Does a Workplace Violence and Harassment policy just apply to a company’s workers?
A well planned policy will cover all aspects of the workplace. This would include any work related situation that a worker could find himself in. This would include: worker to worker; client/customer to worker; management to worker; stranger to worker and even stranger to stranger violence.
How am I supposed to know what another person considers to be offensive? Not everyone thinks the same way about many topics. How am I supposed to know if I am offending someone’s sensibilities?
Often you don’t know. It is entirely possible that you can say or do something offensive to another and it was completely unintentional. The point is that the offended party must inform you of their objection. The problem only escalates into the territory of “harassment” if the offending party knowingly continues with their offensive behaviour. Behaviour that is respectful of another’s views and sensibilities is not harassment.
What is the difference between a Workplace Violence and Harassment statement and a Workplace Violence and Harassment program?
A policy statement represents management’s goals. It is a view of what management would ultimately liker to see achieved by the organization. A program represents what concrete steps need to be taken to achieve that end. It represents the means to achieve that end goal. So a policy statement says that management would like to have a workplace that is free of violence and harassment. The program provides the rules, that all employees follow, that allows this ideal state to exist.
What is a “risk assessment” and why is it important?
A risk assessment is an exercise that management does to try and discover if any violence related issues can be predicted. It is important because, if done properly, it will allow management to be proactive and prevent undesirable behaviour rather than just reacting to it. Risk assessments involve physically inspecting a workplace, questioning employees about what they know happens in the workplace and imagining abstractly about what might happen in the workplace.
Does “zero tolerance” mean that someone gets fired automatically?
Zero tolerance means that an organization does not accept any of the prohibited behaviours outlined in its Workplace Violence and Harassment policy. It means that there will be consequences for inappropriate behaviour. However, the consequences will not necessarily mean an employee will be dismissed. A well reasoned policy will provide for sanctions that are appropriate to the nature of the infraction; and allow for a nuanced response.
How am I, as a worker, supposed to know if a co-worker is about to go “ballistic”? And what am I supposed to do about it?
There are many signs that are indicative of deeper psycho-social problems. Substance abuse, changes in personality and personal hygiene are but some of these symptoms. It is important to understand that many of the clues are also indicative of stress and must not be taken as proof of impending dangerous behaviour. It is important the early warning signs be noted and brought to the attention of the supervisor, or person in a position of authority, who would be the company representative responsible for addressing the situation.
What am I supposed to do if it is my supervisor who is the one who is exhibiting inappropriate behaviour?
Any policy must provide for an alternate route of reporting incidences of inappropriate behaviour. If a worker is being harassed by a supervisor, then the worker must have recourse to someone higher up the organizational chain of command. It might be someone in Human Resources or possibly the employer directly.
Can I be disciplined for coming forward with information about inappropriate activities going on in the workplace?
It is important that workers understand they have a “duty to report” any unseemly actions or behaviour. It is equally important that the organization strive to ensure an atmosphere that encourages workers to come forward and bring to light problems within the company. Far from being disciplined, workers courageous enough to come forward should be seen as helping the organization to root out forces that are counter-productive to the company’s goals. As such, they should be rewarded for actions performed in good faith.
