well being. The
Trust is committed to protecting its staff from bullying and harassment and will not tolerate any such incidents at work or in a work related environment such as social events linked to employment.
1.2
1.3
The Trust also recognises it has a duty to ensure the good practice laid down in this policy applies equally to contractors, employees of other organisations on …show more content…
PCT property, volunteers, visitors and patients.
It is recognised that various types of harassment may occur in employment, on a wide variety of grounds including: • race, ethnic origin or nationality.
• sex or sexual orientation
• religious or political convictions
• a person's willingness to challenge harassment, leading to victimisation
• membership or non-membership of a trade union
• disability, sensory impairment or learning difficulty
• age
• physical characteristics
• status as ex-offenders
• real or suspected infection with HIV/AIDS
1.4
The above list is not exhaustive. Anyone who is perceived as different, or who is in a minority, may experience harassment. This may occur between people of the same or opposite sex or between people at the same or different levels within the organisation. 1.5
Managers have a responsibility to ensure that the workplace is free from harassment. It is also the responsibility of each individual employee to observe the principles of this policy.
1.6
Both sexual and racial harassment are unlawful and could lead to proceedings under The Race Relations Act or the Sex Discrimination Act.
1.7
The Trust's managers will take appropriate measures, which may include disciplinary action to deal with instances of harassment.
1.8
Claims of bullying, harassment or victimisation will be: -
•
•
•
taken seriously investigated sensitively dealt with appropriately
1.9
The Trust acknowledges the need to ensure that there are no reprisals against staff who come forward with a genuine complaint of harassment or victimisation, or against other staff who support their complaints. If Management become aware that staff are being victimised as a result of raising a complaint, then disciplinary action could be taken.
1.1
0
If a member of staff is found to have made a malicious allegation against another member of staff, he/she will be subject to the normal disciplinary procedure.
1.1
1
1.1
2
2.
The Trust will endeavour to assist with providing counselling and support where necessary. Following a case of harassment, it is the manager’s responsibility to monitor the situation in the workplace closely to ensure that the harassment has stopped and that there is no victimisation of any of the parties involved.
Definitions
Bullying
2.1
Bullying differs from harassment in that the focus is rarely based on gender, race or disability and is rarely a single incident. It tends to be an accumulation of many small incidents, each of which, when taken in isolation, seems trivial.
Bullying can be defined as any unsolicited, unwelcome, hostile or offensive act, expression or derogatory statement including incitement to commit such behaviour. The intention is less important than the effect on the individual.
Examples of bullying include:
•
•
•
•
•
shouting at a colleague negative, unfair, targeted comments on a colleague's personal or professional performance devaluing a colleague's contribution criticising a colleague in the presence of others withholding information with the intent of affecting a colleague's performance
Bullying is not the use of constructive criticism expressed by a
manager.
Harassment
Acts of harassment usually centre around inappropriate behaviour linked to sex, race, prejudice, etc and it may only consist of a single incident.
Sexual Harassment
2.2
The definition of sexual harassment is any unwanted conduct of a sexual nature or conduct based on sex that is offensive to the recipient and affects the dignity of men and women at work.
Examples are: • requests for sexual favours, including implied or overt promises of preferential treatment or threats concerning present or future employment status; • embarrassing jibes about sex or sexual orientation, abuse and offensive comments about dress and appearance;
• unwanted deliberate physical contact;
• unwanted telephone calls or correspondence;
• the display of offensive or pornographic visual material in a work place such as pin-ups, calendars, books, videos, etc.
• unfair allocation of work and responsibility
• exclusion from normal activities, conversation or social events.
Racial Harassment
2.3
The Commission for Racial Equality has published the following definition:".....racial harassment is violence which may be verbal or physical and which includes attacks on property as well as on the person, suffered by individuals or groups because of their colour, race, nationality or ethnic or national origins when the victim believes that the perpetrator was acting on racial grounds and/or there is evidence or racism ....."
Racial harassment takes many forms and includes: • abusive language and racist "jokes"
• racial name calling
• display of racially offensive written or visual material including graffiti
• physical threats, assaults and insulting or abusive behaviour or gestures
• open hostility which is racially motivated
• unfair allocation of work and responsibility
• exclusion from normal activities, conversation or social events in the workplace • racially motivated behaviour, gestures or activities which affect the quality of care given to clients
• racially motivated behaviour by users of the service
3.
