ODOT and BOLI Supportive Services Program...Communication Studies and Organizational Science at the...
Transcript of ODOT and BOLI Supportive Services Program...Communication Studies and Organizational Science at the...
ODOT and BOLI Supportive Services Program
Preventing Aggressive Behavior and Workplace Bullying in Highway Construction: The Implementation of Supervisor Training
June 9th, 2017
Research Team and Contact Information: Jaime Bochantin, Ph.D. UNC Charlotte [email protected]
Renee Cowan, Ph.D.Queens [email protected]
UNC Charlotte FINAL REPORT
ReportAuthors:
JaimeBochantin(Ph.D.TexasA&MUniversity)isanAssociateProfessorofCommunicationStudiesandOrganizationalScienceattheUniversityofNorthCarolina,Charlotte.Herresearchexaminesthesocialissues,memberbehaviorandculturallandscapeoforganizationstoprovidemanagersandHRpractitionerswithstrategiesfortheimplementationofpolicies,practices,traininganddevelopmenttobettertheorganizationandrelationshipsbetweenemployeesandmanagers.Currentresearchexamineswork-life/family,stressandwell-being,organizationalconflictandnegotiation,leadershipcommunication,andworkplacemistreatmentincludingincivilityandbullying.
ReneeCowan(Ph.D.TexasA&MUniversity)isafacultymemberatQueensUniversityandSantaClaraUniversity.Sheemploysqualitative,rhetorical,andquantitativemethodstoinvestigatecontemporaryorganizationalissuesincluding;work/lifeissues,workplacebullying,andissuesassociatedwiththeuseofcommunicationtechnologiesinorganizations.Herrecentresearchfocusesonworkplacebullyingandthehumanresourceprofessionalaswellastechnologyuseinworkplaceromanticrelationships.
ProjectFunders:
ThisprojectwasfundedthroughtheHighwayConstructionSupportiveServicesProgrambytheOregonBureauofLaborandIndustry(BOLI)andtheOregonDepartmentofTransportation(ODOT)
SUPERVISORTRAININGREPORT 2
TableofContents
ExecutiveSummary…………………………………………………………………………..Page3
I:IntroductionandOverview…………………………………………………................Page5
II:ResearchProtocolandScopeofWork……………………………………………Page6
III:NeedsAssessmentResults……………………………………………………………Page7
IV:ReviewofODOTDataandReports………………………………………………..Page11
V:DevelopmentoftheTrainingProgram…………………………………………...Page13
VI:PilotTestingoftheTrainingProgram…………………………………………...Page15
VII:Results
A:Participant’sEvaluationForm…………………………………………….Page16
B:FocusGroup……………………………………………………………………….Page18
VIII:Recommendations……………………………………………………………………..Page19
VIIII:Conclusion………………………………………………………………………………..Page20
References………………………………………………………………………………………..Page22
Appendices
AppendixA:SupervisorSurvey…………………………………….…………Page23
AppendixB:ApprenticeSurvey……………………………………………….Page27
AppendixC:Post–PilotTrainingEvaluationForm……………………Page33
AppendixD:FocusGroupNarrativeResponses.……………………….Page36
SUPERVISORTRAININGREPORT 3
ExecutiveSummary
“Employees come first. If you take care
of your employees,
they will take care of your customers.”
Richard Branson
“Happy and respected employees
lead directly to better
performance and higher
profits.” Meghan Biro
- Forbes
UNCCharlottewascommissionedthroughaninter-agencyagreementbetweentheOregon Department of Transportation (ODOT) and the Bureau of Labor andIndustries(BOLI)todevelopandimplementatrainingworkshopforsupervisorsinthehighwayconstructiontrade.Thegoalwastocreateatrainingprogramaroundhow supervisors can cultivate more respectful and supportive workplaces forapprentices. Specifically, this training interventionwas designed to decrease theprevalence of aggressive, counter-productive workplace behaviors includingworkplacebullying, discrimination, andmistreatment/harassment on the jobbysupervisors.Thiswillallowforbettertreatmentofapprenticesonthejobandhelpwithretainingandattractingaskilledanddedicatedworkforce.Thesefactorsareessentialtoanorganization’sproductivityandprofitabilityandwill leadtobetterworking conditions for diverse populations in the highway construction tradeincludingwomenandpeopleofcolor.This projectwas initiated inAugust of 2016 andwas carriedout in fourdistinctphases. Firstwe developed anddisseminated an initial needs assessment surveyfor supervisors andapprentices. Second,we reviewed reports anddataprovidedby ODOT. Thirdly, we developed the training modules based on the needsassessment survey results as well as existing literature on conditions in thehighway trade. Lastly, we facilitated a pilot training workshop with a group ofsupervisors.Wecollectedfeedbackandevaluationsfromtheparticipantsinorderto make any necessary changes to the program. Our initial research into theworkingenvironmentforapprenticesinthehighwayconstructiontradesrevealedthatharassment,discriminationandaggressiveworkplacebehaviorrunsrampantinthehighwayconstructiontrades,especiallytowardswomenandpeopleofcolor.Supervisors and fellow (more senior) co-workers are the typical perpetrators.Additionally, supervisors and apprentices have had little to no training onharassment, discrimination or how to create more respectful/ supportiveworkplaces.Thus,thedevelopmentofthistrainingprogramistimely.Basedonthedatawecollectedandtheliteraturewereviewed,wedevelopeda4.5hourtrainingworkshopforsupervisorsconsistingofthreemodules:1)SituationalAwareness: Recognizing Counter-Productive Workplace Behaviors; 2) Self andOther Awareness: Cultivating Trust and Supportive Workplaces; 3) ResolvingConflict:HowtoAddressandStanduptoBullying.Theworkshoputilizedadiversecombinationofinstructionalcomponentsincludinglecture,assessments,break-outdiscussions, and experiential activities to assist with learning. We piloted the
SUPERVISORTRAININGREPORT 4
trainingprogramon26supervisors(unfortunately,duetochallengesinrecruitinganODOTpartnertopilotthetrainingprogram,wehadtouseadifferentindustrybutitiscomparabletothehighwayconstructionindustryintermsofdemographicmake-up and similar challenges faced). We collected feedback from all 26participants on the quality of the trainingworkshop aswell as thematerialswedeveloped. Ingeneral, the trainingworkshopwasextremelywell receivedby theparticipantswithverylittleroomforimprovement.
Attheendofthisreport,weprovide8specificrecommendationsmovingforward.Theyareallofequalimportanceanddesignedtoimprovethetrainingprogramandit’sfacilitation/dissemination.Thelargestprioritiesinclude:1)pilotingthetrainingprogramwithanODOT-affiliatedconstructioncompany,2)increasingthelengthoftimefortheworkshopfrom4.5hoursto6hours(orincludeanonlinecomponent),3) developatrain-the-trainerprogramforbetteraccessibilitytothetraining,and4) conductaprogramevaluationoncethetrainingprogramgetsrolledout.
Webelievewehavecreatedahigh-qualitytrainingprogramforsupervisorsinthehighway construction trade.Byparticipating in a trainingworkshop, supervisorswill be better prepared to attract, hire, and retain talented and motivatedemployeesandtoreducetheprevalenceofworkplacebullying,aggressivebehavioranddiscrimination.
SUPERVISORTRAININGREPORT 5
I:IntroductionandOverview
TheOregonDepartmentofTransportation(ODOT)hasbeenincreasingitseffortsregardingdiversityinthehighwayconstructionworkforceandhelpingtoprepareindividualsinterestedinenteringthehighwayconstructionworkforce.InordertoutilizetheOregonBureauofLaborandIndustries(BOLI)closerelationshipwithapprenticeshipprograms,highwayconstructioncontractorsandcommunity-basedorganizationsthatseektobringdiversitytotheconstructionworkforce,ODOTandBOLIenteredintoaninteragencyagreementtoaccomplishtheobligations.TheprimarygoaloftheODOT-BOLIpartnershipistofurtherfacilitateandmanageODOT’ssupportiveservicesprogramsbyencouragingcompletionoftheseprogramsandseekingotherwaystoincreasetrainingopportunitiesforminoritiesandwomen.
WithfundingfromODOT,BOLIengagedtheUniversityofNorthCarolina,CharlottefromAugust2016-June2017toinitiatearesearchprojectthatinvolvesthedevelopmentandimplementationofatrainingprogramforsupervisorsinhighwayconstructioninthestateofOregon.Specifically,thistraininginterventionhasbeendesignedtodecreasetheprevalenceofaggressive,counter-productiveworkplacebehaviorsincludingworkplacebullying,discrimination,andmistreatment/harassmentonthejobbysupervisors.Atrainingprogramisneededinordertoretainandimproveworkingconditionsfordiversepopulationsinthehighwayconstructiontradeincludingwomenandpeopleofcolor.
Thisreportisasummaryofthetrainingdevelopment,pilottrainingresults,andfuturerecommendations.
SUPERVISORTRAININGREPORT 6
II:ResearchProtocolandScopeofWork
Theplanninganddevelopmentofthisprojectwascarriedoutinfourdistinctphases:1)aninitialneedsassessmentsurveyforsupervisorsandapprentices;2)reviewofreportsanddataprovidedbyODOT;3)developmentofthetrainingmodules;and4)apilottrainingworkshopwithagroupofsupervisors.
