You have been asked to prepare some advice to employees about how to identify and deal with bullying in the workplace. (minimum 300 words
Student Name: Farhan Khan
Below are my answers to the questions:
• People are often hesitant to make a complaint; why do you think this is?
Answer: People don't bring forward concerns about bullying for many reasons. Often, they are afraid of the consequences or have had unsatisfactory experiences voicing their concerns in the past. The following are some examples of why people don't bring forward complaints about their bullying experience of inappropriate behaviour:
- Fear that nothing will be done.
- Fear that they or the complaint won't be taken seriously.
- Fear of reprisals from the perpetrator—especially if it is a supervisor or instructor.
- Fear that they will be told they "asked" for it.
- Fear of being blamed or ridiculed.
- Afraid they will be told to "lighten up".
- Fear of getting a bad reputation.
- Fear of appearing incompetent, or unable to handle difficult situations
- Fear of being labelled a “troublemaker".
- Reluctance to get the perpetrator into trouble.
- Feeling alone or isolated, that no one else objects to the behaviour.
- Feeling embarrassed or humiliated by the behaviour.
• Is it possible for people who file complaints to be victimised beyond the original incident? How could this happen? What are some ways organisations and individual managers can help people feel more comfortable to make a claim?
Answer: Yes, it is possible to be victimised. However, if you're treated badly because you complain about discrimination or you help someone who has been discriminated against, this is called victimisation. Victimisation is unlawful. If you've been treated badly because you complained, you may be able to do something about it.
Victimisation is where you are treated less favourably because you have complained (or intend to complain) about discrimination or harassment in the workplace, or because you have helped someone who has been discriminated against.
People withhold their ideas if they feel their contribution won't be welcomed or if they feel vulnerable by offering. The best leaders make a habit of asking, "what do you think," "how would you do this differently," and "how can we have a greater impact." Choose a great set of questions and start asking, and remember — credit the one who shares the idea when you take a suggested action.
As long as there are people in a company there will always be some complaints employees have with managers. If employees see that others have voiced concerns and the company was open to receiving those concerns, then they will feel comfortable. Having an executive state that the company has an open door policy means nothing by itself — actions really do speak louder than words.
• What can managers do to create a culture where people feel safe to stand up for their rights to equal treatment and being treated with respect and dignity?
Answers: If you want a culture where people are open about concerns, then start developing new skills in your managers such as active listening, bias awareness, and conflict resolution. Managers struggle to balance the needs of leaders with the needs of their people, and too often overlook their own growth. Give them a safe place to practice new skills, and you'll begin to build the culture you need.
Every company, big and small, should require a weekly minimum 30 minute one-on-one between manager and subordinate. Structure each so that the subordinate brings in the agenda and they have the floor first while the manager just listens. The last half can process business tasks, but any career or "how are you feeling professionally" conversation should start the meeting. Managers, take notes!
Listening well during the normal course of business will encourage employees to open up when they have a concern or idea. By demonstrating excellent listening, which means listening without judgment and asking big, open-ended questions to get clarification, employees will feel taken care of. Listening is not about you — it's about the speaker. Listening is a gift and one that pays back in spades.
Farhan Khan
Comments
Post a Comment