No workplace has been immune from making necessary changes and adjustments throughout the COVID-19 pandemic. With more workplaces moving to virtual working environments, employers and employees are communicating and working in new ways. These changes have also affected the way we define psychological safety in the workplace, with new types of misconduct on the rise for those who are working from home. 

Recent research reported by Bloomberg on virtual instances of bullying and harassment in the financial sector since March found an increase in hostile and offensive language used in the workplace (Martinuzzi, 2020). Though the COVID-19 pandemic is one major contributor to the recent increase in bullying and harassment in the virtual workplace, it is not the sole factor. Research following the impacts of the 2008 recession showed a significant increase in reported workplace harassment, with the incidence of harassment increasing alongside levels of financial insecurity (Martinuzzi, 2020). Strongly polarized opinions about the current political climate and views on adherence to public health measures can further contribute to stress in the workplace (Martinuzzi, 2020). 

Finding the right balance between public and private communication when working in a virtual environment is crucial. Constructive criticism and feedback should always be conducted privately between employees and their supervisors or managers, versus in group emails or communication channels. The importance of this was highlighted last year by employees of the luggage company Away. Away’s primary method of communication among employees was Slack, a widely-used messaging platform (Rice, 2020). Their company policies did not allow for private Slack messages between employees about anything work-related, resulting in employees often being publicly disciplined and even harassed by their superiors, including the company’s CEO (Rice, 2020). Further, because this all occurred online, evidence was readily available for employees to document the misconduct that occurred (Rice, 2020). Alternatively, virtual work environments also open up the doors for individuals to be excluded or cyberbullied in private conversations, emails, or video chats in ways that may not have occurred in physical workspaces, where bystanders are present (Martinuzzi, 2020). 

The blurring of the lines between work and home environments, particularly for working parents, has been a further challenge to navigate. Expectations for a typical workday, including physical appearance, workspace, and working hours are changing. If employers are transitioning to working from home, it is important to communicate individually with employees about their planned working hours, recognizing that adjustments may need to be made based on individual circumstances (Rice, 2020). Having a clearly defined work day can help prevent employees from feeling the need to always be available, and can promote psychological well-being for those new to working from home by helping to identify work/life balance and boundaries. If video meetings are required, employers should clearly identify expectations and requirements for employees’ home offices and physical appearance, and help to identify solutions for employees facing challenges in these areas (Rice, 2020). For example, meetings with colleagues in comfy clothes may be appropriate, but may not be appropriate for meetings with clients. Clarifying these expectations for all employees is not only a preventative measure, but can help to maintain a sense of normalcy during a time of great uncertainty and confusion. 

In order to maintain employee engagement, trust in the organization, and commitment to their work, employers must take virtual harassment seriously and work to create a culture that prevents maltreatment in the workplace (Rice, 2020). Creating a healthy virtual/work from home culture starts with strong leadership, fuelled by empathy and compassion for the challenges faced by both our employers and colleagues (Rice, 2020). Employers should clearly define expectations for virtual conduct in the workplace for all employees, while also working with employees individually to support their adjustment to working from home and to address any challenges or missteps that may occur. 

Employers and employees looking for more information on mental health resources available across Canada can be found through the Covid-19 Resource Hub from the Centre for Addiction and Mental Health (CAMH). More information on creating psychologically-safe workplaces can be found in our Respect in the Workplace program. 

References:

Martinuzzi, E. (2020, June 17). As work has moved home, so has harassment. Bloomberg. https://www.bloomberg.com/opinion/articles/2020-06-17/as-work-has-moved-home-so-has-online-bullying-harassment

Rice, D. (2020, September 14). Virtual harassment in the workplace: How bullying and misconduct moves online. HR Exchange Network. https://www.hrexchangenetwork.com/employee-engagement/articles/virtual-harassment-in-the-workplace-how-bullying-and-misconduct-moves-online 

What Does it Mean to Empower the Bystander?

While many of us are well aware of the harm that can come to a child experiencing maltreatment (which includes bullying, abuse, harassment, and discrimination) many of us are unsure of what to do if we suspect or learn that a child has experienced maltreatment. Empowered bystanders have the knowledge and tools to take action when maltreatment is suspected or disclosed. This means that parents, coaches, and other youth leaders have a clear awareness and understanding of the signs of abuse and what constitutes maltreatment, what to do if a child discloses that they have been harmed, and the steps for reporting suspected maltreatment.

