Policy on dignity and mutual respect - University of Leeds...Policy on dignity and mutual respect...

Policy on dignity and mutual respectThe University’s policy against bullying, harassment and victimisation, together with complaints procedures for staff and students

Contents1. IntroductionandScopeofthisPolicy................................................................................................................ 3

2. GeneralStatementOfPolicy............................................................................................................................... 4

3. RolesandResponsibilities.................................................................................................................................. 63.1 OftheUniversity.............................................................................................................................................. 63.2 OfallmanagersandreviewersundertheStaffReviewandDevelopmentScheme(SRDS)......................... 63.3 Ofallstaff........................................................................................................................................................ 73.4 Ofallstudents................................................................................................................................................. 73.5 Ofanyperson(studentorstaffmember)whoisaccusedofharassment,bullyingorvictimisation................ 83.6 Ofanyperson(studentorstaffmember)whoobservesbehaviourwhichmaybeseenasharassment,

bullyingorvictimisation................................................................................................................................... 9

4. Confidentiality.................................................................................................................................................... 10

5. Definitions........................................................................................................................................................... 115.1 Whatisharassment?.................................................................................................................................... 115.2 Examplesofharassment............................................................................................................................... 125.3 Whatisbullying?........................................................................................................................................... 135.4 Examplesofbullying..................................................................................................................................... 145.5 Whatisvictimisation?.................................................................................................................................... 155.6 Examplesofvictimisation.............................................................................................................................. 155.7 Harassment,bullyingandvictimisationbyelectronicmethods..................................................................... 16

6. FurtherPrinciplesRelatingtothisPolicy........................................................................................................ 176.1 Differentiatingstandardmanagementpracticefromworkplacebullyingorharassment............................... 176.2 Differentiatingstandardlearningandteachingpracticefrombullyingorharassment................................... 176.3 Complaintsmadeinbadfaith........................................................................................................................ 186.4 Objectiveassessmentofcomplaints............................................................................................................. 18

7. CodeofPractice1–ProceduresforcomplaintsmadebystaffmembersagainststaffmembersunderthisPolicy.......................... 19a) Procedure1:Takingpersonalaction............................................................................................................. 19b) Procedure2:Mediation................................................................................................................................. 20c) Procedure3:Aninformalcomplaint.............................................................................................................. 20d) Procedure4:Aformalcomplaint................................................................................................................... 24e) Sourcesofadviceandsupportforstaffmembersbeforeorduringanyoftheaboveprocedures................ 29

8. CodeofPractice2–ProceduresforcomplaintsmadebystaffmembersagainststudentsunderthisPolicy................................... 32

9. CodeofPractice3–ProceduresforcomplaintsmadebystudentsunderthisPolicy........................................................................ 33

a) Procedure1:Takingpersonalaction............................................................................................................. 33

b) Procedure2:Makingacomplaintaboutthebehaviourofamemberofstafftotherelevantschoolorservice................................................................................................................... 34

c) Procedure3:Makingacomplaintaboutthebehaviourofanotherstudent................................................... 34

d) Sourcesofadviceandsupportforstudentsbeforeorduringanyoftheaboveprocedures......................... 35

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University of Leeds Policy on dignity and mutual respect

1. IntroductionandScopeofthisPolicyTheUniversity’sPolicyonDignityandMutualRespectissetoutbelow,togetherwithsomeaccompanyingguidanceandproceduresformaking,andrespondingto,complaintsunderthisPolicy.

ThisPolicydefinesandprohibitsvariousbehaviours–inparticular,harassment,bullyingandvictimisation.ItexplainstheneedforeveryoneacrosstheUniversitytocontributeproactivelytothecreationofacultureofmutualrespectandanenvironmentinwhicheveryoneistreatedwithdignity.

ThisPolicyappliestoeveryoneattheUniversity.Thisincludes,forexample:■ allUniversityofLeedsemployees,■ otherworkerswhoarenotemployeddirectlybytheUniversity(suchasexternalconsultants,

visitingacademicsoremployeesofcontractorsengagedbytheUniversity),■ allregisteredstudents(includingalltaughtstudentsandpostgraduateresearchstudents),and■ allvisitorstotheUniversityandotherthirdpartieswhoarevisitingorcontactingtheUniversity.

ThreecodesofpracticeareattachedtothisPolicy.ThesedocumentssetouttheproceduresforstaffmembersandstudentstoraiseacomplaintunderthePolicy,anddescribetheresponsibilitiesofstaffmembers–and,particularly,managers–intermsofrespondingto,andmanaging,complaintsofharassment,bullyingorvictimisation.Onecodeofpractice(section7)coverscomplaintsmadebystaffmembersaboutotherstaff,asecondcodeofpracticecoverscomplaintsmadebystaffmembersaboutstudents(section8)andathirdcoverscomplaintsmadebystudentsorathirdparty(section9).InsituationsinwhichworkerswhoarenotemployeesoftheUniversityexperiencebehaviourthattheyconsidertobebullyingorharassment,theyshouldnormallyfollowthecomplaintsprocedureoftheirownemployer.ThesubsequentprocessfortheUniversitytoinvestigateorrespondtothecomplaintwillthendependverymuchonthecircumstancesoftheindividualcase.Eveninthesesituations,theattachedcodesofpracticemaystillbeuseful,astheycanbeusedasageneralframeworkforinvestigatingandhandlingsuchcomplaints.

