When conduct crosses a line.
WHY THIS MUST BE SEPARATED FROM ORDINARY CONFLICT
It is not a disagreement between equals and it must not be mediated as one.
WHAT BULLYING TYPICALLY INVOLVES
Repeated behaviour that intimidates, humiliates or undermines Frequently involving an imbalance of power
WHAT HARASSMENT TYPICALLY INVOLVES
Unwanted conduct that violates dignity or creates a hostile environment Frequently related to a personal characteristic
WHAT EXAMPLES INCLUDE
Persistent criticism in front of others Deliberate exclusion Setting someone up to fail Threats and intimidation Unwanted comments about a person's characteristics Persistent unwanted attention
WHAT IT IS NOT
Reasonable management of performance Legitimate instruction A single instance of rudeness, in most cases Disagreement
WHY THAT DISTINCTION MATTERS
Performance management is frequently characterised as bullying, and genuine bullying is frequently dismissed as management.
WHAT DISTINGUISHES THEM
Whether the conduct is reasonable, proportionate and conducted properly.
WHAT TO ESTABLISH
Whether a reasonable person would consider the conduct acceptable.
WHAT TO DO WHEN IT IS RAISED
Take it seriously, immediately Do not dismiss it Do not suggest the person is oversensitive Follow the formal process
WHY NOT MEDIATE
Requiring someone to sit with a person who has harassed them causes further harm.
WHAT TO CONSIDER
Separating the parties while it is investigated.
WHAT TO ESTABLISH
That the complainant is protected during the process.
WHAT TO OBTAIN
Advice, where the matter is serious or unclear.
WHAT TO RECORD
Everything, carefully.
