The Pyramid of Corruption: Unveiling the Complex Layers of Fraud and Deceit

Introduction

The “pyramid of corruption” is a metaphorical framework that helps us understand the intricate and often opaque web of dishonesty, fraud, and deceit that permeates multiple levels of society.

As one of the most pressing issues of our time, corruption hampers economic growth, erodes trust in institutions, and exacerbates income inequality. This article will explore the layers of the pyramid of corruption, shedding light on how it functions and how it can be dismantled.

Investigating Corruption is a complex process, but essential as  $1 trillion USD is paid in bribes, along with an estimated $2.6 trillion USD stolen annually.

I  The Base: Petty Corruption

Petty corruption forms the foundation of the pyramid of corruption. It encompasses small-scale dishonesty and fraud that directly affect citizens’ daily lives. Examples include traffic police soliciting bribes, medical staff demanding extra payments, or teachers requiring gifts for better grades.

Although these acts might seem insignificant, they are critical to understanding the broader corruption ecosystem. Petty corruption undermines trust in public institutions and services, and it can serve as a gateway to more severe forms of corruption.

II  The Middle Tier: Grand Corruption

The next level up in the pyramid of corruption is grand corruption. This involves high-ranking officials, politicians, and business executives who wield significant power and influence. Grand corruption includes large-scale embezzlement, bribery, and misappropriation of public funds.

The complexity of grand corruption often makes it more challenging to detect and prosecute than petty corruption. It can have far-reaching consequences, distorting public policy, undermining the rule of law, and perpetuating income inequality.

III  The Apex: Systemic Corruption

At the top of the pyramid of corruption lies systemic corruption, which is pervasive and deeply entrenched in the fabric of society. It is characterised by the widespread acceptance of corruption as a norm, the lack of effective oversight, and the absence of powerful institutions to prevent and punish corruption.

Systemic corruption is challenging to eradicate, as it often involves the collusion of powerful individuals and networks that protect and support each other. It stifles economic growth, erodes trust in institutions, and perpetuates poverty and inequality.

IV  The Enablers: White-Collar Crime and Money Laundering

The pyramid of corruption is supported and sustained by white-collar crime and money laundering, which enables corrupt individuals to conceal their ill-gotten gains and legitimise their wealth. These activities encompass a range of financial crimes, including tax evasion, fraud, insider trading, and embezzlement. Fraud can be present across multiple levels of an organisation, explained here.

Money laundering, in particular, plays a crucial role in facilitating corruption. By obscuring the source of funds and integrating them into the legitimate financial system, money launderers help to sustain the corrupt status quo and undermine efforts to promote transparency and accountability.

V  The Facilitators: Organised Crime

Organised crime groups play a crucial role in perpetuating the pyramid of corruption. They engage in an array of illegal activities, from drug trafficking and human smuggling to cybercrime and wildlife poaching. These criminal networks often cooperate with corrupt officials and politicians to protect their interests and evade justice.

The actions undertaken by organised criminal organisations undermines the rule of law, fuels corruption, and contributes to social instability. By infiltrating and influencing political and institutional systems, these groups further entrench the pyramid of corruption.

VI Breaking the Pyramid: Whistle-blowers, Accountability, and Transparency

To dismantle the pyramid of corruption, it is essential to empower whistle-blowers, promote accountability, and increase transparency. Whistle-blowers play a vital role in exposing corrupt practices and shedding light on the inner workings of the corruption pyramid.

Accountability mechanisms, such as independent investigative bodies and judicial systems, are crucial for prosecuting corrupt individuals and deterring future misconduct. Transparency initiatives, such as open government data and public procurement systems, can help prevent corruption by making it more difficult for individuals to hide their illicit activities.

VII  Policy Recommendations and Anti-Corruption Measures.

To effectively combat the pyramid of corruption, governments, businesses, and civil society must work together to implement comprehensive anti-corruption measures. These may include:

  1. Strengthening institutions: Building strong, independent institutions that can effectively prevent, detect, and prosecute corruption is crucial. This includes judicial systems, anti-corruption agencies, and oversight bodies.
  2. Enhancing transparency: Ensuring transparency in public procurement, government data, and financial systems can make it more difficult for corruption to thrive.
  3. Empowering whistle-blowers: Providing legal protections and support for whistle-blowers is essential to encourage individuals to come forward and report corruption.
  4. Promoting integrity and ethics: Fostering a culture of integrity and ethics within public and private sector organisations can help prevent corruption from taking root.
  5. Engaging civil society: Encouraging active citizen participation in monitoring and reporting corruption can support accountability and transparency efforts.
  6. Implementing international cooperation: Cross-border collaboration is vital in the fight against corruption, as it helps to share best practices, track illicit financial flows, and prosecute individuals involved in transnational corruption schemes.