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2.GeneralStatementofPolicyTheUniversityofLeedsbelievesthateverymemberofstaffhastherighttoworkinasupportiveenvironment,freefromharassment,bullyingandvictimisation.Similarly,everystudentattheUniversityhastherighttostudyandbetaughtinanenvironmentthatissupportiveandfreefromsuchbehaviours.

TheUniversityofLeedswillnottolerateactsofharassment,bullyingorvictimisationbyanymemberofstaffagainsteitheranothermemberofstafforagainstanyotherindividualwithwhomthememberofstaffinteractsinthecourseofhisorherduties,includingstudents.TheUniversitywillalsonottolerateactsofharassment,bullyingorvictimisationbyanystudentagainstanotherstudent,againstastaffmemberoragainstanyoneelseattheUniversity.

ThesebeliefsandthisPolicyarefullyconsistentwithourUniversityvaluesofacademicexcellence,community,integrity,inclusivenessandprofessionalism.Preventingandtacklinginappropriatebehavioursandconductarealsoessentialtoensuringthatanyorganisationiswell-managedandwell-led.

Werecognisethatharassmentorbullying–ineitheraworkingoralearningenvironment–cancausenotonlypersonaldistress,butalsoalossofconfidence,lowmoraleandillness.Itcanalsoleadtopeopleabsentfromtheirworkplaceorcourseandinterferewithaperson’sworkoracademicperformance.

TheUniversityexpectseveryonewhoisworkingorstudyingattheUniversity–orvisitingorcommunicatingwiththeUniversityinanothercapacity–tocontributeproactivelytothecreationofacultureofmutualrespectandanenvironmentinwhicheveryoneistreatedwithdignity.

TheaimsofthisPolicyaretoeliminateformsofoffensivebehaviourby:■ raisingawarenessoftheeffectsofsuchbehaviouronindividualsandontheworkingand

learningenvironment■ promotingaclimateinwhichpeoplefeelabletoraisecomplaintsofharassmentorbullying

withoutfearofvictimisation■ stoppingunwantedorinappropriatebehaviourandfindingwaysinwhichpartiescanmove

forwardpositivelythroughtheestablishmentofabasisforacceptableworkingrelationshipswheneverpossible

■ ensuringthat,incasesinwhichthebehaviourofthosecomplainedagainstconstitutesadisciplinaryoffenceorisunlawful,actionistakenthroughappropriatedisciplinaryprocedures.

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Section5ofthisPolicydefinestheterms“harassment”,“bullying”and“victimisation”,andprovidessomeillustrativeexamplesofeachtypeofbehaviour.Itisimportanttoprovidethesedefinitions,toenablestafftomakeinformedjudgmentsaboutwhetheraparticulartypeofbehaviourfallswithinthescopeofthisPolicy.However,theUniversityalsorecognisesthattherecanoftenbeasignificantamountofoverlapbetweenthesedifferenttypesofbehaviour.Ifsomeoneconsidersthattheyhaveexperiencedharassment,bullyingorvictimisation,butisinitiallyunsureofwhichdefinitionisthemostappropriateone,theyshouldnotbedeterredfrombringingacomplaint.

ComplaintsmadebystaffunderthisPolicywillbehandledasgrievances.TheseproceduresarethereforedesignedtobeconsistentwiththerelevantsectionsoftheSupportStaffProcedureAgreementandStatuteVIIoftheUniversity’sconstitution,butaredesignedtobemorepracticalanduser-friendly.ThisdocumentdoesnotreplaceoraltertheinformationorproceduressetoutintheSupportStaffProcedureAgreementorStatuteVII.

ComplaintsmadebystudentsunderthisPolicywillbehandledinawaythatisconsistentwiththeUniversity’sstudentcomplaintsprocedure.

ThisPolicysitsalongsideotherUniversitypolicieswhichmightalsoberelevantinsomecasesofharassment,bullyingorvictimisation–forexample,theUniversity’sEqualityandDiversityPolicyandHealthandSafetyPolicy.

