Posts Taged harassment

Prejudice and discrimination in the work place

prejudice and discrimination at work

Prejudice and discrimination in the workplace

When dealing with managers on various training events it’s rare to come across someone who would fall foul of the 2010 Equalities Act. The Act sets out 9 protected characteristics and various ways in which some or all of the characteristics can be abused.

The nine Protected characteristics are;

• Age
• Disability
• Gender Reassignment
• Race
• Religion or Belief
• Sex
• Sexual Orientation
• Marriage and Civil Partnership
• Pregnancy and Maternity
To most of us these protected characteristics are factors which should play no part in treating others unfairly, they are not relevant in work based behaviours and choices. To be clear; your age should have no bearing on your abilities in the work place.

These protected characteristics can be abused in the following ways

1 Direct Discrimination.
When someone treats an individual unfairly because of a protected characteristic.
“Don’t employ Hindus because……. I don’t like them”
2 Associative Discrimination
When someone treats and individual unfairly because they are linked to someone with a protected characteristic.
“ I won’t employ him because he has a disabled wife and that will mean he takes time off for her care”
3 Discrimination by Perception
When an individual is treated unfairly because someone thinks they are linked to a protected characteristic.
“ She looks like she’s too young to meet customers”
4 Indirect Discrimination
Stipulating a particular rule or process, which might sound reasonable but discriminates.
“Male Police officers must be 6ft 1 tall, there by making sure that the majority of British Sri Lankans who may not get to be 6ft, cannot become Police Officers.”
5 Harassment
Employees can now claim offensive behaviour, even if it isn’t directed at them to be harassment. The important aspect of this is the impact of the behaviour on the recipient NOT the intention of the Harasser.
6 Harassment by a third party
Where an employer allows its employees to face harassment by someone else.
“a courier is subjected to sexist comments by a customer, but the employer keeps sending them back into the same business”
7 Victimisation
Not quite the dictionary definition of victimisation. This is where an individual is treated differently and unfairly because of a course of action they have taken, or because of their support for an individual that has taken a particular course of action.
“ An employee supports a friend in making a grievance and is then side-lined for promotion.

Not all the protected characteristics are protected entirely (See the ACAS TABLE)

In most work places

What we do come across often is that individuals don’t think about their feelings and the outcomes. They don’t think about their attitudes which can drive their behaviours, their prejudices which can drive inappropriate discrimination.
There are four outcomes forming this paradigm

Prejudice and discrimination

Fred comes to work with a strong race prejudice and then makes racist comments.
Outcome. Fred should be disciplined and probably sacked

No Prejudice and Never discriminates

Who on earth is that? Saints, Babies…. I have never met someone in this area, although every business I have ever been in seems to expect it….

No Prejudice but discriminatory behaviour

How can that be? Fred never has a malicious though, but his behaviour is discriminatory. This is the grave yard for managers old and new. How can someone do this?
1 Ignorance – they just don’t know what they are doing
2 Ignoring – they see something happening, but take a back seat rather than dealing with it. ( a suicidal management strategy)
3 Avoidance – They deliberately manipulate situations to not be present when problem might occur. Fred and Julie are always arguing at work, rather than deal with it their manager rosters fred and Juile on a shift pattern he isn’t on
4 To join in – because the behaviours that aren’t desirable are being demonstrated by someone with POWER (click for the blog on power) , rather than Challenge they go along with it

Prejudice but no discriminatory behaviour

Thinking and feeling something, but not allowing others to see that in your behaviour. Which accounts for the majority of us!

 

Interested ? Why not give Richard or Paula a call?
Email Richard or Paula
Tweet Richard or Paula
We would love to talk to you and your colleagues about brilliant work place behaviours. #how2PDP

Bring policies and procedures to life

HR Policies and Procedures

 

Many organisations we work with have a wide range of support available to their managers. Yet still have problems with work based relationships. Their managers try to manage, but fall foul of mistakes that can easily be avoided. So how can they bring policies and procedures to life? Why should they?  Bringing policies and procedures to life allows managers to resource their staff, and workers to get on with their work without distractions.

Here is a model that we have developed at PDP.  It is getting really good results with managers in G4S a FTSE 100 company.

Bring policies and procedures to life – Consultation

  1. Hold a full and frank meeting with the client. Explore the needs and wants they have. Look at the current provision that exists to helppolicies 2 bring policies and procedures to life. Have a focused discussion on the outcomes required and the preferred method of delivering that outcome.
  2. Agree what must be in the training and what is up for negotiation. Is it about the outcome or the methodology? The outcome is to bring the policies and procedures to life. The previous methodology was to use two days of meticulously prepared powerpoint slides delivered by great HR specialists. Could it be that the outcome may be better achieved using specialist educators and engaging activities?
  3. Cool thinking and planning period.
  4. Return to the client with a proposal to address the topics raised in stages 1 and 2.
  5. Pilot the proposal with a mixed group of real managers
  6. Use the pilot data and feedback to tweak the programme
  7. Diarise the delivery
  8. Evaluate and review the programme and it’s effectiveness on managers behaviours in the business

 

The Design.

How “bringing policies and procedures to life” comes to life!

 

policies and proceduresAfter client consultation, they chose our bespoke two day training programme, replacing their previous one which had been delivered by the  in-house HR specialists. We managed to reduce the powerpoint reliance from 148 slides to NONE. We used several of the brilliant case studies generated in-house and repositioned them to have greater impact.

Housekeeping

Course beginnings, welcomes and objectives

Hearts and Minds

“The Grab” – Spheres of Influence, My responsibilities and duties, “Professional” attributes and behaviours. Behavioural Contract (see Previous Blog)

Personal values, professional values, conflicts and synergies. Understanding attitudes and behaviours (see our blog on Behaviours), the importance of Allports paradigm.

Policies and Procedures – Top Level

The Legal, Moral and Business case.

Recognising and understanding partnerships between Trades Unions and organisations. Why the unions and business share the desire for excellent work place behaviours and systems. Memoranda of Agreement.

Policies and Procedures – the vast array – taster session

Deciphering the difference between a policy and a procedure.

Exposure to a wide range of these, each delegate receives a policy and procedure to investigate and explain to the rest of the group. We deliberately chose a wide range of policies ranging from “time off for public duties” to “paternity leave”.

Policies and procedures – Specific Issues

The Master Class. Delegates placed into three groups and given the biggest issues for managers in the organisation. (As I am sure you understand those are confidential to our client!).  Groups self select their chosen area, depending on the manager’s perceived need. Teams spend a chunk of time discussing the policy, exploring the procedure and then presenting it back to the group as a whole. The presentations MUST be jargon free, showing charts, key times, rationale, potential pit falls and appeal details.

Case studies – Learning into practice

Suspension of a colleague – Who can, why they might, when they should.self-confidence

Three scenarios from the last year. What would you do? debrief in plenary

The Equalities Act 2010

Protected Characteristics – what they are.

How people are disadvantaged – Direct discrimination, indirect discrimination, discrimination by association, discrimination by perception, harassment, harassment by a third party, victimisation. Clearing the mist and explaining these in pertinent accessible ways.

Harassment at work

Case studies using the above, from real situations. As a manager what must you do? Individual work with group plenary.

Transition

So What? Trainer led discussion to identify specific actions from each delegate, time scales and willingness.

Closing Remarks.

The delegates loved the course.
It is starting to become the “must” attend event, waiting lists are growing and more events are diarised.
Contact Richard or Paula via the website if this approach is interesting to you and your business.