Creating Respect at Putnam General Hospital

1. Creating Respect at Putnam General Hospital Employee Training: Cultural Diversity, Preventing Harassment, Discrimination, Bullying and Retaliation

2. Learning Objectives • Identify differences among people found in a diverse workplace • Recognize the benefits of valuing diversity • Identify ways to embrace diversity in the workplace • Define discrimination, harassment and retaliation • Identify harassment, discrimination and retaliation issues • Explain why harassment and discrimination is prohibited in our workplace • Identify bullying and how it creates disrespect • Learn how to deal with bullying, discrimination and harassment in the workplace

3. Putnam General Hospital values diversity in the workforce and promotes equality, respect, and understanding among all individuals. A respectful workplace is important to everyone. This lesson is about our commitment to comply with the law, our policies, and to create a work environment that is respectful of each other.

4. Your Responsibility as an Employee • Behave respectfully • Follow our policies and procedures • Treat others as you would like to be treated – The Golden Rule • Always behave in an ethical manner • Report to a manager , Human Resources or the Compliance Officer when inappropriate behavior occurs in the workplace

5. What is Diversity? • The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique and recognizing our individual differences.  • These differences can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies.  • It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.

6. Importance of Diversity A diverse workforce: • Means a broader range of opinions, viewpoints, and solutions to problems • Reflects an increasingly diverse customer base • Attracts the best talent to work for us • Promotes equality, acceptance and respect in our workplace • Demonstrates our commitment to doing the right thing

7. Embrace Diversity • Recognize that each person’s contribution is important • Be careful about being culture bound • Learn facts about other cultures • Take part in diversity or sensitivity training • Listen when conversing with others and avoid judgmental reactions • Pay attention to body language and the use of gestures. • Implement The Golden Rule

8. Defining Discrimination, Harassment and Retaliation The 1964 Civil Rights Act prohibits discrimination. • Discrimination is: • Treating others differently due to their status as a protected category (age, race, color, sex, disability, national origin, religion) • Treating others differently with respect to the terms and conditions of their employment

9. Defining Discrimination, Harassment and Retaliation Sexual harassment, as defined under Title VII of the Civil Rights Act, is: • Unwelcome sexual advances • Requests for sexual favors • Sexually motivated physical conduct

10. Defining Discrimination, Harassment and Retaliation Sexual harassment definition continued… • Other verbal or physical conduct of a sexual nature when submission to that conduct is: • Made a term or condition of employment; • Used as a factor in making employment decisions; or • The conduct unreasonably interferes with an individual’s employment or creates an intimidating, hostile, or offensive work environment.

11. Defining Discrimination, Harassment and Retaliation The U.S. Supreme Court recognizes two forms of harassment: • Quid pro quo harassment • Hostile work environment harassment

12. Defining Discrimination, Harassment and Retaliation Quid Pro Quo Sexual Harassment • Quid pro quo = this for that • Quid pro quo harassment generally occurs when an employee is pressured to trade sexual favors for an employment-related benefit • The person pressuring the employee must have the authority to control the employee’s working conditions

13. Defining Discrimination, Harassment and Retaliation Examples of quid pro quo sexual harassment • Demanding sexual favors in exchange for: • A promotion • A raise • Other job benefits • Threatening to deny an expected raise, promotion, or other job benefit if sexual favors are not provided.

14. Defining Discrimination, Harassment and Retaliation Hostile Work Environment Harassment • A pattern of ongoing harassing conduct so offensive or unpleasant that it unreasonably affects working conditions • This is more than harassing sexual conduct. It may be based on an employee’s: • Age • Race • Color • Sex • Disability • National Origin • Religion • Other protected characteristic

15. Defining Discrimination, Harassment and Retaliation Hostile Work Environment Harassment Harassing conduct may be: • Verbal • Physical • Visual Harasser may be: • Supervisor • Co-worker • Customer or vendor

16. Defining Discrimination, Harassment and Retaliation Examples of what may be considered sexually hostile work environment harassment: • Pornographic pictures or magazines at work and vulgar comments about them • Offensive sexual comments made to and about a person based on his or her sex • Unwanted touching on someone’s shoulder, arm, back, knee, etc.

