welcome to safety provisions! sample · copyright safety provisions, inc. the canadian human rights...

Copyright Safety Provisions, Inc.

Welcome to Safety Provisions!

Welcome to the Safety Provisions, part of The Hard Hat Training Series. Today, we will talk about Workplace Civility. This can be an awkward topic to deal with. Incivility in the workplace is like a giant elephant in the room that no one wants to face or discuss; however, we cannot expect our workplace cultures to change themselves. In today’s training, we will strive to provide the tools and information that will allow you maintain a safe and productive workplace for yourself and those with whom you work. SAMPLE


We will cover the topics of respect and what you can do to ensure your workplace culture has foundations in civility and professionalism. We will also talk about discrimination, harassment, and bullying and how these behaviors can derail a culture of inclusion.

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Responding to aggressive behaviors can be daunting; we will go over what steps to take if you become a victim of discrimination, harassment, or bullying.

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The Canadian Human Rights Act, Canadian Multiculturalism Act, and the Canada Labour Code all address harassment and discrimination as they apply to workers in general and members of trade unions. They also set forth guidelines for investigating and disciplinary practices. The Canadian Human Rights Commission (CHRC) is the government agency that enforces federal laws regarding harassment and discrimination in the workplace.

Canadian Human Rights Act Part 3(1) – Prohibits discrimination on grounds of race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics, disability and conviction for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered.

Canadian Human Rights Act Part 14 – Addresses Harassment, retaliation, and accommodations of needs.

Canadian Multicultualism Act - All individuals receive equal treatment and equal protection under the law, while respecting and valuing their diversity.

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Some provinces or local jurisdictions may have specific laws regarding harassment and discrimination in the workplace. This training is not intended to be a comprehensive look at all applicable laws. Rather, it is a general awareness training to give you the tools to recognize and prevent aggressive behaviors in your workplace. Contact your local authorities to find out more about the specific laws in your jurisdiction.

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This means your employer has a legal and ethical obligation to promote a work environment that is free from discrimination and aggressive behaviors in any form. You and your coworkers have the right to work in an atmosphere that promotes the safety, equality, and well-being of all.

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ImpactWorkplace harassment is a pervasive problem. In fact, almost one-third of the approximately 90,000 charges received by authorities each year include allegations of workplace harassment. This includes charges of harassment on the basis of sex or gender, race, disability, and age.

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Incivility, bullying, harassment, and discrimination all affect a company’s bottom line because these behaviors increase absenteeism and employee turnover. It can also decrease motivation, leading to a fall in work quality and job satisfaction. Employees stop trusting each other, which leads to a breakdown in communication, leaving gossip to take over as the form of office communication.

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The true cost of harassment for employers is the effects it has on the organization as a whole. Negativity will ripple out beyond the perpetrator and victim. Any witnesses to the aggressive behaviors—even if they don’t necessarily feel victimized by it—will lose loyalty to managers or the company as a whole (especially if a customer were to witness bullying or harassment between employees). For the victims of harassment, the cost is much more personal.

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EmotionalVictims of harassment and bullying can experience long-term anxiety and depression. They may experience feelings of self-doubt or self-blame. Studies have found a link between harassment and symptoms of PTSD, including re-experiencing the trauma and avoiding people or objects that remind them of the harassment.

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The average worker spends more time on the job interacting with work colleagues than with friends or family. That means the relationships with your coworkers carry a lot of weight, and when they break down, it can have serious repercussions. In fact, workplace stress leads to about 300 suicides every year.

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PhysicalThe stress and anxiety associated with bullying, harassment, and discrimination in the workplace can lead to sleep issues, high blood pressure, loss of appetite, headaches, and weight fluctuations. These physical effects can manifest in the workplace, leading to a serious loss of productivity.

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FinancialTaking into account the emotional and physical effects of harassment, it shouldn’t be surprising that victims often take sick days or unpaid leave. If conditions at work fail to improve, they may be faced with the decision to quit. In some cases, if the harasser is a supervisor, the victim might be fired, leaving them to deal with financial fallout on top of emotional and physical effects.

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DefinitionsAs you can tell, we will be covering a lot of ground in today’s training. Let’s take a moment to become more familiar with some of the terms we’ll be using.

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DiscriminationSimply put, discrimination means treating someone unfairly because of who they are, or because they have certain characteristics. Here is a list of the groups that are protected under law, also referred to as Protected Classes. Take time to review this list and become familiar with it. We will be referring back to it later on in the training.

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Discrimination can occur at any time, from the application process to termination of employment. And that applies to anything in-between, including pay raises, job assignments, training, or any other term or condition of employment. It is illegal to discriminate against anyone when it comes to any aspect of employment.

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HarassmentHarassment is behavior that must be endured as a condition of continued employment, or conduct that is severe or pervasive enough to create a work environment that a reasonable person would consider intimidating, hostile, or abusive. Any behavior that demeans, embarrasses, humiliates, alarms, or abuses someone is considered harassment. This includes words, gestures, bullying, or other inappropriate activities. As with sexual harassment, the key word for all other types of harassment is unwelcome.

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Harassment is similar to Discrimination, in that behaviors identified as Discrimination and Harassment are both directed against Protected Classes. The laws regarding protected classes change frequently. Employers should be aware of any changes in the law, and adjust their harassment and violence policies accordingly.

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CivilityDespite what your first reaction to the word “civility” may have been, it isn’t a set of rigid rules or social formalities meant to suppress your individuality. Civility, simply put, is polite actions and expressions. It makes others feel valued, and contributes to the mutual respect you would expect at work. Civility is the consistent implementation of good manners, politeness, and a general awareness of the rights, needs, and wishes of those around you.

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IncivilityConversely, incivility would include being rude or discourteous in your speech or behavior. Workplace incivility disregards another’s basic humanity and our respective duty to care about them. Incivility includes the following: • Being disrespectful• Being petty• Being mistrustful

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BullyingWorkplace bullying is a persistent pattern of mistreatment from others in the workplace that causes either physical or emotional harm. Bullying can take the form of verbal or psychological abuse, and humiliation. This type of workplace aggression is particularly difficult to pin down, because workplace bullies tend to operate within the established rules and policies of the workplace. In fact, there is no exact definition for bullying behaviors in the workplace.

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ConflictConflict arises from differences—different personalities, different backgrounds, motivations, ideas, or even different goals or values. Sometimes, these differences will seem trivial and you will deal with them with ease. However, when a conflict triggers strong emotions, it can mean that you or the person you’re conflicting with are not feeling respected or valued.

