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Managers are key players in maintaining and promoting respect in the workplace. When inappropriate behaviour is tolerated, the signs can be destructive: high levels of turnover, conflict, and grievances, low levels of morale, attendance, and productivity. The boundaries of what is and is not acceptable are becoming increasingly clear and must be respected. This workshop takes a human approach to the workplace issue of respect, providing people leaders with the tools they need to be active participants in creating and maintaining a respectful organization. This workshop will assist people leaders in understanding obligations under the law, how to handle issues brought forward, and how to identify possible problems.
LifeWorks Learning also offers this workshop specifically for employee groups
In-Class version: Lecture (40%), Interactive discussions (35%), Case study (25%)
Virtual version: Lecture (40%), Interactive discussions (45%), Case studies (15%)
The workshop begins with an icebreaker activity and continues with a presentation of the different concepts related to respect: civility, incivility, prejudice, discrimination, harassment and, more specifically, sexual harassment. Definitions, but more importantly examples, are shared so that participants can easily identify inappropriate behavior. A questionnaire is completed by the participants to identify the concepts that were presented. A brief description of the categories of harassers is also reviewed. Afterwards, a test to identify these concepts is offered to participants (during the virtual sessions) as well as a group activity that challenges them on the different facets of inappropriate behavior.
The workshop continues with a presentation on the responsibilities of employees with Respect to the Workplace and, to equip them to face their responsibilities, a model of respectful communication is taught. A case study will be used to put the concepts taught into practice. Managers are also informed about the responsibilities of the employer and procedures for reporting (formal or informal). The final section explores the manager’s responsibilities to lead by example, to constructively communicate a concern to an employee and the process for handling a complaint. Two case studies will allow participants to measure their learning. The course concludes with a summary of key concepts and the EFAP resources.