While this definition and the information below apply to sport and school contexts, the general theme of empowering the bystander and the tools for action described below can be applied in a variety of contexts, including the workplace. 

The Importance of Bystanders 

Maltreatment is an issue of power: the offender attempts to control or overpower the victim, causing harm. However, bystanders who suspect or are aware that maltreatment has occurred have an incredible amount of power to either better or worsen the situation, and ultimately, the outcomes for victims of maltreatment.

It is normal for individuals to delay or not disclose that they have experienced maltreatment. There are many reasons for not disclosing the harmful behaviours they are experiencing, including power differentials and feelings of powerlessness, fear of the perpetrator, isolation, silencing, a lack of bystander intervention, and organizational denial (Mountjoy et al., 2016). If bystanders witness or suspect maltreatment but do not say anything, either because of acceptance of the behaviour, non-intervention, denial or silence, victims may believe that the behaviour is acceptable and that they would be powerless if they chose to speak out (Mountjoy et al., 2016). The role of the bystander is crucial for individuals experiencing maltreatment to feel comfortable disclosing when they are experiencing abuse, to understand which behaviours are acceptable or unacceptable, and as advocates for the children in their care. 

How To Address Maltreatment: 

1. The Initial Conversation

If you suspect a child is experiencing maltreatment or they disclose to you an incident where they experienced harm, the first step is to discuss your concerns with the child. The conversation should be documented and should occur in a safe, confidential space. The Rule of Two still applies in this context, meaning that another adult should be present for the conversation. The conversation should be as open as possible; this means using active, empathetic listening and avoiding suggestive, directing, or leading questions (Jeckell et al., 2018). If disclosure happens when you are alone with a child, you should report the incident to your organization and make sure to follow up with the child and their parents as soon as possible to discuss the next steps.

It can be so hard to know what to say and distressing to hear that maltreatment has occurred. The most important things to remember are to:

• • Let the child know that you believe them 
  • Explain that what they experienced is not their fault and that the behaviour is not acceptable
  • Encourage them for being brave and coming forward to talk about the harm they experienced

Each situation should be treated individually and emotional and psychological support, as well as medical services, should be offered to the child depending on their needs (Jeckell et al., 2018). Resources like Kids Help Phone are available across Canada, 24 hours a day, 7 days a week to support young people in distress. 

In addition to the process outlined above, parents can find more resources for supporting a child or youth who has disclosed abuse or misconduct through the tips outlined on NeedHelpNow.ca 

2. Reporting Maltreatment

Any adult who suspects that a child has experienced maltreatment has a duty to report their concerns to the appropriate authorities. If you believe a child is in immediate danger, call 911. Your sport organization may also have an internal process for reporting instances of maltreatment. While it is crucial to contact local authorities to report the abuse, alerting the sport organization as soon as possible can help to protect other children and youth who may still be in the care of the alleged offender.

The Coaching Association of Canada has a full list of resources here that you can contact nationwide to report your concerns. Some of these resources include:

• The Canadian Sport Helpline supports victims and witnesses of maltreatment in sport to report their concerns and plan their next steps. The Helpline is available 7 days a week from 8:00 am-8:00pm EST by phone or text: 1-888-837-7678 or by email: info@abuse-free-sport.ca 
• Any suspected child sexual abuse or misconduct occurring online can be reported to Cybertip.ca 
• The Canadian Centre for Child Protection has resources and information for reporting suspected child abuse

• Commit To Kids, a program from the Canadian Centre for Child Protection, has created helpful infographics to understand the process of reporting abuse and misconduct:
  • Steps for Reporting Child Sexual Abuse (for sport organizations)
  • Steps for Reporting Inappropriate Conduct (for sport organizations)
  • Reporting Child Sexual Abuse and Misconduct (for parents)
• The Coaching Association of Canada has also created Resources for Parents to better understand safety in sport, including the responsibilities of your sports organization and of individual coaches

3. Prevention

After reporting the incident of maltreatment and taking steps to address the individual incident, it is important for organizations to review their internal processes to prevent maltreatment moving forward. According to Mountjoy et al., (2016) this can include:

• Ensuring that there are clear policies and codes of conduct around safe sport and maltreatment prevention
• Comprehensive, regular education and training around safe sport codes of conduct and practices
• Maintaining or creating a standardized recruitment process for staff/volunteers that includes background screening 
• Maintaining or developing a process for complaints and support
• Continuing to monitor and evaluate safe sport practices 

While the information above in specific to sport, similar processes can be followed in schools and workplaces. If you suspect that bullying, abuse, harassment, or discrimination, also known as BAHD behaviours, are occurring in your school, it is important to contact local authorities and the school board to report your concerns. In addition, you can explore the procedures for reporting incidents of BAHD behaviours through your local school board’s website. One example of this is the Toronto District School Board’s policies and procedures (found here) on bullying, which include additional resources for parents and teachers to explore.