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Instigator And VictimAn instigator is the person who brings about the aggression, harassment, or discrimination. They are the person who starts the fight or makes the inappropriate comment. We will also use this term when referring to workplace bullies. A victim is the person being harassed or discriminated against. We will use this term interchangeably with target when we discuss bullying.

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A Hostile work environment arises when speech or conduct is so severe and pervasive it creates an intimidating or demeaning work environment that negatively impacts your job performance. Hostile work environment situations can be difficult to recognize because a single comment or occurrence may not seem severe, or there may be long periods between incidents.

Hostile Work Environment

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Intent is Not NecessaryBeauty may be in the eye of the beholder, but harassment is in the eye of the victim. Your conduct can create a hostile work environment for anyone around you, not just the person you’re interacting with at the moment. A joke shared with an appreciative coworker may make someone across the room uncomfortable. If your behavior is consistent and pervasive, you have created a hostile work environment for your coworker.

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Ignorance Is Not An Excuse“I didn’t know,” is not an excuse for instigating or tolerating any type of aggressive workplace behavior in your workplace. You have been provided with this training so you can keep yourself safe, but also so you can recognize questionable behaviors within your workplace and safeguard those around you.

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As you will see, the behaviors we will be discussing today tend to blend and bleed together, with one set of behaviors leading to another. What begins as unprofessional behavior and intolerance can end in violence. It is imperative that everyone in the workplace feel they have a stake in keeping the workplace civil.

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Respect

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It takes effort to focus on others, to be courteous and thoughtful. To be kind. When you don’t make that effort at work, the result is disrespect, isolation, and bullying. It seems as if our relationships at work are rarely grounded in civility, even though everyone should be striving to establish a culture that promotes respect, protects trust, and nurtures diversity. If you stand by and don’t do anything about incivility, you are, in fact, enabling a toxic work environment. SAMPLE


Workplace Culture

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Culture is one of the most effective administrative controls pertaining to workplace civility. Employers should put a premium on diversity and inclusion. A healthy work culture illustrates that all employees deserve to be respected, and will have these five elements:• Fairness• Honesty• Integrity• Respect• Accountability

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FairnessPlay by the rules. They apply to everyone. There is no room for discrimination or unfair treatment in an ethical workplace. When you see someone being treated unfairly, you are offended, too. That’s why a company’s success depends on a climate of fairness and compassion.

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HonestyIf someone is perceived as dishonest, it can be difficult, if not impossible, to trust them. Most people think of themselves as honest, but it’s easy to make a bad decision when you think you won’t get caught. Dishonesty in the workplace with break the relationships you have built and taint your reputation. When a coworker is seen as dishonest, you don’t want to work with them; the same is true if others think you are dishonest.

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IntegritySomeone with integrity is trusted to adhere to the moral and ethical principles of the workplace. Having integrity means keeping promises, not only to your customers but your coworkers, as well. People with integrity practice what they preach, as the saying goes. Say what you mean, and mean what you say.

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Integrity is the foundation on which you and your coworkers build relationships. It engenders trust. You know you can count on someone who has demonstrated integrity in the past, and look forward to working with them. When someone doesn’t act with integrity, you have a sense of betrayal which can reach beyond the coworker to the company itself. Keep your promises so people can count on you.

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RespectRespect is fundamental to a healthy workplace culture. Respect in the workplace should be based on your colleagues’ skills and their ability to do their jobs, not their skin color or their religion. You wouldn’t want to be judged by such things, and you shouldn’t judge others by them, either. A recent study showed that 80% of employees feel that a lack of respect in their workplace is a serious problem, with 60% feeling that the problem is getting worse. How can you change this where you work? Let’s explore some ways.

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Focus On OthersA great first step to taking responsibility for your actions and conversations is focusing on others. Consider how your words and deeds will impact your coworkers, your customers, and yourself. With this in mind, you’ll be able to approach your interactions with respect, even if you don’t feel the other person returns it.

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Build BridgesLook for ways to integrate diversity in your team, and be an example of inclusiveness. Diversity allows for a wide range of opinions and insights, which can be valuable when troubleshooting issues or approaching a difficult project. Appreciate (and show appreciation for) everyone’s opinion. It doesn’t cost you anything to listen. Be aware of labeling and stereotypes, and stay away from them; use behaviors that show your respect for individual differences.

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Be Self-AwareTake time to figure out your “hot buttons”—those issues that really get under your skin. Knowing what makes you angry or frustrated will help you control your reactions so you can speak and act appropriately and professionally. Be aware of the respect you display in your attitude, conversations, and actions.

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Everyone wants to think they treat others with respect. Really pay attention to your communications with others. Take stock of how you come across, both inside and outside of work, on an ongoing basis. Take time to rate your interactions (on a scale of 1-10, for example) periodically to measure your success and identify areas for improvement.

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Speak RespectfullyWe will discuss gossip and rumors in depth a little later, but be sure you are communicating positively about your coworkers and your company. Realistically, no company is perfect, and neither are the people working there. Vent if you need to, but make sure your conversations don’t become idle gossip.

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Naturally, conflicts will occur in your workplace, as they do in every workplace. Take responsibility for your words and actions. Don’t say something or do something based on what you think the other person means, or what you think they want. Practice self-restraint and focus on your team goals, not your assumptions, when responding during a conflict. We will discuss conflict resolution in more detail later.

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Showing dedication to an inclusive culture means making employees accountable for their actions. If employees know their concerns and complaints are taken seriously, investigated quickly and thoroughly, and discipline measured out when needed, they are more likely to report issues. This leads to a reduction in harassment and other alarming behaviors in the workplace.

Accountability

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When leadership values a workplace free of harassment and violence, it will establish a sense of urgency about preventing unacceptable behavior. Supervisors and managers should take a visible role in stating and modeling the importance of having a safe workplace where all employees feel valued. The example of a manager can make or break the culture in any workplace.

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CivilityCivility and good manners mean a lot of different things to a lot of different people. Remember, the impact of any rude or disrespectful behavior is significant, both to your company and to you as an individual. No one expects you to be perfect, and you will inevitably slip into rude or uncivil behaviors once in a while. Everyone does. However, when that rudeness becomes “normal” and accepted in your workplace, that’s an issue. To the right are some behaviors that model civility. Take a few minutes to look them over. Can you think of other actions that would be considered civil that aren’t included here?