Conclusion

The pyramid of corruption is a complex and multi-layered structure that pervades various aspects of society. By understanding the different levels of corruption and the factors that enable and facilitate it, we can develop targeted strategies to combat this scourge.

Only through a concerted effort involving governments, businesses, and civil society can we hope to dismantle the pyramid of corruption and foster a more just and equitable world.

If you’re in need of assistance in establishing your own Corruption Prevention measures, contact us for a free consultation.

Trauma-Informed Interviewing: A Compassionate and Effective Approach

I have interviewed many people over the years. Complainants, offenders, and witnesses. You should prepare an interview plan to allow you to address key issues. What are you trying to discover? You sit down and ask the questions and expect the answers. But do we think enough about the person we are speaking to?

I recently interviewed a witness. It related to allegations of bullying. A relatively simple matter to investigate. Allegations made, witnesses present, evidence gathered, report written.

However, there is another side we, as investigators, must consider. The impact of the investigation on all parties. The witness broke down during the interview. Was this my fault? Did I fail to prepare properly? Did I fail to consider the “feelings” of the witness?

This led me to consider the need to adopt a compassionate and effective approach to trauma-informed interviewing.

I realised trauma-based interviewing is an approach to communication that recognises and respects the potential impact of trauma on an individual’s life.

It is a sensitive, empathetic, and supportive method to interview individuals who have experienced trauma, ensuring that they feel comfortable and safe while sharing their experiences. This technique not only helps the interviewee feel more at ease but also promotes more accurate and reliable information gathering.

Investigators need to think more about the person we are about to speak to. It does not matter whether they are the complainant, a witness, or the alleged offender.

We need to appreciate trauma is an emotional response to an event or series of events that a person perceives as physically or emotionally harmful. It can have lasting adverse effects on an individual’s mental, emotional, and physical well-being. The experience of trauma is subjective, and people react to and recover from traumatic events in different ways.

Investigators sometimes do not appreciate the emotions felt by persons we speak to. We plough on with the investigation, gathering evidence and getting ready for the next one. We should consider the fundamentals of trauma-informed interviewing.

Trauma-informed interviewing is based on the understanding that many individuals have experienced trauma in their lives. This approach allows for a more compassionate and effective dialogue, providing a safe space for the interviewee to share their story without re-traumatizing them. We do not know what feelings we may trigger as we speak to the parties.

I conducted some research to identify what I believe to be the key principles of trauma-based interviewing. These are:

Safety: Create a safe and welcoming environment for the interviewee. Ensure the space is free from distractions, noise, and potential triggers. Communicate the purpose and goals of the interview clearly and maintain confidentiality.

Empathy and Compassion: Approach the interview with genuine empathy and understanding. Listen actively, validate the interviewee’s feelings, and acknowledge their courage in sharing their experiences.

Choice and Control: Allow the interviewee to have control over the process. Give them the option to choose.

Explain the process: Make sure the interviewee knows what will happen. Do not provide false assurances (no one will find out, etc.).

Follow up: Where appropriate, follow up personally.  If not, speak to someone in the organisation to alert them to potential difficulties with the person because of the trauma of the incident.

If you need help, then contact me ([email protected] or www.acca-aust.com.au)

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The Danger Season is Approaching

The Christmas season is fast approaching. Parties are being planned. 

Joy and happiness abound as we move to a festive season without Covid restrictions.

However, danger lurks- what may occur at the Christmas party? 

Christmas parties can be a WHS minefield! 

Exuberant guests fuelled by alcohol may cross the line with comments and actions. 

Alcohol may also lead to accidents at the venue and travelling from the venue.

Employers have a responsibility to act to ensure the safety and welfare of staff and associates at the parties.