If BAHD behaviours are occurring in your workplace, processes for reporting may differ depending on your location. You can learn more about seeking support, supporting others, and creating culture change to prevent BAHD behaviours through the resources from the Workplace Strategies for Mental Health. 

Lastly, you can learn more about recognizing BAHD behaviours and tips for action through the resources below:

• Empowering the Bystander in Sport: Tools for Action
• Empowering the Bystander in the Workplace: Tools for Action
• How to Recognize Emotionally Abusive Behaviours

References:

Jeckell, A. S., Copenhaver, E. A., & Diamond, A. B. (2018). The spectrum of hazing and peer sexual abuse in sports: A current perspective. Sports Health, 10(6), 558-564.

Mountjoy, M., Brackenridge, C., Arrington, M., Blauwet, C., Carska-Sheppard, A., Fasting, K., … & Starr, K. (2016). International Olympic Committee consensus statement: harassment and abuse (non-accidental violence) in sport. British Journal of Sports Medicine, 50(17), 1019-1029.

The workplace is a space to connect with colleagues and to work towards common goals. All employees have the right to a physically and psychologically safe workplace. Organizational leaders and employees are in an important position to step in as active bystanders when instances of bullying, abuse, harassment, or discrimination, also known as BAHD behaviours, occur in the workplace. When bystanders, particularly organizational leaders, witness or are aware of BAHD behaviours occurring in the workplace but do not intervene, the employees being victimized may feel that the behaviour has been accepted or normalized in the workplace. In turn, they may feel powerless to prevent BAHD behaviour from continuing, or that they would not be supported if they chose to report the behaviour. Bystanders who choose to step in and support their co-workers who are experiencing BAHD behaviours can play an important role in maintaining physical and psychological safety in the workplace.

It takes courage to become an active bystander when we see a co-worker behaving BAHDly in the workplace, and it can be hard to know where to start.  Here are some tips to make stepping up and stepping in safer and less intimidating so that you can protect your coworkers and yourself:

Verbal Communication: Do’s and Don’ts

Do:

• Remain calm in control of your emotions. This may have a calming effect on the aggressor.
• Focus your attention on the other person so they know that you’re interested in what they’re saying.
• Encourage the person to stay open-minded and objective throughout your conversation.
• Acknowledge the person’s feelings. For example, saying, “I can see that you are frustrated.”
• Be aware of the words you’re choosing and how you’re saying them.
• Speak slowly, quietly, and confidently.
• Listen carefully, without interrupting or offering advice or criticism.

Don’t:

• Glare or stare. This can be seen as a challenge.
• Allow the other person’s anger to become your anger.
• Use official language, complex terminology, or jargon.
• Communicate a lot of technical or complicated information when emotions are high.
• Tell the person to relax or calm down.

Non-Verbal Communication & Behaviour: Do’s and Don’ts

Do:

• Use calm body language. Keep a relaxed posture with your hands unclenched and a neutral, attentive expression.
• Position yourself so that the exit is not blocked.
• Position yourself at a right angle, rather than directly in front of the other person.
• Give the person enough physical space (generally 1-2 metres).
• Get on the other person’s physical level, rather than standing over them.
• Avoid physical violence or confrontation where possible. Walk away and get assistance from security or police.

Don’t:

• Take an aggressive or challenging pose, including:
  • Standing directly opposite someone
  • Putting your hands on your hips
  • Pointing your finger
  • Waving or crossing your arms
• Make sudden movements, which can be seen as threatening.