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3.RolesandResponsibilities3.1 OftheUniversityTheUniversityofLeedsiscommittedtoprovidingaworkingandlearningenvironmentthatisfreefromharassment,bullyingandvictimisation.Tothisend,theUniversitywillnotcondonebehaviourthatisabusiveoroffensive;anysuchincidentswillberegardedseriouslyandmayleadtotheinitiationofdisciplinaryproceedingsunderStatuteVIIoftheUniversity’sconstitution,theSupportStaffProcedureAgreementortheStudentDisciplinaryProcedure.

TheUniversitywill:

■ takeappropriatestepstoensurethatstaff,studentsandothersaremadeawareofthetermsofthisPolicyandtheirrightsandresponsibilitiesarisingunderit

■ offerappropriatetrainingontherolethatstaffmembersmustplayinimplementingthisPolicyandcreatingaworkingenvironmentinwhicheveryoneistreatedwithdignityandrespect

■ makeavailabletrainingopportunitiesforindividualswhowillplayaspecificrolewithintheprocedureswhichapplytocomplaintsfallingwithinthescopeofthisPolicy

■ ensurethatthisPolicyisreviewed–forexample,inlinewithchangestolegislation

3.2 OfallmanagersandreviewersundertheStaffReviewandDevelopmentScheme(SRDS)

Inadditiontodoingeverythinglistedinsection3.3below,allmanagers(whichincludesallstaffwithSRDSreviewerand/orotherpeoplemanagementresponsibilities)must:

■ leadbyexampleinpromotingthedevelopmentofaculturewhereeveryoneistreatedwithcourtesyandrespectandwhereitisunderstoodthatharassment,victimisationandbullyingwillnotbetolerated

■ ensurethat,withintheirareaofresponsibility,staff-particularlynewstaffmembers–aremadeawareofthisPolicyandensurethatthePolicyisimplementedeffectivelywithintheirarea

■ takeeffective,sensitiveandrapidactionwhenacomplaintofharassment,bullyingorvictimisationismadetothem.Failuretodealwithacomplaintofharassment,bullyingorvictimisationcanitselfamounttomisconduct

■ besensitivetobehaviourwhichmaypointtoharassment,bullyingorvictimisation.Wherepotentialharassment,bullyingorvictimisationisnoted,sensitiveexplorationofthesituationshouldbeundertakenwithaviewtoestablishingwhatactionmayberequiredtorectifytheposition.ItmaybenecessarytoseekassistancefromHumanResourcesinundertakingthistask

■ takeappropriatecorrectiveactionorseekadvicefromHumanResourcesonhowtoproceediftheyareinformedofbehaviourwhichcontravenes,ormaycontravene,thisPolicy

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ItwillalsoassistwiththeeffectiveimplementationofthisPolicyifallmanagers:

■ makeeveryattempttoassistifaskedtoactasaninvestigatorforservices/facultiesoutsidetheirownworkarea(aspartoftheformalcomplaintsprocedureforcomplaintsbroughtbyastaffmembers)

■ aresupportiveifsomeonetheyline-manageisaskedtotakeonaninvestigatorroleinanotherpartoftheUniversity(undertheformalcomplaintsprocedureforcomplaintsbroughtbyastaffmembers).Suchcircumstancesmayrequireanappreciationfromthemanagerofthetimethatthisrolewilltake,althougheffortswillbemadetoensurethatthesamepeoplearenotrepeatedlyaskedtotakeonsucharole

3.3 OfallstaffAllstaffmembers(includingthoseworkingattheUniversitywithoutbeingdirectlyemployedbytheUniversityofLeeds)must:

■ treatallindividualswithcourtesyandrespectwhencarryingouttheirduties■ notparticipatein,orcondone,anyactofharassment,bullyingorvictimisation■ ensurethattheyarefamiliarwiththestructureandcontentofthisPolicy,andcomplywiththe

termsofthisPolicyandtheassociatedcodesofpractice■ modifytheirbehaviouratworkiftheybecomeawarethatitisunacceptableinlightofthis

Policy,evenifnoformalorinformalcomplaintismadebythecomplainant

ItwillalsoassistwiththeeffectiveimplementationofthisPolicyifallstaff:

■ whentheywitnessanactofharassment,bullyingorvictimisation,encouragethepersononthereceivingendofthisconducttoseekappropriatesupportandassistance

■ offerappropriateassistance(e.g.byofferingtoprovideatruthfulstatementaboutwhattheyhavewitnessed)

■ drawittotheattentionoftheappropriatemanageriftheyfeelthataworkplacecultureisdevelopingwhichisleading,orislikelytolead,toharassment,bullyingorvictimisation.Intheeventthatitisperceivedthemanagerhascontributedtothedevelopmentofsuchaculture,themattershouldbedrawntotheattentionofthenextpersoninthemanagementstructure

3.4 OfallstudentsAllstudentsmust:

■ behaveinaprofessionalandresponsiblemanner,withrespectforstaffandstudents,assetoutintheUniversityofLeedsLearningandTeachingPartnershipAgreementhttp://www.leeds.ac.uk/aqst/tsg/index.htm

