www.iawbh.org
Press release:
The conference returns to the UK after an eight year gap, to Wales for the first time. It brings together researchers, academics and practitioners at a world class three day event. The conference aims to share knowledge and understanding around the complex workplace issues of bullying, harassment, discrimination and violence.
Co-chair of the conference Professor Duncan Lewis of the Glamorgan Business School said “This
should be an excellent opportunity to bring together world experts to discuss how we take forward the theory and practice of these important workplace issues. We are delighted to be hosting the 7th occasion of this International conference”.
Keynote speakers include renowned expert Professor Staale Einarsen from the University of Bergen in Norway, Professor David Yamada of the Suffolk Business School in Boston USA, and Professor Ralph Fevre lead expert on the UK Government’s 2nd Fair Treatment at Work Survey. Other speakers include Associate Professor Denise Salin from Finland, Dr Gary Namie from the USA and Rachael Maskell from Unite the Union.
Professor Michael Sheehan, Co-chair of the conference said “We are delighted that we have been able to attract many of the leading researchers and practitioners in the field, and to have an international flavour to the conference, with delegates and speakers from across the globe”.
Please visit the conference website at www.bullying2010.com. The conference is sponsored by the University of Glamorgan, Acas, Equality and Human Rights Commission, Public Service Management Wales, Institute of Leadership and Management, People Resolutions and Hogrefe Ltd.
MICHAEL SHEEHAN AT GLAMORGAN UNIVERSITY, HOSTING THE IAWBH CONFERENCE
For more information and to register, visit www.iawbh.org or visit the conference website, www.bullying2010.com.
Wednesday, April 14, 2010
Tuesday, April 13, 2010
What the workplace can learn from Phoebe Prince
With the heartbreaking January suicide of yet another bullied teenager, Phoebe Prince, a 15-year old in Massachusetts, the topic of bullying has again captured our attention. According to District Attorney Elizabeth Scheibel, who is charging nine teens for torturous harassment of Phoebe, several faculty, staff and administrators of the school were made aware of the bullying but took no action to help her.
Even her classmates were aware of the abuse, but chalked it up to teens-will-be-teens. They didn’t think it was at all out of hand. But Phoebe would be alive today if someone had only stepped in.
What we learned from this unfortunate set of events is that bullying should not be ignored by leaders or bystanders. Unfortunately that happens all too often in the workplace. Between 50% and 70% of the workforce is bullied at some point over the course of their career, and like Phoebe, leaders and peers never step in to help them.
Adults of bullying suffer just as much as children and teens – they develop feelings of anxiety, depression, decreased self-esteem, poor morale, humiliation, inadequacy, and helplessness, and even Posttraumatic Stress Disorder (PTSD) according to several research reports.
Take Shannon for example, a former employee of a non-profit organization in San Diego. After five years of abuse at work and a manager who ignored her pleas for help, she found herself calling in sick and coming in late in order to avoid abuse. By the end, she’d hung a piece of paper over her alarm clock with the words, “Get up!” printed on it; her only inspiration and an ever failing attempt at motivating herself to endure one more anguishing day at work.
Not unlike others in her shoes, because her performance had suffered so much she was asked to leave the company. While it may not seem like it, she is lucky. She was forced out before things got even worse. Check out Beverly Peterson’s website (http://nojobisworththis.com). This documentarian and former target of workplace bullying has several clips about families who have lost a loved one to suicide because of bullying – just like Phoebe Prince’s family.
So what did we learn from Phoebe Prince?
1. Step in when you witness and incident of bullying.
Bullying only happens because the people around let it. If an individual starts to pick on another individual, and nobody says anything to him or her about it, the perpetrator will learn the behavior is okay. If somebody speaks up, however, the bully will realize peers and managers do not approve and the behavior will stop.