Responding to a Physical Attack: Do’s and Don’ts

Do:

• Make a scene. Yell or scream as loudly as you can until you gain others attention. Try shouting words like STOP, HELP, or FIRE.
• Blow a whistle, activate a personal security alarm, push the building security alarm or, as a last resort, pull the fire alarm.
• Give bystanders specific instructions to help you. Single someone out and send them for help; for example, “You in the yellow shirt, call 911!”
• Run to the nearest safe place (ex. a safe office or an open store).
• Call security or the police immediately after the incident.
• If the attack does not warrant calling the police, inform your supervisors and the authorities at your workplace.
• File an incident report, such as this report from the Respect in the Workplace program.

Don’t:

• Resist if someone grabs your purse, briefcase or other belongings. Throw the item several feet away from the thief and run in the opposite direction, yelling HELP or FIRE.
• Ever try and chase someone trying to steal from or assault you.

Tips for Dealing with an Aggressor If You Feel Safe:

• Tell the aggressor that their behaviour is offensive or unwanted, and to stop.
• Document what happened to you. You should use your organization’s incident report form or, if unavailable, this incident report form from the Respect in the Workplace program.
• Check your organizational policies and procedures and know your rights.
• If the behaviour is repeated, report it to your supervisor, HR, or a trusted colleague. If it contravenes the law, know that you have the right to report it to the police, but do not discuss details with other uninvolved coworkers.
• Don’t be afraid to ask for assistance and support from your employer.

Tips for Dealing with an Aggressor If You Feel Unsafe:

• Avoid being alone with the aggressor and make sure you’re safe.
• Get support and assistance right away and report the incident to a trusted colleague, supervisor, or Human Resources.
• Document what happened to you, using your organization’s incident report process or by filling out this incident report form from the Respect in the Workplace program.
• Only talk to those who can support you and keep the information confidential. Speaking with uninvolved parties may add unwanted and unwelcomed dynamics that could further jeopardize the situation.
• Know your organization’s policies and procedures and know your rights.

Education is a crucial tool in the bystander’s toolkit. Through a strong understanding of BAHD behaviours, their impacts on employees and the workplace as a whole, and how to step up and step in when we witness or suspect these behaviours are occurring, we have the opportunity to keep the workplace safe and productive for all. You can learn more helpful tips for employees and organization leaders through the Workplace Strategies for Mental Health website. In addition, you can find more tools and information on empowering the bystander to address BAHD behaviours through our online programs here:

• Respect in the Workplace
• Respect in School
• Respect in Sport

This podcast features a powerful conversation between Dave Veale, Dr. Bill Howatt and Sheldon Kennedy. Thank you to The Boiling Point for this great opportunity!

PODCAST: TIME TO STOP BULLYING WITH RESPECT IN THE WORKPLACE

“Sheldon Kennedy, former NHL player and long time advocate of Respect in the Workplace and Respect in Sport, shares his journey helping to educate people and build awareness.

Having Sheldon Kennedy join us for an episode of Shifting the Employee Experience helped us to solidify a point we’ve been hearing throughout this partnership project, which is that in order to start prioritizing #mentalhealth and #mentalwellbeing in the workplace, we need to start talking.

Sheldon and his work with Respect Group have shown what can happen when we all start speaking out about our experiences and start to have these sometimes difficult conversations. Make sure you listen to his episode to hear even more about steps you can take along your path to Shift the Employee Experience.”

Click here to listen to this amazing podcast.

About The Boiling Point Podcast:

“Hosted by Greg & Dave, these thought-provoking interviews with entrepreneurs, thought leaders and movement makers revolve around the experiences and the moments that shaped their careers. Get inspired by these adventurous business leaders who are doing good, being sustainable, achieving work-life balance, promoting a healthy lifestyle and more. Get great advice on the next steps you can take in your business, career and life. Our show – a “must listen podcast” according to Workopolis and the Dragon’s Den – is meant to inform and spark positive change in business and the world.”

For the past weeks we’ve been wondering, how can we help during this crisis? Since our team has been working entirely from home for the past 16 years, we wanted to share our best tips with you!

Whether working from home is new to you or you are trying to adjust to unprecedented changes in your current remote workspace, we hope our tips can provide some support.

Working from home: 3 tips for employees

1.Take control of the flexibility
Embrace the opportunities of an unstructured day but make sure to stick to a schedule that will keep you accountable and successful.

2. Schedule your breaks and make them count
If you are taking a break make sure it gives you the refresh that you need. Get outside, connect with someone or find whatever it is that gets you re-energized!

3. Create a dedicated workspace
Make a clear transition from homelife to work time to help reduce distractions and create boundaries.

