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Helpline 0845 22 55 787

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DID YOU KNOW

8 out of 10 men would rather say they have flu than admit they are off work with stress (See 10 top-tips below)

80% of managers know that Bullying occurs in their workplace and 37% say they have had no proper training.

Absence, due to stress alone, is costing the UK economy £13.4 billion.

20% of management time is spent dealing with conflict
22% of staff work unproductively as a result of conflict
50% of people take long term sickness for the same reason
12% turnover of staff is attributed to disputes in the workplace (We think this is higher as 8 out of 10 people are affected by bullying or discrimination).

Consider:
How much lawyer, litigation and HR time is spent on conflict?
How much time does the average manager spend per week on conflict and what is his/her salary?
What does stress-related illness and turnover cost your business?
Which areas have most conflict?
What business is lost due to conflict?
How are negative behaviours being rewarded or tackled?
What reduces the effectiveness of dispute resolution systems?
What changes could reduce conflict?

Bullying costs the British economy c: £3.7 billion

1 in 4 people are currently experiencing bullying

80% of Employers struggle with absence issues

One aspect of bullying in the workplace which is often overlooked is the effect that it has on the rest of the company. The reality is that if bullying is left unchecked it spreads a feeling of intimidation and resentment across the entire workforce resulting in a loss of respect for the management team.

Word soon gets around that there is a problem which is either being dealt with in an unsatisfactory way or even worse, being ignored. As an employer you have a legal responsibility to ensure that all staff are looked after properly and in this enlightened world where everyone seems to know their rights you really can't afford to bury your head in the sand.

Experience shows that the resultant publicity which goes hand in hand with any court case can do the reputation of the company real harm. The sad fact is that most companies within the UK will have a problem with bullying at some time and bearing this in mind the National Bullying Helpline can advise employers on how to either deal with this issue or even better, how to stop it arising in the first place.

SAVE MONEY IN THE RECESSION

Don't pay for an Employee Assistance Programme. Most EAP providers simply refer the calls on to us anyway. So, why don't you consider advertising our helpline number in your policy documents and on your staff notice boards (FREE) instead. Far better to save the cost of an EAP scheme and invest that money in staff development ...or better still, donate it to us!

Helpline 0845 22 55 787

Thanks for this, have just spent an enjoyable hour reading it! Fantastic job, you have managed to impart clarity into the veritable "forest" of paper. Your conclusions and recommendations are in my view absolutely accurate, and highlight the real need for management training. Best wishes and thanks for all your support.

Satisfied Corporate Employer on receipt of an Investigation Report. May 2006.

CALL US IF YOU NEED

An authoritative source of advice for line managers,

Support with management of stress, stress-related sickness absence and/or increased turnover of staff,

Counselling & advice for all/any staff struggling with disputes

Redundancy or Change management expertise

Mediation and Investigation services

Employment Law services to address cost/risk and reduce the risk of employment tribunals

CALLNG NHS

Do your Consultants and your nursing staff work togehter as a team?

Are Nurses and Surgeon's in your Trust 'at odds' with each other?

We provide half-day workshops on Diversity and Conflict management. Ask about T.I.M.

T.I.M.
TRAINING, INVESTIGATIONS & MEDIATION
(In memory of the late Tim Field. 24 April 1952 to 15 January 2006)

At The National Bullying Helpline we are now delivering specialist training programs for employers. We have established a comprehensive, dispute resolution series of training programmes which we refer to as TIM ; Training, Investigations and Mediation.

1. TRAINING
Line Manager Training : The Agenda includes looking at Case Studies: Beadles, Cantor Fitzgerald, Deutsche Bank and the recent case involving the Steak and Omelette Bar v Price, Plymouth . These all emphasise that Line managers can now be held personally, financially, accountable by Employment Judges for their actions in the workplace. We will help your managers to assess risk in terms of cost and Employer Duty of Care.

We address the Employers responsibility and the recruitment of staff through to the exit strategy and everything in between; induction, performance management, conduct, capability, handling grievances and disciplinaries. Policies and Procedures are addressed and FREE sample Policies are issued and personalised for your organisation. We look at The Health and Safety Act, The Harassment Act, The Employment Act – and the new Bill due to roll out in April 2009. We also address the legal position in terms of Tribunals and Exit Strategies.

Harassment Buddy Training : We will also deliver in-house, bespoke, Harassment ‘Buddy' Training. HR & Diversity Management has recently delivered a ‘Buddy' training course for Essex County Fire & Rescue Service and it was a resounding success. Many organisation's have set up ‘Buddy' systems and we heartily endorse such initiatives. When someone feels they are the subject of workplace malpractice, having someone to talk to can help resolve the issue. A ‘Buddy' can at least ensure that procedures are followed and that the subject understands their rights. Often, talking to a buddy will enable the parties to ‘nip it in the bud' before matters escalate.

Our courses cover a review of the Laws covering workplace malpractice and what is required of managers – without trying to make delegates legal beavers! Probably the most important aspect to what we deliver is the opportunity for potential ‘Buddies' to have a dry run by participating in a real role play scenario, taken from Case Law and genuine cases reported to The National Bullying Helpline.