2. Do not blame the victim.
No one will claim that Phoebe Prince deserved what she got or that she was at fault – not only would that be an appalling and vile stance to take but it simply isn’t true. Why this blame game happens at work is beyond me; but most organizations do in fact blame victims just like Shannon. They are asked to “let it go” or “get over it” and when they can’t, their employment is terminated.
By the way, targets are usually very high producers and the bully picks on them because of their own shortage in self-esteem and feelings of being threatened by this high producer. Any organization letting a target go is shooting themselves in the foot by taking the abuser’s side.
3. Do not ignore complaints.
Respond to complaints about abuse immediately. If an employee complaints of sexual harassment, you would pull out the corporate policy handbook and follow the guidelines put in place to address it. Why wouldn’t you do the same when someone is abused? Same difference.
4. Focus on adjusting your corporate culture.
Even if you do address a complaint and the bullying seems to have ended, that is not enough to eradicate bullying from your workplace altogether. A strategic culture adjustment must be made, and can occur after obtaining buy-in from as many employees as possible. Get them involved in developing a vision of civility and the corporate policies that back it up. When employees feel included, they are more likely to take heed simply because they are personally invested.
5. Develop a healthy-workplace corporate policy.
Policies will not change the culture or prevent bullying, but they will serve as a handbook for behavior, provide guidance for handling complaints, and give permission to terminate a bully’s employment should that step need to be taken. Policies must be backed by management; otherwise they lose their influence as useful tools.
6. Be the change you want to see.
Maintain a positive attitude at all times. Treat others with respect and dignity. Avoid yelling and losing your temper. If you are frustrated, step away from others until you calm down. Encourage open discussions and employee empowerment. Develop rituals that applaud interpersonal communication skills, empathy, optimism, conflict resolution and positive attitudes as a part of the routine. Smile and laugh. You spend a lot of time at work so enjoy yourself; others will pick up on it.
Regarding the legalities of the situation, in 15 states, including California, schools are required to have an official policy to prohibit bullying among students, and many laws also encourage them to implement a bullying prevention program.
Bullying in the workplace, however, is 100% legal as long as the bully remains an equal-opportunity abuser. Harassment laws only cover protected classes. The authors of The Healthy Workplace Bill (http://www.healthyworkplacebill.org) hope to change that. Since 2003, the bill has been proposed in 17 states, including California, but without success.
Let’s not forget to mention that bullies are extremely expensive. According to the Bureau of National Affairs, American businesses spend up to $6 billion annually on increased absenteeism, presenteeism, turnover, workers compensation claims, health insurance costs and litigation related to bullying. Meanwhile bullies also decrease production, work quality, employee self-esteem, job satisfaction, loyalty, customer satisfaction, company reputation, communication and ultimately the bottom line.
In a civil and positive environment we learn more, innovate more, and produce more. We like our customers more, and we treat them and each other with more respect. We communicate more and come to work more. We are more engaged, loyal and motivated. And if there’s one thing Phoebe taught us, it is that bullying at work should not be ignored anymore.
Even her classmates were aware of the abuse, but chalked it up to teens-will-be-teens. They didn’t think it was at all out of hand. But Phoebe would be alive today if someone had only stepped in.
What we learned from this unfortunate set of events is that bullying should not be ignored by leaders or bystanders. Unfortunately that happens all too often in the workplace. Between 50% and 70% of the workforce is bullied at some point over the course of their career, and like Phoebe, leaders and peers never step in to help them.
Adults of bullying suffer just as much as children and teens – they develop feelings of anxiety, depression, decreased self-esteem, poor morale, humiliation, inadequacy, and helplessness, and even Posttraumatic Stress Disorder (PTSD) according to several research reports.
Take Shannon for example, a former employee of a non-profit organization in San Diego. After five years of abuse at work and a manager who ignored her pleas for help, she found herself calling in sick and coming in late in order to avoid abuse. By the end, she’d hung a piece of paper over her alarm clock with the words, “Get up!” printed on it; her only inspiration and an ever failing attempt at motivating herself to endure one more anguishing day at work.