Procedures
Introduction
3.1
Under the Disciplinary Policy, any harassment of an employee by another employee or group of employees will be regarded as misconduct or gross misconduct. 3.2
Investigating Officers should be trained in the skills of objective investigation, interviewing and report writing.
A complaint of harassment presents a sensitive problem for those responsible for investigating the allegations. The appointed investigator, who must come from another department, is required to protect the rights of the alleged harasser as well as protecting the rights of the individual making the complaint. When a complaint has been lodged, the investigating officer's initial interview will be directed at finding out the situation from the complainant's point of view and the alleged harasser will be given a full and fair opportunity to state their understanding of events.
3.3
4.
Informal Procedure
4.1
An informal procedure is not to be used to discourage employees from recourse to formal procedures where they prefer that option and the informal procedure will not be appropriate where a previous attempt at an informal resolution has proved unsuccessful or where the seriousness of the complaint warrants formal action and possible criminal proceedings.
4.2
The complainant should record details of instances of harassment and these records should show:• what occurred
• what was said
• date and time
• witnesses, if available
4.3
In many cases it will be sufficient for the recipient to raise the problem informally with the person(s) who is/are creating the problem, pointing out that their conduct is unwelcome, offensive or interfering with work.
4.4
Alternatively, an employee who finds the direct approach difficult or embarrassing may seek advice and support from a colleague, their Trade Union
Representative the Human Resources Department, a more senior member of management, or seek the assistance of a Dignity at Work Advocate. Any one of these individuals may with the consent of the employee act/speak on their behalf with a view to resolution without formal action. This approach may be particularly helpful where the complaint is about an employee's direct supervisor.
An advocate, well versed in the Dignity at Work policy, will listen to the employee and enter into a confidential discussion which will help staff understand their rights and will be available to support the individual if requested, throughout the informal or formal procedure.
4.5
If, after such a discussion, the employee wishes the complaint to be raised formally, or the harassment persists, then the formal procedure should be used.
5.
Formal Procedure
5.1
The employee may, however, choose to raise the complaint formally with their line manager. Should the alleged harasser be the direct line manager, the complaint should be raised following the line management hierarchy.
5.2
The Manager to whom the complaint has been made will, in consultation with the Human Resources Department, appoint an appropriate person to undertake an investigation.
5.3
Having obtained all the relevant information, the manager and the Human
Resources representative will consider the investigator's findings and will decide either:to take no action, in which case the notes of the investigation will be destroyed
OR
to initiate the Disciplinary Procedure
OR
to take some other management action, including external mediation
5.4
Harassment is normally considered to be gross misconduct. However, the manager should consider all the facts and adopt the usual process outlined in the Disciplinary Procedure. If formal disciplinary action is not appropriate (in cases of minor offences) the following options may be followed in addition to or instead of a verbal warning:• reprimand
• formal apology
• counselling for the harasser
6.
The Disciplinary Procedure
6.1
Due to the sensitive nature of these cases staff may be reluctant to come forward and make a complaint. It may also be difficult to get other staff to confirm they have witnessed or been subject to similar treatment. As a result, the following changes to the normal rules governing the conduct of disciplinary hearings have been made:
•
Staff may only give information if it is to be held in strict confidence.
•
If the decision comes down to one person's word against another, then the
Disciplining Officer will need to decide whether they use anonymised versions of some or all of the statements. In such cases these statements will be provided to the person subject to the Disciplinary Hearing. This is on the understanding that no attempts will be made to identify the author of the statement, nor any attempts made to subsequently contact them to elicit further information from them.
•
The Investigating Officer will be called to give evidence to the Disciplinary
Hearing, not only on their findings, but also to validate any anonymised statements and give any views and inferences they may have formed during the investigation of the validity of the complaint. Having decided that a
Disciplinary Hearing is appropriate, the manager concerned should consider how to deal with this matter sensitively, knowing the nature of the allegations. •
This is slightly different to the normal disciplinary procedure due to the sensitive nature of the complaint.
All other rules, including timescales of the procedure are as per the disciplinary process. If it is necessary to call the victim of harassment as a witness to the Hearing, the
6.2 victim should be allowed to bring along their Trades Union representative or a work colleague.
6.3 If the victim so wishes, any questions asked at the Disciplinary Hearing can be directed through their Trades Union representative or work colleague.