Some actions may include:

• Make sure the venue has no “hidden” dangers which may expose employees to accidents. Potential hazards which may cause a fall, a slip or trip.
• Limiting and monitoring alcohol consumption.
• Providing access to transport (Uber, Taxis etc) to make sure people travel safely after the event.
• Reinforce with employees the expected behaviour and limitations on consumption of alcohol at the event.
• Appoint people to monitor conduct at the function.

Remember the function is still a workplace even though it is a Christmas party. The Code of Conduct and behaviour guidelines apply.

Overindulgence in alcohol has the potential to increase the risk of accidents and sexual harassment. Remember the bar on sexual harassment is lower now–inappropriate touching and/or comments will open the door to a claim.

What do I do if someone complains? The most important thing is to treat the complaint seriously. Do not write it off. Respond in a timely manner. Arrange for a fair and confidential workplace investigation. The investigation must provide procedural fairness to everyone.

ACCA can assist with an independent, unbiased investigation. This removes any allegations of actual or perceived conflict of interest. See www.acca-aust.com.au or contact me direct at [email protected].

When Sex Takes Over

Sexual Harassment ACCA Blog Post

When sex takes over

Sex and alcohol in the workplace can lead to major trouble.

Today I would like to review a matter involving sex, alcohol and lies.

First, let me set the scene:

It is a combined Christmas party and a farewell party. The company paid $25 a head towards the costs of the function. Several employees attended it.

Before the function, several employees went to a hotel (“A”) for pre-dinner drinks.

Other employees arranged accommodation at another hotel–we will call this hotel “B” for clarity.

The function was well lubricated with copious amounts of alcohol flowing.

To describe the function and subsequent activities as bawdy would not do it justice.

After the function, several employees returned to Hotel B. One of these (we will call Madam X for her sake) came to the room with other employees. Some employees were trying to sleep despite the interruptions.

Madam X decided it would be great to have a little fun–she had a bath with two other employees. She then stood at the bathroom door with a bath towel around her body while another employee went to the toilet.

That must have triggered something in her, so she jumped in the bath with two employees. She then had sexual intercourse with another employee then another.

All of her actions were within the view and/or earshot of other employees in the room.

The complaint

The behaviour of Madam X and the other employees who engaged in the sexual behaviour and exhibition shocked one of the other employees. She rang the Acting Manager of the store–she was hysterical as she outlined the conduct. The manager confirmed the conduct by speaking with two other employees who were present.

One person could not come to work because she was crying and hyperventilating. Another employee stated she was distressed and disgusted by the activities.

The company suspended the employees involved in the sexual activities.

The investigation

The company spoke to employees who were present. These employees confirmed the activities and expressed disgust by what had occurred. Some expressed remorse about not stopping the conduct before it escalated.

The investigator questioned Madam X. She initially denied having sex. She said she could not remember. She inferred she was so affected by alcohol she could not remember what happened.

The investigator questioned her again some two weeks later. He asked specific questions about the sexual activity on the night. She replied “no comment” or she did not recall.

The interviewer then told her:

• “[W]e feel you have been dishonest with us throughout this interview process. In particular, you have lied to us about:
• Whether you had sex with [the fourth employee].
• Whether you had sex with [another employee].
• Your recollections of what happened that night at the hotel; and
• What you did in the bathroom with [another employee] and [the fourth employee].
• Do you have anything to say about this?”

Madam X replied with “No comment.”

You should note when Madam X gave evidence at the Australian Industrial Relations Commission (Commission) she admitted she engaged in the alleged sexual activities. She was too embarrassed to tell the truth.

The company advised her, during the second interview, they were considering ending her employment because of her activities and dishonesty when questioned about her activities. The investigator asked her if she wanted to respond to this or to provide any further information. She did not.

The company ended her employment.

Initial hearing in the Australian Industrial Relations Commission

Madam X referred to the Commission as she argued against termination. The Commission addressed two issues–sexual harassment and her dishonesty.

The Commissioner commented on sexual harassment occurring when unwelcome sexual conduct occurred in the presence of a person. Was the person sexually harassed? The conduct occurring in circumstances in which a reasonable person engaging in the conduct, having regard to the circumstances, would have expected the person harassed would be offended, humiliated or intimidated.
He then determined he would not characterise her conduct as sexual harassment or, even if considered sexual harassment, the conduct was only of the “indirect kind.”