Not unlike others in her shoes, because her performance had suffered so much she was asked to leave the company. While it may not seem like it, she is lucky. She was forced out before things got even worse. Check out Beverly Peterson’s website (http://nojobisworththis.com). This documentarian and former target of workplace bullying has several clips about families who have lost a loved one to suicide because of bullying – just like Phoebe Prince’s family.
So what did we learn from Phoebe Prince?
1. Step in when you witness and incident of bullying.
Bullying only happens because the people around let it. If an individual starts to pick on another individual, and nobody says anything to him or her about it, the perpetrator will learn the behavior is okay. If somebody speaks up, however, the bully will realize peers and managers do not approve and the behavior will stop.
2. Do not blame the victim.
No one will claim that Phoebe Prince deserved what she got or that she was at fault – not only would that be an appalling and vile stance to take but it simply isn’t true. Why this blame game happens at work is beyond me; but most organizations do in fact blame victims just like Shannon. They are asked to “let it go” or “get over it” and when they can’t, their employment is terminated.
By the way, targets are usually very high producers and the bully picks on them because of their own shortage in self-esteem and feelings of being threatened by this high producer. Any organization letting a target go is shooting themselves in the foot by taking the abuser’s side.
3. Do not ignore complaints.
Respond to complaints about abuse immediately. If an employee complaints of sexual harassment, you would pull out the corporate policy handbook and follow the guidelines put in place to address it. Why wouldn’t you do the same when someone is abused? Same difference.
4. Focus on adjusting your corporate culture.
Even if you do address a complaint and the bullying seems to have ended, that is not enough to eradicate bullying from your workplace altogether. A strategic culture adjustment must be made, and can occur after obtaining buy-in from as many employees as possible. Get them involved in developing a vision of civility and the corporate policies that back it up. When employees feel included, they are more likely to take heed simply because they are personally invested.
5. Develop a healthy-workplace corporate policy.
Policies will not change the culture or prevent bullying, but they will serve as a handbook for behavior, provide guidance for handling complaints, and give permission to terminate a bully’s employment should that step need to be taken. Policies must be backed by management; otherwise they lose their influence as useful tools.
6. Be the change you want to see.
Maintain a positive attitude at all times. Treat others with respect and dignity. Avoid yelling and losing your temper. If you are frustrated, step away from others until you calm down. Encourage open discussions and employee empowerment. Develop rituals that applaud interpersonal communication skills, empathy, optimism, conflict resolution and positive attitudes as a part of the routine. Smile and laugh. You spend a lot of time at work so enjoy yourself; others will pick up on it.
Regarding the legalities of the situation, in 15 states, including California, schools are required to have an official policy to prohibit bullying among students, and many laws also encourage them to implement a bullying prevention program.
Bullying in the workplace, however, is 100% legal as long as the bully remains an equal-opportunity abuser. Harassment laws only cover protected classes. The authors of The Healthy Workplace Bill (http://www.healthyworkplacebill.org) hope to change that. Since 2003, the bill has been proposed in 17 states, including California, but without success.
Let’s not forget to mention that bullies are extremely expensive. According to the Bureau of National Affairs, American businesses spend up to $6 billion annually on increased absenteeism, presenteeism, turnover, workers compensation claims, health insurance costs and litigation related to bullying. Meanwhile bullies also decrease production, work quality, employee self-esteem, job satisfaction, loyalty, customer satisfaction, company reputation, communication and ultimately the bottom line.
In a civil and positive environment we learn more, innovate more, and produce more. We like our customers more, and we treat them and each other with more respect. We communicate more and come to work more. We are more engaged, loyal and motivated. And if there’s one thing Phoebe taught us, it is that bullying at work should not be ignored anymore.
Friday, March 19, 2010
What does "positive workplace" mean to you?
We asked this question on LinkedIn, and here were some of our favorite answers...
