Role of Manager / Supervisor. Managers and supervisors are responsible for providing a workplace free from discrimina- tion and harassment and for intervening when problems occur. They shall be held responsible for their actions and for dealing with the ac- tions of their staff. The following are actions that can often pre- vent or resolve problem situations without a formal complaint and investigation: Set a good example – Supervisors should let their staff know that they take the issue of workplace human rights seriously by sup- porting this policy and not participating in or ignoring discrimination and harassment. Approach employees if something is sus- pected – Employees may be embarrassed and reluctant to approach their manager or supervisor. Symptoms of harassment or discrimination may include: reduced pro- ductivity, changes in behaviour, rumours, increased sick leave, increased resignations, or sudden changes in performance evalua- tions. Once the employee is aware of these changes, he or she may be more willing to discuss the problem. Seek advice – Consult with Human Resour- ces if it is not clear that the employee’s prob- lem involves discrimination or harassment. A formal complaint may be needed if the complaint involves several incidents over a long period of time, situations that may not be easily corrected, or behaviour that may require discipline. Discuss the situation with the alleged ha- rasser – This person may be unaware that his or her behaviour is offensive. If the al- legations are substantiated but continue to be denied, the discussion should be treated as a warning that inappropriate workplace behaviour shall not be tolerated. Keep a record – Supervisors should keep a personal record of all discussions with the complainant and alleged harasser, as well as their response to the situation.
Role of Manager / Supervisor. Managers and supervisors are responsible for providing a workplace free from discrimination and harassment and for intervening when problems occur. They shall be held responsible for their actions and for dealing with the actions of their staff. The following are actions that can often prevent or resolve problem situations without a formal complaint and investigation: • Set a good example – Supervisors should let their staff know that they take the issue of workplace human rights seriously by supporting this policy and not participating in or ignoring discrimination and harassment. • Approach employees if something is suspected – Employees may be embarrassed and reluctant to approach their manager or supervisor. Symptoms of harassment or discrimination may include: reduced productivity, changes in behaviour, rumours, increased sick leave, increased resignations, or sudden changes in performance evaluations. Once the employee is aware of these changes, he or she may be more willing to discuss the problem. • Seek advice – Consult with Human Resources if it is not clear that the employee’s problem involves discrimination or harassment. A formal complaint may be needed if the complaint involves several incidents over a long period of time, situations that may not be easily corrected, or behaviour that may require discipline. • Discuss the situation with the alleged harasser – This person may be unaware that his or her behaviour is offensive. If the allegations are substantiated but continue to be denied, the discussion should be treated as a warning that inappropriate workplace behaviour shall not be tolerated. • Keep a record – Supervisors should keep a personal record of all discussions with the complainant and alleged harasser, as well as their response to the situation.