*Don’t forget to be easy on yourself, this transition takes time!

Working from home: 3 tips for employers

1. TRUST each other
As an employer, it helps if you have trust and that works both ways.

2. Share positive occurrences
Establish an internal communication network where positive occurrences can be shared across the team.

3. Encourage interaction and collaboration
Find what works best for your team to make communication easy and consistent. There are endless options out there (Skype, HangOuts, Go To Meetings, email, phone calls, etc…) and using more than one can be helpful.

The Action Summit 2020 was a success! 

We had some great conversations exploring the intersection of Psychological Health & Safety and Civility & Respect!

Thanks to our moderator Blaine Donais and experts Dr. Pat Ferris, Cam Mitchell and Wayne McNeil. 

Thanks to all of our brilliant speakers.

Thank you to The GRAND for hosting our Action Summit.

And most of all, we want to thank everyone who participated to the event and made it a success! 

Is your organization at a loss as how to address psychological health and safety or challenged with Alberta’s new Occupation Health and Safety (OHS) code?  We are bringing support.  Join us for the day to get insight into this complex issue and take away real tools you can immediately apply in your workplace.   This Action Summit will examine the intersection of Psychological Health and Safety and Civility & Respect.

Sessions will benefit Senior HR Professionals, Senior Occupational Health and Safety Professionals, and those leading Municipalities, Businesses, Unions, Educational Institutions and Non profits.

By attending you will:

• Understand what your duty is as an employer to address the OHS issues and their impact on psychological health and safety.
• Walk away with a road map of what your organization needs to do to create or improve upon a psychologically healthy workplace
• Receive compliance and risk reduction ideas and solutions that can be easily implemented within your organization.
• Be able to build a business case, determine your organizations return on investment and successfully position the importance and value within your organization
• Hear from other leading organizations as they share their experiences regarding challenges and successes in creating psychologically health workplaces.

More details on the day including a full agenda can be found here: https://workplacefairnesswest.ca/detailed-session-information/

In Partnership with the National Golf Course Owners Association Canada (NGCOA)
Source: Golf Business Canada Fall 2019

Authors: Brad Blaisdell & Michelle Phaneuf

Brad is the Regional Director – Respect in the Workplace for Respect Group which focuses on the prevention of bullying, abuse, harassment and discrimination. Michelle is a partner with Workplace Fairness West and the Workplace Fairness Institute. Contact Brad at bblaisdell@respectgroupinc.com and Michelle at phaneuf@workplacefairnesswest.ca.

Workplaces are complex, dynamic environments. Like golf, to improve your overall game or operations you need to recognize and adjust your physical game, but also your mental game. Employers today recognize the value of a healthy workplace, and that psychological health and safety is AS important as physical health and safety.

How we work, who we are, our attitudes, and behaviour are diverse and unique. When everyone interacts respectfully this diversity fosters a robust workplace and an inviting operation for staff. However, without that foundation of respect, BAHD (Bullying, Abuse, Harassment & Discrimination) behaviours can creep in. According to the Canadian Center for Occupational Health and Safety these behaviours might look like:

Preventing BAHD Behaviours in your Workplace

• Spreading malicious rumours, gossip, or
• Excluding or isolating someone
• Intimidating a
• Undermining or deliberately impeding a person’s
• Physically abusing or threatening
• Making verbal or emails jokes that are ‘obviously offensive’
• Yelling or using
• Criticizing a person persistently or
• Belittling a person

 
If left unchecked, BAHD can turn an otherwise healthy workplace into a toxic environment and the cost of doing nothing adds up quickly.

THE COST OF DOING NOTHING

3 in 10 Canadians say their workplaces are not psychologically safe and healthy1, and nearly half report having experienced one or more acts of workplace harassment at least once a week for the last six months.2 Employees coping with these toxic work environments take twice as much sick time.3 Statistics Canada estimates the cost of employee absence due to bullying and harassment is roughly $19 billion per year.

Toxic workplaces not only affect employee absence but also impact productivity and efficiency. 80% of employees in toxic workplaces spend significant time and energy focused on the BAHD behaviour taking time away from their work and 48% reduce their effort.4 Considering an annual wage of $60,000, an example of 20% reduction in productivity can equate to a $12,000 loss per employee. This can have a significant financial impact on organizations of all sizes.