The Commissioner then reflected on her failure to answer questions truthfully during the investigation. He considered a previous decision where dishonesty resulted in dismissal. He then referred to the conduct of Madam X:

The conduct about which Madam X lied was of an inherently personal nature. Lying is never to be condoned. However, given the nature of the conduct about which she has been untruthful, I do not consider that any dishonesty on her part has been such that it should be regarded as likely to destroy the necessary relationship of trust between an employer and employee. In drawing this conclusion, I have also had regard to the evidence of [the Assistant Manager of the xxx store] who said that he had no reason to believe that Madam X was dishonest when it came to stock or cash.

He then made these comments about the matter:

• Allegations of sexual harassment must be taken seriously by employers. Indeed, they may be held liable for sexual harassment by their employees even where this occurs out of hours and away from the workplace.
• I have rejected the argument that there was no connection between Madam X’s conduct and her employment.
• The respondent’s submissions greatly exaggerated the seriousness of Madam X’s misconduct, particularly the suggestion that she committed a criminal act of obscenity. Moreover, I have found most of the behaviour complained of either did not constitute sexual harassment as defined by the SDA or only did so in a relatively marginal way.
• As the respondent conceded, the less direct the relationship with the workplace the more serious the misconduct would need to be to justify termination of employment. Most of the impugned behaviour occurred well away from the workplace, after rather then [sic] during a work function, in a hotel room that was booked and paid for privately.
• In all the circumstances, Madam X’s conduct was not so serious as to constitute a valid reason for the termination of her employment.
The Appeal
The matter went to appeal. The grounds were the Commissioner:
• Misconstrued and/or misapplied s.652(3)(a) by failing to consider and determine the effect of the conduct on the welfare of other employees.
• Failed to make necessary findings of fact and law, in deciding whether there was a valid reason for the termination.
• Erred in the construction and application of s.28A(1)(b) of the Sex Discrimination Act 1984 (Cth).
• Erred by making an order of re-instatement without making findings of fact regarding whether an appropriate level of trust and confidence could be re-established, given the respondent’s dishonesty.
• Misconstrued and/or misapplied the test of what constitutes a valid reason for termination by failing to consider relevant matters and requiring the appellant to establish serious misconduct.

The matter wound its way through the various avenues in the Australian Industrial Relations Commission. It was eventually determined the termination of Madam X’s employment was not harsh, unjust, or unreasonable. They quashed the previous judgements.

It is interesting to note this is a 2007 matter–I believe the initial determination (the one appealed) would be different if they addressed the conduct today.

See Australian Industrial Relations Commission Appeal by Telstra Corporation Limited C2007/3458)

Take aways

• Employers should make comprehensive notes relating to the investigation process.
• Explore all evidence both for and against the respondent
• Lock in witnesses with a formal statement
• Provide procedural fairness in all aspects of the investigation.
• Take positive action if the circumstances warrant it.

Contact ACCA if you want any assistance with policies and/or investigations concerning sexual harassment in the work place.

Mick Symons – ACCA (www.acca-aust.com.au)

Bullying in the Workplace

Bullying in the Workplace Anti Corruption Consultants Blog

Bullying in the Workplace – An In Depth Overview

Not so long ago bullying in the workplace was seen as a sport in some Australian work places. Employees were subjected to “pranks” disguised as initiation rites. These varied from physical abuse to mental abuse to ridiculing employees.

These pranks should no longer be tolerated! However, there is still a belief, in some areas, they are “only harmless fun”. The psychological harm will affect employees and your firm will suffer reputational damage when matters are reported in the media and you face a court.

The employer has an obligation to prevent bullying in the workplace. You must take reasonable care to ensure behaviour in the workplace does not adversely affect the health and safety of other persons.

The Australian Human Rights Commission claimed (2015) workplace bullying cost the Australian economy up to $36 billion each year. The average cost of each case amounting to $17,000-$24,000 for employers.

There are also substantial legal penalties under Occupational Health and Safety legislation across various jurisdictions.

Bullying has an indirect of profitability – it affects:

  • Higher absenteeism and turnover of staff
  • Lower morale
  • Decreased productivity
  • Legal and workers’ compensation claims
  • Costs of internal or external investigations
  • Loss of productivity my managers who have to address issues flowing from the behaviour.

