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Achievers’ Hopper edition makes recognizing easy

Posted by Joanne on September 21, 2014 Comments Off

I am a raving fan of Achievers so I was delighted when I was invited to attend the Achievers Customer Experience (#AACE14) conference as part of the A-team blog squad earlier this month. The two day event brought together Achievers’ customers, guest speakers, analysts, and employee engagement advocates, to discuss and learn how to change the way the world works. It also gave Achievers an opportunity to unveil the newest enhancements to its platform. For those of you who are not aware, Achievers delivers a cloud-based Employee Success Platform™, an awesome application to engage, align, and recognize employees, to drive business success.

Anything that promotes employee recognition goes a long way to creating happy, healthy and productive workplaces. People spend way too many hours at work not to be appreciated for their contributions. Sadly with only 30% of the workforce feeling engaged at work, people are starving for recognition.

Achievers gives its new releases the names of key achievers such as Einstein, Ghandi, and the most recent release, Hopper. Hopper honours Grace Hopper, an American computer scientist who created the first compiler for a computer programing language. (Side note: She is credited with the term “debugging” for fixing computer glitches. The “debugging” term was inspired from an actual moth (a bug) being removed from a computer!)  I think if Hopper was around today she would be impressed with the new features.

Razor Suleman, ‎Founder, Chairman & Chief Evangelist at Achievers notes that a measure of success for the platform (or any platform) is “utilization.” Is it easy to use? Do employees use it? Utilization shows the value placed upon the platform by clients and employees (and it ensures the continued success of an already great platform). The new features released with the Hopper edition makes recognizing employees mobile and easier than ever before. Here is a quick introduction to three of the new features:

Achievers Mobile

Achievers Mobile offers a company branded iOS app and an enhanced mobile website to provide recognition mobility. Now employees can recognize, Like and Boost, on the go, anywhere, anytime. With phone-in-hand there are no excuses not to recognize A-Players.


Open Recognition for Email

This is so cool because now employees can immediately access the Achievers Employee Success Platform without logging directly into it. With Open Recognition for Email, employees can send recognitions right from their email application simply with a “cc.” The email posts recognitions directly to the platform. Using email that is a business tool used constantly, makes it easy to give recognition immediately when deserved.

Achievers Anything Visa® Prepaid Card

The Achievers Anything Visa Prepaid Card lets employees transfer recognition points to a personalized, reloadable Visa card to spend anywhere Visa is accepted. The card can be branded to your organization, and your employees can use the card to purchase what they value most. Of course, the Achievers catalogue is also available where points can be redeemed for actual products.

These new features make the Achievers platform easier to use. Easy to use interfaces help increase utilization. Increased utilization means success.

Why is recognition important for business?

Increased recognition results in a more engaged work force. People who are recognized feel valued and are more engaged at work. More engaged employees give discretionary effort at work which results in increased productivity, creativity, and innovation. The end result is a better performing business and a place where people WANT to work. The best companies perform nearly two times better than the general market.

Makes sense to me. How about you? Who have you recognized today?

Joanne Royce creates happy, healthy, and productive workplaces through human resources, recruiting, and training initiatives for organizations that invest in people to invest in success.

 





Recognition, cash, bananas, and the pickle bowl

Posted by Joanne on March 5, 2013 Comments (4)

This post is inspired by a Tweet from @Achievers. “Cash awards end up as groceries. No one works late for an extra banana.”

It made me laugh, but it is so true. It made me think about my pickle bowl. If you are curious about what a pickle bowl has to do with recognition, read on.

Earlier in my career I was responsible for HR and Administration for a medium sized company. The administration part included managing the facilities of the company. We were moving to a new location and anyone who has been involved in the logistics of a move including managing the construction, contractors, suppliers, and the move itself, knows that it is a huge project. Schedules, deadlines, and project management are key. If one date is negatively impacted then it’s a domino effect and dates and schedules come crashing down. I was the project manager working with a small team to make it happen.

I’m happy to say that the relocation and project was an awesome success and on Monday when our people came to work, everything was in place (including a rose and chocolate at each desk), with the phones and computers working. Did it take extra time at work? Yes, there were many late hours and I did them willingly. It was such a challenge and I wanted everything to work out well. In fact, during the move itself, I brought my children on the Saturday, and set them up in my boss’s office with their homework, some movies, and snacks during a small segment of the move until my husband was off work and could pick them up. (They talked happily about that adventure for a long time).

