ࡱ> y{x` 0 Lbjbj 4P+"  8 4>, e2vL7e9e9e9e9e9e9e$ihjkN]e- ]e eQ Q Q d R 7eQ 7eQ Q f_ " Wdj @E76 aDee0ea`kkWdk WdL6Q 9,eB]e]ee    Employment manual section 9 Discipline and Grievance 9e HR briefing note Bullying and harassment Scope of Briefing Note This aim of this briefing note is to ensure incidents of bullying and harassment can be recognized and dealt with. An example of a Bullying and Harassment policy is given in Section 9f. What is bullying and harassment If employees complain they are being bullied or harassed, then they have a grievance which must be dealt with regardless of whether or not their complaint accords with a standard definition. Examples and definitions of what may be considered bullying and harassment are provided in Section 9f. For practical purposes those making a complaint usually define what they mean by bullying or harassment - something has happened to them that is unwelcome, unwarranted and causes a detrimental effect. The current definition of harassment - as applied to sexual orientation, religion or belief and race and ethnic and national origin is: "unwanted conduct that violates people's dignity or creates an intimidating, hostile, degrading, humiliating or offensive environment." How can bullying and harassment be recognised? Behaviour that is considered bullying by one person may be considered firm management by another. Most people will agree on extreme cases of bullying and harassment but it is sometimes the 'grey' areas that cause most problems. Bullying and harassment can often be hard to recognise - they may not be obvious to others, and may be insidious. The recipient may think 'perhaps this is normal behaviour in this organisation'. They may be anxious that others will consider them weak, or not up to the job, if they find the actions of others intimidating. They may be accused of 'overreacting', and worry that they wont be believed if they do report incidents. People being bullied or harassed may sometimes appear to overreact to something that seems relatively trivial but which may be the 'last straw' following a series of incidents. There is often fear of retribution if they do make a complaint. Colleagues may be reluctant to come forward as witnesses, as they too may fear the consequences for themselves. They may be so relieved not to be the subject of the bully themselves that they collude with the bully as a way of avoiding attention. Bullying and harassment make someone feel anxious and humiliated. Feelings of anger and frustration at being unable to cope may be triggered. Some people may try to retaliate in some way. Others may become frightened and demotivated. Stress, loss of self-confidence and self-esteem caused by harassment or bullying can lead to job insecurity, illness, absence from work, and even resignation. Almost always job performance is affected and relations in the workplace suffer. Why do we need to take action? Bullying and harassment are not only unacceptable on moral grounds but may, if unchecked or badly handled, create serious problems: poor morale and poor employee relations loss of respect for managers and supervisors poor performance lost productivity absence resignations damage to organisational reputation tribunal and other court cases and payment of unlimited compensation. The legal position Discrimination and harassment It is not possible to make a direct complaint to an employment tribunal about bullying. However, employees might be able to bring complaints under laws covering discrimination and harassment. For example: sex: the Sex Discrimination Act gives protection against discrimination and victimisation on the grounds of sex, marriage or because someone intends to undergo, is undergoing or has undergone gender reassignment race: the Race Relations Act 1976 gives protection against discrimination and victimisation on the grounds of colour or nationality. The regulations that amended the Act (Race Regulations 2003) also give a stand alone right to protection from harassment on the grounds of race and ethnic or national origin disability: the Disability Discrimination Act 1995 gives protection against discrimination and victimisation sexual orientation: the Employment Equality (Sexual Orientation) Regulations 2003 give protection against discrimination and harassment on the grounds of sexual orientation (orientation is defined as 'same sex' - lesbian/gay - 'opposite sex' - heterosexual - and 'both sexes' - bisexual) religion or belief: the Employment Equality (Religion or Belief) Regulations 2003 give protection against