Unit 3: Reporting, responding and investigations


3.8 Managing and investigating microaggressions


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Watch the video above, in which Rebecca Dempster from Resileo provides some coping strategies for those managing microaggressions in the workplace

Intolerance for workplace bullying and harassment is becoming more and more common place in the sector as we build upon an organisational ‘zero tolerance’ against all forms of harm, including bullying and harassment. You’ll remember we touched on the speaking-up safeguarding culture in Unit 2.

Research indicates that by encouraging people to be authentic (for instance, by having them think and write about a recent situation when they were able to be who they are at work) they are more likely than those in a control condition to speak up. Participants in the authenticity condition are more likely to voice their concerns about unfair procedures that imposed costs on others. In fact, 29% of them spoke up, while only 19% did in the control condition. Leaders have a responsibility to convey to those who work or engage with the organisation that they will be protected, and their opinions will be valued, if they share suggestions, opinions and concerns. By doing so, leadership can encourage those who have been mistreated to find their voice (Source: Speaking out against a toxic culture).

When investigating bullying and harassment concerns, it’s important to ensure that proper processes and investigation principles are followed. Take into account documentary evidence as well as oral evidence when investigating and draw conclusions using a ‘balance of probabilities’ standard of proof. Outline clearly which parts of organisational policies and the Code of Conduct have been breached in order to formulate allegations appropriately.