After the move the two owners of the company recognized our contributions by thanking us during a company “Welcome to Our New Office” meeting on the Monday after the move. I also received a nice bonus, and some additional days off. Of course I appreciated the extra cash and time off, but guess what I remember the most. Did you guess?

I remember my pickle bowl.

I LOVE my pickle bowl.

But why do I love my pickle bowl? I love it because my boss took the time to go and pick it out. Now maybe he thought I was old-fashioned. But maybe he knew that I loved antiques, and pretty things that are practical and can be used every day. In any case, I was delighted by the gift. He told me he found it in a small antique store near his home and he thought I would like it. The fact that he took the time to think about what I might like meant a lot to me. Of course the bonus and the time off were appreciated, but I don’t remember how I spent the cash. I probably bought groceries and bananas. The time off might have been used for a day here and there, as time is often needed especially while raising young children.

But the pickle bowl is what I use to this day. In fact, it is a recognition gift that keeps on giving. When I use it, I smile, and I think of that project, and that success, and my boss going into the antique shop looking for the perfect pickle bowl to show me how much my work was appreciated.

So what was so right about my pickle bowl for recognition? Well, recognition should be timely, social, and personalized to have the greatest impact and it does NOT have to be cash.

Timely – given as close to the event as possible.

Social – recognition communicated to everyone not just to the person receiving it.

Personalized – to the person receiving the recognition. One size does not fit all.

Does NOT have to be cash – or cost a lot. Thank you’s are free.

So next time you are thinking of recognizing someone with a bonus, and time off, add in a token of appreciation that shows you have personally thought of that person and his or her contribution. It will be something the person will never forget.

Remember the pickle bowl.

 

Joanne Royce, Royce & Associates helps create happy, healthy, and productive workplaces by developing HR initiatives that are cost effective and practical, training your people so they excel at their jobs, and providing outsourced HR to organizations that need it. Contact us to help us support your people so you can focus on growing your business.

Photo credit: Joanne Royce





What does Business Growth and Mother Nature have in common?

Posted by Joanne on February 13, 2013 Comments Off

I am taking a course called Grow to Greatness through Coursera, an online platform for open-access, non-credit classes, available at no cost to audiences around the world. Along with 67,000 students from the across the globe, I am learning from Edward D. Hess, Professor of Business Administration at the University of Virginia Darden School of Business and author of Grow to Greatness. Professor Hess is so good that I actually forget that his lectures are recorded and not real time. He a great story teller which is one of the signs of a very good lecturer.

The focus of the course is on how to successfully grow an existing private business. It is based on the Hess’s research and thirty years of real-world experience advising private growth companies. I am taking it because many of my clients are small business owners and I have seen first-hand how accelerated growth (or no growth at all) can diminish the success of an organization. I also run my own business providing HR, recruiting and training solutions to organizations wanting to create happy, healthy, and productive workplaces, so the key learning applies to my business as well.

The first week was awesome and we were asked to highlight three key moments that stood out. Only three?

Growth is like Mother Nature. Growth can be good and it can be bad.

Mother Nature gives us sunny days (good) and it also gives us tornadoes (bad). Just like Mother Nature, growth can be good or it can be bad. Growth is good when everything is in place to support it, but it is bad when it happens when people, processes, and controls are not in place or ready to support that growth. Businesses need better and more people, processes, and controls in place for successful growth. Many businesses have imploded when growth happened to quickly without people, processes, and controls in place. Growth can stress quality controls, financial controls, diminish your customer’s value proposition, dilute your organizational culture, and put you in a different competitive space. For example, perhaps your size of organization put you in competition with other small businesses, but once you grew, you found yourself competing with larger organizations that you just could not compete against. I worked for a privately owned real estate company back in the day when it was a small company. The company merged with a larger company. I happened to be interviewed for the company newsletter, along with other employees and managers, about the change. I remember saying something like, “It’s an exciting opportunity, but I hope it does not change the small family-like culture we have right now.” I was an administrator at the time and I remember managers telling me how brave I was to say what I said, because everyone was thinking the same thing. Of course, the culture of the organization changed. There was no way it could not change. The organizational culture was certainly “diluted” and the merger put the company in competition with other big players in the field.

Businesses must “improve or die” NOT “grow or die.”