I think the definition of this phrase is probably as diverse as the collection of individuals in the workplace being discussed... for me personally, it's a place where I am trusted and respected, where my professional growth is supported, and where I have the opportunity to act in kind towards my colleagues.
Community, fun, respect, supportive, flexible, inspiring. I start with community b/c if employees describe their work space as having a sense of community, they feel a sense of belonging, and that triggers engagement and loyalty.
Open-minded, people take and give responsibility, fair, fun, reliable, where your competence is needed and developed
A"no idiots" policy.
New ideas welcome, resources shared according to need, all roles respected (not just your own tribe's!), flexibility based on trust.
Creativity, open communication, friendliness, flexible work hours, intolerance of cattiness.
Open to ideas, trusting, energetic, light 'n airy workspaces, respectful of human beings (not cogs in a machine) coming together to tackle projects, warm, mentoring, see work as a journey toward a goal that makes a difference; work is more than just work... It should be a fun 'n exciting where we r in the zone n in our element, like children with crayons having such a fun day, bright, open, curious n embracing all that's on offer
Respectful, fun, compassionate
'I would like to come back here again and again'
I love coming to work everyday.
You must have freedom to fail to be able to innovate and grow
No egotistical, abusive managers who are protected by upper management and the lawyers in HR (does that sound bitter? :)
Challenges, growth, engaging, stimulating
Optimism, stimulating, open, compassionate, creative, fun, engaging, growth
Invigorating, energizing
Feeling supported by co-workers in a fun, collaborative environment.
I think the definition of this phrase is probably as diverse as the collection of individuals in the workplace being discussed... for me personally, it's a place where I am trusted and respected, where my professional growth is supported, and where I have the opportunity to act in kind towards my colleagues.
Community, fun, respect, supportive, flexible, inspiring. I start with community b/c if employees describe their work space as having a sense of community, they feel a sense of belonging, and that triggers engagement and loyalty.
Open-minded, people take and give responsibility, fair, fun, reliable, where your competence is needed and developed
A"no idiots" policy.
New ideas welcome, resources shared according to need, all roles respected (not just your own tribe's!), flexibility based on trust.
Creativity, open communication, friendliness, flexible work hours, intolerance of cattiness.
Open to ideas, trusting, energetic, light 'n airy workspaces, respectful of human beings (not cogs in a machine) coming together to tackle projects, warm, mentoring, see work as a journey toward a goal that makes a difference; work is more than just work... It should be a fun 'n exciting where we r in the zone n in our element, like children with crayons having such a fun day, bright, open, curious n embracing all that's on offer
Respectful, fun, compassionate
'I would like to come back here again and again'
I love coming to work everyday.
You must have freedom to fail to be able to innovate and grow
No egotistical, abusive managers who are protected by upper management and the lawyers in HR (does that sound bitter? :)
Challenges, growth, engaging, stimulating
Optimism, stimulating, open, compassionate, creative, fun, engaging, growth
Invigorating, energizing
Feeling supported by co-workers in a fun, collaborative environment.
Tuesday, March 16, 2010
Psychologically Healthy Workplace Conference 2010: Building the Business Case for Employee Well-Being
Up until last week, although compelling evidence was already available, I had to agree that “more research is needed” before we can be fully confident that wellness in the workplace pays off as much in numerical terms as it does in human terms.
But not anymore. The Psychologically Healthy Workplace Conference held in Washington, DC last weekend gave everyone concrete and reliable evidence to make the topic a priority.
The greater focus, persistence, proactivity, enthusiasm and adaptability of the engaged employees leads to significant financial consequences. A 2005 study of 96 companies showed that firms whose score was in the top 25% for engagement enjoyed returns on assets (ROA) 12% higher and profitability 11% higher than firms that scored in the bottom 25% on engagement.
