Corporate Bullying Rudy&Frank
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Transcript of Corporate Bullying Rudy&Frank
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Corporate bullying
The hidden costs
Senior HR manager forumThe Leadership Consortium 30-31 October 2003
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Today
• Overview of bullying• Health risks and implications – a practitioners
viewpoint• Quantifying the magnitude of the problem• Implicated management practices• Steps you can take to minimise the risk
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Take the quiz – Is your company losing its best employees to bullies?Do any of your leaders• Disapprove of weakness in their employees?
Yes / No• Raise their voices when they get annoyed?
Yes / No• Spread malicious gossip?
Yes / No• Cause employees to dissolve into tears or walk away when
confronted by them? Yes / No
• Use sarcasm? Yes / No• Criticise junior colleagues in front of
clients/customers/peers?
Yes / No
Every ‘yes’ adds to the risk of accepting bullying in your company and losing your best employees
Paice & Firth-Cozens 2003
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What is workplace bullying?
• An abuse of power• Victims have associated feelings of• Isolation• Destabilisation• Threats to professional status or personal standing
Field 2003
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Bullying behaviourBullying behaviour
• Bullying behaviours experienced by a sample of white-collar employees from over 325 Australian companies
• Adapted from Health Works Corporate 2003
0%
20%
40%
60%
80%
100%
Intimidation Humiliation Ridicule Insults Offensivelanguage
Degradinglanguage
None
Bullying behaviours
Pro
po
rtio
n o
f s
urv
ey
ed
pa
rtic
ipa
nts
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Bullying adversely affects health
• Exposure to bullying behaviours increase mental health problems
• Work-related stressful experiences contribute to depression• There is a high prevalence of mental health problems in
Australia– Depression– Anxiety– Sleep disturbance
Field 2003; Mikkelsen & Einarsen 2002; Tennant 2001
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Victorian Workcover - mental health claims
0
500
1000
1500
2000
2500
3000
1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02
Year reported
To
tal
nu
mb
er
of
cla
ims r
ep
ort
ed
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Minimise and manage workplace risk
• Your company’s leaders could be contributing to workplace risk liability
• As a HR manager, minimise and control your workplace exposure
• Be cognisant of bullying• Implement risk management strategies
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Bullying costs your company
• Increased absenteeism• Premature retirement• Decreased customer or client satisfaction• Replacement costs – labour turnover• Grievance and litigation/compensation• Reduced employee productivity
Hoel et al 2001
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Victorian Workcover - stress claim payments
0
2000
4000
6000
8000
10000
12000
14000
16000
1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02
Payment year
Ave
rage
pay
men
t ($
)
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Victorian Workcover - time period of compensation for stress claims
0
2000
4000
6000
8000
10000
12000
14000
0 1-5days
6-10days
11-15days
16-20days
5-8w eeks
9-13w eeks
14-26w eeks
27-39w eeks
40-52w eeks
1-2years
2-3years
3-4years
>4years
Time period
To
tal
nu
mb
er o
f p
erso
ns
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Forced ranking – competitive or counterproductive?
• A performance management system where employees are ranked rather than rated
• Schemes used vary– eg. totem pole approach, normal distribution
Worklab Consulting 2003
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Avoid a forced ranking system
• May hinder innovation• Negative impact on teamwork• Competitive environment may increase stress levels• Can lead to bullying behaviours
Worklab Consulting 200
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Enhance the leadership style of your company’s managers
• Develop and participate in self-awareness training for your company’s managers
• Organise an appraisal of your company’s leaders– Ensure that at least 10 people take part for each leader
• Attend and recommend a training program on workplace bullying
• Introduce or critically review your company policy on bullying/harassment
• Tackle overload and staff shortages in your workplace
Paice & Firth-Cozens 2003
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Prevent workplace bullying – your legal responsibilities
Houghton 2003; Worksafe 2003
Create awareness
Identify risk factors
Develop a policy
Inform, instruct and train employees on anti-bullying
legislation
Control the risks
Provide clear reporting routes and dedicated support for victims
Provide support and remediation for bullies
Con
su
ltati
on
Mon
itor
& e
valu
ate
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Next steps
• Conduct internal research– Develop and administer staff surveys
• determine employee satisfaction rates• assess bullying indicators such as reduced
employee productivity, absenteeism rates, turnover rates and premature retirement
– Develop and administer manager surveys and profiling• assess leadership style to identify managers
prone to bullying behaviour
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Next steps
• Policy– Conduct a review of existing antibullying policy or
introduce new policy• Education/training
– Consider developing and conducting internal training for your staff and managers at all levels of the company
• Performance management– Consider developing and implementing progressive
appraisal and management systems
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Further information
Rudy Pilotto, BSc(Hons), CPT
• Serious Consulting• (03) 9349 3700
Dr Frank Barbagallo, MBBS
• Adrenalin Strategics• (03) 9412 0555
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Thank you
Q+A