Tag Archives: harassment

Interview on WUSA9 Workplace bullying in higher education

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Interview on WUSA9 Workplace bullying in higher education

Interview on WUSA9 Workplace bullying in higher education

Interview on WUSA9 Workplace bullying in higher education

 

 

By Thomas James

http://workplaceviolencenews.com/

 

Bullying among children and teens in schools receive extra attention these days, but experts say bullying takes place in other times in our lives.

In fact, workplace bullying is happening at an alarming rate. Especially in higher education. Leah P. Hollis, Ed.D., Author of the book “Bully In The Ivory Tower” says 62 percent of people who work in higher education have experienced bullying versus 45 percent of the general population.

Dr. Hollis says, “I surveyed 175 schools and what I found in the return was that a number of people, especially in the entry levels and the middle management were talking about how they were the target of bullying either from the boss or the organization in general.

9 News Now’s Anita Brikman interviews Dr. Hollis about her survey and why workplace bullying is more prevalent in higher education than in other professions:

Anita: “What’s going on? Why at college and universities?”

Dr. Hollis: “What’s interesting is at a college or university we are all trained to be experts in our field to go out and do this wonderful research and create excellent knowledge. It also is an isolating experience so now when you have to manage people or collaborate or have team building you’ve already been protected by tenure perhaps or at least in a culture that supports being isolated and also supports a pretty big ego. So that doesn’t always make for the best management skills.”

Anita: “So in these case studies, who was saying they are being bullied? Younger educators bullied by tenured folks?”

Dr. Hollis: “Typically it was somebody at the entry level, your assistant director, it might have even been the director or just the manager of the department. Folks who are reporting up-line to Vice Presidents, Provosts, or even the Presidents. So bullying has to do with power and those with the least amount of power are the ones on the receiving end of bullying.”

To see the entire interview, including how workplace bullying in higher education affects students and how can we deal with workplace bullying across the board, click here.

Source: WUSA9.com

YOU’RE FIRED! But wait, my life isn’t a reality TV show….

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 YOU’RE FIRED! But wait, my life isn’t a reality TV show….

YOU’RE FIRED! But wait, my life isn’t a reality TV show….

YOU’RE FIRED! But wait, my life isn’t a reality TV show….

By Dr Leah Hollis, author of Unequal Opportunity: Fired without cause? Filing with the EEOC…

Raquel had been a rising star in her company since her initial point of hire four years previous.  She had landed major clients, bonuses, and was recognized regionally and nationally for her work.  Despite the recession, Raquel’s life was laden with hard work and well deserved pay.  She had made the necessary sacrifices by delaying marriage, relocating three times, while reaping the financial rewards.  Raquel was at the height of her earning power.  Her performance record was so solid, no wonder she didn’t flinch when her boss retired. So of course, the new boss, Jacob would value her as a longstanding member of his team, even though she was passed over for his position.  Or so she thought.

All teams go through the aches and pains of adjusting to a new leader.  Raquel felt the tension between Jacob and the rest of the team was no different. Everyone was adjusting to his new communication protocols, and reporting expectations.  Therefore, when Raquel walked in to her weekly meeting with him, with the Director of Human Resources present, she could only anticipate a conference about one of her direct reports.  The meeting was short… not sweet…

“You’re fired….” Jacob blurted out.  “We are going in another direction. Budget cuts.”

Raquel was stunned.  Clearly this was a joke. She had earned letters of commendation the last three quarters straight.  Her slack jawed pause allowed Jacob to continue…

“You can have the next two hours to clean out your desk. We already cut off your internet service.  It’s 3 pm now. You should be out by 5 pm…”

Raquel had nothing to say…what was this some reality show?  When will the commentator come out…? Candid Camera… You’ve been PUNKED… something?!?

The HR Director did and said nothing.  Jacob got up and went to the window. “You have two hours…”

Raquel’s mind was spinning.  She just built an addition on her house with a second mortgage.  Sure she could call headhunters, but she couldn’t move.  Budget cuts?  But they just hired two staff member last week… Budget cuts?

