| The work environment may not be the happiest | | | | in identifying harassment and discrimination issues. |
| of places for every employee. Each person that | | | | The article "Signs of Workplace |
| falls victim to workplace discrimination or | | | | Harassment," suggests that if an employee |
| harassment will react differently- some confront | | | | looks to be singled out or has stopped socializing |
| the issue by discussing it with their manager, while | | | | with their usual group of co-workers, managers |
| others, in the case of last weeks feed up JetBlue | | | | may want to keep an eye on the situation to see |
| employee, grab a beer, release the emergency | | | | what has caused the change. Managers must be |
| exit and slide on out in a dramatic exit. | | | | careful not to cross the line into micro-managing |
| Employees won't always feel comfortable bringing | | | | or breathing down their employee's necks. A |
| harassment and discrimination incidents | | | | manager's presence in the workplace should be |
| forward, as fear of retaliation adds additional | | | | based on interest in the tasks being completed, an |
| stress to the employee. | | | | interest in their employees and being available to |
| In some workplaces, the culture and tone from | | | | answer employee questions. |
| management may also hinder an employee's | | | | Document and Track Employee Performance |
| willingness to come forward. In many jurisdictions, | | | | When employees are subject to single or |
| employers are legally responsible for providing | | | | repeated incidents of harassment or discrimination, |
| employees with a safe, harassment and | | | | their productivity and engagement at work |
| discrimination free workplace. Employers need to | | | | suffers, and they may also take their frustration |
| know how to monitor and recognize signs of | | | | out on members of the workplace- which in some |
| harassment and discrimination in the workplace. | | | | cases, has resulted in fatalities. Keep track of |
| Recognizing the signs and symptoms of | | | | employee performance to identify trends that |
| distressed employees helps to identify workplace | | | | may lead one to conclude that something is |
| issues and draws attention back to sections of | | | | wrong. An increased number of sick days, refusal |
| the company code of conduct that may need to | | | | to work on projects with certain employees, |
| be reinforced or require additional training. | | | | disengagement in tasks and decreasing scores on |
| Recognizing Harassment and Discrimination | | | | performance reviews may be the effects of |
| With frustrated employees making headlines at an | | | | harassment or discrimination faced by the |
| increasing rate, employers need to pay attention | | | | employee. This may not always be the case, |
| and realize that discrimination, harassment and | | | | however, it's better to be safe than sorry. |
| stress are growing concerns they are | | | | Turnover and Resignation Reasons |
| responsible for monitoring. Employers need to | | | | The article "Signs of Workplace Harassment," |
| make it a point to identify issues before | | | | reminds managers to pay attention to the rate of |
| complaints are made. This aids in demonstrating | | | | employee turnover in a company. Sometimes it |
| management's commitment to company policies | | | | seems like good employees made a decision to |
| and preventing workplace harassment and | | | | leave a company out of the blue. Chances are, |
| discrimination. Management at every level within | | | | this isn't the case and there's something deeper |
| an organization must be trained to recognize | | | | causing them to leave a job they were good at |
| distressed employees. | | | | and seemed to enjoy. Obviously some people |
| Here are some tips managers can use to observe | | | | leave for personal reasons or an increase in pay, |
| and identify workplace discrimination and | | | | but it's important that employers use exit |
| harassment before complaints are made: | | | | interviews to find out the root cause of an |
| Communication and Engaging with Employees | | | | employee's resignation. |
| Communicating regularly with employees allows | | | | An Important Note: |
| managers to pick up on changes in mood and | | | | It's important to remember that employees in |
| gather pieces of information that signal something | | | | different industries face different forms of |
| isn't right. If an employee who is normally very | | | | discrimination and harassment. According to the |
| talkative and open in sharing information suddenly | | | | Canadian Centre for Occupational Health and |
| closes up, monitor the situation to ensure there | | | | Safety: |
| isn't anything going on in the workplace to cause | | | | "Certain work factors, processes, and interactions |
| the change. The employee could simply be having | | | | can put people at increased risk from workplace |
| a bad day, however, if their actions are prolonged, | | | | violence. Examples include: |
| it might be wise to dig a bit deeper. Engaging | | | | - Working with the public. |
| with employees strengthens a company's ethical | | | | - Handling money, valuables or prescription drugs |
| culture and improves employer-employee | | | | (e.g. cashiers, pharmacists). |
| relationships. When open communication is | | | | - Carrying out inspection or enforcement duties |
| encouraged- and committed to, employees tend | | | | (e.g. government employees). |
| to develop a high comfort level when it comes | | | | - Providing service, care, advice or education (e.g. |
| to discussing sensitive topics with their managers. | | | | health care staff, teachers). |
| Managers who listen well, work with employees to | | | | - Working with unstable or volatile persons (e.g. |
| solve problems and take action when a complaint | | | | social services, or criminal justice system |
| is made; are easier for employees to approach | | | | employees). |
| when they have a problem. | | | | - Working in premises where alcohol is served (e.g. |
| Monitor the Workplace | | | | food and beverage staff). |
| When management is visible and accessible to | | | | - Working alone, in small numbers (e.g. store |
| employees, it becomes easier for them to ask | | | | clerks, real estate agents), or in isolated or low |
| questions and raise concerns right away. Take | | | | traffic areas (e.g. washrooms, storage areas, |
| time to walk around and observe employees | | | | utility rooms). |
| while they are working. This need not be done in | | | | - Working in community-based settings (e.g. |
| an intimidating manner, it's simply to address | | | | nurses, social workers and other home visitors). |
| minor issues that can be quickly identified and | | | | - Having a mobile workplace (e.g. taxicab). |
| handled. For example, if an employee has | | | | - Working during periods of intense organizational |
| inappropriate pictures on their desk or computer | | | | change (e.g. strikes, downsizing)." |
| screen, don't wait for an employee to bring the | | | | Employers need to take extra precautions when |
| issue forward. If a manger is walking around and | | | | monitoring for harassment and discrimination |
| notices it, address it right away, reminding the | | | | against their employees in these types of work |
| employee that it violates the company's code of | | | | settings. Take into consideration the different |
| conduct. Maintaining a physical presence in the | | | | risks employees face and work to address these |
| workplace helps managers identify changes in | | | | issues with employees to ensure they feel safe |
| morale and team dynamics, which are key signals | | | | at work. |