discrimination and harassment on the grounds of religion or belief. The government plans to introduce regulations to provide protection from discrimination and harassment in respect of age by December 2006. The Government also intends to extend the protection from harassment to cover all of the areas listed above and to introduce a standard definition of harassment (with a modified definition for sexual harassment). Unfair dismissal Employers have a 'duty of care' for all their employees. If the mutual trust and confidence between employer and employee is broken - for example, through bullying and harassment at work - then an employee can resign and claim 'constructive dismissal' on the grounds of breach of contract. Employers are usually responsible in law for the acts of their workers. Breach of contract may also include the failure to protect an employee's health and safety at work. Under the Health and Safety at Work Act 1974 employers are responsible for the health, safety and welfare at work of all employees. The Health and Safety Executives Guidance on Stress in the Workplace includes the advice that "stress should be treated like any other health hazard" and that employers have a "legal duty to take reasonable care to ensure health is not placed at risk through excessive and sustained levels of stress." Action by Management Management should be clear about the standards of behaviour expected, set a good example in their own behaviour and ensure that individuals are fully aware of their responsibilities to others. Procedures Bullying should not be treated as a standard grievance; it is a serious issue and must be treated as such. Complaints of bullying and/or harassment, or information from staff relating to such complaints, must be dealt with fairly and confidentially and sensitively using the general format set out in the organisations grievance procedures. Investigation Complaints must be taken seriously and investigated promptly and objectively. Employees do not normally make serious accusations unless they feel seriously aggrieved. The investigation must be seen to be objective and independent. Decisions can then be made as to what action needs to be taken. Informal approaches In some cases it may be possible to rectify matters informally. Sometimes people are not aware that their behaviour is unwelcome and an informal discussion can lead to greater understanding and an agreement that the behaviour will cease. It may be that the individual will choose to do this themselves, or they may need support from a manager, an employee representative, or a counsellor. Counselling Counselling should be considered where appropriate, particularly where investigation shows no cause for disciplinary action, or where doubt is cast on the validity of the complaint. Counselling may be used to resolve the issue or help support the person accused as well as the complainant. Serious misconduct In cases which appear to involve serious misconduct, and there is reason to separate the parties, a short period of suspension of the alleged bully/harasser may need to be considered while the case is being investigated. This may be without pay where the contract of employment provides for suspension without pay in such circumstances. A suspension without pay, or any long suspension with pay, will be exceptional as these in themselves may amount to disciplinary penalties. The person making the complaint will not be transferred unless they ask for such a move. Where somebody makes an unfounded allegation of bullying and/or harassment for malicious reasons the case should be investigated and dealt with fairly and objectively under the disciplinary procedure. Imposing penalties Where the complaint is found to be justified any action taken against those responsible should be dealt with under the organisations disciplinary policy and must comply with the statutory minimum procedure. The action to be taken must be reasonable in the light of the facts. In some cases it may be concluded that a penalty is unnecessary or that counselling or training is preferable - the individual may now be more able to accept the need to change their behaviour. Where a penalty is to be imposed, all the circumstances should be considered including: the employees disciplinary and general record; whether the procedure points to the likely penalty; action taken in previous cases; any explanations and circumstances to be considered and whether the penalty is reasonable. Oral or written warnings, suspension or transfer of the bully/harasser are examples