In week one, we learned the truth about growth. One of the myths perpetrated in the business world is “Businesses must grow or die.” This is a business axiom that has no validity or research to back it up. In fact the adage, “Businesses must grow or die” is a myth that is much better replaced by, “Businesses must improve or die.” Was that what happened to RIM, now called BLACKBERRY? Growth (and innovation) in the earlier days put them on top and allowed for the financial funds to build a stunningly beautiful building, but not enough was channelled to improving the product and keeping up with the competition. It’s focus should have been on improving.

Always carry something on your worry plate

Good entrepreneur always have something to worry about. There is always something on the entrepreneur’s worry plate, and the minute that worry disappears that is the start of problems and business decline. I know that one of my favourite clients had a lot of worry during the recession. He told me he stayed awake at night worrying about whether he had the sales to keep all forty of his employees and their families safe from the impact of lay-offs. (How can you not love a client who thinks like that?) I think always having something on your worry plate, also has something to do with ego. If you have a successful entrepreneur thinking he’s got it made and focusing on ego with no worries about the business, customers, and employees, that is the moment the business is in trouble.

Growth is not linear.

Growth is not linear and businesses need to expect the ups and downs that come with evolving a business. At times the business might even move backwards, and then forward. It is unwise to expect year after year of consistent growth in a linear fashion. That very rarely ever happens.

Successful growth depends on more and better people, processes, and controls.

If growth is on the table, make sure that your people, processes, and controls are ready.

People: Do you have the right people in place? Hire slowly and fire quickly. Hess states that research shows that most business owners do the exact opposite. They hire too late and too quickly when there is chaos, and they put up with poor performance or poor fit for way too long. Based on my HR practice, in most cases with my clients, I found the same to be true. Take the time to understand the competencies (skills, knowledge, and attributes) necessary to help the company succeed. Don’t hire a clone of yourself; rather hire someone who has complementary skills. If you like sales, but hate execution, hire someone with great organizational and tactical skills. Listen to your employees and observe the workplace. Is there high stress and tension that does not seem to abate? Are there increased conflict and sickness? These may be signs that your people are not keeping up with growth. Trust and engage your employees, and indeed, love them like you love your customers.

Processes: Design, manufacturing, sales, and distribution processes need to be researched and in place. Face to face contact with suppliers and manufacturer, if you decide not to do this in-house, is key to developing trusting relationships. Research the best processes. Are your suppliers slipping? Are deadlines being missed? Is your database and invoicing experiencing glitches? These may be signs that your processes are not keeping up with growth. There are so many variables with growth. If your invoicing system won’t handle the volume and keeps crashing, that is not good for business.

Controls: Don’t abdicate check signing to someone else and keep a very close eye on cash flow. We read a case study where one business owner found out that her bookkeeper was defrauding the company with the help of the shipping personnel whom the bookkeeper had recommended for hire. The owner ended up having to fire all of them. Is quality slipping? Is cash flow becoming an issue? These may be signs that your controls are not keeping pace with growth. Make sure you have controls in place that give you the information you need to make good decisions.

Be careful about customer concentration – don’t bag the elephant

Many small businesses might think that concentrating on one large customer (bagging the elephant) is the best growth scenario, but it can actually put them at risk. I know from my own experience that large corporations often have 60 to 90 day payments terms, and as a small business entrepreneur, those terms are not the best for me. I worked with the client who found out that hard way that bagging the elephant was not good for business. When that large client decided to bring the work in-house, the client went bankrupt. To reduce risk, it is better to have a diverse set of smaller clients, then bagging the elephant.

Love your customers, not your product

Research shows that high performance companies have: Strategic FOCUS, operational excellence, constant improvement, customer centricity, and high employee engagement. Hess used the analogy of 2 inches wide by 2 miles deep – now that’s laser focus. The emphasis should be on taking care of your customer and not about your love of your product or service. Entrepreneurs who spend time defending the product and service and not actively listening to customers will not succeed in the long run. Have you run into a customer with a specific need and budget? Of course you have. Did you try to promote a BMW version of your product or service, but they only wanted (and could afford) the KIA version? Less time should be spent “defending” a specific product or service and more time on listening to what the client wants.  Of course, if you want to promote your high-end product or service, you can also find the ones that value it and have the budget for it, but that still takes listening to your customer and having laser focus. That also means saying “NO” to opportunities that don’t hit the company’s sweet spot.

The “gas pedal” approach to business growth

Businesses should use the “gas pedal” approach to growth. This approach allows for spurts of growth, and letting up on the gas pedal to let people, processes, and controls catch up. Doing so helps ensure there are no negative impacts on quality, production, distribution, customers, employees, culture, and cash flow.