6.4 Every effort will be made to avoid the victim of harassment being present at the hearing, however, in areas of contention this may be necessary.
6.5 If, after discussion, the victim requests not to be present at the Disciplinary
Hearing, they will be allowed to remain in a separate room whilst the disciplinary hearing is in progress.
If it is necessary to question the victim further, a brief adjournment will be called to allow the questions to be asked. The victim will be entitled to be accompanied by their Trades Union representative or a work colleague.
If an employee is not satisfied with the manner in which their complaint has been handled, they should refer to the grievance procedure.
7.
Redeployment Considerations
Redeployment if Disciplinary Action is Taken
7.1
7.2
If disciplinary action is taken, management must consider whether contact between the two parties is likely to occur during the course of their job and whether this is acceptable. Management will consult the person who has been harassed. In cases where contact is considered unacceptable, every effort should be made to redeploy either one or the two parties. It will be for the manager and the Human Resources representative to consider which party may be most appropriately redeployed having considered the views of the person who has been harassed.
Redeployment When Disciplinary Action is Not Taken
Where disciplinary action is not taken following a full investigation, the person who alleged harassment may request redeployment. In this case the manager, in consultation with the Human Resources Department, will try to accommodate this request.
Legislation
The relevant Acts of Parliament relating to this Policy are:
•
Sex Discrimination Act (1975)
•
Race Relations Act (1976)
•
Race Relations (Amendment) Act 2000
•
Dignity at Work Bill (1997)
•
Disability Discrimination Act
Promoting Dignity at Work: Standards of Practice for
Managers and Employees
This document is available in large text, electronic or audio formats or any other format required. If you require a copy of this document in an alternative format please contact the Quality Improvement and
Risk Team on 020 8926 5247 or the Patient Advice and
Liaison Team on 0800 0926 995.
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Introduction
Redbridge PCT has developed, in partnership with Staff Side, these standards which clearly promote respect for individuals and are regarded as integral to the behaviour of both managers and employees. These standards support a culture of dignity and respect in the workplace and should be read in conjunction with the Dignity at Work policy.
Rationale
The Trust is committed to improving the working lives of all of its staff and ensuring that staff are treated with dignity and respect in the workplace. Ensuring employees are treated with dignity at work is likely to increase their positive feelings about the Trust and the work that staff undertake.
Promoting a culture which respects the individual might be expected to lead to, amongst other possible benefits, a greater willingness to accept/embrace change, learn new skills, pursue high standards of quality through pride in work and to work as part of a team.
Promoting dignity at work may reduce stress and related health problems and reduce absenteeism among those who may have suffered or have been witnesses to bullying or harassment.
Time spent on the promotion of dignity at work and providing training and support to staff should reduce the instances of individual complaints of bullying and harassment.
Expectations
All staff have a right to work in an environment that: is safe promotes dignity at work; encourages individuals to treat each other with respect; promotes speaking politely, openly and honestly with others; is open, transparent and fair; encourages them to behave responsibly toward one another.
The Trust undertakes to ensure that:
All staff are valued
All staff are encouraged to value each other
It recognises bullying and harassment may take place in the workplace
It takes reasonable steps to reduce the risk of bullying and harassment
It takes appropriate and timely action where incidents are raised.
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Code of Conduct for NHS Managers 2002
The code gives instruction to senior managers to abide by the Code of
Conduct for NHS Managers 2002, which states the following responsibilities:
Managers will respect and treat with dignity and fairness, the public, patients,relatives, carers, NHS staff and partners in other agencies.
They will seek to ensure that no one is unlawfully discriminated against because of their religion, belief, race, colour, gender, marital status, disability, sexual orientation, age, social and economic status or national origin.
The Trust recognises that the instruction for senior managers should also apply to other managers and non executive directors in the organisation and therefore would expect that all managers would seek to ensure that staff are valued as colleagues and are: properly informed about the management of the NHS given appropriate opportunities to take part in decision making given all reasonable protection from harassment and bullying provided with a safe working environment helped to maintain and improve their knowledge and skills and achieve their potential helped to achieve a reasonable balance between their working and personal lives.
Managers are expected to ensure that judgements about colleagues including appraisals and references are consistent, fair and unbiased.
Managers are expected to ensure that the organisation plays a part in explaining to NHS staff and partners in other agencies, decisions on the use of resources and give due and proper consideration to suggestions for improving performance, the use of resources and service delivery.
