Comments on: Workplace Bullying and the Work Health and Safety Act 2012 http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/ Workplace Health and Safety Information and OHS Resources for Australian Workers Tue, 01 May 2012 11:28:26 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Bernie Althofer http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-8765 Bernie Althofer Fri, 26 Aug 2011 06:29:57 +0000 http://safetyconcepts.com.au/?p=633#comment-8765 Do I think workplaces take bullying seriously? In the main, I that there are a few who treat it seriously but there is little publicity generated about what they do. I think that many organisations have developed policies and procedures and circulated them. Is this being effective in preventing, detecting and resolving workplace bullying and harassment? In most cases, I would say no and I will qualify that by saying this: Resolution options generally give the victim/target the option of doing nothing - when the victim/target finds out what is involved in the options available, the personal and financial costs - they do nothing Policies and procedures are circulated by way of the intranet - training only focuses on the policy and procedures for the general workers but can be more detailed for support personnel There is a silo approach taken in relation to the policy so there is no clear 'ownership' of the policy Managers and supervisors receive little to no training in managing workplace conflicts Support networks, HR and even OHS professionals are viewed as the 'go to people' Managers and supervisors can 'flick pass' a 'reported incident't to HR or OHS as they don't believe that they are personally responsible for investigating or managing the incident Workplace bullying and harassment are only two of many hazards and risks to be managed Lack of data indicating prevalence and incidence rate can create perception that bullying/harassment is not a major risk exposure No real understanding of the costs that are incurred either by the victim/target, the alleged bully or the organisation - has to consider more than the claim and investigation costs No real systems or processes in place to maintain currency of knowledge regarding trends and issues, or Court/Commission or Tribunal decisions e.g. Fair Work Australia etc It's all too hard - silo approach taken because organisations don't want or have time to review/change other related systems or processes e.g. recruitment/selection and placement processes, performance management and discipline processes Investigation processes limited or constrained by time e.g. funding from Injury Claims bodies, or workplace culture e.g. everyone connected to somebody and personal promotional opportunities may be impacted for negative investigation reports Executives not being provided with reality checks regarding level of risk exposure e.g. workers saying one thing to managers, who then put their own 'spin' on the topic and provide a 'rosy' view of the workplace Readers comments being made on various media sites indicating 'problems' with 'bullying' managerial practices - damage to reputation, breaches of social media policy, breaches of Code of Conduct, fear of internal systems and processes that allow reporting of concerns I know that in my book I suggested that people should be prepared for the day they will be involved in a workplace bullying incident either as the victim/target, the alleged bully, the organisation or even as a witness/bystander. I think if people start to understand the magnitude of the problem and that taxpayers pay for bullying costs from the public sector and the general community consumer pays for private sector bullying, they may start to understand why silence can no longer be accepted. Unfortunately even the deaths of a few people from workplace bullying have created some interest and some legislative changes, it seems that there is still a long way to go in getting some real changes. I should point out that there are a number of other forums where extensive discussion has been and continues to occur. There is little doubt that bullying is an emotive topic and as many contributors continue to say, "It needs to change". I believe I said on another site today that "indivually it can be hard to make changes, but collectively it becomes easier". Are there any 'big changes' about to happen? I went to legal presentation recently and it was suggested that the next big to happen in relation to bullying is workplace culture. I think what executives, managers and even workers have to understand about workplace culture, due diligence and the new work health and safety legislation that what is happening or isn't happening now might just be used in litigation commenced after the 1 January 2012. It has been stated at a number of Conferences that time is running out, and that organisations should have completed their audits to determine whether or not there are any exposures. Of course, there may be a few who claim they haven't been told. This of course was the theme of a paper at the recent Qld Safety Conference. There has been considerable information generated about the harmonisation processes and what is required to be done. Even as late as last week, I spoke to people who said they had heard nothing about the harmonisation. Perhaps the systems or processes of communication and consultation are not working as well as they should, or they may be some other reason for them not knowing. Between now and 31 December 2011, I would like to think that organisations review current workplace bullying and harassment policies in terms of the new legislation, identify any gaps, develop control measures, and then ensure that all workers at all levels receive appropriate training (not just an email saying these changes have been made). I would also go out on a limb and say that some organisations might even consider getting an outsider to come in shake the tree a little bit in relation to the legal exposure. I say this because I think what whilst internal presenters can do an excellent job, sometimes the message is 'heard' when it is delivered by an outsider. As for the manager who didn't want to deal with the issue - they lacked the skills to deal with conflict, they did not to give more senior managers bad news or any suggestion that they could not manage their workplace, and they did not believe that it was their job to deal with workplace bullying. I hope the breakfast in WA today was a great success. Do I think workplaces take bullying seriously? In the main, I that there are a few who treat it seriously but there is little publicity generated about what they do. I think that many organisations have developed policies and procedures and circulated them. Is this being effective in preventing, detecting and resolving workplace bullying and harassment? In most cases, I would say no and I will qualify that by saying this:
Resolution options generally give the victim/target the option of doing nothing – when the victim/target finds out what is involved in the options available, the personal and financial costs – they do nothing
Policies and procedures are circulated by way of the intranet – training only focuses on the policy and procedures for the general workers but can be more detailed for support personnel
There is a silo approach taken in relation to the policy so there is no clear ‘ownership’ of the policy
Managers and supervisors receive little to no training in managing workplace conflicts
Support networks, HR and even OHS professionals are viewed as the ‘go to people’
Managers and supervisors can ‘flick pass’ a ‘reported incident’t to HR or OHS as they don’t believe that they are personally responsible for investigating or managing the incident
Workplace bullying and harassment are only two of many hazards and risks to be managed
Lack of data indicating prevalence and incidence rate can create perception that bullying/harassment is not a major risk exposure
No real understanding of the costs that are incurred either by the victim/target, the alleged bully or the organisation – has to consider more than the claim and investigation costs
No real systems or processes in place to maintain currency of knowledge regarding trends and issues, or Court/Commission or Tribunal decisions e.g. Fair Work Australia etc
It’s all too hard – silo approach taken because organisations don’t want or have time to review/change other related systems or processes e.g. recruitment/selection and placement processes, performance management and discipline processes
Investigation processes limited or constrained by time e.g. funding from Injury Claims bodies, or workplace culture e.g. everyone connected to somebody and personal promotional opportunities may be impacted for negative investigation reports
Executives not being provided with reality checks regarding level of risk exposure e.g. workers saying one thing to managers, who then put their own ‘spin’ on the topic and provide a ‘rosy’ view of the workplace
Readers comments being made on various media sites indicating ‘problems’ with ‘bullying’ managerial practices – damage to reputation, breaches of social media policy, breaches of Code of Conduct, fear of internal systems and processes that allow reporting of concerns

