Organisations need to get a grip on inappropriate behaviour to nurture productive, respectful workplaces, says Suzanne Hurndall
Inappropriate behaviour at work is appearing more and more in the headlines, while only this year The Equality and Human Rights Commission (EHRC) released new guidance on harassment as part of a call for tougher action on workplace misconduct, with a quarter of employees claiming such incidents are overlooked (CIPD research). So why are organisations still not getting a grip on inappropriate behaviour and how can leaders address this?
Undoubtedly, the #metoo movement has attributed to more employees rightly realising they should report inappropriate behaviour. But the range and scope of sex, race, gender, religion and philosophical belief misdemeanours, along with a 38% year on year increase in Employment Tribunal claims (according to Ministry of Justice Tribunal Statistics quarterly, published December 2019), demonstrates that there’s a big step change urgently needed in many organisations tackling these challenges.
Furthermore, this range of challenges has to be addressed amid the complexities of managing a multi-generational workforce where diversity includes different personalities and work styles. This new ‘era of honesty’ means that today’s cultural workplaces need to be transparent, accountable and driven from the top down if an organisation is to thrive and attract the best talent.
A dramatic shift in workplace cultures
A respectful leader has sensed this dramatic shift in workplace cultures and encourages it, along with openness and intolerance on issues like sexual harassment and discrimination. Being a respectful leader is also the route towards a more positive and engaging workplace. By being transparent and tackling inappropriate behaviour ‘head on’ they demonstrate their personal and management accountability; not just because employers are legally responsible for protecting employees against harassment.
Yet many organisations both large and small are still unprepared for the cultural workplace shift needed – and are often scared of how to address claims of any wrongdoing due to the legal, financial and reputational risks. This often results in inertia and often only taking steps when the problem has become so public or organisationally known that they can no longer ignore it. Some businesses have also been widely criticised for trying to cover up inappropriate behaviour by asking employees to sign Non-Disclosure Agreements (NDAs) in return for settlement payments.
In fact, The Advisory, Conciliation and Arbitration Service (Acas) believed that this behaviour was so widespread amongst employers that it published new guidance in February on the use of NDAs. Acas felt that many organisations misuse NDAS by preventing an employee reporting sexual harassment, whistleblowing or reporting discrimination.
Ignoring issues raised by employees is one of the significant ways staff can feel disrespected at work, along with a ‘one rule for them’ (management) and another ‘for us’. Together with whether employees genuinely feel respected by management from the top down – and treated fairly – and whether employees feel supported and encouraged to report any wrong doings.
To assess whether an organisation has a respectful culture you need to conduct a culture check. This is the first part of a three-step process we call ‘CALM’ – Culture check, action and leadership, and maintain to sustain. This takes an honest look at a company’s cultural climate and its weaknesses. It assesses whether all the leadership team lead by example, ‘walking the talk’, being respectful to all? You cannot have one respectful leader and then the rest of management thinking that how they behave is up to them. Respect for people at work is also not just about discrimination and the Equality Act, it’s everything from respecting other people’s views and opinions to what they eat or drink or how they act.
A culture check will assess whether employees understand the company’s purpose for a respectful culture? Along with do internal policies and processes encourage an accountable environment? Are all employees being treated fairly and with respect? Are line managers empowered with the skills and confidence to openly drive change? Do they support their teams and handle issues as soon as they arise? Are employees confident enough to voice concerns early on? Is respect for one another championed at every stage of an employee’s working life? Do you know what is also happening at a grass roots level?
Action and leadership
A respectful workplace is one where acts of professionalism, integrity, trust, fairness, openness, and understanding are the norm. Any cultural change has to be driven from the top down, the ‘action and leadership’ element. So leaders need to address any problems identified from the culture check. What are the themes and issues? This may include Managers or Directors who have shown signs of inappropriate behaviour themselves that needs to be called out. It may also highlight that some employees are unaware of the company’s position on what is acceptable or unacceptable, where to find that information, or the process of how to raise a grievance.
With the culture check insight, management along with HR can then develop a clear set of visions and organisational values based on respect becoming central to operations and embedding respect into each part of the organisation, as well the simple processes to follow. This also means providing the tools such as further training and online policy portals to make the information readily available to employees throughout the organisation.
Behavioural expectations
The board should agree behavioural expectations for them and understand why it needs to be a guardian of diversity and inclusion, and why transparency and consistency of approach is paramount to build trust and respect. Being clear on the purpose behind these policies will enable employees to understand they’re working towards a positive goal.
Whistleblowing or grievance procedures need to be open so employees and line managers feel supported and confident in making or handling a claim without personal repercussions. Whether a new joiner or established employee, all behaviour policies should be fully communicated – from new starter handbooks, to any contracts and workplace rules.
There is no quick fix for building long term cultural change, it needs to be continuously embedded into the fabric of a business. So how do you build a respectful workplace? This is the ‘maintain to sustain’ element with regular, management training, coaching and mentoring.
It’s not just knowing how to handle a behavioural complaint, but also identifying and addressing unacceptable behaviour in others as soon as it arises so any conflict is swiftly resolved. While six monthly ‘culture check check-ins’ should also flag any issues or changes needed.
Employee appraisals and exit interviews can also illustrate what is and isn’t working culturally. Is the company creating a diverse culture that is living its vision, values and behaviours? Technology as a tool can also provide analytics to identify patterns of complaints and to make reporting of wrong doings easy.
A respectful workplace will build a framework where company culture is regularly reviewed and improved, one where employees throughout a business take accountable action and where senior managers always lead by example.
People should feel they are the priority in your workplace and that together you are creating an open and honest environment that always supports managers and employees when they report any inappropriate behaviour. Get this right and you will also create a more positive, happy and productive workforce that works for all, while making your mark as a respectful leader.
Suzanne Hurndall is Relationship Director at hr Inspire, specialists in outsourced HR consultancy support and cultural change, and leader of the Respect for People programme.