The code should also be observed by managers who are not employed by the
Trust but manage employees of the Trust or manage units that are primarily providing services to patients for whom the Trust is responsible.
Management
The application of management applies to those who direct the work of others, it equally applies to directing oneself. Each employee, to differing degrees, manages their own workload and time, some under direct supervision others through autonomous working. The Trust therefore expects that each person manage their behaviour and conduct in a way that is acceptable and meets the policies, procedures, working practices, legislation
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and standards laid out in this document and other ratified service specific documents. Management and Employee Actions and Responsibilities
The employment policies of the Trust clearly demonstrate behaviours and actions appropriate in particular circumstances. From these policies the Trust can map expectations for both managers and employees. Below are some examples of policies in use in the Trust and the actions/responsibilities are listed: Management
Actions/Responsibilities
Annual Leave: Ensuring scheduling of annual leave is consistent, fair and provides appropriate cover for the service throughout the leave year
Ensure each member of staff receives the departmental procedure for annual leave so that all staff understand if a leave request has to be turned down
Managing Sickness Absence:
Monitor attendance at work.
Communicate to staff decisions arising from implementing the
Sickness Absence policy. Clearly express the requirement for good attendance at work. Ensure staff are aware of the use of 1st day GP certification where necessary and 4th episode trigger points
Maintain full records for monitoring sickness absence including completion of self-certification and return to work interview documentation Employee Actions/Responsibilities
Ensure leave requests are made following the departmental procedure and do not book a holiday before leave has been agreed
Read and follow the departmental annual leave procedure
Staff are expected to aim for 100% attendance at work and to be aware of the contents of the policy. Where staff are unable to achieve 100% attendance they must follow reporting procedures and comply with certification rules
Staff should assist managers to complete the necessary documentation by answering required questions and completing appropriate sections of documentation on their return to work
Must be able to show line manager
Communicate with manager whilst on and Trust board steps taken to sickness absence and attend address sickness absence issues and Occupational Health appointments or to improve attendance in their other medical appointments department Remind those staff who fail to follow
Staff must comply with appropriate appropriate procedures of the reporting procedures expectations of staff members
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Inform payroll of unauthorised absence Ensure staff provide the appropriate sickness certification, whether that be self certification, GP certificate including 1st day GP certification.
If the staff member does not keep in contact with the manager whilst on sick leave the manager must keep in regular contact* with the staff member to ensure they are receiving appropriate support and to enable the manager to plan the workload for other staff
Complete the return to work interview by telephone if this cannot be undertaken in person
* Regular contact depends on the individual circumstances and as such requires an initial conversation with the employee. Depending on the likely length of absence, mangers may need to contact staff weekly, biweekly or monthly.
Disciplinary Policy: To inform staff of the standards of conduct and work performance required
Failure by staff to report their sickness absence in line with the procedure may result in them being unpaid for that day and those days thereafter where they continue to fail to report for duty
Staff must supply certificates in line with the policy
Keep in contact with the manager when off sick. Whilst off sick if your manager contacts you, answer questions as to, for example, support you may need, nature of medical appointments with dates and likely return to work date, progress and well-being Discuss return to work questions with your manager
To be involved in dialogue regarding conduct and work performance and to make improvements with support from manager
To ensure each member of staff is
To read and be aware of the contents aware of the Disciplinary policy and of the Disciplinary policy and Code of
Code of Conduct
Conduct
To maintain discipline
To ensure actions do not contravene the Disciplinary policy/Code of
Conduct
To undertake counselling with staff
To participate in discussions members when there is a cause for regarding the manger’s cause for concern that can be dealt with outside concern so that improvements can be of the disciplinary policy made which will avoid the use of the disciplinary policy
Continually discuss performance and To participate in discussions to work standards with staff and support improve or maintain performance. staff to improve or maintain standards Where performance falls below of performance, ensure training appropriate level undertake training required to support improved opportunities to make necessary performance is offered for staff not improvement attaining appropriate standards
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Use an informal warning for first or minor breaches of unacceptable standards of conduct, or performance.
