Ombudsman Integrity and Resolution Office Update on Our

Ombudsman, Integrity and Resolution Office: Update on Our Key Initiatives Human Resources Union Management Consultation Committee April 30, 2019

Purpose • Provide an update on the Ombudsman, Integrity and Resolution Office’s (OIRO) activities over the last few months • Provide a overview of OIRO’s plans for 2019 -20 • Summarize the “Shining a Light on Incivility and Bullying” Project’s findings and next steps. 2

My first few months Where I’ve been • Meeting with senior executives and collaborating with partners (i. e. , HR, Bargaining Agents) • Travelling to offices across Canada • Meeting with clients as an independent and impartial resource 3

My first few months What I’ve done • Continued carrying out OIRO’s mandate • Reviewed OIRO’s internal capacity • Strengthened relationships with partners, including HR and bargaining agents • Participated in various working groups 4

What I’ve found Need to strengthen internal capacity • Improve the way we collect and share data • Focus on better communications 5

What I’ve found Incivility and Bullying • Incivility and bullying behaviours occurring at all levels Workplace Conflicts • Conflict between employees and managers • Conflict also occurs between colleagues • People do not feel heard or consulted regarding organizational change • Operating on virtual teams presents challenges 6

What’s Next • Publish Annual Report for 2018 -19 • Bill C-65 • Continue to work with employees at all levels on conflict competence • Increased collaboration with internal partners 7

Shining a Light on Incivility and Bullying at the Public Health Agency of Canada The purpose of the project was: • To gain a better understanding of how incivility and bullying are manifesting; and, • To propose recommendations to address these issues. 8

Sampling and Data Collection • 287 employees, 102 managers and 30 executives participated • 14 focus group sessions conducted in the NCR and in the regions • Online survey circulated to Agency employees, managers and executives via email 9

> 20% Reported Experiencing These Behaviours Having your work belittled or undermined Attempts to demoralize you Having areas of responsibility removed without consultation Unjustified criticism and monitoring of your work Being humiliated in front of colleagues Having your personal integrity undermined Destructive innuendo and sarcasm Strong teasing Someone withholding necessary information from you Being frozen out, excluded, ignored Undue pressure to produce work Having impossible deadlines set Shifting goalposts Having your efforts constantly undervalued 10

< 20% Reported Experiencing These Behaviours Intimidatory use of discipline or competence procedures (14%) Verbal and Non-verbal threats (13%) Inappropriate jokes made about you (16%) Physical violence (1%) Destruction of property (4%) Unreasonable refusal of leave, training or promotion (16%) 11

Summary of Key Findings • Employees, managers and executives all reported experiencing the same 14 behaviours in comparable ways i. e. : – % who experienced the behaviours within the last 12 months – who the primary transgressors were • colleagues • senior management • manager/supervisor • All groups are, at least partially, contributing to incivility and bullying at the Agency 12

Experiencing vs. Witnessing Incivility and Bullying • 63 participants reported that they are currently experiencing bullying (46 employees, 12 managers, and 5 executives) • 151 participants reported experiencing incivility (102 employees, 35 managers, and 14 executives) • 138 participants reported witnessing bullying (99 Employees, 29 managers, and 10 executives) • 224 participants reported witnessing incivility (152 employees, 55 managers, and 17 executives). 13

Impacts of Incivility and Bullying 14

Expectations of Leadership/Management Leadership starts at the top. Respondents believe that it is their responsibility to: • identify inappropriate behaviour and take immediate action; • lead by example; • not reward people who are bullies or who act uncivilly, even if they are producing excellent work; • foster open conversations about workplace issues, and engage in conversations about finding potential solutions; • hold those exhibiting unacceptable behaviours accountable, including senior management. 15

Recommendations from Participants • Develop a common and clear understanding of expectations • Offer practical training opportunities • Focus on preventing incivility and bullying • Engage more with employees • Acknowledge and celebrate good behaviour • Collect anonymous data on an ongoing basis • Encourage apologizing 16

Implementation Strategy for Recommendations 1. Create a common and clear understanding of acceptable and unacceptable behaviours; 2. Review and remove barriers to accessing existing resources and support mechanisms; 3. Educate Agency staff about how to speak up; 4. Reinforce desirable behaviours; and 5. Develop a communications strategy. 17

What’s next? • Finalize Shining a Light on Incivility and Bullying report • Launch Internal Disclosure Services suite of products • Enhance our data reporting • Implement communications plan 18