What is Workplace Bullying?

Workplace Bullying ACCA

Workplace bullying is repeated and unreasonable behaviour towards a worker or group of workers. The conduct creates a risk to health and safety.

The behaviour must be repeated. This infers a “one-off” incident should be disregarded as it is not, according to the definition, “bullying”.

The conduct may be against a worker or a group of workers, The conduct must create a risk to health and safety.

While a single incident of unreasonable behaviour is not considered workplace bullying, it is important to take appropriate action if there are any instances of inappropriate or disrespectful behaviour. This action is required to prevent any escalation. A record must be kept of any intervention in such circumstances.

Role of the employer

The employer MUST provide a workplace that is safe and without risks to health. This requires the employer to provide and maintain appropriate work systems. This is reinforced by legislation across Australia.

The employer should know the potential for workplace bullying and implement the appropriate policies and training procedures to control the risk.

You should involve employees when developing policies. Legislation may require involvement of employees in workplace health and safety committees.

It is recognised prevention is the best way to prevent bullying in the workplace.

Preventive Measures

Developing a strong workplace culture

This is a significant factor in preventing bullying. A strong positive culture sets the standards and conduct in the workplace. While everyone in the workplace contributes to culture, management has a greater influence and responsibility to establish a positive culture in the workplace.

Setting standards and establishing agreed values.

Employers are obligated under Occupational Health and Safety (OHS) legislation to provide a safe workplace. They must, as far as reasonably practicable, ensure there are no risks to physical health and safety or psychological trauma.

Employers should clearly outline expected values and standards of behaviour to provide a safe environment. This can be in an agreed standard (code of conduct) or specific policies targeting bullying. Employees should, where appropriate, assist to develop these policies.

The acceptance of such policies will assist in reducing incidents of bullying.

Effective leadership

There must be a commitment at all managerial and supervisory levels to prevent and respond to workplace bullying.

Effective leadership will, by example and action, reduce the potential for workplace bullying. Leaders must train employees and lead by example.

Strong leadership is required when any incidents occur.

Workplace policies and procedures addressing bullying

Workplace Bullying - Harassment - Policies

Employers should consult with employees to develop and implement a workplace policy and procedure to address workplace bullying. This will ensure a consistent approach within the company to prevent and respond to any incidents of workplace bullying.

This policy would set the standards of expected behaviour in the workplace. It would also reinforce that bullying behaviour would not be tolerated.

Workplace bullying policy

The policy should take a guiding approach by outlining how everyone should behave and be treated at work. It should also incorporate a preventive approach clearly outlining what behaviour would not be tolerated.

The policy could be a standalone document or incorporated into the code of conduct.

The policy should be developed in conjunction with the employees using an Occupational Health & Safety committee approach where appropriate.

What should be in the policy

The policy should include:

  • A statement from management outlining a commitment to providing employees with a healthy and safe working environment.
  • Identification of the expected standard of behaviour from all employees.
  • Examples regarded as workplace bullying, and examples of appropriate managerial oversight.
  • If appropriate, address the various methods of communication that may be used including personal text messages, emails, and social media.
  • A section on how an employee can report incidents of workplace bullying with a reference to support programs to help the reporting parties.
  • A commitment from management to treat reports of workplace bullying seriously.
  • Information on how management would respond reports indicating impartiality and confidentiality where appropriate.
  • How reports would be investigated.
  • Highlight what action may be taken if the reports are substantiated.
  • Where employees can get more information about workplace bullying.

Promoting the Policy

The policy should be promoted and communicated all employees. This should include posters on notice boards, a regular topic on team meetings, advice on intranet pages, and regular discussion with employees.

All employees should receive a copy of the policy on induction. It should also be incorporated as a topic or specific training program at least every 12 months.

The policy should be regularly reviewed.

Encourage reporting

Employees will report instances of bullying if they are confident the organisation will address these reports in line with the bullying policy.

The policy and any promotional material clearly outlines the reporting structure. Employees should be assured the reports will be considered and treated as confidential where appropriate.

Employees should be encouraged to report any incidents as this would allow the employee to take urgent action to address any issues so they do not escalate. The employer can also determine whether their prevention methods are effective.

Reporting will also allow employers to provide prompt assistance and support to employees to mitigate any ongoing stress-related issues.