PhaseI(August-December2016):Wedevelopedaneedsassessmentsurveytoadministertobothapprenticesandsupervisorsinthehighwayconstructiontrade.Theneedsassessmentsurveyprovidesageneralunderstandingoftheworkenvironmentandisasystematicprocessfordeterminingandaddressinggapsbetweencurrentconditionsanddesiredconditions(Altschuld&Kumar,2010).Itcanbeaneffectivetooltoclarifyproblemsandidentifyappropriateinterventionsorsolutions.Weessentiallyusedthistooltogetasenseofthechallengesandproblemsfacingmembersofthehighwayconstructiontradeandareasforimprovement.Thisdataiswhatinformedthedevelopmentofthetrainingmodules.Again,wehadtwodifferentassessmentsurveys;oneforsupervisorsandoneforapprentices.Theassessmentforthesupervisorsincluded38questionsandwasadministeredasanonlinesurvey(seeAppendixAforthesurvey).Intotal,21supervisorsinhighwayconstructioncompletedthesurvey.Theassessmentfortheapprenticesincluded34questionsandwasadministeredasanonlinesurvey(seeAppendixBforthesurvey).Intotal,15apprenticesinhighwayconstructioncompletedthesurvey.Inordertogarnerparticipationforthisstudy,weusedalistofcontractorsprovidedbyODOTaswellasOregon’sAGCHighwayCouncilandtheNorthwestCollegeofConstructiontosurveyasmanycontractors,employees,managers,andapprenticesaspossibletoexaminetheworkenvironment.WestartedsendingoutlinkstothesurveysinSeptember,withbi-monthlyremindersthroughDecember.Whiletheresponseratewasmuchlowerthanweexpected(despiteourmultipleemailsandreminders),wedidreceivequiterichdatafromthesupervisorsampleinparticular.Moredetailsareprovidedinthenextsection.
PhaseII(August-December2016):WereviewedreportsanddataprovidedtousbyODOTonthehighwayconstructiontradetohelpacclimateustotheenvironment.Wereviewedextantresearchrelatedtoworkplaceaggression,bullyingandsupervisorabuseinthehighwayconstructiontrade.
PhaseIII(January-April2017):WedevelopedthetrainingprogrambasedontheresultsgleanedfromtheneedsassessmentdataandthereportsprovidedbyODOT.
PhaseIV(May2017):TheUNCCharlotteresearchteampilotedthetrainingworkshoponMay10,2017.Itwasa4-hourtrainingworkshopadministeredonetime,to26participants.Feedbackwascollectedviaanevaluationformand30-minutefocusgroupwitheightparticipantsfromthetraining.
Moredetailedinformationoneachoftheseareaswillbeprovidedintheremainderofthereport.
SUPERVISORTRAININGREPORT 7
III:NeedsAssessmentResults
Aspreviouslymentioned,aneedsassessmentintheformofanonlinesurveywasdisseminatedbetweenSeptemberandDecemberof2016togetamoregeneralideaofwhatworkingconditionsarelikeforcurrentemployeesinthehighwayconstructiontradeinOregon.Below,isalistofthegeneralfindingsgroupedbytheme.
SupervisorDemographicInformation
Female23.08%
Male61.54%
NoAnswer15.38%
SUPERVISORSEX
Caucasian50.00%
EastIndian8.33%
NativeAmericn25.00%
Other16.67%
SUPERVISORRACE
0-5years23.08%
6-10years23.08%
11-15years38.46%
20+years15.38%
SUPERVISORINDUSTRYEXPERIENCE
0-2years7.69%
3-5years46.15%
6-8years23.08%
9-11years7.69%
12+years15.38%
SUPERVISORYTENURE
SUPERVISORTRAININGREPORT 8
ApprenticeDemographicInformation
SurveyResults
WorkCulture/EnvironmentforNewApprentices• Whilethereisastrongfocusonsafetytrainingduringthefirstseveralweeksofan
apprentice’semployment,thereislittletonointeractiononanythingelse.Infact,severalsupervisorsmentionedthattherewouldbelittletonocommunicationonanythingunrelatedtolearningtheparametersofthejob,especiallyasitrelatestotraining.
• Theexpectationfromapprenticesistobepunctualandrespectfultowardotheremployees.
Male100%
APPRENTICESEX
Caucasian33.33%
NativeAmerican33.33%
Other33.33%
APPRENTICERACE
0-5years 66.66%
20+years33.33%
APPRENTICEINDUSTRYEXPERIENCE
SUPERVISORTRAININGREPORT 9
• Mistrustisprevalentinnewemployees.Trusttakestimetobuildamongveteranworkers.Severalrespondentsmentionednewemployeesneedingto“earntherespect”ofmoreseasonedemployees.
• 66%ofapprenticesreportedtheyfelttheywerenotvaluedatwork.• 75%ofapprenticesbelievethelinesofcommunicationarenotopenattheirplaceof
workwithonerespondentcommentingthattheyare“toldtowork,nottalk.”• Joking,teasing,andengaginginbanteraretheexpectedinterpersonalnormsonjob
sites.However,apprenticescitedinappropriatejokesandantagonisticteasingasbeingoneformofaggressivebehavior.
• Twosupervisorsreportedwantingmoretransparencyonthejobsite;thatapprenticesandveteranemployeesalikeshould“owntheirweaknesses”inordertofosteramoresupportiveenvironment.
IdealSupervisorBehaviorsandQualities/Characteristics
• Apprenticeswereaskedaboutwhatbehaviorsmakeforan“ideal”supervisor.Specifically,theywereprovidedwithalistofoptionstochoosefromthattheyfeelsupervisorsdemonstrateonaregularbasis.Behaviorsarethingsthatcanbechangedanddeveloped.Thetopthreeresponseswere:1)showingtheemployeetheyarevalued;2)effectivelisteningskillsbythesupervisor;and3)beingflexible.
• Apprenticeswereaskedtodescribewhatmakesforanidealsupervisorintheirownwords.Itwasanopen-endedquestionthatprobedthemtothinkaboutvariousattributesorqualitiesinsupervisorstheyrespect.Attributesorcharacteristicstendtoberelativelystableinmostpeopleandaredifficulttochange.Youusuallyeitherhaveitoryoudonot.Thefollowingqualities/characteristicswereobservedin“ideal”supervisors:Understanding,patient,mentor,humble,emotionallystable.
LeastIdealSupervisorBehaviors/Characteristics
• Whenapprenticeswereaskedaboutwhichbehaviorstheylikeleastinasupervisor,themostcommonresponseswere:1)showingdisrespect;2)favoritism;and3)notleadingbyexample.
IdealApprenticeBehaviors/Characteristics• Whensupervisorswereaskedtoratewhattheylikedmostabouttheirapprentices,
thetoptwoanswerswere:1)easygoingand2)dedicated.• 81%ofsupervisorsreportedplacingastrongvalueonanapprentice’s
ability/willingnesstobeflexibleandadaptable.LeastIdealApprenticeBehaviors/Characteristics
• Whensupervisorswereaskedaboutwhichbehaviorstheylikeleastintheirapprentices,themostcommonresponseswere:1)lazinessand2)complaining.Infact,almosttwo-thirdsofthesupervisorswhorespondedtothesurveycitedlazinessasthebehaviortheylikeleastabouttheirapprentices.
TypicalComplaintsfromEmployees
• Thenumberonecomplaintcitedacrossbothsurveyswasconflictwithco-workers.Infact,three-quartersofalltherespondentscitedco-workerconflictasthebiggestissue
SUPERVISORTRAININGREPORT 10
facedonjobsites.Thesecondmostcommonlycitedcomplaintorproblemonjobsitesisnotfeelinglistenedtowith40%ofrespondentsclaimingthiswasaproblematicoccurrenceonjobsites.
• Whenaskedhowtheseproblemsaredealtwith,37%ofrespondentssaidtheyareignored.
• Oneapprenticecommentedthattheywouldliketoseea“zerotolerance”approachtoemployeeorsupervisormisconducttowardoneanother.
PrevalenceandPerceptionsofBullyingandWorkplaceAggression
• Themajorityofrespondentsclaimthataggressivebehavior,discriminationandworkplacebullyingistypicallytargetedtowardswomenandpeopleofcolor.Theusualperpetratorsarewhitemales.
• Perpetratorsaretypicallysupervisorsandco-workers.• 60%ofallrespondentssaidworkplacebullyingandaggressivebehaviorhappens
oftenorveryoften.• 85%ofrespondentssaiditistheresponsibilityofthesupervisortointervenewhen
thereareactsofaggression,discriminationorworkplacebullying.ThisresponsewasalsotiedwithHumanResourcesastheappropriateactortointervene.
• Whenaskedhowlikelyanapprenticeistoreportaworkplacebullyingoccurrenceoraggressivebehaviordirectedtowardthem,only33%saidtheywouldtellsomeone.Whenaskedtowhomtheywouldreportthisto,respondentssaiditwouldbetotheirdirectsupervisor.
• 100%ofapprenticesfeltthatwhileHumanResourcesshouldbethemostappropriateplacetoreportharassingbehavior,respondentsdonotperceivethemasveryhelpfulforresolvingdisputesorhandlingworkplacemisconduct.
• 66%oftheapprenticesthatrespondedtothesurveysaidtheyhavebeenavictimofworkplacebullying,aggressionorharassment.
