Common use of Role of Manager / Supervisor Clause in Contracts

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 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 xxx 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 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 discrimina- tion and harassment and for intervening when problems occur. They shall be held responsible respon- sible for their actions and for dealing with the ac- tions actions 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 – 48 – 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.