Employees in healthy workplaces miss on average 1.8 fewer days of work each year. If you have 100 employees, 1.8 fewer sick days per employee translates to 180 extra workdays per year, or the equivalent of 36 weeks of work! Few investments will ever give you that kind of return!
Click here to read the rest of the article from Positive Psychology News Daily.
This article is © 2010 PositivePsychologyNews.com. The original article was authored by Marie-Josee Salvas Shaar on March 15, 2010, and can be seen here. Marie-Josee Salvas Shaar, MAPP '07, founded Smarts and Stamina (SaS) to help organizations implement healthy living as part of their business strategy. She combines positive psychology with fitness and nutrition to accelerate personal and professional health and growth.
But not anymore. The Psychologically Healthy Workplace Conference held in Washington, DC last weekend gave everyone concrete and reliable evidence to make the topic a priority.
The greater focus, persistence, proactivity, enthusiasm and adaptability of the engaged employees leads to significant financial consequences. A 2005 study of 96 companies showed that firms whose score was in the top 25% for engagement enjoyed returns on assets (ROA) 12% higher and profitability 11% higher than firms that scored in the bottom 25% on engagement.
Employees in healthy workplaces miss on average 1.8 fewer days of work each year. If you have 100 employees, 1.8 fewer sick days per employee translates to 180 extra workdays per year, or the equivalent of 36 weeks of work! Few investments will ever give you that kind of return!
Click here to read the rest of the article from Positive Psychology News Daily.
This article is © 2010 PositivePsychologyNews.com. The original article was authored by Marie-Josee Salvas Shaar on March 15, 2010, and can be seen here. Marie-Josee Salvas Shaar, MAPP '07, founded Smarts and Stamina (SaS) to help organizations implement healthy living as part of their business strategy. She combines positive psychology with fitness and nutrition to accelerate personal and professional health and growth.
Friday, March 12, 2010
Teacher writes 'loser' on assignments
The mother of a sixth-grader says her daughter's teacher is bullying the girl with his notes...
http://news.yahoo.com/video/us-15749625/teacher-writes-loser-on-child-s-assignments-18593231
http://news.yahoo.com/video/us-15749625/teacher-writes-loser-on-child-s-assignments-18593231
Sunday, February 14, 2010
Here There be Monsters
Very moving. Take 10 minutes out of your busy day to read...
by William Rivers Pitt, truthout
I have a livid scar in the center of the back of my right hand. It is clearly visible, so I see it every day, and every time I see it, I am reminded of how I got it. One day, several boys in my junior high school class grabbed me and pinned me to the floor. They extended my right arm and held my hand flat to the floor. One of them took out a pencil and began violently rubbing it against the skin of that hand, until the skin broke, until little balls of my flesh stuck to the eraser, until the blood poured.
Keep reading...
by William Rivers Pitt, truthout
I have a livid scar in the center of the back of my right hand. It is clearly visible, so I see it every day, and every time I see it, I am reminded of how I got it. One day, several boys in my junior high school class grabbed me and pinned me to the floor. They extended my right arm and held my hand flat to the floor. One of them took out a pencil and began violently rubbing it against the skin of that hand, until the skin broke, until little balls of my flesh stuck to the eraser, until the blood poured.
Keep reading...
Thursday, February 11, 2010
Bullying fines deliver a stern message
Sydney Morning Herald
By PENNY STEVENS
February 9, 2010
A COURT decision yesterday to issue $335,000 in fines arising from workplace behaviour that resulted in a waitress committing suicide highlights the significant risks associated with bullying and harassment in the workplace.
The owner of Cafe Vamp in Hawthorn was one of four workers to plead guilty to failing to take reasonable care for the health and safety of persons.
The owner and his one-man company also pleaded guilty to failing to provide and maintain a safe working environment.
The company was fined $220,000, and magistrate Peter Lauritsen said he would have doubled the penalties had the defendants not pleaded guilty to what he described as ''the most serious case of bullying''.