***

Raquel’s story unfortunately is played out every day in this recession.  What Raquel’s manager and many other managers don’t realize is that Raquel and other jilted employees feel betrayed and start looking for ways to be heard. At this point, they have nothing to lose by pursuing a lawsuit. More than ever, employees know the federal discrimination laws, and know where to file a complaint either with the EEOC or an attorney.  Employees who are well educated or advanced in their careers are more likely to file a complaint. Because they command higher salaries,  possible damages and back pay rewards are lucrative.

What should employees do while on the job or after termination? Leah Hollis, President of Patricia Berkly LLC and author of Unequal Opportunity, Fired without cause? Filing with the EEOC offers several strategies for those considering filing a discrimination lawsuit.

While Raquel was still on the job, hopefully she took basic steps to document her performance by:

  • Keeping all records notes, letters, and emails that discussed her personal performance.  Organizations have a responsibility to keep staff updated about job performance expectations.
  • Keeping a copy of these performance records AT HOME. Similar to Raquel’s case, the
  • Internet, intranet, and computer access is often the first thing an employer shuts down. However, employees don’t have a right to proprietary information, only information on their performance.
  • Professionally confirming the boss’s expectations and objectives in writing shortly after meetings. If an employee has questions, or believes expectations are unfair, she should calmly and logically express these concerns when the expectations are established. Don’t wait for months down the road when unreasonable expectations can’t be achieved.
    • Reading the employee handbook, no matter how boring.  Know the rules that the employer is playing by. They are responsible for adhering to their own policies as well.

 

Raquel was terminated. Being fired is like being punched at recess by the school bully. Most people don’t see it coming, and feel knocked to their feet in front of the world.   Despite her emotional state, she took a deep breath, regrouped and considered her options:

  • Raquel did some soul searching.   Perhaps this was divine intervention.  Was this an opportunity for another career path or to follow other interests?
  • But, on the other hand, those copious notes regarding her job performance were worth their weight in gold as she considered a wrongful termination complaint. Her notes revealed a pattern of gender discrimination since her last boss retired. First of all, she was more qualified than Jacob.

Once Raquel assessed the situation and decided to pursue legal action with a formal complaint, she had two options:

  • A). To seek the EEOC/and state human relations commission to file a complaint. This option cost Raquel nothing.  They conduct the investigation and require the employer to explain why there was a termination.  The complaint must BE CLEAR.  Do you believe you were fired because of your gender, your race, your age (if over 40)?  You must be explicit with this claim and provide documentation of reoccurring instances where your membership in a protected class (gender, race, age, religion, background, pregnancy) was a compelling element in your termination. If the EEOC doesn’t resolve the matter in a year, the terminated employee will often receive a right to sue letter, and can proceed to option B.  At this point, seek an employee attorney since many will take the case on contingency.
  • B). Seek an employment attorney. Whether the employee comes straight to this option OR waits to get the right to sue letter from the EEOC, the complaining employee still needs to have her ducks in a row. The duration of the average lawsuit is 22 months, but in some cases, carries on much longer.  With a strong case, stay with it because it can provide vindication.

After 26 months of exchanging paper work, conciliation meetings and then mediation, Raquel had proven a clear case of gender discrimination. With the assistance of an attorney, she was awarded a year and half back pay, less attorney’s fees.  During the course of the case, Jacob faced two other gender discrimination complaints and resigned from his post before Raquel’s settlement was final.

In 2010, the EEOC reported close to 100,000 new discrimination cases.  Every day, about 550 small businesses are tagged with discrimination lawsuits.

Have you or some one you know experienced discrimination or unfair treatment at work (based on age, race, gender, religion or national origin)? We would like to hear your story.

For more detailed information on this topic and how people have handled various types of workplace discrimination, visit our website at www.diversitytrainingconsultants.com or check out Unequal Opportunity: Fired without cause, Filing with the EEOC on Barnes and Noble.com.

STOP Workplace Bullying

bullying, cyberbullying, Discrimination,

STOP!  workplace bullying

STOP!  workplace bullying

STOP!  workplace bullying

We might have thought bullying was one of those things we endure  as kids, but it is no coincidence that during a recession and season of budgets cuts, bullying has taken a serious foothold in schools and in the workplace.  Stressful situations breed workplace bullying as it triggers insecurity and the need to have absolute control in these stressful environments.  Ironically, the last thing a stressful situation needs is a bully who brings more stress to the environment.