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Companies should not only say civility is a priority, they should back this statement up with bonuses, promotions, and discipline that clearly reward respectful behavior. You can help by using the methods we’ve discussed. Even if it’s just within your own circle of friends or acquaintances, take steps to eliminate aggressive behaviors and promote civility within your workplace. SAMPLE


Conflict Resolution

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Civility demands that you speak in a respectful, responsible, and principled manner. Avoid conversations that could be perceived at offensive, rude, demeaning, or threatening. Sometimes, being disrespectful is seen as “telling it like it is.” The reality is, this kind of communication is hurtful to others and detrimental to your own reputation.

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Conflict is a normal part of life, in and

outside of the workplace. Learning to deal

with them in an acceptable way is crucial.

When handled in a respectful way, conflict

can be an opportunity for growth that

strengthens the bond between team

members. By learning the skills needed for

successful conflict resolution, you can keep

your relationships strong and growing.

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Conflict can trigger strong emotions. If handled poorly, they can lead to hurt feelings, disappointment, or feelings of discomfort for

everyone involved (whether they were involved in the conflict or only witnessed it). When conflict isn’t managed properly,

resentment grows, and the sense of unity is lost in the workplace. When you resolve conflict quickly, mutual trust will flourish.

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Your ability to successfully manage and resolve conflict will depend on four key skills. Together, these skills give you the ability to take conflict in stride and resolve differences in ways that build trust and confidence. These are the skills we’ll be focusing on today: • Quickly relieve stress• Recognize and manage your emotions• Improve nonverbal communication skills• Use humor to deal with challenges

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Quickly Relieve StressThe saying goes, “The only person you can control is yourself,” and that holds true in the workplace, as well. You will regularly come in contact with people who don’t share your core ethics of dignity, fairness, and respect—whether it’s a difficult client, or a boss who berates you during a meeting. Such interactions can lead to stress.

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Stress can rise to harmful levels before you are aware there is even a problem, making it difficult to quantify. Nevertheless, it is real. It’s essential that you are aware of your stress levels and how they are affecting your attitude at work.

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The stress everyone feels at their jobs can be harmful, both physically and emotionally. In fact, stress worsens or increases the risk of obesity, heart disease, diabetes, and depression. If you are feeling stressed, there are a few things you can do to help release your frustration and refocus on your job and overcome conflict.

Did you know?A number of factors play a part in reducing stressful working conditions:

• Balance between work and family or personal life• A support network of friends and coworkers• A relaxed and positive outlookSAMPLE


BreatheYou’ve heard it before, from the time you were a child. Count to 10. Take a few deeps breaths, take a step back, and give yourself even just 10 seconds to process. Put things in perspective. That can be hard to do when you feel attacked, but it could help diffuse a potentially volatile situation. Whenever you feel overwhelmed or you are struggling to control yourself, be mindful of your breathing. This can help mitigate the effects of stress and allow you to regain control of yourself.

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Write It DownSometimes, putting your feelings into words is just what you need. When verbalizing your emotions isn’t the wisest choice, grab a pen and paper and vent on the page. After you feel better, shred (or permanently delete, if using a computer) the document and move on.

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Vent If you have a trusted friend or colleague with whom you can discuss work-related issues, do so. It can be helpful to talk about your stress or aggravation to someone who understands the company’s culture and work environment. It can give you perspective.

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Seek Outside SupportA quick text or call to a friend or family member can be just what you need to reestablish your internal balance. They can be your cheerleader and offer moral support in times of stress.

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Get OutIf you’re really having a rough day—someone took credit for your work, or a big project fell through—one of the best things you can do is remove yourself from the situation. Take your lunch break, or just walk around outside for a few minutes. Getting awayand changing your environment will provide you with the physical and mental distance needed to relax.

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Recognize And Manage Your EmotionsKnowing your own feelings may seem like a simple concept, but people regularly ignore or “push down” strong emotions

like anger, sadness, and fear. Your ability to handle conflict in your workplace depends on being able to connect to these feelings,

not ignore them. If you don’t know how you feel or why you feel that way, your ability to communicate effectively is impaired, and

you won’t be able to smooth over disagreements. Staying centered and in control of yourself will keep you from being ruled by

your emotions during a conflict situation. Emotional awareness is the key to understanding yourself and others.

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Everyone has an emotional overaction at one time or another. News stories about people who tweeted or emailed while they were emotionally overwhelmed show up every day. On the other side of the coin, some people will freeze when they are emotionally overwhelmed; fear and anxiety will keep them from seizing the moment to stand up for themselves or their values.

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You always have a choice. A particular thought or emotion doesn’t prevent you from taking action; nor does it compel you to take a specific action. No one can choose their emotions, but you can choose your reaction to them. Acknowledge your emotions, strive to understand why you are feeling the way you are, and choose a course of action that reflects respect. If you can recognize your emotions without becoming them, they will not determine your behavior.

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Using HumorWhile not appropriate for every situation, humor can help you avoid and resolve arguments and disagreements. Humor allows you to express ideas or emotions that might otherwise be difficult to express without creating further conflict. Humor isn’t a cure-all for every conflict, but it can help you through the disagreements that will naturally arise in any workplace.

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Humor and play can help you reframe problems and put things into perspective. When used properly, it can reduce tension and anger, and turn the conflict into an opportunity to connect more fully with your coworker and allow for a better relationship.

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Monitor Nonverbal CuesIf someone isn’t enjoying your attempts at humor, you’ll be able to tell from their body language. Does their smile seem fake orforced? Are they leaning away from you or leaning towards you, encouraging you to continue? We’ll talk more about understanding body language a little later in today’s training.

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Like any tool we use on the job, humor can be used in negative or positive ways. Making snide, hurtful remarks and trying to pass them off as a joke will only create more problems. When joking is one-sided, it undermines the trust you are trying to build. Remember, good-spirited humor includes everyone. It is important to laugh with someone, not at them. We’ll discuss the difference between teasing and taunting a little later in the training.

Avoid Mean-Spirited Humor

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Effective Communication

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When people are upset, the words they use rarely convey the issues at the heart of the problem. When you listen for what is felt

as well as said, you can become more aware of your coworkers’ needs and emotions, which can in turn, make you more aware of

your own. Active listening makes it easier for others to hear you out, since they feel you are hearing them out. It also makes them

more inclined to try to understand your position. In this section, we’ll talk about how active listening and body language can assist

in effective communication in your workplace.

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Active ListeningTruly focus on understanding the person you’re speaking with. Everyone wants to feel heard and understood. You do not have to agree with them, but do show you have listened to their point of view and understand where they are coming from. When you are actively listening, these techniques will show the other person that you are striving to understand their position: • Encourage• Clarify• Restate• Reflect• ValidateSAMPLE


Encourage whoever you are speaking with to share their issues as fully and clearly as possible. Use phrases such as, “I want to understand what has upset you,” or, “I want to know what you are really hoping for.” These show you are trying to understand, and that you really want to understand, their point of view.