The decision demonstrates one of the many costs associated with failing to manage bullying and harassment in the workplace appropriately.
According to a recent draft report released by the Productivity Commission, ''psycho-social hazards'' such as bullying and harassment in the workplace tend to be more costly on average than claims for less serious physical injuries, both in relation to direct costs and time taken off work.
The report indicates that an estimated 2.5 million Australians experience some form of bullying over the course of their working lives.
It is reported that a high prevalence of stress (including that caused by bullying) translates into direct costs to employers in Australia of about $10 billion a year, and costs to the economy of about $14.8 billion a year.
Research shows these costs are due to increased absenteeism and the loss of productivity that occurs when employees are present at work but not fully functioning.
The figures do not include hidden costs associated with increased turnover of staff and recruitment and retraining costs, the costs of management dealing with internal complaints, and intangible costs associated with decreased trust, loyalty and staff morale.
Workplace bullying and harassment are not given the same attention in occupational health and safety legislation as managing physical hazards - such as manual handling, working at heights and dangerous substances - and this has led to additional uncertainty being placed on businesses about the extent of their duty of care and how to tackle such hazards.
Eliminating workplace bullying and harassment is an integral part of any employer's organisational OH&S commitments.
The Cafe Vamp decision sends a clear message to employers, company directors and employees that allowing or participating in workplace bullying can lead to tragic results and to criminal charges that carry significant penalties.
Penny Stevens is a partner, specialising in occupational health and safety, with lawyers Hall & Wilcox.
For help or information, visit beyondblue.org.au, or call Suicide Helpline Victoria on 1300 651 251 or Lifeline on 131 114.
Source: The Age
By PENNY STEVENS
February 9, 2010
A COURT decision yesterday to issue $335,000 in fines arising from workplace behaviour that resulted in a waitress committing suicide highlights the significant risks associated with bullying and harassment in the workplace.
The owner of Cafe Vamp in Hawthorn was one of four workers to plead guilty to failing to take reasonable care for the health and safety of persons.
The owner and his one-man company also pleaded guilty to failing to provide and maintain a safe working environment.
The company was fined $220,000, and magistrate Peter Lauritsen said he would have doubled the penalties had the defendants not pleaded guilty to what he described as ''the most serious case of bullying''.
The decision demonstrates one of the many costs associated with failing to manage bullying and harassment in the workplace appropriately.
According to a recent draft report released by the Productivity Commission, ''psycho-social hazards'' such as bullying and harassment in the workplace tend to be more costly on average than claims for less serious physical injuries, both in relation to direct costs and time taken off work.
The report indicates that an estimated 2.5 million Australians experience some form of bullying over the course of their working lives.
It is reported that a high prevalence of stress (including that caused by bullying) translates into direct costs to employers in Australia of about $10 billion a year, and costs to the economy of about $14.8 billion a year.
Research shows these costs are due to increased absenteeism and the loss of productivity that occurs when employees are present at work but not fully functioning.
The figures do not include hidden costs associated with increased turnover of staff and recruitment and retraining costs, the costs of management dealing with internal complaints, and intangible costs associated with decreased trust, loyalty and staff morale.
Workplace bullying and harassment are not given the same attention in occupational health and safety legislation as managing physical hazards - such as manual handling, working at heights and dangerous substances - and this has led to additional uncertainty being placed on businesses about the extent of their duty of care and how to tackle such hazards.
Eliminating workplace bullying and harassment is an integral part of any employer's organisational OH&S commitments.
The Cafe Vamp decision sends a clear message to employers, company directors and employees that allowing or participating in workplace bullying can lead to tragic results and to criminal charges that carry significant penalties.
Penny Stevens is a partner, specialising in occupational health and safety, with lawyers Hall & Wilcox.
For help or information, visit beyondblue.org.au, or call Suicide Helpline Victoria on 1300 651 251 or Lifeline on 131 114.
Source: The Age
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