■ notparticipatein,orcondone,anyactofharassment,bullyingorvictimisation■ modifytheirbehaviouriftheybecomeawarethatitisunacceptableinlightofthisPolicy,even

ifnoformalorinformalcomplaintismadebythecomplainant

ItwillalsoassistwiththeeffectiveimplementationofthisPolicyifallstudents:

■ ensurethattheyarefamiliarwiththestructureandcontentofthisPolicy,andcomplywiththetermsofthisPolicyandtheassociatedcodesofpractice

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3.5 Ofanyperson(studentorstaffmember)whoisaccusedofharassment,bullyingorvictimisation

Ifyouaretoldthatapersonviewsyourownbehaviourasunacceptableinsomerespect,youshould:

■ readthisPolicyinfullandnoteyourownobligationsunderthePolicy■ respecttherightofallmembersofstafftoworkinanenvironmentwhichisfreefrom

harassment,victimisationorbullying■ trytoremaincalmandlistencarefullytothecomplaintandtotheparticularconcerns

expressed–rememberingthatitistheotherperson’sreactiontothebehaviourwhichisimportant,notthereactionyouthinkhe/sheshouldhave

■ trytoagree,withthecomplainant,orwithotherswhoarediscussingorraisingthecomplaintwithyou,onwaystodealwiththesituationproductively,takingfullaccountofthisPolicyandtheassociatedcomplaintsprocedures

■ considerwhetherthecomplaintcanbejustifiedinanyway,andwhetheritwouldbeadvisableandappropriatetochangeyourbehaviour

■ makesurethat,ifyouareinapositiontochangeyourbehaviourorconducteasily,youdonotclingtodemonstratingthisbehaviourorconductsimplybecauseyoudonotagreewiththeotherperson’sassessmentofthesituation

■ reviewyourbehaviourmoregenerallywithaviewtomakingsurethatyouarenotcausingoffenceinanyotherrespect

Youshouldalsobearinmindthat:

■ thefirstindicationyoumayhavethatthereisaproblemmaybewhenacolleaguetellsyouthats/heisoffendedorupsetbycertainaspectsofyourbehaviourands/heasksyoutostopbehavingtowardstheminaparticularmanner

■ allstaffandstudentshavetherighttoaskapersontostopbehavinginamannerwhichisinsulting,degradingoroffensivetothem

■ youmayfirstbemadeawarethatthereisaproblemwhenapproachedbysomeoneinformingyouthataninformalorformalcomplainthasbeenmade.Rememberthatpeopledonothavearesponsibilityforraisingtheissuedirectlywithyoufirst,beforemakingacomplaint,and,insomecases,peoplemaynotfeelableorwillingtoraisetheissuewithyouinthisway

■ thatdifferencesofattitude,background,culturemayleadtoamisinterpretationofsocialsignals,whichmaymeanthatwhatisperceivedasharassmentbyonepersonmaynotbeorseemsotoanother

■ eventhoughyourbehaviourmayseemharmlesstoyou,theotherperson’sreasonablereactiontoyourbehaviourisimportant

Ifyouareastaffmemberwhoisaccusedofharassment,bullyingorvictimisation,youmaywishtoconsultyourHRManager,theMediationService,yourmanager/SRDSrevieweroraUnionrepresentative.Thesesupportnetworksareintendedtohelpstaff/studentstofindpositivewaysofresolvingcomplaints.

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Ifyouareastudentwhoisaccusedofharassment,bullyingorvictimisation,youmaywishtoconsulttheStudentAdviceCentreintheLeedsUniversityUnion.WherebothpartiesarestudentstheStudentAdviceCentrecannormallyadvisebothpartiesinadisputeastheyhaveprocedurestoensurethatproblemsdonotarisefrompotentialconflictsofinterest.

Moreinformationaboutsourcesofadviceandsupportarealsoavailabletoassiststaff(seesection7e)andstudents(seesection9d).

3.6 Ofanyperson(studentorstaffmember)whoobservesbehaviourwhichmaybeseenasharassment,bullyingorvictimisation

Ifyouwitnessbehaviourwhichmayconstituteharassment,bullyingorvictimisation,itishelpfulifyou:■ encouragethepersonorpeopleonthereceivingendofthisbehaviourtoseekappropriate

supportandassistance■ offerappropriateassistanceyourself(e.g.byofferingtoprovideatruthfulstatementabout

whatyouhavewitnessed)■ drawittotheattentionoftheappropriatemanagerortutorifyoufeelthatacultureis

developing,intheworkplaceorwithinateachinggroup,whichisleading,orislikelytolead,toharassment,bullyingorvictimisation.Intheeventthatitisperceivedthetutorormanagerhascontributedtothedevelopmentofsuchaculture,themattershouldbedrawntotheattentionofthenextpersonhigherinthemanagementstructure.