of disciplinary penalties that might be imposed in a proven case. Suspension or transfer (unless provided for in the employee's contract or agreed by the employee), could breach the employee's contract if they suffer a detriment by it, for instance a transfer to a different location which means additional expense or a less responsible job. Any such breach could lead to a claim of constructive dismissal by the affected employee. Where bullying or harassment amounts to gross misconduct, dismissal without notice may be appropriate. Disciplinary and Grievance Procedures HR Advice Notes giving model procedures and guidance notes are available from [the author, contact details below]. Useful contacts Commission for Racial Equality Tackling racial discrimination and promoting racial equality Tel 020 7939 0000  HYPERLINK "http://www.cre.gov.uk" \t "_blank" www.cre.gov.uk Disability Rights Commission Providing information and advice to disabled people and employers about their rights and duties Tel 08457 622 633  HYPERLINK "http://www.drc.org.uk" \t "_blank" www.drc.org.uk Equal Opportunities Commission Working to eliminate sex discrimination Tel 08456 015 901  HYPERLINK "http://www.eoc.org.uk%20" \t "_blank" www.eoc.org.uk  Employee Assistance Professional Association (EAPA) Information on Employee Assistance Programmes Tel 0800 783 7616 Race Equality Advisory Service (REAS) Advice and consultancy services on diversity in employment Tel 08457 47 47 47 For more information or guidance This information sheet is part of the South London CVS Partnerships employment manual. Community Links Bromley is a membership of the partnership. The manual is designed for use by local voluntary and community organisations. We provide information, guidance and signposting on all aspects of running a voluntary and community organisation. For more information, see our website at www.communitylinksbromley.org.uk. Peter Dyer, Head of Organisational Development tel: (020) 8315 1917 fax: (020) 8315 1924 email:  HYPERLINK "mailto:peterd@communitylinksbromley.org.uk" peterd@communitylinksbromley.org.uk     Community Links Bromley Information Sheets Community House, South Street, Bromley BR1 1RH Tel: 020 8315 1900 Fax: 020 8315 1924 Email:  HYPERLINK "mailto:admin@communitylinksbromley.org.uk" admin@communitylinksbromley.org.uk Web: www.com6789:;<=ghiraM7+h>n7hM5CJOJQJ^JaJmH sH 'h>n7h65CJ OJPJQJ^JaJ !h>n75CJ OJPJQJ^JaJ #h>n7h65CJ OJQJ^JaJ #h>n7hH5CJ OJQJ^JaJ h>n75CJ OJQJ^JaJ #h>n7hM5CJ OJQJ^JaJ #h>n7hW5CJ OJQJ^JaJ #h>n7hW5CJOJQJ^JaJ#h>n7hM5CJOJQJ^JaJ#h>n7h#t5CJOJQJ^JaJ78hi= > ^ _ O b v  -DM gd>n7d-DM [$gd>n7 -DM gd>n7gd>n7gd>n7gd>n7gd>n7gd>n7gdM $gd>n7 $gd# $gdM3LLi= _ O b u v  ]zbg ,?rbbbSSSSSh>n7h>n70JOJQJ^Jh>n7h>n75OJQJ\^Jh>n7h>n76OJQJ]^Jh>n7h>n7OJQJ^J)h>n7h>n7B*CJOJQJ^JaJph333h>n7h>n7OJQJ^JaJ)h>n7h>n7B*CJOJQJ^JaJph%h>n7h>n7B*OJQJ^JaJph&h>n7h>n75CJOJQJ\^JaJ h>n7h>n7CJOJQJ^JaJ C; !! & Fdd-DM [$\$gd>n7 -DM gd>n7 -DM gd>n7?;K !!f!B"U"V"###%"%#(6(--S.c...IJIJveVh>n7h>n70JOJQJ^J h>n7h>n7CJOJQJ^JaJh>n7h>n75OJQJ\^Jh>n7h>n76OJQJ^Jh>n7h>n70J6OJQJ^Jh>n7h>n7OJQJ\^J"h>n7h>n756OJQJ^JaJh>n7h>n75OJQJ^JaJh>n7h>n7OJQJ^JaJh>n7h>n76OJQJ]^Jh>n7h>n7OJQJ^J!"%Y'#(6()*-----P.S.c.//00j1k111gd&gdf}gdM -DM gd>n7 -DM gd>n7 -DM gd>n7..//////////////0=0>0p0q0000001j1k1111s22ᨗud hMhf}CJOJQJ^JaJ hMhK$CJOJQJ^JaJ hMhhCJOJQJ^JaJ hMh&CJOJQJ^JaJ,h>n7hMCJOJPJQJ^JaJmH sH h>n7h>n70JOJQJ^J$h>n7h>n7>*B* OJQJ^Jphh>n7h>n7OJQJ^J!jh>n7h>n7OJQJU^J 1r2s2233333333444 4 4f4h445LLLLgd& $dNgd# &dPgd# gdHgdfgdyegdf}gdK$20313233343=3?3f3w3y3}3333333333333޼͚͚͚ͫt\It$hMhH0JCJOJQJ^JaJ/jhMhHCJOJQJU^JaJ hMhHCJOJQJ^JaJ)jhMhHCJOJQJU^JaJ hMhyeCJOJQJ^JaJ hMh91CJOJQJ^JaJ hMhrCJOJQJ^JaJ hMh&CJOJQJ^JaJ hMhf}CJOJQJ^JaJ hMhfCJOJQJ^JaJ333334444 44f4h44444(5*5555556LLLLLL L|kieh&U h&h&0JOJQJmH sH +jh&h&OJQJUmH sH %jh&h&OJQJUmH sH h&OJQJmH sH h# OJQJmH sH hh&h&OJQJmH sH h&h&OJQJmH sH h=jh=U(hMh&CJOJQJ^JaJmH sH munitylinksbromley.org.uk LLL LgdH21h:p# / =!"#$% DyK $peterd@communitylinksbromley.org.ukyK Vmailto:peterd@communitylinksbromley.org.ukDyK #admin@communitylinksbromley.org.ukyK Tmailto:admin@communitylinksbromley.org.uk8@8 &Normal_HmH sH tH L@L & Heading 1$@&5CJOJQJmH sH N@N H Heading 2$@&5CJ$OJQJhmH sH V@V W Heading 3$<@&5CJOJQJ\^JaJJ@J & Heading 4$<@&5CJ\aJNN & Heading 5 <@&56CJ\]aJH@H & Heading 6 <@&5CJ\aJZZ H Heading 7$ `0@@&>*OJQJmH sH HH H Heading 8 <@&6CJ]aJd d H Heading 9 $ `0@&^`05CJ$OJQJmH sH DA@D Default Paragraph FontRiR  Table Normal4 l4a (k(No List4@4 &Header  !4 @4 &Footer  !6U@6 & Hyperlink >*B*phF>"F HTitle$a$5CJ0OJQJhmH sH .)1. 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