1. EGO is not a dirty word! Nor is Mental Health! workshop presenter Rev. Chester Carter

2. Workshop Outcomes Raise awareness of workplace behaviour viewed as harassment or bullying Identify signs of what constitutes harassment or bullying Develop a set of management interpersonal skills that can deal with difficult conversations about harassment & bullying Case studies of typical incidents Source where to refer serious cases of harassment or bullying

3. OC1: Raise awareness of workplace behaviour viewed as harassment or bullying Who should be aware Why is it important to be aware What should be done to demonstrate awareness How the club should react to behaviour that is viewed as harassment or bullying

4. OC2: Identify signs of what constitutes harassment or bullying Workplace bullying is verbal, physical, social or psychological abuse by your employer (or manager), another person or group of people at work.

5. OC2: Identify signs of what constitutes harassment or bullying repeated hurtful/remarks attacks, making fun of your work or you as a person (including your family, sex, sexuality, gender identity, race or culture, education or economic background) sexual harassment, particularly stuff like unwelcome touching and sexually explicit comments and requests that make you uncomfortable excluding or stopping you from working with people or taking part in activities that relates to your work playing mind games, ganging up on you, or other types of psychological harassment intimidation (making you feel less important and undervalued) giving you pointless tasks that have nothing to do with your job giving you impossible jobs that can't be done in the given time or with the resources provided deliberately changing your work hours or schedule to make it difficult for you deliberately holding back information you need for getting your work done properly pushing, shoving, tripping, grabbing you in the workplace attacking or threatening with equipment, knives, guns, clubs or any other type of object that can be turned into a weapon initiation or hazing - where you are made to do humiliating or inappropriate things in order to be accepted as part of the team.

6. OC3: Develop a set of management interpersonal skills that can deal with difficult conversations about harassment & bullying What type of interpersonal skills do you as a manager thinks is needed to ensure you are prepared to handle any incident professionally and successfully?

7. Must ‘have’ Management Interpersonal Skills Tact & Diplomacy Active ListeningConflict Resolution Problem SolvingSkill Selection

8. OC4: Case studies of typical incidents Director to Manager Scenario: A director is placing undue pressure on you as the manager in appointing a personal friend of his as the new chef of the club’s catering operation. There are inferred and implied threats on your employment if you don’t as well as a campaign of what could be seen as undermining of your position with other staff friendly with the Director. What do you think should be your approach to mitigating this situation? Who should be made aware of this situation? What are the possible solutions to this matter? What are the possible road blocks to successfully resolving this matter?

9. OC4: Case studies of typical incidents Manager to Staff Scenario: one of your managers is placing undue pressure on a member of the bar staff because they had previously had a personal relationship that soured and ended acrimoniously. The manager has quietly manipulated the bar staff member’s roster to make it difficult for her to commit to shifts knowing she doesn’t have private transport that would allow her to get home late at night safely and often puts her on shifts that are short in duration and at times where her cocktail making skills once promoted as a drawcard are now not utilised. You feel she is a competent employee. What do you think should be your approach to mitigating this situation? Who should be made aware of this situation? What are the possible solutions to this matter? What are the possible road blocks to successfully resolving this matter?

10. OC4: Case studies of typical incidents Staff to Staff Scenario: A waiter in the bistro is suspected of picking on a new cook in the kitchen who is much younger and timid with other people. The cook also is from a non english background and is sometimes difficult to understand under pressure situations during busy services which the waiter knows and deliberately uses to make the cook confused and frustrated. This relationship is affecting the meal time delivery and the standard of food presentation coming out from the cook. What do you think should be your approach to mitigating this situation? Who should be made aware of this situation? What are the possible solutions to this matter? What are the possible road blocks to successfully resolving this matter?

11. OC5: Source where to refer serious cases of harassment or bullying There may be times where you as the manager are unable to resolve an incident of alleged bullying or harassment What policies and procedures should be in place? What agencies can be referred to either independently mediate the incident? If it cant be resolved via mediation what is the course of action legally?

12. OC5: Referral agencies Some types of workplace bullying are criminal offences. If you have experienced violence, assault and stalking you can report it directly to the police.report it directly to the police. The Australian Human Rights Commission receives complaints and many are resolved through conciliation. Private mediators The Fair Work Commission WorkCover NSW Fair Work Ombudsman CMAA CARE 1300464262 Lifeline 13 11 14 Beyond Blue 1300 224 636