Biological growth

Hess shared with us the biological certainty that many species limit their growth to increase chances of survival. He applied this to business growth calling it biological growth. At some point in the growth of a business, a once agile company can become bogged down by bureaucratic processes and controls. Growth increases complexity and the need for additional management and skills. And as a company evolves and grows it might find that the people who helped get them to that point, won’t get them to where they want to go. Employees need to be educated and trained and in some causes the solution will be to move them into another role or to part ways if the skills needed are not there. It is ironic that my logo symbolizes the biological growth concept and the key learning from the first week. If you look at my logo you will see the “roots and the leaves” of a plant. If we want the plant to grow, we need to water it, fertilize it, and make sure it gets sunlight. If we want the plant to grow faster, we might think that if we provide it with more water, fertilizer, and sunlight it might grow faster, but in fact, we can kill the plant.

Growing too fast can kill a business.

What are your thoughts? Have you experienced good and bad growth with your own company?

 

Royce & Associates provides outsourced HR support to organizations. We can help with hiring and developing the right people and making sure HR processes and controls are in place to help support “good” growth. Contact us.

Photo credits: Purchased for use on this site only.





Tips for Creating an Anti-Bullying Policy

Posted by Joanne on November 29, 2012 Comments Off

Our “Bullying in the Workplace” series continues this week with Tips for Creating an Anti-Bullying Policy. A couple of weeks ago, I interviewed Stuart Rudner, Thomson Miller Law Firm, and he mentioned that policies help protect individuals and organizations by mitigating legal and financial risks. Policies clarify expectations so that people act in ways that enhance work relationships and create a safe place to work. Policies and procedures provide managers with guidelines on how to deal with issues in an equitable and consistent manner, provide a method of informing and communicating expectations and consequences, outline responsibilities of executive, management, and employees, and provide a go to resource for employees for clarification and information, and more.

A policy statement is difficult to implement, if there are no procedures to follow, and no day-to-day practices that make the intent reality.

In Ontario and other provinces, workplace violence and harassment legislation seeks to ensure a safe place to work. This legislation mandates the development of policies, among other things, on workplace violence and harassment. Some organizations might choose to include workplace bullying with workplace harassment or workplace violence policies, and others might develop a separate policy on bullying.

Each organization needs to ensure that the policy is written to match the culture or the organization, and in a way that meets legislation. Copying another company’s policy will not create a policy aligned to your unique organization and may not comply with specific legislation depending on industry, location, etc.  Here are a few tips for creating an effective anti-bullying policy.

Tips for creating an effective anti-bullying policy, procedures and practices

  • Include a statement explaining the employer’s commitment to protecting workers from workplace bullying (the intent of the policy).
  • A zero-tolerance statement.
  • A scope clause (address bullying from all possible sources – customers, clients, employers, etc.).
  • A definition section that defines: Workplace; Bullying; and other key terms.
  • A section explaining what does not constitute bullying (i.e. effective management of performance).
  • A section describing responsibilities of workplace members: employees, supervisors, managers, executives.
  • A statement referring to appropriate legislation or other related policies.
  • A reporting, and complaint procedure.
  • A discipline and consequences statement.
  • An anti-retaliation section.
  • A statement pertaining to employee education and training.
  • The date the policy was issued, and date of revisions.

Companies should also create forms and checklists, to ensure procedures are administered consistently and fairly. And it is important that all employees, including managers, and executives take part in the training. Sometimes executives and management do not attend training sessions and this does not send the right message.

Policies on bullying, with clear procedures, and consistent practices set expectations for a respectful workplace, and takes action against bullying behaviour. This is important because harassment, including bullying, left unchecked, can escalate into violence in very different ways as the following illustrates:

  • Lori Dupont, a nurse at a Windsor hospital, experienced harassment and bullying from a co-worker and former partner, which escalated to Ms. Dupont being murdered at work.
  • Pierre LeBrun, an employee at OC Transport in Ottawa, was bullied and harassed to the point that he murdered several coworkers.
  • Carl Dessureault, a Quebec bus driver, was harassed and bullied incessantly by co-workers and he ended the bullying by committing suicide.

Policies can help eliminate bullying at work but policies are WORTHLESS if people don’t act on and uphold them. Don’t let words on a page, mean nothing. Make them come alive by every day behaviour and actions. You can help stop bullying at work.

 

P.S. If you need help with policy customization and development of forms and checklists ask us about our policy toolkit. If you need training on workplace bullying or workplace violence and harassment, including lunch and learns, please contact us.