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4.ConfidentialityTheUniversityiscommittedtoinvestigatingallegationsfully,fairly,quicklyandconfidentially.Fromtheearlieststageofthecomplaintsprocedure,itisvitalthatconfidentialityexists.Thisisnecessarytocreateanenvironmentwhichencouragesemployeestotalkovertheirconcernsandobtainobjectiveassistance.Thiswillallowthemtoassesstheirpositionandtheoptionsopentothem.

Onapracticallevel,however,itisusuallydifficulttosortoutaproblemwithoutsomecommunicationwiththepersonwhoisnamedasbeingresponsibleforthebullyingorharassment,andwithnamedwitnessesand,insomecases,otherstaff.Therefore,anyoneconsideringmakingacomplaintshouldbearinmindthat,inordertoensurethatthebehaviouraboutwhichthecomplaintismadestops,itwillgenerallybenecessaryforthepersoncausingoffencetobetoldabouttheproblemsothattheycandiscussthesituationandtakeanyappropriateactiontopreventordiscontinueanyoffendingbehaviour.

TheUniversitywill,asfaraspossible,protectacomplainant’swishforconfidentiality,thoughwhereacomplaintidentifiesunlawfuldiscrimination,asafetyconcernorapotentiallycriminalact,theUniversityhasalegalresponsibilitytotakeappropriateactionwhichmightmeanconfidentialitycannotbepreserved.

Confidentialityisimportanttoallpartiesaffected,particularlyintheearlystageswhenanindividualfeelsconcernedaboutthebehaviourofanotherandwishestoseekadviceandexploretheseriousnessofthesituation.However,assoonasanyattemptismadetodealwiththesituationinawaythatdirectlyinvolvesanindividualwhoisaccused,thisindividualmustbeinformedofthenatureofthecomplaint.Thereafter,thereshouldbeanattempt,asfaraspossible,tomaintainconfidentialityinrespectofallpartieswhileseekingasolution.

Ahighdegreeofdiscretionandsensitivitymustbeexercisedbyallthoseinvolvedatanystageofdealingwithacomplaint,althoughthismustnotactasanimpedimenttothethoroughinvestigationofcomplaintswherethatisrequired;andnorshoulditbeusedtounderminetherightofallstafftobetreatedfairly.

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5.DefinitionsThissectiondefinestheterms“harassment”,“bullying”and“victimisation”,andprovidessomeillustrativeexamplesofeachtypeofbehaviour.

Itisimportanttoprovidethesedefinitions,toenablestafftomakeinformedjudgmentsaboutwhetheraparticulartypeofbehaviourfallswithinthescopeofthisPolicy.TheUniversityalsorecognisesthattherecanoftenbeasignificantamountofoverlapbetweenthesedifferenttypesofbehaviour.Ifsomeoneconsidersthattheyhaveexperiencedharassment,bullyingorvictimisation,butisinitiallyunsureofwhichdefinitionisthemostappropriateone,theyshouldnotbedeterredfrombringingacomplaint.

5.1 Whatisharassment?Itisdifficulttogiveaprecisedefinitionofharassment.ThedefinitionofharassmentusedinthisPolicyisbasedonthedefinitionsusedinvariouspiecesofanti-discriminationlegislation.ForthepurposesofthisPolicy,harassmentisdefinedas:

Unwantedconductthathasthepurposeoreffectofeitherviolatinganotherperson’sdignityorcreatinganintimidating,hostile,degrading,humiliatingoroffensiveenvironmentforthatperson.Harassmentdoesnotneedtobedeliberate;someonemayharassanotherpersonwithoutintendingto.

Inallegedcasesofharassment,theperceptionofthecomplainantisveryimportant.Behaviourwhichoneindividualmayregardasacceptablemaybeunacceptabletoanotherperson.Theperceptionofacomplainantmustthereforebetakenfullyintoaccountwhenajudgementismadeonwhetherconductshouldreasonablybeconsideredashavingoneofthepurposesoreffectssetoutinthedefinitionabove,evenifothersfeelthattheywouldnotbeoffendedbythesamebehaviour.Itshouldbenoted,however,thattheperceptionofacomplainantwillnotnecessarilyleadtoacomplaintbeingupheld.Aspartoftheresponsetothecomplaint,anobjectiveassessmentwillneedtobemadebytheperson(s)investigatingthecomplaintastowhetherthebehaviourcomplainedofcanreasonablyberegardedasharassment1.

Insomesituations,wheretheunwantedconductisserious,asingleincidentmayconstituteharassment.Inothersituations,conductmaybecomeharassmentifitisrepeatedorsustained.

Itisimportanttonotethat,inadditiontobreachingthisPolicy,mosttypesofharassmentwillalsobeunlawfulunderanti-discriminationlegislationormayevenconstituteacriminaloffence.Individualmembersofstaffwhoharassotherscanbenamedpersonallyinalegalcomplaintandmayberequiredtopaycompensationpersonallytoasuccessfulclaimant.