I know that in my book I suggested that people should be prepared for the day they will be involved in a workplace bullying incident either as the victim/target, the alleged bully, the organisation or even as a witness/bystander. I think if people start to understand the magnitude of the problem and that taxpayers pay for bullying costs from the public sector and the general community consumer pays for private sector bullying, they may start to understand why silence can no longer be accepted.

Unfortunately even the deaths of a few people from workplace bullying have created some interest and some legislative changes, it seems that there is still a long way to go in getting some real changes.

I should point out that there are a number of other forums where extensive discussion has been and continues to occur. There is little doubt that bullying is an emotive topic and as many contributors continue to say, “It needs to change”. I believe I said on another site today that “indivually it can be hard to make changes, but collectively it becomes easier”.

Are there any ‘big changes’ about to happen? I went to legal presentation recently and it was suggested that the next big to happen in relation to bullying is workplace culture.

I think what executives, managers and even workers have to understand about workplace culture, due diligence and the new work health and safety legislation that what is happening or isn’t happening now might just be used in litigation commenced after the 1 January 2012.

It has been stated at a number of Conferences that time is running out, and that organisations should have completed their audits to determine whether or not there are any exposures. Of course, there may be a few who claim they haven’t been told. This of course was the theme of a paper at the recent Qld Safety Conference. There has been considerable information generated about the harmonisation processes and what is required to be done.

Even as late as last week, I spoke to people who said they had heard nothing about the harmonisation. Perhaps the systems or processes of communication and consultation are not working as well as they should, or they may be some other reason for them not knowing.