Inform staff member of reason for warning, in writing
Ensure you are clear about the reason for the informal warning and that you take any opportunities offered to you to help you achieve the acceptable level of performance
Where issues cannot be dealt with informally initiate the formal disciplinary procedure
Comply with the requirements of the disciplinary procedure including providing a statement to the investigating officer, whether you are the alleged perpetrator, complainant or a witness
Participate in the hearing, ensure that behaviour/conduct complies with disciplinary policy and consider the use of appropriate representation
Seek advice from the HR department before initiating formal disciplinary process and ensure hearing is conducted according to the disciplinary policy
Ensure staff have the opportunity to read the code of conduct, answer questions if raised by staff member on meaning
Grievance Policy: Try to resolve grievances informally where possible
Read the code of conduct and ensure you raise questions if you are unclear of meaning
Try to resolve a grievance by directly approaching to the person involved.
Exceptionally you may find it difficult to approach your immediate manager; in these circumstances approach a member of the Human Resources
Department
or your Union representative Seek advice from HR prior to initiating Be clear about the issues that are formal procedure being raised and provide these in writing (where possible) for use in the formal procedure
Ensure the grievance procedure and
You have the right to be represented time scales are followed for both and to be present at a formal meeting informal and formal stages. when invoking the formal stages of
Undertake investigation or the procedure. If you are a witness to commission investigation as events you are required to participate appropriate in investigations
Grievances unresolved should be
You can request a grievance is escalated to the next line of moved to the next stage management Work with employees to resolve
Participate fully in the procedure and grievances and follow up on work with management to resolve the outcomes issue
The table above is not exhaustive but illustrates expectations of four policies.
Each policy in the Trust has identifiable actions and responsibilities, where an individual is unclear of what is expected of them, they should seek advice from their line manager in the first instance.
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Management and Employee Behaviours
The following table seeks to outline the types of behaviour which are expected from staff and managers working within the Trust. These behaviours have been developed using the behavioural standards published by the Health and
Safety Executive (HSE).
Competency
Manager/Supervisor
Behaviour
Managing Workload and Responsible for
Resources
effective use of resources both finance and workforce
Delegate work equally across the team, considering priorities and individual ability
Monitor team workload
Dealing with work issues Process, planning and organisation Negotiate priorities, with line manager, where team is under pressure
Communicate work priorities with team
Establish realistic deadlines Where possible bring in additional resources to manage workload
Communicate clear goals and objectives and build in reviews
Listen to issues raised by team members
Break down issue into manageable sections
Agree appropriate steps and act decisively
Follow up agreed steps to ensure resolution or further actions
Address performance issues as they arise
Continuously evaluate work processes and agree changes for
Employee Behaviour
Ensure effective use of available resources
Be aware of colleague abilities and strengths
Raise concerns regarding team workload Work with manager to support service priorities
Communicate own workload demands
Raise concerns regarding deadlines
Seek clarification when unclear Raise issues in a timely and appropriate manner
Contribute to discussion and put forward suggestions
Work together to find solutions Respond to performance issues
Work with colleagues to identify areas for service improvement 7
Empowerment
Proactive approach
Development
service improvement
Plan objectives to support future service development Prioritise workload proactively in line with local and national drivers Encourage and be open to innovation from team members Agree with team members appropriate levels of responsibility
Agree appropriate freedom to act
Support team members to work within an agreed direction Trust team members to deliver on agreed objectives Provide opportunities for team members to air their views
Facilitate regular team meetings Consult with team members on changes to service and work practices which affect team Explain to team members decisions which cannot be influenced by consultation Regularly review development needs of team members
Encourage staff to access appropriate education, training and development opportunities in line with personal development plans and KSF
Encourage and use alternative methods of
Contribute to planning
Work with manager to support service priorities
Highlight areas for innovation To act appropriately given level of responsibility Work as part of the team Deliver on objectives
Contribute to team discussions Attend and participate in team meetings
Participate in consultation Consider own development needs in line with KSF
Attend training events as agreed
Be prepared to participate in different
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Accessible/visible
Health, Safety &
Security
Feedback
development including mentoring, coaching, shadowing and secondment Support staff to utilise new skills and abilities
Make yourself accessible to team members Be visible to the team
Manage own time to ensure accessibility to others for supervision
Try to operate an open door policy, closed door time should be advised to staff
Participate in team activities Take positive steps to ensure a safe environment for patients, visitors and colleagues Undertake structured risk assessments for new or high risk activities Understand management responsibility in relation to legislative health and safety requirements