KPMG’s Diversity and Inclusion Group recently hosted a panel event in Toronto to discuss the issues around workplace bullying and harassment. Their panel included:

Louise Bradley, president and CEO, Mental Health Commission of Canada, Pamela Jeffery, president, The Pamela Jeffery Group, Soula Courlas, partner, KPMG, and Sheldon Kennedy, former NHL player, abuse survivor and co-founder of the Respect Group.

The panellists noted that ignoring the issue not only affects employee retention, but it hurts productivity and profitability.5 Experiencing bullying and harassment in the workplace can trigger mental health problems and illnesses, which, according to the Mental Health Commission of Canada, are the leading cause of short – and long – term disability.6 The economic burden in Canada has been estimated at $51 billion per year.

WHY SHOULD WE CARE?

Governments across Canada are recognizing the importance of psychological health and safety, and legislation is in effect to guide organizations to manage these issues. While legislation may differ from province to province, many have clear guidelines and expectations for employers.

Workers Compensation Boards are also accepting claims focused on psychological injuries including wording such as: clear and confirmed harassing behaviour at the workplace where a worker has been subjected to threats of harm, violations of personal privacy, public shaming or baseless threats to his or her employment status. Employers large and small have the duty to ensure their workplaces are harassment free and are exposing themselves to legal and financial risk if they do not address BAHD behaviours.

Sheldon Kennedy indicated in the panel discussion that, “Leaders and operators need to ask the tough questions to determine if this type of behaviour is happening in their organization. They need to be prepared for what they might find and be committed to taking action to address and end it.”

WHAT CAN WE DO?

A shocking 55% of surveyed Canadians reported experiencing bullying in the workplace, including name-calling, physical aggression and online taunts, according to a 2018 poll by Forum Research. Worse still, the study found that only one third of companies took action to stop the perpetrators. While pointing out the risks of not addressing the issue, the panellists noted that many organizations are taking real action to address the issue. “This isn’t just about focusing on the bad individuals,” said Kennedy. “Ninety-eight percent of individuals want to be good, so focus on them and give them the tools to be better.”

For those companies who don’t know where to start, the panellists said the most important step was instituting a culture of respect and zero tolerance for toxic behaviour in their organizations — a tone that needs to come straight from the golf course owner or operator, or general manager. “This will require a willingness from leadership to face the hard truths about what is happening inside their walls,” said Courlas. “Bullying can be subtle. Education is key to helping people recognize it. Leadership has a duty to proactively work towards eradicating this type of behaviour, which will inevitably help unlock the best of their people. Making good people better is the end goal and is completely attainable.”

WorkSafe BC has created guidelines to support employers in responding effectively:

ENCOURAGE everyone at the workplace to act towards others in a respectful and professional manner.

HAVE a workplace policy in place that includes a reporting system.

EDUCATE everyone that bullying is a serious matter.

TRY TO WORK OUT solutions before the situation gets serious or “out of control.”

EDUCATE everyone about what is considered bullying, and whom they can go to for help.

TREAT all complaints seriously, and deal with complaints promptly and confidentially.

TRAIN supervisors and managers in how to deal with complaints and potential situations. Encourage them to address situations promptly whether or not a formal complaint has been filed.

HAVE an impartial third party help with the resolution, if necessary.

They recommend that organizations act as soon as possible, not ignore any potential problems and not delay resolution.

Employers large and small must implement procedures for responding to reports or incidents of bullying and harassment. The procedures must ensure a reasonable response to the report or incident and aim to fully address the incident and ensure that bullying and harassment is prevented or minimized in the future. Investigations into the incident may be required or an impartial third party may be a resource for resolving the situation or restoring the workplace after an investigation has taken place.

In addition to clear policies and procedures, other best practices include a no-reprisals policy, confidential whistleblower lines, a workplace Ombudsman and due diligence on new hires.

HOW CAN WE BE PROACTIVE?

Thankfully, today’s work climate is changing. Top organizations are less reactive and more proactive than ever before. Employee wellness has become a priority because happy, engaged employees are more productive, collaborative, and innovative and will be much more client focused. Meeting and exceeding client expectations is next to impossible if trust between co- workers is broken, they are not engaged, appreciated, or acknowledged for the good work they do.