Transparency

The employer should be transparent when addressing instances of workplace bullying. This may include advice to employees as to what action they took in relation to allegations workplace bullying. It is important to acknowledge the need for confidentiality when promoting this action.

General information can be provided as part of any regular communication process across the organisation. This information may include:

  • The number of reports received
  • The number of reports resolved
  • Time taken to complete investigations
  • Whether the investigation was conducted internally or externally
  • The general nature of the outcome of the investigations (be conscious of the need to maintain confidentiality where appropriate).

Training within the workplace

Workplace Bullying and Harassment Training

Occupational Health & Safety legislation highlights the responsibilities of an employer to provide information, instruction, training, and supervision to all employees to ensure they work in a way that is safe without risks to health.

This includes information relating to workplace bullying. It is important supervisors are fully aware of what comprises as workplace bullying and their obligations to address any identified issues within the workplace. You may be required as the employer to provide specific training in this area to all supervisors and managers.

Induction

Induction must include information about workplace bullying, including relevant policies and procedures.

Induction training should be provided to permanent employees, casuals, contractors, and volunteers. Labour hire personnel and visitors should know polices relating to bullying in the work place.

Training

It is important training is provided to all employees. This training should be comprehensive with an emphasis on what comprises workplace bullying and what action should be taken if the employee witnesses the conduct or is a victim of workplace bullying.

The training should also emphasise the expected standards of behaviour in the workplace.

Supervisors/Managers should receive targeted training highlighting their responsibility to ensure a safe workplace. This training should include:

  • Role of communication – how to communicate with various parties
  • Managing the “difficult conversation” about workplace bullying
  • Providing formal and informal constructive feedback to all parties
  • Monitor and address potential issues leading to workplace bullying
  • Conflict resolution to address potential issues
  • What action to take if a report is made

Impact of Workplace Bullying

Workplace bullying can affect people in many ways. It can lead to:

  • Distress, anxiety, panic attacks or sleep disturbance
  • Physical illness, such as muscular tension, headaches, and digestive problems
  • Reduced work performance
  • Loss of self-esteem and feelings of isolation
  • Deteriorating relationships with colleagues, family, and friends
  • Depression
  • Increased risk of suicide

Examples of workplace bullying

Workplace Harassment ACCA

Workplace bullying can include:

  • Abusive, insulting, or offensive language or comments (including belittling, demeaning, or patronising someone, especially in front of others)
  • Yelling or screaming at an employee
  • Unjustified or unreasonable criticism or complaints
  • Singling someone out and treating them differently from others
  • Withholding information, supervision, consultation, training, or resources deliberately to prevent someone doing their job
  • Setting unreasonable timelines or constantly changing deadlines
  • Spreading misinformation or malicious rumours
  • Changing work arrangements, such as rosters and leave, to deliberately inconvenience someone
  • Setting tasks unreasonably below or above someone’s skill level
  • Humiliating, shouting at or threatening someone
  • Excluding someone from participating in activities relating to their work
  • Refusal to acknowledge contributions and achievements (such as discovering that a person’s work – and the credit for it – has been stolen or plagiarised)
  • Initiation or hazing – where someone is made to do humiliating or inappropriate things
  • Teasing or playing practical jokes
  • Refusing annual leave, sick leave, and especially compassionate leave without reasonable grounds
  • Playing mind games, ganging up or other psychological harassment
  • Intimidation (making someone feel less important and undervalued)
  • Undermining work performance by deliberately withholding information vital for effective work performance
  • Constant unconstructive criticism and/or nit-picking
  • Suppression of ideas
  • Overloading a person with work or allowing insufficient time for completion and criticising the employees work in relation to this
  • Utilisation of various social media platforms and emails

It is important to realise any physical contact such as pushing, shoving, tripping, or grabbing is an assault. These actions should be taken seriously and, where appropriate, reported to the police so there is a record of the conduct.

The same applies to any threatening behaviour or physical contact with a weapon of any description including tools or other weapons (knives, guns, clubs). This must be reported to the police.

What is not considered workplace bullying

While some work practices may appear unfair they are not regarded as bullying if the conduct falls within accepted work practices and are done reasonably.  

The following are examples of what is not considered as bullying if conducted reasonably.

