Dignity at Work - Practical Training from Vista
policy communication

Managing Dignity at Work

Overview – Managing Dignity at Work

One of a manager’s key responsibilities is to ensure the culture of the business is inclusive and respectful. This Dignity at Work workshop is designed to support managers to drive a culture where people don’t feel ‘left out’.

We will look at the Equality Act and specifically the law on harassment. Answering questions such as ‘Is the fact that I didn’t intend to offend someone a legitimate defence?’, and ‘Does this mean we can’t have fun at work anymore?’. Delegates will leave the workshop with techniques to deal with situations that arise and a sense of when informal or formal management may be the most appropriate route to take.

Objectives

By the end of this workshop delegates will be able to:
• Identify the drivers of workplace culture and the leadership behaviours that influence it
• Recognise the proactive steps you will take to drive the culture you aspire to achieve and address the risk of an unexclusive, or disrespectful, environment arising
• Demonstrate an increased knowledge of the ways in which harassment can occur in a workplace
• Demonstrate how to manage issues informally using feedback and coaching
• Clarify the roles and responsibilities of team members when managing issues formally when the need arises

Agenda

The role of respect, dignity and inclusion in a workplace culture
• What do we mean by dignity and inclusion?
• What makes a culture? The cultural web
• Your role, responsibilities and behaviours as a leader

The law of harassment
• The Equality Act and beyond
• Is this harassment?
• Case law
• How does this apply to your organisation?

Does this mean we can’t have fun at work?
• What is the definition of fun?
• Is it ok to…

The spectrum of behaviours
• From deliberate, to reckless, to unintentional
• Your obligations as a manager

Handling concerns
• How to handle complaints

Dealing with dignity issues informally
• Giving feedback
• Receiving feedback well
• Coaching a team member to deal with a situation that concerns them

Going formal
• When might it be appropriate and necessary to manage the situation formally?
• What does ‘formally’ actually mean?
• Conducting an investigation
• An overview of the grievance and disciplinary processes

Employment tribunal claims for discrimination and harassment
• Who would need to defend the claim?
• Does the employee need to leave the organisation to bring a claim?
• What will your role be?
• What could be the outcome

Achieving a constructive working relationship after a complaint has been raised
• Re-calibrating the relationship and avoiding victimisation


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