Between now and 31 December 2011, I would like to think that organisations review current workplace bullying and harassment policies in terms of the new legislation, identify any gaps, develop control measures, and then ensure that all workers at all levels receive appropriate training (not just an email saying these changes have been made). I would also go out on a limb and say that some organisations might even consider getting an outsider to come in shake the tree a little bit in relation to the legal exposure. I say this because I think what whilst internal presenters can do an excellent job, sometimes the message is ‘heard’ when it is delivered by an outsider.

As for the manager who didn’t want to deal with the issue – they lacked the skills to deal with conflict, they did not to give more senior managers bad news or any suggestion that they could not manage their workplace, and they did not believe that it was their job to deal with workplace bullying.

I hope the breakfast in WA today was a great success.

]]> By: stephanie http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-8713 stephanie Fri, 17 Jun 2011 05:10:19 +0000 http://safetyconcepts.com.au/?p=633#comment-8713 Interesting article. Do you think workplaces take bullying seriously? Bernie, you mentioned that manager who had no interest in dealing with the issue - why do you think that is? There's a breakfast event with 'Bullying' as the theme which will be held in WA on August 26th - maybe you could check it out https://www.siwa.org.au/SitePages/SiwaEvent.aspx?ItemID=6 Interesting article. Do you think workplaces take bullying seriously? Bernie, you mentioned that manager who had no interest in dealing with the issue – why do you think that is?

There’s a breakfast event with ‘Bullying’ as the theme which will be held in WA on August 26th – maybe you could check it out https://www.siwa.org.au/SitePages/SiwaEvent.aspx?ItemID=6

]]> By: Melissa Littleford http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-5610 Melissa Littleford Mon, 08 Nov 2010 03:27:07 +0000 http://safetyconcepts.com.au/?p=633#comment-5610 Hi Bernie, In my experience some months ago at the relevant time in question: i would have welcomed a defined approach of who took/acknowledged responsibility for OHS (policy and procedures). In terms of OHS at my workplace and speaking as an employee i needed (all staff needed) to know what was deemed adhereing to the OHS Act. Is it the Manager? Is it the HR Department? My point - i witnessed an adhoch approach as there was no 'Risk Assessment procedure.' (Why does the need for organisations to have cryptic or deficient work systems with regard to OHS: at there own peril: counterproductive - a head in the sand approach - does NOT work!) Let's hope for that ALL organisation's big or small that they idopt and demonstrate OHS compliance and proactive behaviours. I agree with Bernie the first step for any organisation is the need to conduct an Audit to identify the 'due diligence requirements'. Why am i writing here in this forum? I was bullied at work - it's affected my family, my WHOLE way of life and my mobility. I am calling on the NEED FOR UPPER MANAGEMENT in every organisation (dominant idealogy) to ensure that: 1. The organisation DOES have an Anti-Bullying policy 2. A safe system of work, 3. A Consultation process with employees - that is held in an 'objective' manner. 4. The need for 'objective process' to identify caustic group 'norms'. (identifying training needs, clear written policies and procedures that communicate what is 'accepted behaviours and what ARE NOT' to name a few) 5. An 'objective' process that includes the prevention, detection and resolution of workplace bullying. 6. The need is for any meeting/consultation held by upper management to be held in a neutral location with adequate notice (time) and for the employee to have a 'support person.' Surely these are 'resonable requests'! Granted, i would hope a large number of organisations already have something similar to the above in practice. Now maybe a good time to review your organisation's current policy on Anti-Bullying with a view to look forward to 2012 as the new Act is fast approaching. Kind regards, Melissa Littleford Hi Bernie,

In my experience some months ago at the relevant time in question: i would have welcomed a defined approach of who took/acknowledged responsibility for OHS (policy and procedures). In terms of OHS at my workplace and speaking as an employee i needed (all staff needed) to know what was deemed adhereing to the OHS Act. Is it the Manager? Is it the HR Department?

My point – i witnessed an adhoch approach as there was no ‘Risk Assessment procedure.’ (Why does the need for organisations to have cryptic or deficient work systems with regard to OHS: at there own peril: counterproductive – a head in the sand approach – does NOT work!)

Let’s hope for that ALL organisation’s big or small that they idopt and demonstrate OHS compliance and proactive behaviours. I agree with Bernie the first step for any organisation is the need to conduct an Audit to identify the ‘due diligence requirements’.

