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Cultivating a Workplace of
Civility and Respect
It Starts at the Top!
Sheila Krejci, M Ed HRD, Sheila K Consulting, Inc.Sheila Krejci, M Ed HRD, Sheila K Consulting, Inc.Sheila Krejci, M Ed HRD, Sheila K Consulting, Inc.Sheila Krejci, M Ed HRD, Sheila K Consulting, Inc.
www.sheilakconsulting.comwww.sheilakconsulting.comwww.sheilakconsulting.comwww.sheilakconsulting.com
Cultivating Workplaces of Civility and Respect
It Starts at the Top!
Sheila Krejci, M Ed HRD
Sheila K Consulting, Inc.
651-402-1274
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Sheila Krejci, M Ed HRD
Sheila K Consulting, Inc.
651-402-1274
Cultivating Workplaces of Civility and Respect
It Starts at the Top!
Stand
if this is You
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An organization’s goal in written
policies should be to encourage
professional behavior at all times AND
ensure a ZERO tolerance for
inappropriate behavior, so that
everyone is treated with respect while
enabled to perform to the best of their
abilities.
Hit or Miss?
Policy
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The Trees
Gender, race, culture, religion, generation
Personal experiences, learning styles, educational
achievements
Values, Work Ethics, Life Lessons
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The Forest
“A workplace culture where we value
others immediately; become curious
about and actively engage the
differences we see, hear and experience
with them.”
Incivility is the exchange of seemingly inconsequential
inconsiderate words and deeds that violate conventional
norms of workplace conduct.
Christine Pearson & Christine Porath
The Cost of Bad Behavior
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Select Task Force
on the Study of
Harassment in the
Workplace
Report of Co-Chairs Chai R.
Feldblum & Victoria A. Lipnic
June 2016
Effects of incivility in the workplaceEmployees who experience incivility:
66% say performance declined
80% lost work time worrying about the incident
63% wasted time avoiding the offender
75% have less commitment to the organization
12% simply quit
Simply witnessing disrespectful behavior results in:
Reduced concentration, memory and focus
Negative responses from customers and citizens
Report of Co-Chairs Chai R. Feldblum & Victoria A. Lipnic
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2017 EEOC Claims
49% Retaliation
2017 EEOC Claims
49%
34% Race
32% Disability
30% Sex
22% Age
Retaliation
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Individuals
Humiliation
Loss of Pride
Increased Blood Pressure
Decrease Immune System
PTSD
Decreased Performance
OrganizationInability to Retain/ Recruit
Spread of toxic behaviors
Brand/Reputation Bashing
Who’s at Risk?
Homogenous
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Many
Young Workers
Some
Workers Do
Not Conform
to Workplace
Norms
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Cultural
and
Language Differences
High
Value
Employees
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Rely on
Customer
Service-
Satisfaction
Social
Discourse
Outside the
Workplace
#MeToo
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All of these are examples of protected
classes or protected activities under the
Law:
1. Physically or mentally disabled
2. Co-workers who are being interviewed
in an investigation of Hostile Working E.
3. Co-workers who have received a
promotion even though they didn’t
deserve it
4. Pregnant women
Hit or Miss?
All of these are examples of protected
classes or protected activities under the
Law:
1. Physically or mentally disabled
2. Co-workers who are being interviewed
in an investigation of Hostile Working E.
3. Co-workers who have received a
promotion even though they didn’t
deserve it
4. Pregnant women
Hit or Miss?Protected classes under federal law
race, religion, sex, national origin, age disability and pregnancy
More Marital Status, Age (over 18), Sexual Orientation, Status with regard to Public Assistance and Activity in local Human Rights Commission
Policy
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If someone doesn’t complain about being harassed and you, as leader, don’t know about it, your company cannot be held legally
responsible.
Hit or Miss?
All of these are reasons people give for not reporting harassment in the workplace:
Fear of losing their job or good reputation
Assuming they won’t be taken seriously
Belief that nothing will be done by management
anyway
Fear of retaliation from management or other
colleagues
Hit or Miss
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The courts consider that a
victim claiming harassment
should have told the potential
harasser that their behavior
was unwelcome.
Hit or Miss?
It is illegal for a company not to have a
written harassment policy with a
complaint procedure.
Hit or Miss?
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An organization is found to be
retaliating against an employee only if
the employee is fired or demoted
because they filed a harassment or
discrimmination claim.
Hit or Miss?
So What?
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A Leaders Plan forCivility and Respect
Respectful Workplace Training –General Session
Respectful Workplace Training—Supervisor Session
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"Not everything that is faced can be changed,
but nothing can be changed until it is faced.“
James Baldwin
Page
Training Checklist and
Key Messages Activity
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Page
Supervisor’s
Interview Checklist
Who?
What?
When?
Where?
How?
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Your Role as a Leader
1. Is inappropriate behavior present?
2. Illegal? If so, what type ?
3. Who is the victim(s)?
4. What should “management do?”
5. Specifically; what would you do/say?
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How do we change workplace culture from
NO Harassment
toACCOUNTABILITY FOR RESPECT?
Page
Documentation Guide for Supervisors—
Specific Language
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Reality Check Exercise for Leaders
Examples of Uncivil and Retaliatory Behaviors
Tips to remind you of your Role as Leader when you become aware of a complaint of workplace violence or harassment under investigation
Training Key Messages, Design, Development and Follow Up from Leaders
The Supervisor’s Interview Checklist when you are the one receiving a report of inappropriate behavior
A Documentation Guide to Encourage Values of Civility and Respect.
Discussion Starters for Your Team or Organization
Ideas for Committing to Increase My Self Awareness Skills
Lead!!
Self Awareness
Review Policies/Processes
Reinforce Interactive Training
PRACTICE—It starts at the TOP!
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