Thelinkbetweenharassmentandequalities‘grounds’Harassmentmayberelatedinsomewaytooneofthefollowinggrounds:gender;genderidentityorgenderreassignmentstatus;sexualorientation;race(whichalsoincludescolour,nationality,nationaloriginorethnicorigin);disability;religionorbelief(orlackofareligiousbelief);age;marital,civilpartnershiporrelationshipstatus;pregnancystatus,parentalorcarerstatus;part-timeemploymentorstudystatus;fixed-termcontractstatus,ortradeunionmembershipstatus/activities.1 Seesection6.4forexplanationon‘reasonableness’.

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Harassmentthatistargetedatanindividualorgroupofindividualsmayoccuronthegroundsof:

■ aperson’sactualpersonalcharacteristics–forexample,inrelationtosexualorientation,apersonmaybeharassedbecausetheyarelesbianorgay

■ aperson’sperceivedpersonalcharacteristics–forexample,apersonmaybeharassedbecausethetheyareconsideredtobelesbianorgay

■ aperson’slinktooneofthepersonalcharacteristicsvia someone else–forexample,apersonmaybeharassedbecausetheyhavealesbianorgayrelative.

Alternatively,harassmentmaynotbepersonallytargetedatanindividualatall.Forexample,if,inaparticularteam,acultureexistswhichpermitsoffensiveorstereotypicaljokes,thenapersonmayhaveavalidcomplaintofharassment,evenifthesedonotrelatetothecomplainant.Forinstance,ahomophobicworkculturewillcreateanintimidating,hostile,degrading,humiliatingoroffensiveenvironmentforstaff,evenifno-oneintheteamislesbian,gayorbisexual,andapersondoesnotneedtobelesbian,gayorbisexualtobringacomplaintofharassmentongroundsofsexualorientationinsuchcircumstances.

Inothercases,harassmentmayhavenoconnectionwithanyofthegroundslistedabove.

SexualharassmentTheabovedefinitionofharassmentwillcoversomecasesofsexualharassment;however,thereisalsoanotherdefinitionwhichrelatestosexualharassmentinvolvingconductofasexualnature.Thisdefinitionis:

Unwantedverbal,visual,orphysicalconductofasexualnature,orotherconductbasedonsex,whichaffectsaperson’sworkingorlearningconditionsorcreatesahostileorhumiliatingworkingorstudyingenvironmentforthatpersonInsomecases,therecipient’srejectionof,orsubmissiontotheconductinquestionmaybeusedexplicitlyorimplicitlyasabasisforadecisionaffectingtheirjob,promotion,training,salary,acceptanceonacourseofstudy,gradeorotherdecisionrelatingtotheperson’semploymentorcourseofstudy.However,itisnotnecessaryforthistobethecasefortheconductinquestiontobeclassedassexualharassment.

5.2 ExamplesofharassmentHarassmentcantakemanyformsandmay,forexample,occurinaface-to-facesetting,bytelephone,orinwrittenorelectroniccommunications.Thefollowinglistprovidesexamplesofthetypesofbehaviourwhichcanamounttoharassment,althoughthelistis,bynomeans,exhaustive:

■ Unwelcomephysicalcontact.Thismayrangefromunnecessarytouchingorbrushingagainstanotheremployee’s/student’sbody,physicalassault,coercingsexualintercourse,physicalthreats,insultingorabusivebehavioursorgestures.Thismayalsoencompassinvadingsomeone’s‘personalspace’bystandingveryclosetohim/herwherethisisunnecessary.

■ Unwelcomeverbalconduct.Thismayincludethemakingofremarksandcommentsaboutappearance,lewdcomments,sexualadvances,innuendoandbanter,themakingorrepetitionofoffensiveorstereotypedcomments,jokesorsongs,themakingofthreatsorthemakingofpatronisingcomments(forexample,commentswhichrepeatedlydrawattentiontoaperson’sdisabilityorimpairment).

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■ Intrusivequestioning.Forexample,thismayincludetheintrusivediscussionofaperson’ssexualpractices,sexualorientationorreligiousbeliefs–eitherdirectlywiththecomplainantorwithothersaboutthecomplainant.

■ Unwelcomewritten,visualorphysicalinteraction.Thismayincludesendingunwelcomeemails,notesorpictures,displayingorsendingoffensivematerial(e.g.displayingpin-upsofmalesorfemalesinstatesofundress),makingobsceneoroffensivegestures,persistentlysendingunwantedgifts,orfollowing,spyingorstalkingsomeone.

■ Non-verbalconduct–Makingabusiveoroffensivegestures;displayingofoffensivewrittenorvisualmaterial2;otherunacceptablenon-verbalconductwhichdenigratesapersonforwhateverreason.