Why am i writing here in this forum?

I was bullied at work – it’s affected my family, my WHOLE way of life and my mobility.

I am calling on the NEED FOR UPPER MANAGEMENT in every organisation (dominant idealogy) to ensure that:
1. The organisation DOES have an Anti-Bullying policy
2. A safe system of work,
3. A Consultation process with employees – that is held in an ‘objective’ manner.
4. The need for ‘objective process’ to identify caustic group ‘norms’. (identifying training needs, clear written policies and procedures that communicate what is ‘accepted behaviours and what ARE NOT’ to name a few)
5. An ‘objective’ process that includes the prevention, detection and resolution of workplace bullying.
6. The need is for any meeting/consultation held by upper management to be held in a neutral location with adequate notice (time) and for the employee to have a ‘support person.’

Surely these are ‘resonable requests’! Granted, i would hope a large number of organisations already have something similar to the above in practice.

Now maybe a good time to review your organisation’s current policy on Anti-Bullying with a view to look forward to 2012 as the new Act is fast approaching.

Kind regards,
Melissa Littleford

]]> By: Bernie Althofer http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-3784 Bernie Althofer Mon, 06 Sep 2010 02:34:08 +0000 http://safetyconcepts.com.au/?p=633#comment-3784 How does your risk management work in relation to workplace bullying and other counterproductive behaviours? I was talking with a risk management co-ordinator recently and believe it or not, this person only deals with issues. Workplace bullying is not an issue according to his definition, so it does not fall within his area or responsibility. If this is the case, who is responsible for ensuring that risk management strategies are identified or even implemented in an organisation? Does the responsibility lie within the HR Department (with no connection to the Risk Management Co-ordinator) or does responsibility rest with the Health and Safety Section? How does an organisation respond if a 'co-ordinated' approach is not being taken? I would suggest that failing to consult and communicate across a range of key areas, there would be an increased risk that an adhoc approach would be taken. As an Officer within an organisation, it might be worthwhile asking the question about how the system does work. As mentioned in previous comments, if you are sitting in a Court, Commission or Tribunal trying to answer the question, it will be too late to plead ignorance. The Model Work Health and Safety Act 2012 contains some important changes about the role and responsibilities of Officers and what they have to do to show that they can meet due diligence requirements. By the way, has your organisation started the Audit in relation to compliance requirements? If not, it might be time to start. How does your risk management work in relation to workplace bullying and other counterproductive behaviours? I was talking with a risk management co-ordinator recently and believe it or not, this person only deals with issues. Workplace bullying is not an issue according to his definition, so it does not fall within his area or responsibility. If this is the case, who is responsible for ensuring that risk management strategies are identified or even implemented in an organisation? Does the responsibility lie within the HR Department (with no connection to the Risk Management Co-ordinator) or does responsibility rest with the Health and Safety Section? How does an organisation respond if a ‘co-ordinated’ approach is not being taken? I would suggest that failing to consult and communicate across a range of key areas, there would be an increased risk that an adhoc approach would be taken. As an Officer within an organisation, it might be worthwhile asking the question about how the system does work. As mentioned in previous comments, if you are sitting in a Court, Commission or Tribunal trying to answer the question, it will be too late to plead ignorance. The Model Work Health and Safety Act 2012 contains some important changes about the role and responsibilities of Officers and what they have to do to show that they can meet due diligence requirements. By the way, has your organisation started the Audit in relation to compliance requirements? If not, it might be time to start.