• 33%ofapprenticesreportedabsenteeismfromworkwhentheyhaveexperiencedworkplaceaggressionorbullying.
• 45%ofsupervisorsclaimedtheywerenotconfidentintheirabilitiestoresolveadisputeorissueamongsubordinates(theylacktheeffectivecommunicationskills).
Training
• Mostrespondentshadlittletonotrainingonharassment,discriminationorhowtocreatemorerespectful/supportiveworkplaces.Infact,60%ofsupervisorshavenotreceivedanytrainingintheseareas.
• Whenaskediftrainingwasneededforsupervisorsandhowtoengenderamoresupportiveculture,100%ofapprenticessaidthisisneeded.75%ofsupervisorssaidtrainingonhowtoreduceaggression,workplacebullyinganddiscriminationwouldbeveryuseful.
• Whenaskedaboutthedurationofatrainingprogramoncultivatingasupportiveworkplace,responsesrangedfrom1hourto8hoursandthemostcommonresponseforwhomshouldfacilitatethetrainingwasanoutsideconsultant(twosupervisorsmentioneditshouldbeanoutsideconsultantwithfieldexperience).
• Threesupervisorrespondentssuggestedthetrainingbeconductedonline(orpartiallyonline).
SUPERVISORTRAININGREPORT 11
SuggestionsforDevelopingMoreRespectfulWorkplaces
• 80%ofallsupervisorandapprenticerespondentssaidmoretrainingisneededtocultivatesafer,moresupportiveworkplaces.
• Severalkeyissueswereidentifiedascrucialforfosteringamorerespectfulworkplace:
o Howtodealwithdifficultpeople/havedifficultconversationso Communicationskillso Conflictmanagemento Howtogiveproductivefeedback
IV:ReviewofODOTDataandReportsInadvanceofdevelopingthetrainingprogramforODOT,wewereabletoreviewsomeimportantdocuments,reports,anddataspecifictothehighwayconstructiontrade.Itwasusefultogetacclimatedtotheenvironment.Thisinformation,inconjunctionwiththeneedsassessmentsurveysprovidedourrationaleforthedevelopmentofthetrainingprogramandprovideduswiththenecessaryinformationweneededtodesigneachmoduleofthetrainingprogram.Hereisasummaryofwhattheexistingdataandreportssayaboutworkplaceconditionsinhighwayconstruction.Itisevidentthatharassment,discriminationandaggressiveworkplacebehavioroccursinthehighwayconstructiontrades(Bassett,2016;Kelly,Wilkinson,Prisciotta,&Williams,2015;PGTI,2016).But,thesebehaviorsandoccurrencesarecontainedonaspectrumrangingfromdiscriminationduringthehiringprocesstooutrightbullyingandaggressivebehavioronajobsite(Kellyetal.,2015).Italsoseemsasthoughtherearepersistentmicro-aggressionsthatoccurinthetrades–everydaybehaviors(whetherintentionalorunintentional)thatexclude,demean,insult,oppress,orotherwiseexpresshostilityorindifferencetowardsagroup(orgroups).Thisthenbecomesacceptableasnormalinteractiononjobsites(Basford,Offerman,&Behren,2013).Whileharassmenttowardsapprenticesispervasivethroughouttheconstructiontrades,researchsuggeststhatinOregon,womenandracialminoritiesfacenegativetreatmentatdisproportionateratesincomparisontotheirwhitemalecounterparts(Berik,Bilginsoy,andWilliams,2011;Kellyetal.2015).AsBassett(2016)andCohenandBraid(2000)describe,thismaytaketheformofovertsexismorracismthatpersiststhroughindirectbehaviorandlanguage–particularlythroughuseofcompetitivehumorthatunderminesanother.InthestateofOregon,womenaccountforaroundsevenpercent(5%whitewomen,2%womenofcolor)ofthoseemployedintheconstructiontrades(PGTI,2016),thusthisworkforceismale-dominatedandtendstoespousemasculinenorms(Denissen,2010).Inthisenvironment,womenoftenhavetochoosebetweenthe‘defeminization’oftheirrole(anoveremphasisofthejobexpectationsandgendernorms)ortheymust“deprofessionalize”(anobligationofmeetingsexrolenormswhileonthejob)forthesakeoftheworkplace(Denissen,2010).Asaresult,theyareoftentrappedwithinthedualityofunfeminine
SUPERVISORTRAININGREPORT 12
womanversusincompetentworker.Whenpresentedwiththisdoublebind,somewomenleavetheconstructionindustryalltogether(Beriketal.,2011).Or,forthosethatstaybutchoosetoconformtothegender-basedstereotypes(andsubsequentdiscrimination),theyareunknowinglyperpetuatingthecycleofabuseonjobsites(Bassett,2016).Thiscancreateahostileworkingenvironmentforwomen(Paap,2008).What’smore,womenintheconstructiontradestendtofacedifferentialtreatmentintheformofinsufficienttrainingorbeingassignedlessphysicallydemandingtasksatworkthanmales(Beriketal.,2011;Greed,2000;Denissen,2010B),exclusionfromnetworking,promotionandotherjobopportunities(Byrd,1999;Greed,2000;Denissen,2010B),andfacingstereotypesthattheyarenotreallytheretowork(Byrd,1999)orthattheyonlyintendtobethereuntiltheyhavechildren(Greed,2000).Whilewomenfacediscrimination,harassingbehaviorandworkplacebullying,racialminoritiesaretargetedaswell.Likewomen,minoritiesareunder-representedintheOregonconstructiontradesrepresentingtwenty-onepercentoftheworkforce(PGTI,2016).Theytendtoexperiencediscriminatorypractices—bothdirectandindirect—duringtherecruitmentphase.Giventheindustryiscomprisedlargelyofwhitemen(andthesemenaretheonesdoingthehiring),Daintyetal.(2004)foundsupportforpreferencebeinggiventopeoplesimilartothemselvesinthehiringprocess.Also,whitemaleemployeeshaveaccesstoawidernetworkofinformalcontactsandthereforetoemploymentopportunitiesthatethnicminorities(andwomen)areoftennotevenawareof(Waldinger&Bailey,1991).Thus,gainingentrytoconstructionisdifficultforracialminorities.Forthosethatdomakeit,minoritiesareoftenmismatchedwithworktasksthatdonotsuittheirskillsandarelabeledaccordinglyas“badworkers”(Paap,2008;Waldinger&Bailey,1991)basedonoutdatedstereotypes.Insummary,researchhasshownthatwomenfacediscriminationandmistreatmentonaregularbasisonconstructionsitesrangingfromexclusionfromsocialgroups,toovertharassmentandevenphysicalassault(Beriketal.2011;Daintyetal.,2004;Kellyetal.2015).Similarly,thediscriminationfacedbyethnicminoritiesincludesracistname-calling,jokes,harassment,bullying,intimidation,andphysicalviolence(Cohen&Braid,2000;Daintyetal.,2004).Althoughfrequentlytoleratedandseenasthegenerallyacceptedcultureoftheindustry,suchoccurrencesalsopointtoanindustryrepletewithseverediscrimination,aggressivebehaviorandbullyingagainstnon-traditionalentrantswithintheindustry.Thisalsopointstoaneedforawarenessandtrainingtoensurethesepracticesdonotcontinue.TheStateofOregonhasrealizedtheneedforchangeandhasbeenworkingtowardsinitiativesforcreating‘respectfulworkplaces.’FundedbyBOLI’sHealthyWorkplacesGrant,theGreenDotinitiativeisabystanderpreventionprogramintendedtoprovideindividualswithincompanieswithadditionaltrainingtobecomepeeradvocatesundera“seesomething,saysomething”mantra(Bassett,2016).ButasBassett(2016)asserts:“Ultimately,theimplementationofaninitiativelikeGreenDotwithinthetradesonlyaddressespartofalargersystemicissue.WhiletheadditionaltrainingofferedthroughGreenDotwillundoubtedlybenefitworkerswithinfirmsthatchoosetoimplementit,itisnotarequirementforallfirmswithinthetradestoadopttheGreenDotprogrammingintotheirdailyoperations”(p.82).Whilebystandertraininglikethisisvital,itisnottheonly
SUPERVISORTRAININGREPORT 13
waytoensuremorerespectfulworkplaces.Moreover,theGreenDotbystandertraining’s“relianceonworkers(theleastpowerfulstakeholderonthejobsite),ratherthanfieldsupervisorstomonitorharassment,allowsforthoseinpositionsofauthoritytoremainrelativelyinactiveinengagingwiththeissue”(Bassett,2016,p83).Thus,theneedforastandardizedtrainingprogramonhowtocultivaterespectfulandsupportiveworkplaceswasproposed,whichiswhathasbeendonebythisresearchteam.V:DevelopmentoftheTrainingProgramWedesignedthetrainingprogrambasedexclusivelyonthefeedbackwereceivedfromtheneedsassessmentsurveysandtheexistingdata/literatureonthetopic.Thatbeingsaid,thetrainingprogramitselfincorporatesavarietyofinstructionalmethods,includingthemoretraditional,lecture-basedformataswellasmoreengagingmethodssuchasvideos,assessments,discussionsandbreak-outactivities.Theideabehindthisapproachwastodemonstrateeasyandaccessiblemethodsofreducingdiscrimination,aggressivebehaviorandworkplacebullyingthatparticipantscanuseandtakebacktotheirownorganizations.Theresultwasa4-4.5hourtrainingworkshopforsupervisors.PrimaryGoalofTraining:Howsupervisorscancultivatearespectfulworkcultureforemployees.Learningobjectivesforsupervisorsinclude:
1. Practicingself-awarenessthattheythemselvesarenotengagingininappropriatebehaviororusingcounter-productiveworkplacebehaviorsonthejob.