Photo credit: Tagxedo (Try it out!)

Related blogs:   Bullying in the workplace series





HR must be leaders in stopping workplace bullying

Posted by Joanne on November 21, 2012 Comments Off

Forty per cent of Canadians have experienced one or more acts of workplace bullying at least once a week for a period of six months during a study conducted by Jacqueline Power, an assistant professor of management at the University of Windsor’s Odette School of Business. (Globe & Mail, Dec ember 2011) Bullying in the workplace is often called the silent epidemic because people don’t report it and witnesses don’t speak up. Often the organization culture of the organization supports bullying behaviour especially in competitive or fast paced environments.  Read more over at EOList, where I am a guest blogger.

 

Check here for more posts on my Bullying in the Workplace series.





Bullying in the workplace – a legal perspective

Posted by Joanne on November 16, 2012 Comments Off

I interviewed Stuart Rudner, Partner with Miller Thomson law firm, about bullying in the workplace – a legal perspective. Stuart shared his  legal expertise on bullying the workplace in our first Google+ Hangout Live on Air Broadcast.

Interview Questions:

  1. Have you seen an increase in court cases involving bullying?
  2. Tell us what the risks are for companies not acting to stop bullying in the workplace?
  3. What laws, other than Workplace Violence & Harassment and Human Rights, touch on bullying in the workplace?
  4. Tell us more about constructive dismissal and how it may apply to bullying behaviour in the workplace?
  5. Can you comment on the $1.4 million court ruling in favour of a former Walmart employee who was bullied on the job?
  6. Could you recap the key points about bullying from a legal perspective for both the employee being bullied and the company?

P.S. Sometimes you just have to try something new (Hangout Live on Air Broadcast). You will notice that the video only shows me, and not both of us, except for the little screens at the bottom of the page. This is a learning opportunity for  next time. There’s great information shared, and we will get better with the technical aspects of Google Hangout Live on Air in the future.

Better to try something new and learn something, then to wait for perfection!

Related blogs:   Bullying in the workplace series





Bullying in the workplace – blog series

Posted by Joanne on November 15, 2012 Comments (2)

Table of Contents for the Bullying in the Workplace blog series.

Forty per cent of Canadians have experienced one or more acts of workplace bullying at least once a week for a period of six months during a study conducted by Jacqueline Power, an assistant professor of management at the University of Windsor’s Odette School of Business. (Globe & Mail, December 2011) Bullying in the workplace is often called the silent epidemic because people don’t report it and witnesses don’t speak up. Often the organization culture of the organization supports bullying behaviour especially in competitive or fast paced environments. Because of this, statistics could actually be much higher than 40% especially if you include people who have witnessed bullying and are impacted by it. Perhaps part of the problem comes from the fact that people don’t realize what constitutes bullying behaviour in the first place.

Check back for more posts in this series about “Bullying in the workplace.”

Is a high performing bully manager ever acceptable?

A profile of a workplace bully, P.S. I forgive you bully

Tips for handling bullying behaviour in the workplace

Bullying in the workplace – a legal perspective (Google+ Hangout Live on Air Broadcast – video)

HR must be leaders in stopping workplace bullying Guest post over at EOList.

Tips for Creating an Anti-Bullying Policy

 

 

Related posts

Workplace violence and harassment legislation – Bill 168 (Ontario) – Q & A

Bully or effective leader?

Do you lead like an DHB (Decent Human Being)? (My post about an incident that inspired me to write this series on Bullying in the Workplace)

Managing is not bullying (Stuart Rudner’s post further to our Google+ Hangout Live interview)





Tips for handling bullying behaviour at work

Posted by Joanne on November 7, 2012 Comments Off

Bullying in the workplace is often called the silent epidemic because it occurs within an organization with sometimes no one reporting it or little done to stop it. In a 2010 study conducted by the Workplace Bullying Institute, 35% of the estimated 53.5 million Americans report being bullied at work and an additional 15% witness it. This means a whopping 50% of the workforce experiences bullying in one way or another. The time has come to bring bullying at work out into the open.

My previous posts focused on what bullying behaviour looks like, including an excellent profile of a bully by Dr. Lisa Barrow from her book, “In Darkness Light Dawns: Exposing Workplace Bullying.” This week, I had the pleasure of interviewing Dr. Lisa Barrow about bullying, specifically focused on tips for handling bullying behaviour at work. Here is a summary of our discussion.