Encourage

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RestateRestate or rephrase what you just heard the person tell you. This shows your coworker what you have come to understand from the conversation. It may be that you need additional information, and phrases like, “It sounds like…” or, “So, if I understand you correctly…” give them an opening to clarify.

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ClarifyDon’t make assumptions. Ask questions open-ended questions that allow the other person to give you information without feeling like they’re being interrogated. Try using phrases such as, “Can you tell me more about that?” or, “Is that usually what happens?” This indicates a real interest in the facts of the matter.

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ReflectTake a mental step back and ask yourself if you are seeing the issue clearly, or if you can look at it differently. Ask yourself, “How would I want to be treated if the roles were reversed?” Reflecting shows understanding and changes the emphasis from differences to common ground. Not only should you treat your coworker the way you would want to be treated, but the way THEY want to be treated.

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ValidateEven if a solution to the issue doesn’t present itself at the time, validate the other person’s concerns by letting them know you have heard and understand where they are coming from. Express your appreciation for them coming forward to speak with you. Appreciation can go a long way toward resolving conflicts if you deliver it with integrity and respect. Use phrases like, “I really appreciate that we are talking about this,” or, “I’m glad we’re trying to figure this out.”

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Nonverbal CommunicationWhen it comes to effective communication, what you don’t say can tell people almost as much as what you verbally communicate. Paying close attention to the other person’s nonverbal signals may help you figure out what the other person is really communicating so you can respond in a way that builds trust, and get to the root of the problem. Simple nonverbal signals such as a calm tone of voice, a reassuring touch, or a concerned facial expression can go a long way toward defusing a heated exchange.

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Facial ExpressionsA person’s face is usually the first thing we see, and their expression is the first thing we notice, even before we hear their voice or what they want to say. Think of the last time you met someone. Were they smiling? Were they frowning? What did they convey about themselves with that expression? How did that shape your attitude toward them, and your conversation with them?

Did you know?Studies have found that the most trustworthy facial expression includes slightly raised eyebrows and a small smile.

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Your facial expressions can reveal your true feelings about a

situation. If you say you are feeling fine, but you are frowning, your

face is telling people a different story. As we’ve discussed,

nonverbal communications and behaviors can vary widely between

cultures. However, the facial expressions for happiness, sadness,

anger, and fear are similar around the world. They are the most

universal form of body language.

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Eye Contact“The eyes are the window to the soul,” says the cliché. Eyes reveal a great deal of what you are thinking. Making eye contact and taking note of a person’s eye movements is an important part of communicating. Some eye behaviors you might notice are if someone is making direct eye contact or directing their gaze elsewhere, how much they are blinking, or if their pupils are dilated.

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MouthMouth expressions can tell you a lot about what someone is feeling. For example, chewing on your bottom lip communicates worry, fear, or insecurity. Covering your mouth might be polite if you are yawning or coughing, but it might also be interpreted that you are attempting to cover a frown of disapproval. See more examples in the graphic below.

Pursed lips: Might be an indicator of distaste, disapproval, or distrust

Lip biting: Could indicateworry, anxiety, or stress

Covering mouth: People might cover their mouths in order to hide a smile or smirk

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PosturePosture can convey how a person is feeling, as well as hints about personality traits (like if the person is confident, open, or submissive). For example, if you are sitting up straight, you may be communicating focus and attention to what is going on. Sitting with your body hunched forward, on the other hand, might imply you are bored or indifferent. Make sure your body language conveys your sincere desire to connect with and understand the person with whom you are speaking.

Open posture is when the trunk of the body

is open and exposed. This type of posture

indicates friendliness, openness, and a

willingness to listen.

Closed posture involves hiding the trunk of the body, often by

hunching forward and keeping the arms and legs crossed. This

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Arms And LegsArms and legs convey a lot of nonverbal information. Closed body language like crossed arms can indicate defensiveness. Conversely, holding your arms out wide, might be interpreted as an attempt to seem larger or more commanding.

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GesturesDeliberate movements and gestures can vary greatly from one culture to another, as can their meanings. Gestures like waving, pointing, and using fingers to indicate numeric amounts are fairly common and easily understood. Unlike facial expressions, gestures may be cultural, so be mindful of your gestures, especially if you are speaking with someone from a different culture. For example, giving a thumbs-up or a peace sign have completely different meanings outside of North American cultures.

Did you know?The "Okay" gesture, made by touching together and index finger in a circle while extending the other

three fingers can be used to mean okay or all right. However, in some parts of Europe, the same signal is used to imply you are nothing. In some South American countries, the symbol is actually a vulgar gesture.SAMPLE


Derailers

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We’ll call behaviors that could disrupt the workplace culture “derailers.” They keep your team from reaching its goals of inclusion and respect, and negatively impact your workplace culture. The behaviors or derailers we’ll talk about today are incivility, harassment, discrimination, and bullying (including cyberbulling).SAMPLE


IncivilityIn the workplace, incivility is more than just being rude. It is deviant workplace behavior. Remember, this kind of behavior, if left unchecked, can lead to serious issues, so it is important to keep yourself and others from indulging in uncivil behavior.

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Organizational

Production Deviance: Leaving work early, taking

excessive breaks, intentionally working slow, wasting

resources

Interperpersonal

Political deviance: Favoritism, gossiping, blaming,

competing non-beneficially

Personal aggression: Sexual harassment, verbal abuse,

stealing from coworkers, endangering coworkers

Workplace incivility comes in two different forms: Organizational and Interpersonal. Organizational deviance can be something as simple as leaving work early on a regular basis, or it can be as serious as stealing from the company. Take a few minutes to look over this graphic. Do any of these behaviors occur in your workplace?

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The Personal Aggression seen in this graphic refers to behaviors that fall under a workplace violence heading. We will not be covering these behaviors in this training, except to say that they are all illegal and should be reported not only to the proper authority within your company, but to the local authorities so they can take proper legal action.

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Harassment

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Anyone in your workplace can be involved in harassment. That includes peers, supervisors, subordinates, vendors, customers, or contractors. While sexual harassment is the most common type of harassment in the workplace, any behavior that is threatening, insulting or intimidating derails a healthy workplace culture. Today, we’ll be discussing physical, verbal, and harassment, as well as the emotional harassment more commonly known as bullying.

Did you know?Almost 30,000 complaints are made every year regarding workplace

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Some forms of verbal harassment, like screaming, yelling and name-calling, are easy to recognize. Other behaviors can be more refined but equally troubling or alarming, such as belittling other people or their work, making derogatory remarks, or trying to sabotage others' reputations.