]]> By: Bernie Althofer http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-3733 Bernie Althofer Fri, 03 Sep 2010 02:10:15 +0000 http://safetyconcepts.com.au/?p=633#comment-3733 I was talking with a CEO recently about future directions of workplace bullying. "Why is that we expect everyone else to do the right thing when politicians obviously use bullying tactics on a day to day basis?" was the crux of his comment. True, some politicians do use what most of us would accept as unreasonable behaviours, but then again, we elect them. Yes, we have heard some of them say "It's a tough game, and you have to be tough." That does not excuse verbal abuse, threats or other forms of abuse. There is nothing wrong with treating others with respect and dignity. Two politicians can have ideological differences (as can two people in the workplace) and agree to disagree without abusing the other. Politicians like CEO's, executive officers and others in leadership or managerial positions are expected to lead by example. They should be living the behaviours they want the world to adopt, and it would make it so much easier to create safer (and bullying free) workplaces if there were more role models in higher offices. Yes, from time to time, they will do or say something that is offensive, intimidating or demeaning, and this should not be the day to day accepted behaviours that we as a society either condone or tolerate or just end up accepting. I was talking with a CEO recently about future directions of workplace bullying. “Why is that we expect everyone else to do the right thing when politicians obviously use bullying tactics on a day to day basis?” was the crux of his comment. True, some politicians do use what most of us would accept as unreasonable behaviours, but then again, we elect them. Yes, we have heard some of them say “It’s a tough game, and you have to be tough.” That does not excuse verbal abuse, threats or other forms of abuse. There is nothing wrong with treating others with respect and dignity. Two politicians can have ideological differences (as can two people in the workplace) and agree to disagree without abusing the other. Politicians like CEO’s, executive officers and others in leadership or managerial positions are expected to lead by example. They should be living the behaviours they want the world to adopt, and it would make it so much easier to create safer (and bullying free) workplaces if there were more role models in higher offices. Yes, from time to time, they will do or say something that is offensive, intimidating or demeaning, and this should not be the day to day accepted behaviours that we as a society either condone or tolerate or just end up accepting.

]]> By: Bernie Althofer http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-3732 Bernie Althofer Fri, 03 Sep 2010 02:03:19 +0000 http://safetyconcepts.com.au/?p=633#comment-3732 I went to the WA Safety Conference and several speakers confirmed my previously expressed views about the Harmonisation process and workplace bullying. A key word that I believe will be a critical determinant in whether or not you can defend your actions is ASSURANCE. It was clear that fingerpointing and expecting that someone else should have done something might not be in your best interests. Certainly from a health and safety aspect, the focus will be on you. You can expect to be asked "what did you do?" You might also asked "What did you do to get assurance?" You might indicate that you had a network in place and it was their job to keep you informed, or you might say that you left your office and walked around the workshop floor and tested systems and processes by asking questions. Apply this thought process to workplace bullying. You might hear rumours of workplace bullying so it might be important to get out of your comfort zone and go and ask some questions. After all, you don't want to be surprised by the left field questions when you are sitting in a Court, Commission or Tribunal defending your actions (or lack thereof). Great conference, great speakers and a great place to find out what key issues are going to impact on workplaces with the advent of the Work Health and Safety Act 2012. I went to the WA Safety Conference and several speakers confirmed my previously expressed views about the Harmonisation process and workplace bullying. A key word that I believe will be a critical determinant in whether or not you can defend your actions is ASSURANCE. It was clear that fingerpointing and expecting that someone else should have done something might not be in your best interests. Certainly from a health and safety aspect, the focus will be on you. You can expect to be asked “what did you do?” You might also asked “What did you do to get assurance?” You might indicate that you had a network in place and it was their job to keep you informed, or you might say that you left your office and walked around the workshop floor and tested systems and processes by asking questions. Apply this thought process to workplace bullying. You might hear rumours of workplace bullying so it might be important to get out of your comfort zone and go and ask some questions. After all, you don’t want to be surprised by the left field questions when you are sitting in a Court, Commission or Tribunal defending your actions (or lack thereof). Great conference, great speakers and a great place to find out what key issues are going to impact on workplaces with the advent of the Work Health and Safety Act 2012.

]]> By: Bernie Althofer http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-3205 Bernie Althofer Mon, 09 Aug 2010 02:35:46 +0000 http://safetyconcepts.com.au/?p=633#comment-3205 I had a very interesting conversation with a senior manager who just happens to work in a 'toxic workplace'. Despite having raised the issue of workplace bullying, staff conflict, low morale and a number of other issues, her manager does not seem interested in 'dealing' with the issues. It appears that the lack of interest translates into something about 'rocking the boat'. The senior manager said that the toxic workplace is just like domestic violence in that 'you get bashed every day at work and then come back for more'. What a sad indictment on a workplace that allow this approach to fester. Perhaps there is a major litigation issue lurking in the background. I had a very interesting conversation with a senior manager who just happens to work in a ‘toxic workplace’. Despite having raised the issue of workplace bullying, staff conflict, low morale and a number of other issues, her manager does not seem interested in ‘dealing’ with the issues. It appears that the lack of interest translates into something about ‘rocking the boat’. The senior manager said that the toxic workplace is just like domestic violence in that ‘you get bashed every day at work and then come back for more’. What a sad indictment on a workplace that allow this approach to fester. Perhaps there is a major litigation issue lurking in the background.