The feedback following the Fire Service training was outstanding! All ten participants marked the feedback form with Excellent. Feedback comments included;

“ It was all good”
“The best part was the role play scenarios based on real cases”
“The more common sense approach”
“All was useful to me at this time”
“The ‘jargon free' information on the acts was the best/most useful part of the training”

When asked what the worst part of the course was, one delegate said; “There wasn't one. It was all good”

The Course was described as motivating, structured, detailed, interactive, practical, useful, thought provoking, relevant and refreshing. So, if you have a ‘Buddy' system in place, or if you haven't and are considering one, we can train your potential ‘Buddies' and help you set up the system .

2. INVESTIGATIONS
Grievance, Disciplinary and Overlapping Procedures : The Employment Act presently states that employee's have a right to be accompanied by a Trade Union Representative or a Colleague – but is this really conducive to effective dispute resolution? Here we look at the role of the internal or external investigator where there is a workplace malpractice or allegation of discrimination / unfair treatment. We address the do's and don'ts of investigations and investigation Report writing – through to the identification of an amicable resolution and positive remedy for all. This is an exceptional Course which every line manager and Personnel manager should be put through.

3. MEDIATION
Dispute Resolution and the Future Employment Bill : We know that Employment Tribunal statistics increased by 25% during 2006/7. Our Government is addressing matters. The Michael Gibbons Report recommended a less confrontation approach to dispute resolution and encourages employers to work closer with ACAS, Helplines and external mediators. The new Employment Bill is clear on the need for greater emphasis on dispute resolution and mediation.

Here we address the role of the mediator and the external expert consultant. We assess the benefits of working with a third-party v retaining matters within the organisation. We look closely at the role of the Mediator and Facilitator in Dispute Resolution matters generally and we also review new legislation due to roll out in April 2009.

If you want to become a Mediator, contact us today. 0845 22 55 787

If you need the services of a Mediator, contact us today.

10 TOP TIPS TO REDUCE STRESS

1. Adopt an attitude that stress is not a weakness and develop this culture within your department and/or organisation
2. Ensure you are not suffering from stress yourself
3. Analyse your management style and behavior. (We can help)
4. Ensure the working environment is suitable. (Analyse your turnover and absence statistics)
5. Help your staff cope with change - no matter how big or small
6. Improve communications. Talk to staff. Observe your staff. Make yourself available. Walk the Talk ! Read In Search of Excellence by Tom Peters & Robert H Waterman Jr.
7. Empathise. Think of yourself in your employees' shoes
8. Do regular, informal, risk assessments on your staff to check nobody is subject to work related stress.
9. Encourage staff to attend development courses and stress management courses.
10. Praise your staff. Remember to say "thank you" (it costs nothing and goes a long way).

Remember, relaxed and happy employees will work more effectively, thus increasing their own, and the organisation's, performance and productivity.

The above creates an environment that promotes well-being.

RECESSION SUGGESTIONS FOR EMPLOYERS

We appreciate that the UK economy is entering into a recession. It is only natural that employers will be looking to make cut-backs right now. Here are some tips before you make changes that have a Contractual bearing:

• Benchmark, find out what other employers are doing to address the recession.
• Ensure there is a Variation Clause in your staff contracts before making changes that will impact on contractual terms (such as altering shift patterns, cutting hours etc). Consider the risk to the business of constructive dismissal. Constructive dismissal compensation is £63,000 presently - and that does not include the hidden costs such as legal fees, disruption to the business, management time etc.
• Consider Equality and Fairness procedures. Do not discriminate. Ensure management decisions are sound and are neither selective nor biased. Document decisions and ensure the business case is lawful.
• Ensure Statutory and in-house Policies are followed and that you adhere to change management processes if you do need to make adjustments. Consult and involve Trade Unions or Works Council's where relevant.
• Seek employee involvement at the outset; Ask the workforce for ideas. Introduce an Employee Reward scheme for 'cost cutting ideas' that are implemented and prove effective!
• Ask staff whether they would be prepared to take a temporary pay reduction as an alternative to facing a redundancy process. This is not an unreasonable request right now. This reduction should be % based so that those on a lower income are not overly stretched financially at this difficult time.In return for cooperation, reward loyalty with bonuses and other incentives when business picks up and when the UK economic recession improves.
• Consider career breaks or sabbaticals (staff take an unpaid holiday but do not lose their job). This gives staff an opportunity to travel or take an extended break.

OTHER IDEAS FOR CUTTING COSTS RIGHT NOW:

• Address performance, SMART working and overall productivity. Ensure it does not slip.
• At the same time, observe STRESS levels. See LAW section; Dickins v O2.
• Place a freeze on recruitment.
• Place a freeze on hiring temporary staff.
• Place a freeze on overtime - keep meetings short.
• Place a freeze on advertising.
• If someone resigns, conduct a thorough and documented process to assess the necessity to re-employ. Consider a job share or a restructure at this time.
• Address training needs presently. Without compromising the business, place a temporary freeze on training that can wait 6 months.
• Cut excessive and/or unnecessary executive bonuses and expenses.
• Consider a Utility Operational review; send all post out second class (it will still get there). Switch off lights and computers at night and when the office is unattended.
• Sorry folks, cancel that Xmas party - at least put it on hold. Consider a summer BBQ instead.

If things become dire, seek voluntary redundancies before embarking on a heavy handed downsizing exercise. Call 01793 338888 for advice before proceeding.

Professor Cary Cooper CBE : Patron
© 2007 the National Bullying Helpline Charity number 1117852
Registered Office : 29 Devizes Road, Swindon, SN1 4BG  Company number: 5948477