Verbal Harassment

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Verbal harassment is common in the workplace, because it tends to get dismissed as friendly workplace banter. To the right are just a few of the phrases used to minimize verbal harassment. Can you think of some others you’ve heard or used?

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Unfortunately, taunting, name-calling, and spreading rumors don’t end when we transition from the schoolyard into the workplace. However, now those behaviors have a name: verbal harassment. Just like in grade school, verbal harassment can happen in a one-on-one setting or in a group.

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Rumors And GossipRumors are a damaging and unproductive form of communication. Rumors are usually caused by ignorance, unhealthy competition between employees, or a general lack of communication within the work environment.

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As we all know, a rumor doesn’t have to be true in order for it to do serious damage. Whether the rumor is about management or other employees, it can spread quickly throughout the workplace and possibly into the community as a whole. Before long, people may begin to believe the rumor is true. This can lead to hurt feelings, but far more importantly, the reputations of everyone involved can be called into question.

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Remember the ripples in the water: once rumors start, it’s impossible to control the consequences for individuals or employers. Interoffice gossip and rumors should be discouraged. Avoid nurturing or spreading rumors, no matter where they come from.

Did you know?Defamation of character is defined as a false or derogatory statement about

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Jokes and TeasingHumor in the workplaces should be inclusive and well-received. Mean-spirited jokes can be objectionable, even when they’re not directed at a specific person. Again, perception is everything. What you consider light-hearted fun, someone else might consider offensive.

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While it is best to keep conversations work-related and professional in tone, sometimes employees banter back and forth at work. This is a natural occurrence, and is actually a good sign that your team gets a long well with each other. Sometimes, there is nothing better than a quick quip or clever word play to make everyone laugh and bring them together. However, there is a fine line between good-natured teasing and verbal harassment.

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When teasing becomes hurtful or unkind and happens consistently, it becomes harassment. Jokes about someone’s race, gender, or sexual preferences can quickly cross the line into harassment. Unfortunately, we have all heard this kind of “humor” throughout our lives. We hear these jokes at parties, in our social circles, and yes, even at work.

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Name-callingToday’s workplace is increasingly diverse, and the conversations and humor shared with coworkers should reflect that. Ethnic slurs or other derogatory terms are not only unprofessional, they can contribute to a hostile work environment. No one wants to be judged by or ridiculed for the color of their skin, their ethnicity, or their disability.

Derogatory means “detracting from the character or standing of another,” “expressive of a low opinion,” or “showing a critical or disrespectful attitude.”SAMPLE


Your employer should have strict policies prohibiting the use of derogatory terms, slurs, and stereotypes in the workplace. Any conversation that dehumanizes someone or makes them feel “less than” is contributing to a hostile workplace and should not be tolerated.

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Exposure to visual harassment, directly or indirectly, can make anyone in the workplace feel uncomfortable, degraded, or threatened. Visual harassment can include posters, pictures, or other printed material. These images may have been tolerated in the past, but could be considered illegal by today’s standards.

Visual Harassment

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By now, we all know e-mails can get us in trouble at work. Forwarding e-mails within the workplace can easily make a

coworker uncomfortable if the correspondence is unwelcome, offensive, or racially charged. Those same jokes and slurs

from verbal harassment become visual harassment when you put them in an e-mail or text. Again, perception is

everything. What you find funny, someone else may find intimidating and degrading. It is always best to keep your

e-mails and texts professional and work-related.

E-mails

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ImagesAny image, either electrical or physical, that makes someone feel belittled, threatened, or intimidated, is harassment—regardless of why you have chosen to display the images. That includes clothing with offensive or vulgar images or racist slang, phrases, or nicknames.

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Magazines that promote violence against protected classes or contain racial slurs would also be considered harassment. As would displaying posters or other pictures that belittle or disparage others. Even drawing such images can be considered harassment. Such images have no place in the workplace and convey an attitude of disrespect not only to the people represented in them, but those you work with, your company, and customers who may also be subjected to the images.

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Non-verbal gestures may also constitute harassment. Of course, not all gestures are meant to be offensive. In fact, gestures can be helpful in communicating effectively, which we’ve already discussed. However, some are clearly inappropriate. Remember, it doesn’t even have to be directed at one particular person to be harassment. For example, if you and a coworker are joking around and you make an inappropriate hand gesture and someone else sees it, they might feel uncomfortable and even harassed.

Gestures and Body Language

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Today’s workplace often brings together people who have different personalities, cultures, and power dynamics. It can make for a tense environment that can lead to physical altercations. Any physical aggression, even in jest, should be discouraged in any workplace. It is all too easy for this “joking around” to escalate to workplace violence.

Physical Harassment

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Like physical harassment, sexual harassment can cross the line into assault. We will not be covering sexual harassment in depth in this training due to the vast amount of information sexual harassment covers. However, sexual harassment can take a visual, verbal, or physical form. You will use the same reporting methods for sexual harassment that we discuss later in this training.

Sexual Harassment

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Pedro works in a busy office. His supervisor often refers to him with reference to his country of origin. The supervisor also expresses a negative view of Pedro’s work based on his heritage, even in front of clients. When Pedro objects to his behavior, the supervisor says he was just joking.

Is it harassment?

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CONCLUSION

Because the supervisor targeted Pedro due to his race or nationality, this would be considered harassment. He is trying to pass his verbal harassment off as joking, but his behavior is affecting Pedro and his reputation with the company’s clients.

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RECOURSE

Pedro has a couple of options at this point. He can speak directly with is supervisor and let him know the behavior is unacceptable and ask it to stop. He can also report the behavior to the HR department or someone further up the chain of command.

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Discrimination

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Discrimination can take many forms. Generally, it is any workplace action—such as hiring, firing, demoting, and promoting—based on a prejudice of some kind that results in unfair treatment of employees. Under the Canadian Human Rights Act, there are 11 grounds of discrimination: • race• national or ethnic origin• colour• religion• age• sex• sexual orientation• marital status• family status• disability• a conviction for which a pardon has been

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Discrimination is prohibited by federal law. Many states or provinces also have discrimination laws which may be even more strict than federal laws. Be sure you are familiar with all laws that apply to discrimination for your workplace. Discriminating against anyone for any of the reasons we’ve listed is illegal. However, for the purpose of this training, we will focus on the four major categories reported to federal agencies: Race, Sex, Age, and Disability.

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DisabilityEmployees who have mental or physical disabilities have the same rights to work as anyone else. The Canadian Charter of Rights and Freedoms and other federal, provincial, and territorial human rights codes protect people with disabilities in the workplace.

