Canadian Government Executive - Volume 26 - Issue 03

May/June 2020 // Canadian Government Executive / 21 T he Treasury Board of Canada states that its objective as an employer is to “maintain a pro- ductive, healthy and respect- ful workplace where positive working relationships and practices are promoted.” Unfortunately, not all federal employees enjoy this kind of work envi- ronment. Instead, workplace harassment is a very real problem in the federal public sector. The 2018 Public Service Employee Survey revealed that 15 per cent of the more than 163,000 employees who com- pleted the survey indicated having been victims of workplace harassment in the previous year. That figure represents al- most 24,500 federal employees. Only 7 per cent filed a grievance or formal complaint. The federal government’s Directive on the Harassment Complaint process flows from its Policy on Harassment Preven- tion and Resolution. The Directive sets out the steps for a complainant to take if he or she feels harassed in the workplace. Responsibility lies with the deputy head of the department to ensure such com- plaints are dealt with in a timely, efficient manner. However, research indicates that most victims of harassment do not report the behaviour for fear of reprisal, being perceived as a complainer, or because of a lack of faith in the process. Impacts of workplace harassment The Canadian Centre for Occupational Health and Safety identifies a wide range of responses that a victim of workplace harassment may experience. Responses include shock, helplessness, loss of con- fidence, inability to sleep and eat, low productivity, family tension, and psycho- somatic symptoms, among others. Organi- zations can incur higher risks associated with increased absenteeism and stress among workers. These lead to decreased productivity and motivation, increased costs attached to employee assistance pro- grams and recruitment initiatives due to turnover, increased risk of workplace acci- dents, and risk to customer confidence and service. What can managers do to mitigate these risks? A proactive approach Managers need to do more than merely re- view the government’s harassment policy once a year. Employing the following pro- active strategies will encourage victims of harassment to come forward and deter bad behaviour among wrongdoers: 1 Set the tone. Rather than address- ing workplace harassment only when problems arise or once a year during policy review, managers need to raise the issue with their team members regularly. Speaking openly about the issue fosters an environment in which people feel comfortable to raise concerns. It also puts workplace bullies on notice that ha- rassment will not be tolerated. 2 Listen. The importance of listening attentively and empathetically when someone is alleging workplace ha- rassment cannot be overstated. Coming forward to report workplace harassment can be profoundly difficult. Listening does not mean accepting as truth whatever has been said. It means giving a voice to an in- dividual so he or she feels the complaint will be taken seriously. 3 Know the rules. All too often, man- agers play a passive role when they receive a harassment complaint. They scramble to familiarize themselves with the policy and, as a result, devalue the process. How can an employee trust a system that is a mere afterthought for management? 4 Be fearless in implementing the rules. When an investigation reveals that harassment has occurred, act. Ap- ply the rules decisively. Hold employees to account: if someone is behaving inappro- priately, have an honest, candid discussion with the individual. Sometimes people are simply unaware that their behaviour is un- suitable for the workplace. Management must address the problematic behaviour and explain what is acceptable. Research findings highlighted in a De- cember 2018 Harvard Business Review article reveal a clear link between leader- ship messaging connected to harassment and the likelihood of it occurring in the workplace. There are many worthy prin- ciples laid out in the Government of Can- ada’s Policy on Harassment Prevention and Resolution, but it is up to managers to bring them to life. It’s time to take the bully by the horns. And in this case, the bully is the culture that condones. Jessica Hendriks, Ll.B is a professor in the Paralegal and Business Manage- ment Programs at Georgian College. She is a candidate for the Master of Public Policy, Administration and Law at York University (jessica.hendriks@ georgian.college.ca) . Millennial Outlook by Jessica Hendriks Better light a candle than curse the darkness. – Confucious Why managers must address workplace harassment proact i vel y Taking the bully by the horns