■ Thedeliberateexclusionofanindividualfromwork-relatedactivities(includingsocialactivitiesrelatedtowork)orconversationsinwhichtheyhavearightorlegitimateexpectationtoparticipateasaresultofapersonalcharacteristicofthecomplainant

■ Otherformsofoppressiveorbullyingbehaviourwhicharesomehowlinkedtoapersonalcharacteristicofthecomplainant.

Itisimportanttonotethatharassmentcanbemulti-directional,andcan,forexample,includepeer-to-peerorunwantedbehavioursdirectedtowardsmanagers.Itcouldalsoincludethebehaviourofstudentstowardsmembersofstaff.

5.3 Whatisbullying?ForthepurposesofthisPolicy,bullyingisdefinedas:

Offensive,intimidating,maliciousorinsultingbehaviourwhichintentionallyorunintentionallyundermines,humiliates,denigratesorinjurestherecipient.Bullyingorharassmentmaybebyanindividualagainstanindividual(perhapsbysomeoneinapositionofauthoritysuchasamanagerortutor)orinvolvegroupsofpeople(perhapsapersonwillactinabullyingmannertowardsseveralcolleagues,forexample).Similarly,agroupofpeoplemayalsoberesponsibleforbullyingbehaviour(forexample,ifagroupofstaffmembersactinawaythatleavesanindividualfeelingisolatedorexcluded).

Bullyingmaybeobviousoritmaybemorecovert.Bullyingdoesnotneedtobedeliberate;someonemaydemonstratebullyingbehaviour,whichfallswithintheabovedefinition,withoutintendingto.Whicheverformittakes,itisunwarrantedandunwelcometotheindividualandwilloftencauseembarrassment,fear,humiliationordistresstoanindividualorgroupofindividuals.

Bullyingisnotnormallyconnectedtoanyofthegroundslistedforharassment–i.e.,gender;genderidentityorgenderreassignmentstatus;sexualorientation;race;disability;religionorbelief(orlackofareligiousbelief);age;marital,civilpartnershiporrelationshipstatus;pregnancystatus,parentalorcarerstatus;part-timeemploymentorstudystatus;fixed-termcontractstatus,ortradeunionmembershipstatus/activities.Ifthebehaviourislinkedtooneormoreofthesegrounds,thenitisoftenmorelikelytoconstituteharassment.

Bullyingoftenresultsfromamisuseofindividualpowerderivedfromstatus/position,physicalstrengthorforceofpersonality.Itcanalsoarisefromcollectivepowerarisingoutofstrengthofnumbers.

2 Itshouldbenotedthattheimportationofpornography,includingdownloadingandstoringsuchmaterial,isabreachoftheUniversity’sInformationSecurityPolicyandwilloftenalsoconstituteacriminaloffence.AfailuretocomplywiththerequirementsoftheInformationSecurityPolicy,outsidetheprocessforexemptionauthorisation,willbeviewedasabreachofsecurity.Anysucheventmaybethesubjectofinvestigationandpossiblefurtheraction,inaccordancewithUniversityprocedures,irrespectiveof–andpotentiallyinadditionto–anyactiontakenunderthisPolicyonDignityandMutualRespect.

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Bullyingisnormallycharacterisedbytheemergenceofapatternofbehaviourbutasingleincident,ifseriousenough,couldamounttobullyingbehaviour.

Thebehaviourofindividualsintheworkplacecanvaryfromdaytoday.Someonewhoisnormallyperfectlycivilmayoccasionallyappearimpatient,pre-occupiedandfailtoshowthecourtesyexpectedofthem.Thismaybeforavarietyofreasonsincludingpressureofwork,domesticdifficultiesorillhealth.ThisPolicyinnotintendedtodealwithoccasionalminorlapsesofgoodmanners,courtesyorrespect–unlessapatternofbehaviouremergesthatbecomesobjectionableorintimidatinginitself,inwhichcasesuchbehaviourcanconstitutebullying.

Likeharassment,bullyingcanbemulti-directional,andcanincludepeer-to-peerorunwantedbehavioursdirectedtowardsmanagers.Itcouldalsoincludethebehaviourofstudentstowardsmembersofstaff.

Bullyingisnotaboutthelegitimateexerciseofmanagerialresponsibility.Managersandsupervisorshaveaduty,forexample,tomanageandprovidefeedbackonperformanceandoutcomes,provideindividualemployeeswithaccuratefeedback,whichmaybecritical,andtakestepstoachieveanimprovementinperformancewherethatisrequired.Similarly,managersmusttakeactiontocontrolabsenteeismormisconductbythelegitimateexerciseofmanagerialcontrol.However,anysuchmanagerialactionsmustbecarriedoutinasupportive,respectfulandappropriatemannerandif,forexample,amanageradoptsanundulyaggressiveorintimidatingmanner,thentheseactionsmaybecoveredbythedefinitionofbullyingsetoutabove.Furtherinformationaboutdifferentiatinggoodmanagementfromworkplacebullyingissetoutinsection6.