2. Learninghowtospotaggressiveorharassingbehavioronjobsitesaswellashowtohandlethesesituations.
3. Developinga“toolbelt”ofkeytechniquesandstrategiesfordealingwithharassingorbullyingbehavioronthejob.
TrainingTitle
PreventingAggressiveBehaviorandWorkplaceBullying:CreatingaRespectfulWorkplaceCulture
Module1:SituationalAwareness:RecognizingCounter-ProductiveWorkplaceBehaviors(30-45minutes)HumanCapitalisanorganization’smostvaluableassetandtheonlysustainableadvantageinacompetitiveeconomy.Formanagersandsupervisorstobesuccessful,itisimperativethattheycanrecognizecounter-productiveworkplacebehavior,bullying,andharassment.Keytopicsinthisfirstmoduleinclude:
• Thedevelopmentofaframeworkandtoolsforunderstandingtheenvironmenttohelpmovetowardamoresupportiveworkculture.
• WorkplaceBullying:Whatisit?Howdoyouidentifyit?• Questionattheendofmodule:Howwillyouusethisatyourjob?
SUPERVISORTRAININGREPORT 14
Module2:SelfandOtherAwareness:CultivatingTrustandSupportiveWorkplaces(2.5hours)Counter-productiveworkplacebehaviorhappensintheworkplace.And,ithappenstogoodpeople.Typicallythesetypesofbehaviorsoccurinindustries,whicharehighstress,suchasaproductionenvironment.However,supervisorscanhelpensureahealthy,supportiveworkplaceandreducethesemal-productivebehaviors.Trustisoneofthekeyingredientstobuildingahealthyandsuccessfulorganization.Withouttrust,employeescansufferandconflictispervasive.Thismodulewillexplorehowtocombatindividualbehaviorsthatmaybearoadblocktoachievinggoalsandhinderingtheleveloftrustonjobsites.Additionally,wewilldiscussaspectsofemotionalintelligenceandit’sconnectiontoeffective,supportiveleadership.Attentionwillalsobepaidtodevelopingstrategiesforunderstandingone’sownbehavioralstylesandalsotheabilitytoreadothers’behavior.Keytopicsofthismoduleinclude:
• Self-awareness• Howtobuildtrust• EmotionalIntelligence• DiSCBehavioralStyles(thisisanassessmentthatcapturesone’sbehavioralstyles
andhowtheyrespondtotheirenvironmentasopposedtojustexaminingpersonalitytraits,whicharestableandunlikelytochange.BehaviorcanbeadjustedandtrainedonsoDiSCprovidesawarenessontheirstyleandprovidesparticipantswiththeabilitytolearnhowtoreadotherpeopletoallowformoreproductiverelationships.DstandsforDominance,Istandsforinfluence,SstandsforSteadinessandCstandsforCompliance/Conscientiousness)
• Howdoyoudealwithdifference?Diversity?• Questionattheendofmodule:Howwillyouusethisatyourjob?
Module3:ResolvingConflict:HowtoAddressandStanduptoBullying(1hour)Lastly,thismodulewillbedevotedtocraftingstrategiestodiffusethemostcommon“difficultpeople”andwaystoturnthemintoeitheralliesorproponents.Participantswillhavetheopportunitytoidentifytheirmostchallenging“difficultpeople”withsuggestionsonhowtohandlethem.Anexaminationofeffectiveconflictmanagementstrategieswillalsobeprovided.Keytopicsinclude:
• Howtodealwithdifficultconversationsanddifficultpeople• Howtogiveconstructivefeedback• Questionattheendofmodule:Howwillyouusethisatyourjob?
Wedevelopedatoolkittoaccompanythetrainingworkshop.Thistoolkitensuresthatfutureparticipantsoftheprogramhavethebuildingblockstocreaterespectfulworkplaces.ThetoolkitisaPDFresourceandincludesallmaterialsandcontentfromthetrainingworkshopincluding:
• PPTdeckofthethreemodules• Keytake-awaysheetsfromeachmodule(thesecanbehungorpostedinoffices)• Assessments/tests• WorkplaceBullyingChecklist
SUPERVISORTRAININGREPORT 15
VI:PilotTestingoftheTrainingProgram
Inordertopilotthematerialsandtrainingprogramthatwedeveloped,wewereinneedofanorganizationtoallowustofacilitatethetraining.Thegoalwiththiswastoseeifanycontentneedstobeadjusted,whetherthetimingweallowedwasappropriateandtoseeif,ingeneral,itresonateswithparticipants.WestruggledtofindanyODOTpartnerwillingtoallowustopilotthetrainingprogram.WeexhaustedallofourcontactsthroughBOLIandwereleftwithnowheretopilottheprogram.Wedecided(withthesupportofBOLI)topilotthisprogramoutsideofthehighwayconstructiontrade.Weneededademographicthatwassimilartothemake-upofhighwayconstructioninordertoseeifthistrainingwould
resonate.Asitturnsout,theresearchteamwasabletousealocalcontactinthestateofNorthCarolinawhowillinglyagreedtoallowustopilotthetrainingprogramfortheirsupervisors.
ThepilottrainingwasdoneusingsupervisorsattheSalisburyDistributionCenterofDelhaizeAmerica/FoodLion.FoodLionisagrocerycompanybasedoutofSalisbury,NC.FoodLionisacompanyofDelhaizeAmerica,theU.S.divisionofZaandam-basedAholdDelhaize.Sinceopeningin1957,thecompanyhasmanaged1,100storesintendifferentlocations,includingDelaware,Georgia,Maryland,Pennsylvania,Tennessee,WestVirginia,Kentucky,NorthCarolina,SouthCarolina,andVirginia.Thecompanyemploysapproximately63,000employeestoserveanaverageof10millioncustomersperweek.Therearesevendistributioncentersalongtheeastcoast,whichmanagetheshippingandreceivingoftheproductssoldinstores.Whilethisorganizationisnotinthehighwayconstructiontrade,itisstillanindustrythatexperienceshighlevelsofstressgiventhefast-pacednatureofaproductionjobandalsoademographicthatissimilartothatofhighwayconstructionwithregardtounder-representedlevelsofwomenandminorities(Bochantin,2017).TheGeneralManageroftheSalisburyDistributionCenterwasveryopenandsupportiveofourneedtopilotthetrainingworkshopandofferedmostofhissupervisorsandshiftleads.Healsoattendedtheevent.
ThetrainingwasfacilitatedonWednesday,May10thfrom6am-10:30amatthedistributioncenter.Intotal,26participantsattendedthetrainingworkshop.Alloftheparticipantsweresupervisorsorabove.Whiletherewereafewwomeninattendance,themajoritywerewhitemen,whichmatchesthedemographicofhighwayconstructioninOregon.Afterwecompletedthetraining,wehadeachparticipantcompleteanevaluationformtoassessthetraining.Additionally,eightparticipantsstayedaftertopartakeinashortfocusgroupwhereweaskedmorespecificquestionsaboutthetrainingtogaugetheirthoughtsonhowitwent.Theresultsoftheevaluationaswellasthefocusgrouparediscussednext.
VII:Post-PilotTraining:EvaluationandFocusGroupResults
Post-PilotTrainingEvaluation:Aspreviouslymentioned,anevaluationofthepilottrainingwascompletedimmediatelyafterthetrainingwascompleted.Participantsinthe
SUPERVISORTRAININGREPORT 16
trainingwereaskedtofillouttheevaluationformincludedintheirtrainingmaterials.Twenty-fourofthe26participantsfilledoutthisevaluation.Theresultsoftheevaluationarereportedbelow.SeeAppendicesCandDfortrainingevaluationformandnarrativeresponsecoding.
Overall,thesefindingsdemonstrateparticipantsstronglyagreetheylearnedmuchfromthetraining,thatitwasagooduseoftheirtime,thetopicswererelevant,thematerialsreinforcedtheirlearningandtheinstructorsdemonstratedahighlevelofexpertise.Itiscleartheparticipantswouldrecommendthetrainingtoacolleague.Thenexttwofiguresdemonstratethemajorityofparticipantswereextremelysatisfiedwithwhattheylearnedandwouldbeextremelylikelytorecommendthetrainingtoacolleague.
9
7
9
6
0
15
17
15
18
24
0 5 10 15 20
Overall,Ilearnedalotinthisprogram.
Thetopicspresentedarehighlyrelevanttomyrole.
Theprogramwasagooduseofmytime.
Thematerialshelpedreinforcemyunderstandingofthecontent.
Theinstructordemonstratedahighlevelofexpertise.
Post-PilotTrainingSurveyResults
StronglyAgree Agree NeitherDisagreenorAgree Disagree StronglyDisagree
SUPERVISORTRAININGREPORT 17
Clearlythesurveyevaluationfeedbackpointstoasuccessfulpilottraining.Theopen-endedquestionsposedintheevaluationalsopointtoasuccessfultraining,aswellasrecommendationsmovingforward.Themesintheresponsestotheopen-endedquestionsarereportedbelow.