  • Setting realistic and achievable performance goals, standards, and deadlines
  • Fair and appropriate rostering and allocating working hours 
  • Transferring someone to another area of the organisation/business or role for operational reasons
  • Deciding not to select a worker for promotion where a reasonable process is followed
  • Informing a person about their unsatisfactory work performance in an honest, fair, and constructive way
  • Informing someone of their unreasonable behaviour in an objective and confidential way
  • Implementing organisational changes or restructuring
  • Taking disciplinary action, including suspension, or terminating employment where appropriate or justified in the circumstances.

What can increase the risk of bullying in the workplace?

These factors can increase the potential for bullying in the workplace.

Work stressors

High job demands, limited job control, organisational change, role conflict, job insecurity, tolerating unreasonable behaviour or a lack of behavioural standards, unreasonable expectations of clients or customers.

These can lead to frustrations within the general workforce and management.

Leadership styles

An authoritarian leadership style does not allow for employee interaction. It is a “damn it – do it” approach with no guidance or advice.

The is a lack of formal delegation leading to more assertive employees taking an inappropriate oversight role.

Work systems

Inappropriate workplace practices, lack of resources or training can create stress in the workplace. Unreasonable key performance standards, unrealistic expectations or time frames will also lead to stress in the workplace.

The stress leads to issues on the floor resulting in bullying as a potential outlet to reduce it.

Work relationships

Relationship between employees is also a key factor. Poor communication between management and employees, and employees themselves is also another factor. Low levels of managerial support opens the door for bullying. Ongoing conflict will also lead to bullying.

Workforce personnel

Research highlights some employees are more at risk from workplace bullying. These include, but not necessarily limited, to apprentices, casual employees, younger employees, injured employees, or those returning to work after an injury.

Employees who lodged a complaint are also likely to be targeted on return to work.

Bullying is also associated with ethnicity, religion, gender, disability, or sexual preferences.

What should I do if I am bullied at work?

You need a record of what occurred. This is important if the matter is going to be followed up.

The record should include such details as:

  • Date and time of incident
  • What happened before the incident?
  • Details of the incident
    • What happened
    • Who was involved
    • What was said
    • Who said anything
  • Any witnesses
  • What occurred after the incident?
  • Where did the incident occur?
  • Was there any CCTV coverage?
  • Was there any damage to clothing?
    • If so, keep the clothing after the incident if possible. If not, photograph damage.
  • Were you injured in anyway (cuts, bruises)
    • Photographs where possible
    • If you had medical treatment then keep details of where and when treatment occurred. Who provided the treatment.
  • Note your feelings flowing from the incident
    • Were you upset?
      • If so – why?
    • Were you embarrassed?
      • If so – why?
  • Why do you believe the conduct was bullying.
  • You need to tell someone what happened. There may be a contact listed under occupational health and safety procedures.
  • If you are a member of the Union then consider speaking with your delegate.

Remember, bullying is repeated behaviour. Your records will support the repetition of the conduct.

The employer must provide you with a safe work environment free of bullying and harassment. If the firm takes no action then it would be appropriate to refer your complaint to the Union if you are a member.

Remember, if you believe you are in immediate danger then, if possible, leave the workplace. You should (if appropriate) ring 000 for police assistance.

If you believe the incident was serious and you feared for your safety then report the incident to the police. Conduct leading to you fearing for your safety may be assault. Police will take the appropriate action.

Summary

The onus is on management to ensure there is an effective policy and procedure to address workplace bullying. However, eliminating workplace bullying requires action from everyone in the workplace.

Employees must be courageous in addressing this issue. Bullies will sidestep preventive measures. They will also use more subtle ways to target people. Gradual ostracization or exclusion can erode the confidence of a person. The “pain” of this is not visible like a bruise or cut but it can eat away at the victim.

Bullies use social media and other subtle methods to target victims. A bully is normally an informal leader, others see his actions as non-harmful, just a “joke”. Get over it, it is all in fun and other comments lead to a further erosion of self confidence in the victim.

A failure to report incidents leads to an escalation as the bully gains further confidence in not being sanctioned for his/her actions. A failure by other workers to report the incidents means they are complicit in the bullying as if they were taking the action against the employee.

The company must act – a failure to do so will expose the company to litigation leading to penalties under legislation and in the civil jurisdiction.

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