Ways of understanding and eradicating bullying

 

workplace-bullying-signs

There is no gainsaying the fact that bullying at the workplace is a very harsh and wicked way of degrading a colleague. It is a very uncivilized form of harassment at the workplace and is a serious deterrent to a healthy relationship at the professional level. Workplace bullying is very abusive by nature. Those at the receiving end of workplace bullying are subject to mental torture that is very humiliating.

Some of the behaviors that are considered bullying at the workplace include:

  • Yelling at a colleague
  • Manipulating their work
  • Sending nasty emails
  • Targeting them and isolating them socially

What are the ways in which employees subjected to workplace bullying suffer?

Bullying, like abuse, causes deep psychological effects on the victim:

  • Workplace bullying lowers the self-esteem of the victim
  • It causes anxiety at work
  • Employees who are subject to workplace bullying have higher degrees of burnout and depression
  • They are certain to experience a highly lowered level of job satisfaction.

If allowed to continue unchecked, workplace bullying can cause several difficult situations. These are some of them:

  • Victims of workplace bullying are likely to look for reasons to leave their job
  • They are likely to be less efficient at work than other normal employees
  • Workplace bullying results in conflict and misunderstanding and unhappiness in the victims’ family lives
  • Victims of workplace bullying offer poor customer service
  • In an organization in which there is rampant bullying, the workplace becomes unhealthy and vitiated.

Explore bullying and ways of containing it

Want to understand workplace bullying, so that you can take the right steps to help your organization overcome its fallouts? Then, you need to attend a webinar from TrainHR, a leading provider of professional trainings for the human resources industry. At this webinar, Catherine M. Mattice, who is President of consulting and training firm, Civility Partners, LLC, and has been successfully providing programs in workplace bullying and building positive workplaces since 2007; will be the speaker.

This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

To get a complete understanding of what bullying is and to implement ways of identifying and controlling it; please enroll for this webinar by visiting TrainHR

A complete discussion on all aspects of workplace bullying

Catherine will start with giving an understanding of workplace bullying. She will teach strategies that can be adapted to implement a corporate policy that meets employees’ expectations and gets their buy-in. The ways of empowering employees, supervisors and managers to prevent bullying will be explained. She will offer a wide perspective on regulatory updates on workplace bullying.

During the course of this 90-minute session, Catherine will offer research-based information on the core areas of workplace bullying, which include a definition of workplace bullying. She will offer these and give suitable examples. She will then take up the social system of bullying and describe the damage caused to targets, bystanders, and the organization with workplace bullying.

Corrective measures

Catherine will then move on to making a business case for addressing bullying to organizational leaders and suggest corrective action items to end bullying. She will also explain what kind of preventative action items and sustainable culture change can be taken and then explain regulatory updates and offer information about where bullying has already been made illegal.

This session is highly relevant and useful to those in charge of employee affairs in an organization, such as HR professionals, Business consultants, EAPs (Employee Assistance Programs), Labor relations, Unions, Leaders, Directors, Managers and Supervisors, and business owners.

She will cover the following areas at this webinar:

  • The definition of workplace bullying
  • Examples of bullying behaviors
  • The social system of workplace bullying
  • Damage caused to targets and the organization
  • Making a business case to the c-suite for ending bullying
  • Implementing a corporate policy that gets buy in from employees
  • Leaning on your core values to put a stop to bullying behavior
  • Empowering employees, supervisors and managers to stop bullying
  • Creating a strategic plan around ending bullying
  • Conducting effective employee and manager training that will provide the right skills
  • Regulatory updates on workplace bullying.
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Dealing with employees who use foul language

Employees in a workplace hail from very varied backgrounds. Culture gap is one of the biggest factors at work, because it can cause many embarrassments and misunderstandings. What about something like foul language? We are given to think that it is always a matter of individuality rather than culture. But odd as it may sound; culture is at the root of foul language too.

Why? This is because what is foul language in one culture is acceptable in another. This subjective nature of office behavior is at the heart of the many problems HR faces in enforcing rules and etiquette in the workplace.

Seen differently in different cultures

Let us say an American multinational starts operations in a country in the Orient. What would the employees who work for the company in these locations feel when a brash American executive starts using words that are taken for granted here in this country, but are frowned upon in that culture? We in America are used to taking liberty in the use of many expletives. They qualify as normal and acceptable words in our part of the world, but down there, they could be profane and vulgar.

