Who is this kit for?
This series is designed to help employees and managers deal with difficult relational situations.
Description
Produced in collaboration with the Regroupement de réseaux en santé des personnes au travail (RRSPT), this kit defines psychological and sexual harassment, reminds managers of their obligations and responsibilities in this area, and equips them to fully assume their role in maintaining a healthy workplace. It also aims to make employees aware of their responsibility to contribute to a good climate, and to inform them of the steps they can take to resolve a difficult situation themselves, or to report it. Finally, this kit also presents the process for handling a complaint, identifying the informal and formal measures appropriate for dealing with a situation.
The kit consists of four video vignettes, checklists designed to equip employees and managers to deal with difficult relational situations, and an implementation guide that suggests a sequential approach to implementing the various treatment tools presented in the kit.
The episodes
- Incivility, conflict and harassment: Concepts to distinguish
The first vignette provides a better understanding of psychological or sexual harassment, distinguishes it from related concepts (such as conflict or incivility) and shows who is responsible for maintaining a healthy work environment.
- The obligation to prevent and stop harassment
The second capsule aims to enlighten managers as to the scope of their obligations with regard to preventing and managing situations of harassment in the workplace. It will discuss vigilance, warning signs, risk factors and management practices likely to promote the maintenance or re-establishment of a healthy work climate for all.
- Workplace know-how and key behaviours
The third video presents the key behaviours required to maintain a healthy workplace climate. This video addresses the responsibility of parties and witnesses to uncivil or vexatious conduct in the workplace, as well as the notions of workplace know-how and self-criticism, and highlights the importance of being on the lookout for relational malaise and learning how to defuse it quickly.
- Dealing with difficult relational situations - Possible interventions
This final capsule deals with appropriate approaches to dealing with difficult relational situations, and presents in detail the modes of intervention, first informal, then formal. It covers direct dialogue, assisted dialogue, third-party facilitation, complaint admissibility analysis, third-party mediation, tripartite mediation, investigation, feedback and post-investigation recovery. The content of this capsule is illustrated by practical case studies.
Contents
For workplace stakeholders
For managers
- Principles and stages of manager-led facilitation
- Identified factors that can create a harmful work climate and possible courses of action
- Attitudes and behavior expected of a manager who receives a report
How to obtain this kit
Simply contact Katie Deschênes at katie.deschenes@rrspt.ca.