Workplace bullying brings emotional and psychological attacks to staff who then spend time fending off the threat, instead of time focusing on being productive.  Why then don’t organizations crack down on workplace bullying if it is so destructive? 1. Workplace bullies are often the boss, welding control, even threatening targets with demotion or job loss if they don’t comply with unreasonable demands.

2. Organizations often protect their management- the workplace bully-, even when management is wrong, therefore targets subordinates quietly suffer and plan an escape instead of addressing the problem.

3. Staff often makes excuses and won’t address the workplace bully: there is not enough time, or not enough energy to address the toxic personality.

Patricia Berkly LLC offers some organizational solutions to help everyone maintain a healthy work environment and stop workplace bullying.  The time spent to put protective measures in place will help to maintain quality and productive employees.

1.   Establish a culture of zero tolerance with strong anti- workplace bullying policies.  Be clear about what behavior is acceptable and the steps the organization will take to protect itself from a workplace bully.

2.   Follow that policy.  Too often organizations craft wonderful policies, yet fail to follow them, or apply them inconsistently.  This allows workplace bullying to flourish.

3.   Offer regular and consistent training to address workplace bullying.  With natural attrition, any staff needs training.  Such training will also empower staff as a whole to address workplace bullying as the grassroots level.

4.   Establish information interviews with staff as a standard operating procedure to stamp out workplace bullying.  In addition to other aspects of the operation which need attention, this standard procedure could also uncover incivility in your workplace.

Protecting your organization from workplace bullying is everyone’s responsibility.

Diversity management at McDonalds?

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Diversity management at McDonalds?

Diversity management at McDonalds?

Diversity management at McDonalds?

 

Some were saddened to read that diversity management might have been lacking at McDonalds here in greater Philadelphia.  Diversity management could have helped McDonalds avoid a very costly workplace bullying case. Lacking diversity management led to a $90,000 settlement for a young man who was bullied at work. Diversity management would have trained the supervisor and staff not to harass this young man with cognitive challenges. Diversity management is not just about developing cultural sensitivity; diversity management would continuously train staff.  An organization like McDonalds is particularly vulnerable when a diversity management plan is not in place.  Staff attrition is high at such jobs, but a diversity management plan can help keep that staff compliant.

Often organizations believe they don’t have time for diversity management. However, consider what happens in the absence of diversity management.  Diversity management could have helped the organization avoid costly legal fees.  Diversity management would have helped this McDonalds avoid a time consuming discovery process.  Diversity management is priceless; diversity management keeps organization compliant with changing trends in hiring, recruitment and retraining.  Diversity management can keep manager educated to avoid Title VII complaints.  Without proper diversity management, organizations expose themselves to staff problems. Diversity management is a necessary cost of doing business… just like any other training.

Emotional Stress and Bullying

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Emotional stress and bullying

Emotional stress and bullying

Emotional stress and bullying

 

Several people have experienced firsthand the emotional stress of being bullied.  As Namie and Namie report (2009) bullying happens to about 37% of the workforce.  Yelling, insults and a constant barrage of disrespect can make any one feel overwhelmed with stress.    Medical studies show that constant emotional stress can clinically be bad for your health. Dr. Ilan Wittstein of Johns Hopkins  University confirms that emotional stress can indeed release stress hormones to the heart and lead to symptoms that mimic a heart attack. The condition is called ‘broken heart’ syndrome.  The body is designed to have a fight or flight response under stress.  However at work, fighting is not the appropriate option, neither is flight (or walking off the job).  Therefore, the target of bullying is trapped, with stress hormones potentially pouring into his or her system, literally causes heart problems.  Other systems of stress include weight swings, moods swings, hair loss and restless sleep.

 

What can someone do?

1. First and foremost, strive to protect your health.  If you are feeling stress symptoms, seek medical help and have the doctor clearly document what is causing the stress.

2. Read the HR manual.  Many organizations have anti bullying policies along with the anti-harassment and anti-retaliation polices.

3. Seek support from friends and family.  Often targets become overwhelmed with the stress and isolate themselves.  Support from friends and family can help the target think clearly about healthy next steps.

4. Keep a journal.  Documenting the times and places of the bullying can create a record your performance slips under the stress of a bully.