Q1:Whatdoyoulikebestabouttheprogram?ThemesinResponses:
1) DiSCassessmentinformationandlearningaboutmyselfandothers2) Learninghowtodealwithothersandhandleconflictsituations3) Likedthepresentationofmaterial,discusseditasprofessionalandusable.
0
0
0
4
20
0 5 10 15 20 25
ExtremelyDissatisqied
SomewhatDissatisqied
NeitherSatisqiednorDissatisqied
SomewhatSatisqied
ExtremelySatisqied
Overall,howsatisbiedareyouwithwhatyoulearnedduringtheprogram?
0
0
0
3
21
0 5 10 15 20 25
ExtremelyUnlikely
SomewhatUnlikely
NeitherLikelynorUnlikely
SomewhatLikely
ExtremelyLikely
Howlikelyareyoutorecommendthisprogramtoacolleague?
SUPERVISORTRAININGREPORT 18
Q2:Whatisonetakeawayyouwillapplytoyourworkrightaway?ThemesinResponses:
1)Usingpositiveinteractionsandbuildingpositiverelationshipswithassociates2)Understandingmybehaviorsandothersbehaviors(self-andotherawareness)3)WillusetheDiSCassessmentresultstounderstandmyselfandworkwithothers4)Useprovidedtoolstolookforanddeescalatebullying.
Q3:Whatsuggestionsdoyouhaveforimprovingthetrainingprogram?ThemesinResponses:
1)Lengthofcourse:a)fast-paced,rushedattimes,toomuchin4hours,toolongb)breakitinto2sessionsinsteadofjustonelongone.
2)MoreActivities:Morevideos,moregroupactivitiesandrole-playing.3)None/Nothing
FocusGroupResults:Afocusgroupwasalsoconductedimmediatelyafterthepilottraining
sessiontogatherfeedbackandrecommendationfromtrainingparticipants.Eight supervisorsattendedthefocusgroupthatlast30minutes.Belowisalistofthegeneral findingsofthisresearchgroupedbytheme. Feedbackoncontentofthetraining:
• Contentandexampleswasveryapplicable,especiallythetopicsofemotionalintelligence,DiSCandself-awareness.
• Recommendedincorporatingfurtherinformationonconsequencesofbullyingintermsofrealworldexamplesorexercises.
• Recommendedhavingmorethanonetrainingsessionorseparatingthecontenttotwotrainingsessions.
• Suggestedsomecontentcouldbecompletedasanonlinecomponent.Feedbackontheactivitiesusedinthetraining?
• Enjoyedtheactivities,wantedmoreincludingrole-playing,morescenarios,casestudiesandvideos.
• Mostmentionedgettingup,movingaroundandactivitieswereveryeffectiveandfun.• Recommendedkeepingassessmentsaspre-work(ortobecompletedbeforethe
trainingtobediscussedandbroughttothetraining).• RecommendedhandingoutDiSCreportsafterintroducingitaswellasthefirst
activitywheretheparticipantsmakeassumptionsabouttheirstyles.Feedbackonpacingofthetraining:
• Somecontentseemedrushed,wantedmoretimeonhowtohandleconflicts,whichcameattheend.
• Suggestedafewoptions:Runastwoseparatesessions;Runasalongersessionwithmorebreaks;and/orprovideanonlinecomponentaboutthecontentonwhatbullyingis(Module1)followedbya4-hourtraining.
• Ingeneral,recommendedthetrainingshouldbeatotalof6-8hours.
SUPERVISORTRAININGREPORT 19
Feedbackonthematerialsprovidedinthetraining:
• Great,professionalmaterialsprovided.Theycommentedthesematerialswereahelpfultakeaway.Recommendallmaterialsareincolor,ifpossible.
• RecommendeddiversifyingclipartandvisualsinPPTandbinder.Othertopicsthatcouldbebeneficialtothetraining?
• Recommendeda“Praise”programwheresupervisorsarechosentositdownandhaveconversationswithemployees,givingpraiseandfeedback.
• RecommendedModule3shouldbegivenmoretimebecauseitwasveryhelpfulandcouldbeexpanded.
VIII:RecommendationsBasedontheresultsofthepost-pilotevaluation,focusgroupfeedbackaswellasourknowledgeofODOT-BOLI’schallengesandconcerns,wesuggestimportantnextstepsfortheSupervisorTrainingProgram.Wediscussourrecommendationsbelow.ParticipantDemographicRecommendations
• PilotonanOregonhighwayconstructionorganization:WehadanincrediblydifficulttimegettingrespondentsfortheneedsassessmentaswellasfindinganorganizationinOregonthatwouldallowustopilotthetrainingprogramwehaddeveloped.Thelackofresponse/helpfromOregoncontractorsforcedusoutofthestateandtheindustry.WhilewebelievethegroupwepilotedthetrainingonwassimilarenoughtothehighwayconstructiontradesinOregon,tobesure,itwouldbeidealtore-testthepilotprogramonanODOT-affiliatedcontractororcompany.
TrainingContentRecommendations
• Module1shouldbeexpandedby30minutestoincorporatemoreexamples,roleplaysandactivitiesthatwillgiveparticipantsexperienceinidentifyingcounter-productiveworkplacebehaviorsandbullyingsituationsaswellasactivitiesassociatedwithusingemotionalintelligenceindifficultworkplacesituations.
• Module2shouldbeexpandedby30minutestoincorporatemoretimetodiscussandusetheDiSCreportinexperientialactivities.
• Module3shouldbeexpandedby30minutestoincorporatemoreexamples,role-playsandactivitiesthatwillgiveparticipantsexperienceusingthecommunicationtacticsandde-escalationtacticsdiscussedinthetrainingcontent.
TrainingDevelopmentRecommendations
• 6-hourtrainingworkshop:Insteadofthe4.5-hourtrainingworkshop,itcouldbeexpandedtosixhourstoincludeexamplesandactivitiesassociatedwithModule1,2&Module3.Webelievethisistheoptimalsolutioninordertogetinallofthenecessarycontentandmakeitexperientialwithactivitiesandbreak-outgroups.
• Onlinecomponent:Ifasix-hourtrainingprogramisnotfeasible,aportionoftheworkshopcanbecompletedonline.WesuggestModule1tobedeliveredonlineprior
SUPERVISORTRAININGREPORT 20
tothein-persontraining.Thein-persontrainingcouldthenstartwithanexperientialactivitybasedonModule1toassesstheirknowledgegainedfromtheonlinecomponent.Additionally,alloftheassessmentsshouldbecompletedpriortothein-persontraining.Thiscouldbecomepartoftheonlinecomponentandareminderwillbegiventotheparticipantstocompletetheassessmentsandbringtheresultswiththemtothein-personworkshop.
• Train-the-trainerprogram:Forthenextphaseofthisproject/grant,wesuggestatrain-the-trainerprogramwherewecanteachinstructorshowtofacilitatethetrainingworkshop.Wewouldshareallofourdocumentsandinstructornotesforthisprogram.Wewillconductthetrainingofthetrainersandthenwewillshadowthetrainersastheybeginfacilitatingtheworkshops.IfwecantrainseveralinstructorswhoarelocaltothestateofOregon,itwillallowforaquickerandmorecost-effectivedisseminationofthetraining(asopposedtousfacilitatingthetraining).
• Programevaluation:Afterthenewtrainersbeginfacilitatingtheworkshops,werecommendaprogramevaluationtoensuretheyareadequatelymeetingthelearningobjectiveswehaveestablishedaswellastheparticipantsacquiringthenecessaryskillstotakebackwiththemtothejobsites.Wearehappytoconductthisevaluationaswehaveexperienceinthisarea.Inordertoevaluatethewhetherornottheprogramiscontributingtopositivedifferencesforsupervisors,aone-groupPre-test/Post-testshouldbeadministeredtogaugeknowledgeacquisition.Theevaluatorswouldgatherdatapriortoandfollowingthetrainingprogramforselectparticipants.Toensurevalidity,existingindustrymeasuresoneachcompetencytheyarelearningwillbeutilized.Thiswillallowustomeasurehoweffectivethethreemodulesarewithinthetrainingprograminteachingtheparticipantsthevariousskillsidentifiedascrucialforengenderingarespectfulworkplace.Fromthere,wewilltestthedifferencesinthecompetenciesgainedacrossthosewhograduatedfromthetrainingprogramsversusasmallsampleofvolunteerswhohavenottakenthecourse.Wealsosuggestfieldobservationsofthetrainerstostudyhowthecontentisbeingdelivered,thequalityofdelivery,andconsistencyacrosstrainers.