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Employers and unions are legally required to make reasonable efforts to accommodate their employees with disabilities. That includes adjusting, adapting, or modifying jobs, positions, or machinery. Employers could also transfer disabled employees to other positions that might be more suitable for their abilities.

A reasonable accommodation is any change in the work environment or in standard procedure to help someone

with a disability “apply for a job, perform the duties of a job, or enjoy the benefits and privileges of employment.” For example, making the workplace accessible for wheelchair users.SAMPLE


Exceptions can be made if the accommodations would cause undue hardship on the company. Again, laws and regulations can vary widely depending on your province or jurisdiction; you and your employer should be aware of which laws apply to your specific workplace.

undue hardship

Undue hardship means that the accommodation would be too difficult or too expensive to provide because of

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Race, Ethnicity & ReligionAs the name implies, race discrimination is treating someone unfairly because they are of a certain race or because of personal characteristics associated with race, such as hair texture, skin color, or certain facial features. Likewise, everyone should have access to the same opportunities and benefits, regardless of their religion, ethnicity, or country of origin.

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Religion includes the practices, beliefs, and observances that are part of a faith or religion. It does not include a person’s individual moral, ethical, or political views. Nor does it include religions that promote violence or hate towards others, or that violate criminal law. Employers should ensure that you and your coworkers are able to observe your religion, unless it would cause undue hardship. Unlawful discrimination because of religion can include (but are not limited to):• Refusing to make an exception to dress codes to recognize religious

dress requirements• Refusing to allow individuals to observe periods of prayer at

particular times during the day• Refusing to permit individuals to take time off to observe a

religious holiday

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Employment equity policies may apply to your organization. These policies ensure that an employer or organization actively engages in efforts to improve opportunities for historically excluded groups in western society, especially minority groups and women. Laws in your state, province, or local jurisdiction may vary. Your employer should be aware of these laws and follow them with exactness.

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SexDiscrimination on the basis of sex or gender is different than sexual harassment. Sexual harassment included unwelcome sexual advances or requests for sexual favors. Harassment or discrimination based on sex or gender could include offensive remarks about gender, discriminating against someone who is openly gay, or not hiring someone because they are pregnant. Treating any employee or applicant differently due to their gender, gender identification, sexual orientation, or pregnancy is illegal and not in keeping with a culture of diversity and acceptance.

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Chase just celebrated his fiftieth birthday. He is excited about a promotion opportunity he applied for within his organization. He has been with the company a number of years and feels he has earned the promotion. However, Chase learns that a younger employee was awarded the promotion—someone with less experienced and an unproven track record.

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CONCLUSION

Proving age discrimination is difficult. We don’t know if denying Chase the promotion is a one-time event, or if it is a pattern of behaviors by the management team. If, however, Chase can show through documentation that this is just the latest in a line of discriminatory behaviors, the company could be liable.

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RECOURSE

If Chase believes the situation really is age discrimination, he will need to clearly document the pattern. Comments made about his age, performance reviews, and other documentation will be the key in proving his case to the federal authorities.

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Jenny just returned from three months of maternity leave. Since her newborn is still breastfeeding, she requests extra breaks throughout the day to express milk. Her supervisor reluctantly allows her this time; however, he complains about doing so frequently, and makes comments about wasting company time whenever Jenny takes a break.

Is it discrimination?

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CONCLUSION

While the supervisor’s behavior is certainly unprofessional, and may count as bullying, does it really cross the line into discrimination? Not yet. Jenny is being allowed the time she requested, as required by law; her employment is not at risk, as far as we know. However, the supervisor’s continuing remarks may cross the line into harassment, especially if Jenny is feeling particularly threatened or degraded by it.

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RECOURSE

Jenny should speak up and have a serious talk with her supervisor, and demand that the degrading comments stop. If she feels too intimidated to do so, then she can report the behavior to her HR department. She should also keep careful documentation of what was said and when.

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Bullying

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Unlike physical harassment or even verbal harassment, bullying can go unnoticed in the workplace. Bullying makes people to feel insulted, diminished, anxious, or afraid. Workers who are exposed to unrelenting bullying at work risk developing post-traumatic stress disorder (PTSD), or depression.

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Bullying, as with the other types of aggressive behaviors we’ve discussed today, can have one or more targets. The big difference between harassment and bullying is that bullying isn’t necessarily aimed at a specific group of people, or singling out an individual due to their sex, race, or age. Bullies are equal-opportunity abusers.

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There are many different types of bullies. For our purposes today, we will focus on four main types. As we go through each one, reflect on your workplace. Who controls the people around them in this way? Do you? • The Screamer• The Critic• The Two-Headed Snake• The Gatekeeper

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The ScreamerThe screamer instills fear into the workforce as a whole. They do this by pointing their finger, cussing, and yelling in a public setting, such as a meeting. They are loud, abusive, and overly dominant. The Screamer wants to control not only you but the entire team by holding you up as an example for the rest of the employees. They seek to control the emotional climate of the workplace. You’ve probably had a supervisor or manager like this in the past. Did this approach improve work, overall? How did it effect moral?

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The CriticThe Critic is the negative nitpicker in the office who makes you think you can never do anything right. Unlike The Screamer, The Critic will viciously attack you verbally behind closed doors, such as in a performance review. They aren’t above sabotaging your work in order to pin a “mistake” on you. The Critic tries to redefine a competent worker as incompetent. They seek to control how you see yourself by undermining your self confidence until you believe you really are incompetent.

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The Two-Headed SnakeAs the name implies, The Two-Headed Snake can most-accurately be described as a back-stabber.. The Two-Headed Snake is not above stealing credit for your work when they can. They will smile to your face while sharing private information about you to your coworkers or bosses. The Two-Headed Snake seeks to control how other people think or feel about you as a person and as an employee.

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The GatekeeperThe Gatekeeper controls resources and information you need to do your job correctly. They filter key information to undermine other employees. That could include deadlines (or changes to them), or withholding information while collaborating on a project. Chances are, you have worked with at least one Gatekeeper. The try to ensure other employees have to come to them for information or other tools. They enjoy wielding their power over others –regardless of whether that power is real or perceived.

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Unlike conflict, bullying isn’t a two-way street. There is no give and take between an instigator and the victim. Rather, the bully is largely responsible for the situation, and therefore responsible for changing their behavior. Unfortunately, in such a situation, the conflict resolution technics we spoke about earlier will have little to no effect.