17. Defining Discrimination, Harassment and Retaliation What determines if conduct is harassing? • How frequently the offensive or discriminatory conduct occurs • Whether the conduct is unwelcome • The severity of the conduct • Whether the conduct is physically threatening or humiliating • Whether the conduct unreasonably interferes with an employee’s work performance • The impact of the conduct on the employee’s psychological well-being

18. Defining Discrimination, Harassment and Retaliation Who is liable for harassment? An employer is liable: • For conduct it engages in • For harassment committed by a co-worker if the employer fails to take action once it becomes aware of the issue. An employee who engages in harassing behavior may be individually liable in some states.

19. Defining Discrimination, Harassment and Retaliation An employee must establish that: There was conduct that was: • Related to a protected category; and it was • Unwelcome; and • Offensive to a reasonable person; and • So severe or pervasive that it • Affected a term or condition of his or her employment.

20. Defining Discrimination, Harassment and Retaliation Retaliation • Federal and state laws protect employees who oppose or report discrimination or harassment from retaliation. • It is unlawful for an employer to retaliate against someone who has: • Opposed an unlawful practice • Filed a charge of discrimination or harassment • Participated in an investigation into unlawful conduct

21. Identifying Other Discrimination, Harassment and Retaliation Issues Other forms of discrimination, harassment, and retaliation may be based on: • Age • Race • Color • National Origin • Disability • Religion • Any other protected characteristic

22. Identifying Other Discrimination, Harassment and Retaliation Issues Always report harassing behavior if it occurs. Make a report to: • Your Supervisor • Another member of management • Human Resources • Compliance Officer The only way we can address problems is to know about them!

23. What is Workplace Bullying? Workplace Bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators that takes one or more of the following forms: • Verbal abuse • Offensive conduct/behaviors (including nonverbal) which are threatening, humiliating, or intimidating • Work interference — sabotage — which prevents work from getting done

24. Workplace Bullying Behaviors • There is no one complete list of bullying behaviors • The key is a pattern of repeated behaviors with some intent to harm another • Manifestations of bullying behavior can include: • Constantly criticizing, ridiculing, or dismissing achievements • Spreading malicious rumors • Trivial fault finding • Public humiliation or ostracism • Denying information necessary for undertaking work • Threatening, shouting, physical intimidation • Imposing impossible deadlines • Removing responsibilities unfairly

25. What Workplace Bullying is Not • A single workplace incident • A reasonable and legitimate management action, including: • Performance management processes • Action taken to transfer or retrench a worker • A decision not to provide a promotion in connection with the workers employment • Disciplinary actions • Allocated work in compliance with systems and policies • Injury and illness processes • Business processes, such as, workplace change or restructuring

26. Workplace Bullying vs. Illegal Discrimination and Harassment • Workplace bullying is inappropriate and unacceptable behavior, but it is not prohibited by any federal or state law. • Illegal discrimination and harassment covered by Title VII of the Civil Rights Act and under state fair employment laws pertain to discrimination and harassment based on protected group status such as age, race, gender, ethnic origin, disability and religion. • While workplace bullying may result in a hostile work environment, it is not the same illegal hostile work environment created by, for example, the employer allowing pornographic photos and objects in its workplace.

27. How to Deal with Workplace Bullying • Recognize that bullying is about control • Realize it is not your fault • Stop it on the spot – speak up • Walk away • Confront the bully – calmly • Document bullying behavior • Report bullying behavior to your manager, the Compliance Officer or Human Resources. • If you are a witness, speak up.

28. Keep Our Workplace Respectful A respectful workplace is important to everyone. • Know your responsibility to create a respectful workplace • Educate others about what is respectful and appropriate in the workplace • Be receptive when you get feedback from others • Keep the Golden Rule in mind when you interact with other employees, managers, and customers • Report harassing, discriminatory or bullying behavior to a manager, the Compliance Officer, or Human Resources.