VIIII:ConclusionForthiscontract,wecreatedatrainingprogramaroundhowsupervisorsinthehighwayconstructiontradescancultivatemorerespectfulandsupportiveworkplacesforapprentices.Specifically,thistraininginterventionwasdesignedtodecreasetheprevalenceofaggressive,counter-productiveworkplacebehaviorsincludingworkplacebullying,discrimination,andmistreatment/harassmentonthejobbysupervisors.Thiswillallowforbettertreatmentonthejobandhelpwithretainingandattractingaskilledanddedicatedworkforce.Webelievewehavecreatedahigh-qualitytrainingprogramforsupervisorsinthehighwayconstructiontrade.Byparticipatinginatrainingworkshop,supervisorswillbebetterpreparedtoattract,hire,andretaintalentedandmotivatedemployeesandtoreducetheprevalenceofworkplacebullying,aggressivebehavioranddiscrimination.OurrecommendationsgoingforwardweredevelopedbasedonawarenessofODOT’sinterests,aswellasbroaderworkingenvironmentinthehighwayconstructiontrades.Webelievethat
SUPERVISORTRAININGREPORT 21
theimplementationofthetrainingprogramwillleadtoahealthierandmorerespectfulworkplace,thusleadingtolowerturnoverrates,higherretention,andgreateroverallproductivityandsatisfactionamongapprenticesandsupervisors.WeacknowledgethattheserecommendationsmayormaynotfittheexactrequirementsofODOTandweareopentofurthercollaborationinordertofacilitateanddisseminatethistrainingprogram.
SUPERVISORTRAININGREPORT 22
ReferencesAltschuld,J.&Kumar,D.(2010).NeedsAssessment:AnOverview.ThousandOaks:Sage.Basford,T,Offerman,L,andBehrend,T.(2013).DoyouSeeWhatISee?Perceptionsof gendermicroaggressionsintheworkplace.PsychologyofWomenQuarterly.38, 3410- 349.Bassett,S.(2016).Inequality,position,andperception:Understandingandaddressing workplaceharassmentinOregon’sconstructiontrades,MastersThesis.Berik,G.,Bilginsoy,C.,andWilliams,L.(2011).GenderandracialtraininggapsinOregon apprenticeshipprograms.LaborStudiesJournal,36,221-244.Bochantin,J.(2017).TurnoverandretentioninitiativeatDelhaizeAmerica.Reportforthe SalisburyFoodLiondistributioncenter,Spring2017.Byrd,Barbara.1999.Womenincarpentryapprenticeship:Acasestudy.LaborStudies
Journal,24,3-22.Dainty,A.R.,Bagilhole,B.M.,Ansari,K.H.,&Jackson,J.(2004).Creatingequalityinthe constructionindustry:Anagendaforchangeforwomenandethnic minorities.Journalofconstructionresearch,5,75-86.Denissen,A.M.2010B.Therighttoolsforthejob:Constructinggendermeaningsand identitiesinthemale-dominatedbuildingtrades.HumanRelations,63,1051-1069.Kelly,M.,Wilkinson,L.,Pisciotta,M.,&Williams,L.S.(2015,June).WhenWorkingHardIs NotEnoughforFemaleandRacial/EthnicMinorityApprenticesintheHighway Trades.InSociologicalForum(Vol.30,No.2,pp.415-438).Paap,K.(2008).Workingconstruction:Whywhiteworking-classmenputthemselves–and
thelabormovement–inharm’sway.Ithaca,NY:ILRPress.
PolicyGrouponTradeswomen’sIssues.2016.FinishingtheJob:BestPracticesforaDiverse WorkforceintheConstructionIndustryv6.1.Boston,MA:PolicyGroupon Tradeswomen’sIssueshttps://pgtiblog.files.wordpress.com/2016/07/ftj-v-6-1.pdfWaldinger,R.,Thomas,B.(1991).Thecontinuingsignificanceofrace:Racialconflictand racialdiscriminationinconstruction.PoliticsandSociety,19,291-323.
SUPERVISORTRAININGREPORT 23
AppendixA
SupervisorSurveyTemplateThankyoufortakingthissurvey.Wearetryingtocapturewhatyourexperienceshavebeenlikebeingasupervisorinthehighwayconstructiontrade.Pleaserespondtoallofthefollowingquestionsasopenlyaspossible.
1. Whatareareas,withregardtomanagingpeople,youwouldlikemoretrainingin?(selectallthatapply)
a. Careerdevelopmentb. Givingfeedbackc. Communicationskillsd. Performancereviewse. Leadershipskillsf. Conflictmanagementg. Dealingwithdifficultpeopleh. Other
1a.Ifyouselected“other”,pleasedetailhere.2. Whatarethebiggestcomplaintsyouhearfromsubordinates?(selectallthatapply)
a. Notenoughtimeoffb. Schedulingissuesc. Don’tfeellistenedtood. Conflictwithotheremployeese. Other
2a.Ifyouselected“other”,pleasedetailhere.3. Howdoyoudealwiththesecomplaints?(selectallthatapply)
a. Mediatethedisputeb. Refertopoliciesc. Referemployeestohumanresourcesd. Ignoree. Other
3a.Ifyouselected“Other”,pleasegivemoredetailshere.4. Whatdoyoulikemostaboutthepeoplewhoreporttoyou?(selectallthatapply)
a. Funb. Dedicated,careabouttheirworkc. Getthejobdoned. Easygoing,easytointeractwithe. Other
4a.Ifyouselected”Other”givemoredetailhere.5. Whatdoyoulikeleastaboutthepeoplewhoreporttoyou?
a. Lazyb. Toostrictc. Badattituded. Toomuchworke. Inflexible
SUPERVISORTRAININGREPORT 24
f. Other5a.Ifyouselected“Other”,pleasedetailhere.
6. Whatdoyouvaluemostaboutthepeoplewhoreporttoyou?(selectallthatapply).a. Theirworkethicb. Theymakeworkfunc. Theirattituded. Theirflexibility/willingnesstoadjuste. Theirprofessionalismf. Other
13fa:Ifyouselected“Other”,pleasegivemoredetailhere.7. Describethecultureoftheworksitethatnewemployeesshouldexpecttoencounter
ontheirfirstfewweeksonthejoborintraining.a. Whatarenormalwaysoftalkingandactingonjobsitesandduringtraining?b. Howshouldthesenewemployeesspeakoractinorderto“fitin”with
everyoneelse?c. Arethereaspectsofthisculturethatneedtobechangedtohelpnewpeople
feelmorecomfortable?8. Whatdoes“bullying”intheworkplacemeantoyou?9. Whensomeoneisbeing“aggressive”intheworkplacewhatdoesthislooklike?
Describethesebehaviors.WorkplacebullyingandAggressionintheworkplace,typicallyrefertobehaviorsthatareverballyand/oremotionallyabusiveandtargetedatanotheremployee(s).Someexamplesofbehaviorsinclude:
• Spreadinggossiporrumors• Excessiveteasingandsarcasm• Beingignoredorexcluded• Beinghumiliatedorridiculed• Beingexposedtohazingandotherinitiationbehaviors• Beingglaredatinahostilemanner• Beingyelledorshoutedatinahostilemanner• Threatsofviolence• Withholdingofinformationwhichaffectswork• Intimidatingbehaviorssuchasfinger-pointing,invasionofpersonalspace,and/or
shovingorblocking10. TowhomdoemployeesLIKELYturntoiftheyhaveissuesrelatedtoaggression,
harassmentorbullying?(selectallthatapply)a. Family/Friendsb. Coworkersc. DirectSupervisord. HumanResourcese. Unionf. Other
8a.Ifyouselected“Other”,pleasegivemoredetailhere.11. TowhomSHOULDemployeesturntoiftheyhaveissuesrelatedtoaggression,
harassmentorbullyingatworkoronthejobsite?(selectallthatapply)
SUPERVISORTRAININGREPORT 25
a. Family/Friendsb. Coworkersc. DirectSupervisord. HumanResourcese. Unionf. Other
8a.Ifyouselected“Other”,pleasegivemoredetailhere.12. Is“pokingfunat”,“excessiveteasing“,or“hazing”appropriateonjobsites?
a. Yesb. Noc. Ifyes,whenandunderwhatcircumstances?
13. Whatistheprevalenceofaggressivebehaviororharassmentinyourworkplace?a. IthappensNEVERb. IthappensRARELYc. IthappensFROMTIMETOTIMEd. IthappensOFTENe. IthappensVERYOFTEN
14. Haveyouobservedanydiscriminationorharassmentatwork?Withoutnamingnames,pleasedescribethesituation.Whowasinvolved?Whatwasthecircumstance?Howwasitresolved?
15. Inyouropinion,whoseresponsibilityisittointervenewhenaggressivebehaviorhappensintheworkplace?(Selectallthatapply)
a. Supervisorsb. HumanResourcesc. Thepeopleinthesituationd. Noonee. UpperManagementf. Othercoworkersg. Other(*needawriteinoptionhere)
16. Inyouropinion,whoseresponsibilityisittoaddressaggressiveorharassingbehaviorsothatitdoesnothappenagain?(Selectallthatapply)
a. Supervisorsb. HumanResourcesc. Thepeopleinthesituationd. Noonee. UpperManagementf. Othercoworkersg. Other(*needawriteinoptionhere)
17. Haveyoureceivedtrainingonworkplaceaggression,harassment,ormisconduct?(Responseoptions(Y,N,Idon’tknow)
a. Ifyes,whatareaswerecovered?b. IfnoorIdon’tnow,whatareasrelatedtoworkplacemisconductorworkplace
harassmentwouldyoulikemoreinformationandtrainingon?18. Whatwouldanidealtrainingprogramlooklikeregardingworkplaceharassmentor
misconduct?Pleasedescribewhatwouldbeincludedinthecoursecontent.a. Whatarethebesttimesforatraining?