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Finally, bullying is not a personality clash or relationship conflict. Nor is it a leadership style. Bullying is misconduct within the workplace, and should be taken seriously by employers and employees alike. Always report bullying when you see or experience it. Employers should take steps to protect targets of bullying whenever possible and know how to recognize a bully in their workplace.

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Cyberbullying

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Cell phones, computers, and tablets keep employees connected to the workplace more than ever before. It has also opened up a new venue for bullying. With so much information available, bullies have plenty of weapons in their fight for control over their coworkers. Cyberbullying includes sending, posting, or sharing negative, harmful, false, or mean content about someone else on any of these electronic formats. It can damage the target’s reputation or the bully’s—or both.

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Cyberbullying can include any of the behaviors listed here. Cyberbullying can be considered harassment if it is pervasive enough, and can be held to the same standards as sexual harassment. Some jurisdictions have separate laws regarding cyberbullying in addition to their bullying and harassment laws. Be sure you and your employer are aware of these laws and follow them with exactness. If you or anyone you know is experiencing the behaviors listed to the left, take action. We’ll discuss options available for you to do so later in this training.

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Cyberbullying can be considered harassment if it is pervasive enough, and can be held to the same standards as sexual and verbal harassment. State and local laws concerning online behaviors are evolving quickly. In fact, some states or provinces have separate laws regarding cyberbullying in addition to their bullying and harassment laws. Be sure you and your employer are aware of these laws and follow them with exactness.

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Cyberbullying includes sharing personal or private information about someone in order to embarrass or humiliate them. It should be noted that some forms of cyberbullying do cross the line into unlawful or criminal behavior. We’ll go into that in more detail a little later.

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Comments, photos, posts, or other digital content that is shared with others can often be viewed by strangers, as well. The content you share online—both personal content as well as your opinions, activities, and behavior, is public record. It can, in fact, be thought of as your online reputation.

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Anyone researching you now or in the future can access your online reputation. A negative online reputation can impact college admissions, employment, and other areas of your life. And that doesn’t apply for just the targets of bullying; the digital footprints of a bully can be researched and followed just as easily as a target’s.

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PersistenceCyberbullying has some unique concerns associated with it. The first of these is persistence. Digital devices offer us the ability to stay in touch with friends, family, and coworkers around the clock. At any given moment—day or night—information is finding its way to us or being published about us.

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Although this availability can add efficiency to our work-related communications, it also exposes you to cyberbullying 24 hours a day. That being the case, it can be hard to find relief from cyberbullying, as it follows you around in your pocket in the form of texts, emails, or IMs in apps.

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PermanenceContrary to popular belief, information communicated electronically can be permanent and public. If the posts or comments are not reported and removed, the online reputation of the target is impacted, possibly far into the future.

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Crossing The LineCyberbullying is a relatively new issue, so there haven’t been any laws specifically addressing it until recently. Laws have begun to be passed in some states or provinces, and law enforcement has begun to apply existing assault laws to cyberbullying.

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Jane was new on the job site. While she enjoyed her job and most of her coworkers, there was one person in particular who liked to give Jane a hard time. The coworker had made up a belittling nickname for Jane that a small group of coworkers began using, for no reason other than they just seem to not like her. Jane tries to laugh it off, but the nickname hurts her feelings, and soon she is dreading going to work.

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CONCLUSION

This is a classic case of bullying in the workplace. The taunting and name-calling aren’t directed at Jane due to her being part of a protected class, even though the nickname belittled Jane.

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ACTION TO TAKE

Jane could try speaking to the bully, but that probably wouldn’t accomplish much. Since she is beginning to dread coming into work, she should speak with a supervisor and have them intervein on her behalf.

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Recourse

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If you find yourself the victim of harassment, discrimination, or bullying the biggest question on your mind is, “What do I do about it?” In this section, we’ll talk about the steps victims can take to stop harassment. We’ve presented some options throughout today’s training, but it is essential that you are aware of the resources available to you.

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A clear, zero tolerance anti-harassment policy is a company’s first line of defense against workplace harassment. Your company’s anti-harassment policy should be understood and upheld by all employees. For this reason, holding trainings where you are taught the policy and instructed on reporting procedures is essential. It also keeps employees and managers informed of the company’s procedures for handling harassment claims.

Zero Tolerance Policy

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Speak UpThe first thing you should do when faced with any form of workplace aggression is to speak up. Talking to your harasser can be difficult, especially if they are in a supervisory position. Remember, people may not even realize their behavior offends; talking with them can give them the opportunity to change.

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Talk directly with the instigator and tell them what they’ve done to offend you. Be specific. Be serious, straightforward, and blunt. Hold them accountable for their actions and demand the behavior stop. Don’t make excuses, and don’t pretend it didn’t really happen. Don’t respond to the harasser’s excuses or diversionary tactics. Say what you have to say, and repeat it if necessary.

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Reinforce your statements with strong, self-respecting body language: Good eye contact, head up, shoulders back, and a strong, serious stance. Don’t smile. Timid, submissive body language will undermine your message.

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DocumentDocumenting is important if you need to take your complaint to your supervisor, union representative, or Human Resources. Here are some ways to document harassment:

▪ Photograph or keep copies of offensive material.▪ Keep a journal with detailed information on instances of

harassment. Note the dates, conversation, and frequency of offensive encounters.

▪ Tell other people, including personal friends and co-workers.

▪ Obtain copies of your work records, including performance evaluations, and keep these copies at home.

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Civility in the workplace should be everyone’s goal and responsibility. All employees, including supervisors and managers, should feel free to report behaviors that seem disturbing or out of character. There should be a designated person to report to, such as an HR representative.

Reporting

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Early, accurate reporting can be the key to resolving issues before they escalate into harassment, or even violence. Procedures for reporting incidents will vary according to the type of behavior that has occurred, and the intensity of it. Depending on the situation, resources available within the company, and the need for involving law enforcement, the reporting process could go to one or more of the following people or entities:• The employee’s supervisor• Your company’s HR department• Local law enforcement

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If you are uncertain of your company’s reporting policies, make a point of finding out. Remember, these are your friends and coworkers needing help resolving issues, not just behaviors to worry about. Reporting is the first step in that process. You don’t need to feel disloyal or think of yourself as a “tattle-tail.” You are acting as part of a solution before the problem becomes overwhelming. Again, employees should feel encouraged to document and report concerning behaviors. A clear, simple means of reporting should be in place, with the option to stay anonymous, if you wish, to minimize fears of retaliation.

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Three Cs Of HesitationThere are three main reasons that people don’t report alarming behaviors. These are referred to as the Three Cs of Hesitation. They are confidentiality, comradery, and concern. The next few slides will go over each of these reasons for hesitation.

