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dignity: harassment and discrimination
:
Line managers' responsibilities
1 Line managers
and supervisors are responsible for promoting and enforcing a work environment
of dignity. They must take every action necessary to prevent and stop
inappropriate behavior. Line managers and supervisors are obliged to make
it clear that such behavior will not be tolerated and act promptly when
incidents come to their attention.
2 Line managers and supervisors are expected
to communicate clearly and periodically to their staff members that:
- their Center has a policy on harassment;
- the policy is taken very seriously; and
- the Center is prepared to take disciplinary action against staff members who violate the policy – up to and including termination of employment.
3 A line manager must be prepared to act:
- before a problem arises (i.e. creating a workplace of dignity);
- if she/he suspects inappropriate behavior in the workplace (i.e. taking preventative action without necessarily waiting for courtroom-quality evidence of inappropriate behavior); or
- if there is a case of inappropriate behavior which a staff member has asked be addressed indirectly, i.e. where she/he does not want the manager to intervene directly with the harasser, but to take more general actions to reinforce (or establish) a workplace of dignity in the work unit.
4 The general approach in these circumstances is to:
- send a communication to all members of the unit stating the line manager’s commitment to building a workplace of dignity and circulate the Center’s policies on harassment, discrimination and, if appropriate, its policy on professional ethics, the Center’s Code of Conduct and/or its statement of Center Values;
- organize a staff meeting to discuss the Center’s policies and procedures; and/or
- invite a speaker to address the group.
5 When staff members report inappropriate behavior, line managers should use their judgment to help find positive, non-confrontational ways to convey that the behavior is undesirable. The offender might not realize that her/his behavior is offensive and should be given the opportunity to correct it.
Dignity Alert
Never allow harassers to use the excuse that their
offensive behavior is a normal aspect of their culture. Explain that the
Center’s policies specifically ban such behaviors and that these
are zero-tolerance policies as appropriate to a global, multicultural
organization.
6 Line managers are obliged to set the tone for a workplace of inclusion and dignity. They should:
- set a good example by avoiding even the appearance of improper conduct and by treating all staff fairly, with dignity and respect;
- review their own actions regarding staff employment and career decisions to ensure that they are free of bias and discrimination, both real and perceived;
- be aware of what is happening in the work unit – watch for hostility or inappropriate exchanges between staff, or changes in behavior such as anxiety, depression, increased absence or reduced efficiency;
- learn how to deal with inappropriate workplace behaviors by becoming informed about avenues of assistance and complaint procedures, and by consulting with experts in conflict resolution and respectful workplace behaviors;
- let others know when their behavior is offensive and make sure that offensive pictures, posters, screen-savers, etc., are not displayed in the work area;
- act promptly, fairly and thoroughly when a problem situation arises or is suspected, and
- ensure that there is no reprisal when incidents are reported.
7 Line managers who observe or are presented with a case of inappropriate behavior, or who experience such behaviors themselves, should seek advice/assistance from:
- their own manager;
- another senior manager; and/or
- their HR Manager.
8 In some cases, immediate
action by the line manager is necessary (e.g. issuing an instruction,
immediately after the incident, to an obvious offender to desist inappropriate
behavior that the line manager witnessed). However, it is often helpful
for the line manager to seek advice on dealing with complex, deep-rooted
and/or systemic problems, particularly if she/he is from a different culture
than the offender/s and victim/s. Seeking advice also alerts more senior
managers and HR to the problem, which may be significant if similar problems
are being experienced in other areas.
9 Line managers should always
seek advice when the issue is regarded as a serious level of harassment
or discrimination.
10 There is also an issue of accountability.
If inappropriate behavior within a workgroup leads to a formal complaint
from the victim, the Investigating Panel may hold the line manager partially
responsible if she/he was aware of, or suspected inappropriate behavior,
but failed to act on it.
The difference between unwelcome
news and unwelcome
behavior
Line managers have a responsibility to avoid harassing or discriminatory
behavior as well as to prevent others from acting inappropriately. The
managers also have the responsibility to make business decisions that
are not always favorable to staff.
It is important to recognize that most adverse decisions about performance
appraisals, work assignments, etc., do not constitute harassment, discrimination
or retaliation. Staff members should not jump to the conclusion that they
are being singled out for criticism or unfair treatment.
A line manager’s negative assessments about work quality are not
inappropriate if they are based on concrete examples of weak performance,
if they are accompanied by constructive suggestions for corrective actions
and if the manager does not demean or belittle staff.
© CGIAR Gender & Diversity
Program 2006