According to Wayne McNeil, co-founder of Respect Group, “Polices and procedures are necessary, but they typically sit on the shelf until an issue arises. You really do need to have proactive training that creates standards, empowers the bystander and refers to the policies/procedures. Ultimately, your risk mitigation strategy needs to be in sync with your desire to drive a positive culture.”

He indicates that this message needs to come from leadership. It can start with HR professionals saying that they need to be proactive; they can plant the seed. But the tone of the culture, the commitment and the accountability must be set by senior leadership.

Blaine Donais, president and founder of the Workplace Fairness Institute says, “Unresolved conflict is one of the top 5 indicators of bullying and harassment. Organizations need to ensure that employees have options to successfully resolve conflict. We have found that instituting a Workplace Ombudsman Office provides employees with a safe, confidential space to support in the resolution of conflict.”

Bullying, Abuse, Harassment, and Discrimination can be successfully addressed when it appears, and golf course course owners and operators can take steps to be proactive in preventing these behaviours. These steps will help your organization to create an environment in which employees can be successful, thereby ensuring your operation’s success.

ENDNOTES:

(1)www.reuters.com/article/us-work-mentalhealth/three-in-10-workers-say-workplace-not-psychologically-safe- idUSBRE82D0LF20120314

(2) www150.statcan.gc.ca/n1/pub/75-006-x/2018001/article/54982-eng.htm

(3)www.mentalhealthcommission.ca/sites/default/files/february_workplace_webinar.pdf

(4) https://hbr.org/2018/07/do-your-employees-feel-respected

(5 )www.cos-mag.com: Addressing workplace bullying, harassment must be a business priority, Panel January 31st, 2019

(6)www.mentalhealthcommission.ca/sites/default/files/february_workplace_webinar.pdf

We are excited to announce a partnership between Respect Group and The Workplace Fairness Institute. Respect Group, a forward-thinking organization founded by former NHLer turned victims’ rights crusader Sheldon Kennedy delivers web-based training to organizations to equip employees with the education and skills needed to address bullying, abuse, harassment and discrimination (BAHD) in the workplace. Workplace Fairness provides services to Respect Group certified organizations to support them with the next steps of “Keeping Respect Alive”.

“We believe in Keeping Respect Alive and we know that our Respect in the Workplace on-line training is the first step in starting the conversation.  We have partnered with the Workplace Fairness Institute because keeping that workplace conversation going is greatly enhanced through the support of a third party.” says Sheldon Kennedy, Co-Founder of Respect Group. “We see this as an optimal collaboration to further support organizations.”

Respect Group’s highly interactive, foundational training establishes a baseline of knowledge for employees with regards to bullying, abuse, harassment and discrimination (BAHD) and is having a significant impact in workplaces across the country.  Working from this baseline the Workplace Fairness Institute brings their suite of facilitation, coaching and mediation services to imbed respectful behaviours by building capacity to manage conflict, increase collaboration and effectively implement change.

“We support organizations to foster a healthy culture based on a core value of equity of concern and respect,” says Blaine Donais, President and Founder of the Workplace Fairness Institute. “We are thrilled to be supporting Sheldon and Respect Group to provide people and organizations with fair, effective and sustainable solutions for resolving and managing workplace conflicts. We hold the common belief that psychological health and safety is important for every employee. ”

By joining forces, Workplace Fairness and Respect Group can support organizations to identify BAHD behaviours, address issues underlying these behaviours and empower employees to speak out to ensure a psychologically safe workplace.

About Workplace Fairness

The Workplace Fairness Institute (www.workplacefairness.ca) and their partner, Workplace Fairness West (www.workplacefairnesswest.ca) focus on supporting organizations to create safe workplaces.  Working with their over 150 certified Fairness Analysts across Canada they support organizations to enhance and build strong conflict management systems that involve and engage employees.  Their conflict resolution professionals have solid expertise in areas of facilitation, coaching, mediation and providing Ombuds services.

About Respect Group Inc.

Respect Group (respectgroupinc.com) was incorporated in 2004 by co-founders, Sheldon Kennedy and Wayne McNeil, to pursue their common passion: the prevention of bullying, abuse, harassment and discrimination (BAHD). Respect Group is made up of a team of over 30 talented individuals whose passion is to create a global culture of Respect. As Canada’s leading on-line provider of prevention education related to BAHD, Respect Group has certified over 1.2 Million Canadians involved in sport, schools and the workplace. Respect Group is a Certified B Corporation (bcorporation.net).