SUPERVISORTRAININGREPORT 26
b. Howlongshouldthetrainingbe?c. Whereshouldthetrainingoccur?d. Whomshouldfacilitatethetraining(e.g.anoutsideconsultant,a
tradesworker,HR,etc.)Demographicquestions:
1. Whatisyoursex?a. Maleb. Femalec. Noanswer
2. Whatisyourrace?a. Caucasianb. Blackc. Hispanicd. NativeAmericane. Asianf. Indiang. Other
3. Whatisyourcurrentjobtitle/position?a. Journeyworkerb. Supervisorc. Foremand. Superintendente. Unionrepresentativef. Trainerg. Engineerh. Ownerofcompanyi. Other
4. Inwhattradedoyouwork?a. Carpenterb. Masonc. Irond. Laborere. Operatingengineerf. Painterg. Plumberh. Bricklayeri. Sheetmetalj. Non-constructionk. Other
5. Howmanyyearshaveyoubeenintheindustry?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+
SUPERVISORTRAININGREPORT 27
6. Howmanyyearshaveyoubeenwithyourcurrentorganization?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+
7. Howlonghaveyoubeenasupervisoratthisorganization?a. 0-2yearsb. 3-5yearsc. 6-8yearsd. 9-11yearse. 12+years
8. Whatisyourworkschedule?a. Daysb. Eveningsc. Overnightd. AcombinationofA,B,Ce. Other
AppendixB
ApprenticeSurveyTemplateThankyoufortakingthissurvey.Wearetryingtocapturewhatyourexperienceshavebeenlikeworkinginthehighwayconstructiontrade.Pleaserespondtoallofthefollowingquestionsasopenlyaspossible.
1. Doyoufeelvaluedatwork?Whyorwhynot?a. Ifanswered“no”,thenwhatcouldbedonesothatyoudofeelvalued?
2. Communication/Listening/Responding
a. Atyourworkplace,aretheiropenlinesofcommunication?Inotherwords,canyougotoyoursupervisoranddiscussissuesthatareimportanttothejob(includingthoserelatedtoaggressivebehavior,harassmentanddiscrimination?
i. Yesii. Noiii. Unsure
b. DoyoufeelyoucanyougotoHumanResourcestodiscussissuesrelatedto
conflict,aggressivebehaviorandworkissues?i. Yesii. Noiii. Unsure
SUPERVISORTRAININGREPORT 28
c. Doyoufeellikeyouhaveavoice?Inotherwords,whenyouhaveissuesatwork,dopeopleacknowledgeyourconcerns?Whyorwhynot?
d. Ifapplicable,whenyouhaveraisedissuesatwork,howareyourcommentsrespondedtobyothers?Pleaseprovideanexampleifpossible.
e. Towhomdoyougotoifyouhaveissuesrelatedtodiscrimination,harassmentorbullying?Checkallthatapply.
i. Family/Friendsii. Coworkersiii. DirectSupervisoriv. HumanResourcesv. Unionvi. Other
2e.Ifyouselected“Other”,pleasegivemoredetailhere.f. Doyoubelievetheseavenues(referencedinthepreviousquestion)are
effective?i. Yesii. Noiii. Unsure
3. Whatarebehaviorsbyothersandsupervisorsthatyoulikeandmakeyoufeelvaluedandengaged?Checkallthatapply.
a. Youropinionisvaluedb. Yourworkisvaluedc. Youfeellistenedtod. Theyhaveagoodattitudee. Theyarerespectfulf. Theyareflexibleg. Other
4a:Ifyouselected“Other”,pleasegivemoredetailhere.4. Describetheidealsupervisor–whataresomequalitiesorattributes?5. Whatattributesarevaluedorrewardedinyourplaceofwork?
a. Hardworkb. Showingupontimec. Goodattituded. Workswellwithotherse. Showsupontimef. IsFlexibleg. Other
6a:Ifyouselected“Other”,pleasegivemoredetailhere.6. Howareconflictscurrentlyhandledatyourjob?Howwouldyoulikethemtobe
handled?7. Haveyoueverwitnessedaco-workerbeingharassedorbulliedbysomeoneatwork?
a. Yesi. Ifso,pleasedescribethesituationincludingwhowasinvolved,whatwastheissue,andhowwasithandled.
b. Noc. Unsure
SUPERVISORTRAININGREPORT 29
8. Towhomisharassmentorbullyingtypicallydirectedtowardonthejobsite?Pleasecheckallthatapply.
a. Whitemenb. Menofcolorc. Whitewomend. Womenofcolore. GLBTQindividualsf. Other
9. Whohaveyouobservedbeingtheperpetratorsofharassmentofbullyingonthejobsite?Pleasecheckallthatapply.
a. Whitemenb. Menofcolorc. Whitewomend. Womenofcolore. GLBTQindividualsf. Other
10. Ifsomeoneexperiencesviolence,harassmentorbullyingonajobsite,howlikelyaretheytoreportthebehavior?
a. Verylikelyb. Likelyc. Somewhatlikelyd. Somewhatunlikelye. Unlikelyf. Veryunlikely
11. Haveyoueverstayedhomefromworktoavoidharassmentornegativetreatment?a. Yesb. Noc. Prefernotsay
12. Doyouknowofotherswhohavestayedhomefromworktoavoidharassmentornegativetreatment?
a. Yesb. Noc. Prefernottosay
13. Haveyoueverreceivedtrainingonworkplaceaggression,harassmentorbullying? a. Yesb. Noc. Unsured. Ifyes,whatareaswerecovered?
14. Whatwouldanidealtrainingprogramlooklikeregardingworkplaceaggression,bullyingormisconduct?Pleasedescribewhatwouldbeincludedinthecoursecontent.
a. Whatarethebesttimesforatraining?b. Howlongshouldthetrainingbe?c. Whereshouldthetrainingoccur?d. Whomshouldfacilitatethetraining(e.g.anoutsideconsultant,a
tradesworker,HR,etc.)
SUPERVISORTRAININGREPORT 30
15. Inaperfectworld,howshouldthingschangeonthejobsite?Pleasefillinthefollowingprompt:“Thingsattheworkcouldchangeif…”
DemographicQuestions:
1. Whatisyoursex?a. Maleb. Femalec. Prefernottoanswer
2. Whatisyourrace?a. Caucasianb. Blackc. Hispanicd. NativeAmericane. Asianf. Indiang. Otherh. Prefernottoanswer
3. Whatisyourcurrentjobtitle/position?a. Apprenticeb. Journeyworkerc. Other
4. Inwhattradedoyouwork?a. Carpenterb. Masonc. Irond. Laborere. Operatingengineerf. Painterg. Plumberh. Bricklayeri. Sheetmetalj. Non-constructionk. Other
5. Howmanyyearshaveyoubeenintheindustry?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+
6. Howmanyyearshaveyoubeenwithyourcurrentorganization?a. 0-5b. 6-10c. 11-15d. 16-20e. 20+
7. Whatisyourworkschedule?
SUPERVISORTRAININGREPORT 31
a. Daysb. Eveningsc. Overnightd. AcombinationofA,B,Ce. Other
WHATISWORKPLACEBULLYING?
1. Basedonyourprofessionaljudgmentandexperience,pleaseindicatewhichofthefollowingbehaviorshavebeendirectedtowardyouandbywhomoverthepastsixmonths.Ifthebehaviorwasrepeatedmorethantwotimesoverthepastsixmonths,pleasechecktheappropriatearea.
Behavior:
Supervisor Colleague/Co-worker
Customer/Client
PersistentBehavior?(2ormoretimes)
Someonewithholdinginformationwhichaffectsyourperformance
! ! ! !
Beingorderedtodoworkbelowyourlevelofcompetence
! ! ! !
Havingyouropinionsignored ! ! ! ! Beinggiventaskswithunreasonabledeadlines ! ! ! ! Excessivemonitoringofyourwork ! ! ! ! Pressurenottoclaimsomethingtowhichbyrightyouareentitled(e.g.sickleave,holidayentitlement,travelexpense)
! ! ! !
Beingexposedtoanunmanageableworkload ! ! ! ! Beinghumiliatedorridiculedinconnectionwithyourwork
! ! ! !
Havingkeyareasofresponsibilityremovedorreplacedwithmoretrivialorunpleasanttasks
! ! ! !
Spreadingofgossipandrumorsaboutyou ! ! ! ! Beingignoredorexcluded ! ! ! ! Persistentcriticismofyourerrorsormistakes ! ! ! ! Practicaljokescarriedoutbypeopleyoudon’tgetalongwith
! ! ! !
Havingallegationsmadeagainstyou ! ! ! ! Beingthesubjectofexcessiveteasingandsarcasm
! ! ! !
Beingshoutedatorbeingthetargetofspontaneousanger
! ! ! !
Intimidatingbehaviorssuchasfinger-pointing,invasionofpersonalspace,shoving,blocking
! ! ! !
SUPERVISORTRAININGREPORT 32
yourwayThreatsofviolence ! ! ! ! Beenglaredatinahostilemanner? ! ! ! ! Beenexcludedfromwork-relatedsocialgatherings?
! ! ! !
Hadothersstormoutoftheworkareawhenyouentered?
! ! ! !
Hadothersstormoutoftheworkareawhenyouentered?
! ! ! !
Hadothersconsistentlyarrivelateformeetingsthatyoucalled?
! ! ! !
Beengiventhe“silenttreatment”? ! ! ! ! Notbeengiventhepraiseforwhichyoufeltentitled?