Where appropriate act upon and/or raise health, safety and security concerns as they occur
Recognition of a job well done Acknowledge the efforts and contribution of team members Operate in an open and constructive culture
Highlight key achievements to senior management Be open to alternative
learning styles
Apply new skills and abilities Be prepared to raise positive and negative issues Recognise need for closed door for workload demands Identify and highlight potential unsafe environments Participate in risk assessments Understand employee responsibility in relation to legislative health and safety requirements
Where appropriate act upon and/or raise health and safety concerns as they occur
Acknowledge the efforts and contribution of team members Operate in an open and constructive culture
Highlight key achievements to management Be open to alternative
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methods of working
Individual Consideration Undertake regular one to ones/supervision/clinical supervision Be interested in team members welfare whilst respecting their privacy
Encourage staff to have a healthy work life balance Support a flexible working ethos
Managing Conflict
Listen objectively to both sides of a conflict/argument Support staff and investigate incidents of conflict or bullying
Address issues as they arise, not taking sides and in a professional manner Take employees complaints seriously
Follow up following resolution Expressing and
Be positive and managing own emotions approachable
Acting with Integrity
Remain calm under pressure and control verbal and non-verbal communications Ensure control of emotions Recognise when own behaviour is unacceptable Control aggressive tendencies Use non-emotive language to raise issues
Maintain confidentiality
Treat all employees with respect Don’t make people’s personal issues public
methods of working
Participate in regular one to ones/supervision/clinical supervision
Ensure a healthy work life balance
Recognise limitation to flexible working
Raise issues in a timely and professional manner Participate in investigations Report issues as they arise, not taking sides and in a professional manner Approach manager with positive and negative issues in a constructive way Remain calm under pressure and control verbal and non-verbal communications Ensure control of emotions Recognise when own behaviour is unacceptable Control aggressive tendencies Use non-emotive language to raise issues
Maintain confidentiality
Treat all employees with respect Don’t make people’s personal issues public
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Approachable Style
Organisational
Communication
Responsibility
Knowledge of job
Empathy
Seeking Advice
knowledge
Don’t commit to promises that may not be achievable
Recognise and learn from errors of judgement Regularly chat informally with employees Participate with team activities Don’t criticise others publicly Provide timely communication on organisational developments, context and change
Be open and transparent Be a leader
Be a team player
Accept responsibility for own actions and that of the team
Understand team roles
Know limitations and when to seek advice
Be empathetic/sensitive to an employee’s personal situation
Be aware of and manage different personalities and styles of the team
Be supportive when a team member is acting out of character
Don’t create a ‘them and us’ environment
knowledge
Don’t commit to promises that may not be achievable
Recognise and learn from errors of judgement Participate with team activities Don’t criticise others publicly Access and respond to communication on organisational developments, context and change
Be open and transparent Be a team player
Accept responsibility for own actions
Understand team roles
Know limitations and when to seek advice
Be empathetic/sensitive to other employees personal situations
Be aware of different personalities and styles of the team
Be supportive when a team member is acting out of character
Don’t participate in a
‘them and us’ environment Recognise when to seek Recognise when to seek help from other help from other managers, functions managers, functions, and support services support services and unions 11
The link between behaviour at work and absenteeism through stress or other medical conditions has been considered by the Health and Safety Executive, therefore managers and staff are required to adhere to these standards.
Where there is a concern that managers or staff may not be adhering to these standards each has the right to raise the issue through the use of relevant policies, such as disciplinary, grievance, dignity at work. Equally others who believe they have witnessed digression from these standards should also seek to raise the issue through the relevant policy. Those who are unsure of an appropriate course of action to follow should seek advice from their Union or the HR department.
The commitment to promoting dignity at work includes the provision of services to enable support to be accessed through Occupational Health and
Counselling. The Dignity at Work Advocates are a sounding board and provide signpost support to those who feel they may be a victim of, or those who may have been accused of, bullying or harassment.
Consultation
The document has been circulated widely for consultation throughout the organisation. Implementation
The document will be launched to the organisation via an everyone email, added to the Dignity at Work Awareness Raising Training, provided at induction courses, made available on the internet/intranet and shared at the
Joint Staff Side Committee. A separate email will be issued to introduce the document to partner organisations.
Monitor and Review
The document is intended to support a culture of dignity and respect and therefore all cases raised informally and formally will be monitored. Future staff surveys will be monitored to determine whether the percentage of staff reporting incidents of harassment and bullying continues to decline. The document will be reviewed 2 years after publication.
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