Different treatments

How many of us think twice about using four-letter words in the office? In the east, it is something that is unimaginable. It will perhaps invite puzzled looks from colleagues, but if the same words were to be repeated by a person of that same culture, the result would be disastrous.

HR should state

What HR can do is to frame clear regulations on the kind of words that are permissible in the workplace. It should lay down clear-cut guidelines and even policy on the use of foul language in the office. It should state in unambiguous terms what is acceptable and what is not. This will go a long way in clearing doubts about whether some words are considered foul or are acceptable at the workplace.

Contact Details

TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539

 

Dealing with addiction at the workplace

Dealing with employees who have some kind of addiction, be it of substance, drug, alcohol or cigarettes is a difficult job for management and HR. It is a tricky and delicate issue, as most addicts deny their addiction, and when they are forced to admit it; will ask HR to mind their business.

But can HR or management mind their business and go on as if it is business as usual? Any addicted employee is a pain for the organization, no matter how talented she is at the workplace. But how much of it should be the organization’s concern?This is where the difficulty lies: should HR let a person carry on with his addiction after office hours, or should it intervene?

Remember the age old adage

The approach to take shouldn’t be so difficult to fathom, if HR takes the commonsense path: true, it has no business to interfere with an employee’s personal habits. But it has every right, and in fact, is obliged to take remedial measures when the addiction affects the employee’s performance. The legal dictum, “your right ends where my nose begins” should be the defining yardstick. Yes, addictions are personal issues, but they cease to be personal when they come in the way of work.

Lay out clear policy

At the time of joining, the employee has to be made known about the company policy on dealing with addictions. A surprise medicalcheckshould not provide grounds for the person to go to court.

Extend a helping hand

HR has to do its bit to help the addicted person by talking to him about it and making him understand how it is vitiating the atmosphere and how the employee himself is the worst victim of the habit. It should try to see if a psychologist’s counseling can be arranged outside office.

Reference:

http://www.siyanqoba.co.za/training/substance_abuse.asp

http://www.casapalmera.com/articles/dealing-with-an-employees-drug-addiction/

 

Contact Details

TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539

Conflict resolution at the workplace

Conflict is somehow unavoidable at the workplace. All employees in an organization work as colleagues and are focused on delivering for the organization; yet, most employees do not see face to face with each other. There are enough reasons for conflict within the workplace. They could be because of differences in the perception of the organization’s goals, or they could be about the ways to achieve them. Conflict resolution is an extremely important aspect of an organization’s work, because if conflict is not managed and controlled, an organization would blow up.

Admit to conflicts

Perhaps the first steps to conflict resolution is to own up the fact of the existence of conflict. Many key people in an organization try to wish it away or push it under the mat. This approach is the least helpful one. It may at best have limited success in organizations that are a one-man show. Where there are several managers working in bigger organizations; conflicts are natural. By admitting to this fact; conflict resolution managers will have taken the first step to resolution. It is like how a doctor first diagnoses an illness before going ahead with the treatment options.

Identify causes

Having admitted to the existence of conflict, it is important to first find out the root cause. During this process, it is necessary for the conflict resolution manager (whoever it may be: the manager to whom the conflicting parties report, or a higher manager, or a manager from another department, or an independent person hired from outside for this specific role) to be fair and even. If the manager carries a bias, it makes resolution difficult to achieve.

Each conflict calls for a unique response. An effective, proper and full response to conflict resolution is possible only when the manager has applied problem-solving skills specific to the issue. A disinterested and objective approach is the best, because it will help the manager understand the size and nature of the problem.

Conveying matters of importance

The conflict resolution manager has to convey to the conflicting sides the importance of changing attitudes. This is often the most difficult part of the resolution process, because during most occasions of conflict, each side is equally strong in its conviction that it is right. The conflict resolution manager has to impress upon the conflicting parties the consequences of their attitude or acts on the organization. He has to then make them understand why they need to change their thinking and working for the organization.

Cool it off

The fact that a slight alteration in the mindset can contribute enormously to the organization’s good has to be driven home. More than anything else, the conflict resolution manager has to make the conflicting sides understand that whatever change he seeks from them is purely professional and seldom personal. A good step would be to take the conflicting sides for an outing, such as a dinner or a drink or a trip after the resolution of the conflict, so that their personal bonding is kept intact.

Reference:

http://blog.employeedevelopmentsystems.com/?Tag=conflict+resolution

Contact Details

TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539