Tips for handling bullying behaviour at work

1. Educate yourself, review company policies, and learn about bullying behaviour. If you are experiencing what you believe to be bullying at work, educate yourself. Review the company policy on workplace violence and harassment. Conduct some research online to find out more about how a bully behaves. Are you experiencing any of the symptoms of bullying, such as increased anxiety, more frequent illness, and dreading going to work?

2. Talk to the person first, create boundaries, and set expectations. If you are the target of bullying behaviour and if you are comfortable doing so, talk to the bully about how the behaviour makes you feel. Give the person the benefit of the doubt as perhaps they don’t realize the impact of their behaviour. Have a conversation with the person and say something like, “I feel embarrassed when we are in a meeting, and you single me out and berate me in front of my peers.” By talking to the bully in a non-confrontational manner, you are setting boundaries and basically putting the bully on notice. You can set expectations by pointing out what needs to change, such as stating, “I appreciate feedback, but I need to receive it one-to-one and in a way that doesn’t make me feel embarrassed.” If you are too intimidated to speak to the person on your own, enlist a trusted person or someone in HR to help you with the conversation. If you set an agenda for your meeting, structure your thoughts, and even role play, you might feel more comfortable. If you still feel intimidated, bring a neutral 3rd party, to your meeting, but it is always best to try a one-to-one meeting first.

3. Document your interactions with the bully so that you have specific facts and dates. If the situation does not change you will have the information you need to escalate the issue. You will have documented numerous incidents like: “On November 4, in our team meeting, my manager yelled at me and called me stupid because I missed a point in my presentation. I felt so humiliated that I threw up after the meeting.”

4. Take the issue to your manager and to HR. If you have given the bully time to change, but the bullying behaviour continues, contact HR for help and let them know what is going on. By standing up for yourself and escalating the issue, you are making a powerful statement that you will not tolerate bullying behaviour. By taking action, you are protecting your emotional and physical well-being.

5. Talk to your doctor, make use of the company Employee Assistance Program, and create a support system. Your mind and body will be negatively impacted by bullying. You can also seek guidance from your spiritual advisor, and talk to your family members about what is going on. You need a strong support system in place to help you get through this dark time. This is very important because people who are the targets of bullying behaviour at work, left unchecked, can feel suicidal or even homicidal.

6. Seek legal advice. If the bullying behaviour does not stop and your manager or HR does not take the matter seriously, and the organization does nothing to stop the behaviour, you know you have tried everything. The next step is to go outside the company and seek legal advice. You may have a case for constructive dismissal. The organization can’t dismiss your claims, if you leave your job.

7. Leave your job. If nothing is being done, this might be the only recourse to protect your mind and body. If the leaders are bullying each other and employees, it is likely no action will be taken to resolve your claims. The culture of the organization needs to change and that comes from the top. Leaders in the organization have a responsibility to create a safe place to work. In Ontario we have workplace violence and harassment legislation in place because research shows that unchecked bullying behaviour can escalate to violence, and mental health issues. So ultimately if you have tried everything and the bullying continues, you may have no option but to leave. That will be good for you in the long run and there will be negative repercussions for the company.

HR needs to take a leadership role

HR needs to take a leadership role in eliminating and preventing bullying behaviour in the workplace. Sadly, Dr. Barrows noted:

“I have been very disappointed in how HR has handled bullying situations that have come to my attention. HR tells the person being bullied, “It is just a personality problem.” or “Oh, that’s just the way Bob is.” Sometimes the target of bullying might even be perceived as “weak.” Because bullying is so subjective, what might impact one person won’t necessarily impact another. When people don’t get the support they need from HR and the organization, they begin to feel hopeless. Hopelessness is when feelings of suicide or homicide start.”

And Dr. Barrow knows because she has conducted ongoing research on bullying in the workplace. In her 2009 survey of about 300 adults, 6% of those who said they were being bullied at work, actually considered suicide or homicide. In her 2011 survey of 450 people, 10% of those who said they were being bullied at work have considered suicide or homicide. Unfortunately, the negative impact of bullying appears to be rising, versus declining.

HR has a very important role in eliminating bullying behaviour from the workplace. No issues brought to HR’s attention should be dismissed. A proper policy should be in place, and an investigation should take place. HR can be leaders in the challenge of eliminating bullying in the workplace. But these are topics for future posts on bullying in the workplace. Next week, bullying at work – a legal perspective.


Related blogs:   Bullying in the workplace series

 





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