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The employee feels that if they report alarming behavior, they would be breaking a friend’s trust. Perhaps the red flags came up in a conversation meant as a vent to dispel stress, or you noticed some alarming behavior while you were socializing away from the workplace. Reporting your friend and coworker feels like an act of betrayal to a friendship you may value greatly.

Confidentiality

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No one wants to be viewed as a troublemaker in the workplace. Reporting alarming behaviors can feel like you’re “ratting out” a coworker or team member to management. Keep in mind you are not reporting the behaviors to get your coworker into trouble; you are trying to help them resolve issues they may be having.

Comradery

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The last reason for hesitating to report behaviors is concern. Many employees worry about reporting any adverse behaviors (including sexual harassment and bullying in the workplace) for fear of retaliation. If the coworker in question is a supervisor or in a place of authority, you may fear losing your job or being demoted.

Concern

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That brings us to the topic if retaliation. It is illegal for an employer to punish you for asserting your rights to have a safe workplace. Asserting your rights is called a “protected activity.” In other words, standing up for yourself or your coworkers in a complaint process is protected from retaliation under all circumstances.

Retaliation

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In fact, it is unlawful for your employer or supervisor to retaliate against you for any of the following:• Filing a complaint with or being a witness during an investigation by

a federal agency• Reporting harassment or discrimination • Answering questions during an investigation • Resisting harassment or intervening to protect others

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Likewise, your employer or supervisor is not allowed to do anything that would discourage you from resisting or complaining about harassment or discrimination in the future. Any of the following actions would be considered retaliation: • Reprimanding or giving you a performance evaluation that is lower

than it should be• Transferring you to a less-desirable position• Engaging in verbal or physical abuse• Increasing scrutiny• Spreading false rumors• Making your work more difficult (for example, purposefully

changing your work schedule to conflict with family responsibilities)

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Administrative InvestigationsAfter a report is made, an employer must investigate the claims. Investigations should be conducted in a fair and objective manner. The goal of an investigation should be gaining truthful responses to issues that may come to light, so maintaining an atmosphere of candor and propriety is key.

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Investigations should always be conducted with possible legal outcomes in mind. Actions taken during the investigation should not hinder potential criminal prosecutions. If you are part of an investigation, answer questions honestly and frankly. Your individual privacy and possibly even your identity should always be protected by investigators.

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Jane, who has filed several unsuccessful complaints against her employer, is seeking a promotion within the organization. Jane has learned that her manager placed information about the previous investigations in her personnel file and disclosed Jane’s involvement in the complaints when her would-be supervisor contacted them for reference checks.

Is it retaliation?

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CONCLUSION

This was a clear case of retaliation. Not only was the information placed in Jane’s personnel file unnecessary, it hindered her promotional opportunities. Additionally, the statements made during the reference check were a response to Jane’s allegations, not her job performance.

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RECOURSE

As we’ve discussed, retaliation is illegal. The best course of action for Jane to take is to report the incident to the federal governing body and allow them to investigate.

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Fred called in a complaint of discrimination against his employer. Shortly after, Fred needed to make a sales trip to a city about two hours away. Usually, employees are given use of a company vehicle for such trips; however, when Fred requested a company car, his manager denied his request. Fred learned that another employee was allowed to use the car to run errands around town, instead.

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CONCLUSIONWhile the manager has the discretion to allocate the use of the vehicle and other "perks," the timing (shortly after Fred filed his complaint) would suggest retaliation. The manager was reacting to Fred’s complaint by taking away a perk (the use of the car), while another coworker was allowed continued use of the vehicle.

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RECOURSE

Again, the best course of action for Fred to take is to report the incident to the federal governing body and allow them to investigate. If he has documented other examples of retaliatory behavior, he should have that available for the investigation.

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Jenny filed a discrimination allegation after her employer denied her maternity leave. Her manager has made his disapproval known throughout the office, calling Jenny’s actions "unprofessional." As a result, his higher-level manager has begun to refer to the allegations as "highly offensive" and "bad for morale." Soon, Jenny’s coworkers begin avoiding her and expressing an overall feeling of distrust and concern regarding Jenny.

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CONCLUSION

The first issue we see here is the discrimination against Jenny because of her pregnancy. Allowing maternity leave is a reasonable concession, and should have been allowed. Furthermore, the first-level manager should have recognized the growing tension within his team and taken steps to ensure Jenny’s coworkers understood and respected her right to file a complaint. Instead, his gossiping further nurtured the growing distrust, breaking down communication and relationships within the workplace. Lastly, the high-level manager should have put a stop to all the behaviors we just discussed. He tolerated the discrimination and gossip—even adding to it. SAMPLE


RECOURSE

This is a great example of how important management is to the culture of a company. Jenny is being intimidated and belittled because she filed a complaint. Her managers are both indulging in retaliatory behavior and encouraging it in others. Jenny should file another complaint and allow an investigation into the additional charges.

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Conclusion

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It takes effort to focus on others, to be courteous and thoughtful. To be kind. However, everyone should be striving to make meaningful connections with coworkers that would promote respect, protect trust, and nurture diversity. Every opportunity you miss to extend civility to a coworker is a missed opportunity to connect with them. If you stand by and don’t do anything about incivility, you are, in fact, enabling a toxic work environment.

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Remember, if left unchecked, harassment, bullying, and other aggressive behaviors can result in serious actions, even violent behaviors such as stalking and assault. Become a part of the solution by practicing workplace civility.SAMPLE


Safety Provisions, Inc. | (360) 930-9247 | [email protected] | hardhattraining.com

All rights reserved. The Hard Hat Training Series is a registered trademark of Safety Provisions, Inc.

No parts of this training may be reproduced in any form, electronically or mechanically. Purchasers are allowed to print out the materials for classroom use (i.e. student manuals, exam, answer keys, etc.). Purchasers do have permission to modify the training program for specific training needs. The presentation or any portion of it, however, may not be resold, posted online, lent out, used to create another course, or the like.

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DISCLAIMER:

Unfortunately, when building this kit, the citations for a number of images were lost. When we do not explicitly own an image, we do all in our power to contact the owner to get permission then use that image with the appropriate credits stated. However, due to the loss of data, we have not always given the due credit to those companies or websites. If you own or recognize an image herein, please do not hesitate to contact us so we can rectify the situation. And if, in the even, you own an image but choose to disallow its use herein, please contact us that we might promptly remove it. Our apologies and thanks, Safety Provisions, Inc.

Safety Provisions, Inc. | (360) 930-9247 | [email protected] | hardhattraining.comSAMPLE

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