]]> By: Tweets that mention Workplace Bullying and the Work Health and Safety Act 2012 | Safety Concepts -- Topsy.com http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-2579 Tweets that mention Workplace Bullying and the Work Health and Safety Act 2012 | Safety Concepts -- Topsy.com Tue, 13 Jul 2010 11:15:54 +0000 http://safetyconcepts.com.au/?p=633#comment-2579 [...] This post was mentioned on Twitter by Barbelle. Barbelle said: RT @waynepatterson great article on workplace bullying by one of Australia's foremost experts http://lnkd.in/GtbNwp Xlnt on WHS Act too! [...] [...] This post was mentioned on Twitter by Barbelle. Barbelle said: RT @waynepatterson great article on workplace bullying by one of Australia's foremost experts http://lnkd.in/GtbNwp Xlnt on WHS Act too! [...]

]]> By: Bernie Althofer http://safetyconcepts.com.au/workplace-bullying-and-the-work-health-and-safety-act-2012/comment-page-1/#comment-2565 Bernie Althofer Mon, 12 Jul 2010 06:13:54 +0000 http://safetyconcepts.com.au/?p=633#comment-2565 How does an organisation go about identifying the level of risk exposure that might exist if workplace bullying is bubbling away under the surface? Perhaps an audit should be conducted, but what questions would be asked? What happens if you or your organisation avoid or defer difficult conversations about workplace bullying? What if there is a culture of tolerance or acceptability when it comes to workplace bullying? What price do you put on your personal reputation or that of your organisation? If you are a public or private sector employer, you might like to know: How much income did your organisation earn as a result of a single workplace bullying incident? Did workplace bullying contribute towards achieving the aims and objectives of your organisation? How much business does a workplace bullying incident generate? How does workplace bullying improve customer service, increase productivity, benefit shareholders, investors or taxpayers or even add value to your brand name or reputation? How does your organisation benefit from the adverse publicity generated from workplace bullying? Will your actions (or those of your employees) result in findings of unfair dismissal, breach of employment contract or financial penalties being imposed by a Court, Commission or Tribunal? The obligations set out in the Work Health and Safety Act may put some employers and employees in situations whereby they need to provide answers to the above questions. The months are quickly ticking by so it would seem opportune to consider auditing your policies and procedures to see what your level of risk exposure is. For some, the audit may provide an assurance that all systems and processes are in place and the controls are working well. For others, the audit may provide organisations with the opportunity to revisit and update policies and procedures. After all, it is better to plan for the unexpected, rather than be caught out. How does an organisation go about identifying the level of risk exposure that might exist if workplace bullying is bubbling away under the surface? Perhaps an audit should be conducted, but what questions would be asked? What happens if you or your organisation avoid or defer difficult conversations about workplace bullying? What if there is a culture of tolerance or acceptability when it comes to workplace bullying?
What price do you put on your personal reputation or that of your organisation?
If you are a public or private sector employer, you might like to know:
How much income did your organisation earn as a result of a single workplace bullying incident?
Did workplace bullying contribute towards achieving the aims and objectives of your organisation?
How much business does a workplace bullying incident generate?
How does workplace bullying improve customer service, increase productivity, benefit shareholders, investors or taxpayers or even add value to your brand name or reputation?
How does your organisation benefit from the adverse publicity generated from workplace bullying?
Will your actions (or those of your employees) result in findings of unfair dismissal, breach of employment contract or financial penalties being imposed by a Court, Commission or Tribunal?
The obligations set out in the Work Health and Safety Act may put some employers and employees in situations whereby they need to provide answers to the above questions. The months are quickly ticking by so it would seem opportune to consider auditing your policies and procedures to see what your level of risk exposure is. For some, the audit may provide an assurance that all systems and processes are in place and the controls are working well. For others, the audit may provide organisations with the opportunity to revisit and update policies and procedures. After all, it is better to plan for the unexpected, rather than be caught out.

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