! ! ! !
Beentreatedinarudeordisrespectfulmanner? ! ! ! ! Hadothersrefuseyourrequestsforassistance? ! ! ! ! Hadothersfailtodenyfalserumorsaboutyou? ! ! ! ! Beengivenlittleornofeedbackaboutyourperformance?
! ! ! !
Hadothersdelayactiononmattersthatwereimportanttoyou?
! ! ! !
Beenyelledatorshoutedatinahostilemanner?
! ! ! !
Hadothersrefuseyourrequestsforassistance? ! ! ! ! Hadothersfailtodenyfalserumorsaboutyou? ! ! ! ! Beengivenlittleornofeedbackaboutyourperformance?
! ! ! !
Hadothersdelayactiononmattersthatwereimportanttoyou?
! ! ! !
Beenyelledatorshoutedatinahostilemanner?
! ! ! !
Beensubjectedtonegativecommentsaboutyourintelligenceorcompetence?
! ! ! !
Hadothersconsistentlyfailtoreturnyourtelephonecallsorrespondtoyourmemosore-mail?
! ! ! !
Hadyourcontributionsignoredbyothers? ! ! ! ! Hadsomeoneinterferewithyourworkactivities?
! ! ! !
Beensubjectedtomeanpranks? ! ! ! ! Beenliedto? ! ! ! ! Hadothersfailtogiveyouinformationthatyoureallyneeded?
! ! ! !
Beenthetargetofrumorsorgossip? ! ! ! !
SUPERVISORTRAININGREPORT 33
Shownlittleempathyorsympathywhenyouwerehavingatoughtime?
! ! ! !
Hadco-workersfailtodefendyourplansorideastoothers?
! ! ! !
Hadothersdestroyorneedlesslytakeresourcesthatyouneededtodoyourjob?
! ! ! !
Beenaccusedofdeliberatelymakinganerror? ! ! ! ! Beensubjectedtotempertantrumswhendisagreeingwithsomeone?
! ! ! !
Beenpreventedfromexpressingyourself(forexample,interruptedwhenspeaking)?
! ! ! !
Hadattemptsmadetoturnotheremployeesagainstyou?
! ! ! !
Hadsomeoneflaunthisorherstatusortreatyouinacondescendingmanner?
! ! ! !
Hadsomeoneelsetakecreditforyourworkorideas?
! ! ! !
Beenreprimandedor“putdown”infrontofothers?
! ! ! !
AppendixCPost–PilotTrainingEvaluationForm
ThankyouforyourparticipationintheSupportiveWorkplacesprogram.Thissurveytakeslessthan5minutestocompleteandyourresponsesareanonymous.
Overall,howsatisfiedareyouwithwhatyouLEARNEDintheprogram?" Extremelysatisfied" Somewhatsatisfied" Neithersatisfiednordissatisfied" Somewhatdissatisfied" Extremelydissatisfied
SUPERVISORTRAININGREPORT 34
HowlikelyareyoutoRECOMMENDthisprogramtoacolleague?" Extremelylikely" Somewhatlikely" Neitherlikelynorunlikely" Somewhatunlikely" Extremelyunlikely
StronglyAgree(1)
Agree(2) NeitherAgreenorDisagree(3)
Disagree(4) StronglyDisagree(5)
Overall,Ilearnedalotinthisprogram
" " " " "
Thetopicspresentedarehighlyrelevanttomyrole
" " " " "
Theprogramwasagooduseofmytime
" " " " "
Thematerialshelpedreinforcemyunderstandingofthecontent
" " " " "
Theinstructordemonstratedahighlevelofexpertise
" " " " "
SUPERVISORTRAININGREPORT 35
FeedbackQuestions:Whatdidyoulikebestabouttheprogram?Whatisonetake-awayyouwillapplytoyourworkrightaway?Whatsuggestionsdoyouhaveforimprovingtheprogram?***Thankyouforyourtimeandfeedback!!Itisinvaluabletothesuccessoffuture
programs!***
SUPERVISORTRAININGREPORT 36
AppendixD
FocusGroupNarrativeResponsesWhatdoyoulikebestabouttheprogram?
• Participant1:“Theinteractionandlearningaboutmyself”• Participant2:“EmotionalIntelligence”• Participant3:Blankanswer• Participant4:“Loveditall”• Participant5:“Theinformationgivengavegreatdetailthatreallyhelpedme
understandandkeepmyinterest”• Participant6:“Learninghowtohandleeachsituation”• Participant7:“Learninghowtodealwithothers”• Participant8:“Disc”• Participant9:“Theabilitytotakeahardlookatmyself”• Participant10:“Thefeedback”• Participant11:“Learningwhatmyprofilewas”• Participant12:“IdentifyingtheDiscandusingittobettercommunicationwithour
associates.”• Participant13:“Instructorsclearlyknowthematerialandpresentedextremelywell
totheclassatlarge.DiscassessmentIfoundtobeveryuseful.”• Participant14:“Lettingusdogroupactivities,weneedmoreofthat”• Participant15:“LovedtheDisc!Itwasamazing.”• Participant16:“Presentationwasexcellent.Contentwasveryuseableonjob!”• Participant17:“Disc”• Participant18:“Learningmoreaboutmyself”• Participant19:“Discandlearningaboutmyself.Learningaboutothers”• Participant20:“Discbehavioralstyles–greatinformationandveryinformedtopics”• Participant21:“Thebinder.Iloveallthedetailedinformationinthebinder”• Participant22:“Learninghowtodealwithpeople”• Participant23:“Discmodule”• Participant24:“Theresultsoftheassessment–Disc”
ThemesinResponses:
1)Discassessmentandlearningaboutthemselvesandothers2)learninghowtodealwithothersandhandleconflictsituations3)thepresentationofmaterialasprofessionalandusable.
SUPERVISORTRAININGREPORT 37
Whatisonetakeawayyouwillapplytoyourworkrightaway?
• Participant1:“UnderstandingtheDisc”• Participant2:“Positiveinteractionwithassociates”• Participant3:“Youcan’tchangeapersonbutyoucanchangetheirbehaviors”• Participant4:“Discassessmentofpeople”• Participant5:Blankanswer• Participant6:“Takemytimeandevaluateeachsituation”• Participant7:“BeingabletoassesswhatpersonIamdealingwith”• Participant8:“Lookforbullying”• Participant9:“Lookforthewinwin”• Participant10:“Moreopenconversation”• Participant11:“UsingtheDiscatworktohelpothers”• Participant12:“Usethesetoolstodeescalatebullyingsituations”• Participant13:“Currentlyworkonself-awareness”• Participant14:“Understandingfeelingsofourassociates”• Participant15:“Reviewingeveryone’sstyleandhowtorelatetotheirstyle”• Participant16:“Managethebehavior,nottheperson”• Participant17:“Understandingpeople’sbehaviorsandwhytheyacttheywaythey
do.”• Participant18:“Trytoreadassociateforbetterinteraction”• Participant19:“Workonmypatience”• Participant20:Blankanswer• Participant21:“Howtounderstandwhattraitmyreportingassociatedare”• Participant22:“Listening”• Participant23:“Yes”• Participant24:“#1reasonemployeesquittheirjobistheirboss”
ThemesinResponses:
1)Positiveinteractionandrelationshipswithassociates2)Understandmybehaviorsandothersbehaviors(self-andotherawareness)3)UsetheDiscassessmentresultstounderstandselfandworkwithothers4)Usetoolstolookforanddeescalatebullying.
Whatsuggestionsdoyouhaveforimprovingtheprogram?
• Participant1:Blankanswer• Participant2:“Maybebreakitdownintotwoclasses”• Participant3:“Fourhoursisalittlelongclass,buthavebeenin8hourstrainingsoit
wasbetterthanthat”• Participant4:“Nothing”• Participant5:“Morevideosforexamples”• Participant6:“Lengthwasalittlelong”• Participant7:“None”• Participant8:“Veryinterestingbuttoolongofacourse”• Participant9:Blankanswer• Participant10:“Itwasgreat!Thankyou!”
SUPERVISORTRAININGREPORT 38
• Participant11:“None,thoughtitwasgreat!”• Participant12:“Morevideostoshowidentifyingcharacteristics.Maybe2sessions
broken-up”• Participant13:“Ithinkthecourseshouldbe6hoursinlength.Thiswouldenable
breaksandmorebreakoutconversationandreportout.Attimes,itfeltrushedbacktomeeting”
• Participant14:“None–itwasampleinformation”• Participant15:“Veryminimal–somegraphicsdidn’tprintwell(darkerbackground
ishardtoview).”• Participant16:“Nothing–great!”• Participant17:Blankanswer• Participant18:Blankanswer• Participant19:“Timing–Justearlyinthemorning”• Participant20:“Moregroupactivities”• Participant21:“Nothing…Itwasagreatdevelopmentprogram”• Participant22:Blankanswer• Participant23:“Fast-paced-definitelynotunderfourhours–probablymore4-4.5
hours”• Participant24:“Maybedoaroleplayingtoshowhowtohandleconflict”
ThemesinResponses:
1)Lengthofcourse:a)fast-paced,rushedattimes,toomuchin4hours,toolongb)breakitinto2sessionsinsteadofjustonelongone.
2)MoreActivities:Morevideos,moregroupactivitiesandroleplaying.3)None/Nothing