Itisimportanttonotethat,inadditiontobreachingthisPolicy,sometypesofbullyingarealsounlawfulandmayconstituteacriminaloffence.Insomecases,membersofstaffwhobullyotherscanbenamedpersonallyinalegalcomplaintandmayberequiredtopaycompensationpersonallytoasuccessfulclaimant.

5.4 ExamplesofbullyingLikeharassment,bullyingcantakemanyforms,anditmayoccurinaface-to-facesetting,bytelephone,orinwrittenorelectroniccommunications.Thefollowinglistprovidesexamplesofthetypesofbehaviourwhichcanamounttobullying,althoughthelistis,bynomeans,exhaustive:

■ Verbalabuseorthreats■ Stepstakentomakesomeone’sworkinglifeunreasonablydifficult.Thismightinvolvethe

settingofimpossibledeadlines,objectivesortargets,constantlychangingobjectivesandgoals,deliberatelyimposinganintolerableworkload,unreasonablyremovingareasofresponsibility,ordeliberatelyblockingadvancementwithoutcause

■ Intimidatingbehaviour■ Makingthreatsorcommentsaboutjobsecuritywithoutfoundation■ Unwarranteddisparaging,ridiculingormockingcommentsandremarks.Suchremarksmight

bemadeinfrontofothersand/ordesignedtoundermineanindividual■ Physicalviolenceoranexplicitorimpliedthreatofviolence■ Thedeliberateexclusionofanindividualfromwork-relatedactivities(includingsocial

activitiesrelatedtowork)orfromconversationsinwhichtheyhavearightorlegitimateexpectationtoparticipate.

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5.5 Whatisvictimisation?Staffwithagrievancemaysometimescomplainthattheyarebeing“victimised”insomeway.However,victimisationwithinthescopeofthisPolicy(andwithinthescopeofequalopportunitieslegislation)hasaspecific,definedmeaning.

Victimisationinvolvestreatingsomeonelessfavourablythanotherpeoplebecausethatindividualhas:

■ made,ingoodfaith,aclaimofharassmentorbullyingunderthisPolicy,(oraclaimofdiscriminationunderanotherpolicy,suchastheUniversity’sEqualOpportunitiesPolicy)

■ suggestedorcomplainedthat,insomeotherway,he/shehas,ormayhavebeen,discriminatedagainst,bulliedorharassedorthattheUniversity’sequalopportunitiespolicieshave,ormayhave,beenbreachedinsomeway

■ helpedsomeotherpersonwhoismakingsuchaclaim,perhapsbyprovidingevidenceorsomeotherformofsupporttothatotherperson

Victimisationisentirelyunacceptablebehaviourwhichcanhaveaprofoundeffectupontheworkingenvironmentandleadtoareluctancetoreportactsofdiscriminationorharassment.

Itisimportanttonotethat,inadditiontobreachingthisPolicy,victimisationonmostofthegroundscoveredbythisPolicyisalsounlawful.Individualmembersofstaffwhovictimiseotherscanbenamedpersonallyinalegalcomplaintandmayberequiredtopaycompensationpersonallytoasuccessfulclaimant.

ThelawalsoprotectspeoplefromvictimisationincaseswheretheyhavedisclosedcertainissuestoexternalpartiesunderthePublicInterestDisclosureAct1998,althoughthisisbeyondthescopeofthisdocument.

5.6 ExamplesofvictimisationVictimisationcantakemanyforms.Thefollowinglistprovidesjustafewindicativeexamplesofthetypeofbehaviourwhichcouldamounttovictimisation–thislistis,bynomeans,exhaustive:

■ penalisingsomeoneformakingacomplaintofdiscrimination,harassmentorbullying.Forexample,thismightinvolvegivingthepersonunrealisticorimpossibledeadlinesordecidingnottonominatesomeoneforcontributionpayeventhoughtheydeservesuchanomination,etc.

■ excludingapersonfromwork-relatedactivitiesorconversationsinwhichtheyhavearightorlegitimateexpectationtoparticipatebecausetheyhavemadeacomplaintofdiscrimination,harassmentorbullying

■ creatingadifficultoroppressiveenvironmentforanindividualbecausetheyhavemadeacomplaint–whetherinformalorformal–ofdiscrimination,harassmentorbullying.Thismightinvolve,forexample,talkingnegativelyaboutthepersonbehindtheirbackormakingdisparaging,ridiculingormockingcommentsorremarks.

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5.7 Harassment,bullyingandvictimisationbyelectronicmethodsGiventhedegreeofrelianceuponelectronicmeansofcommunicationwithintheUniversity,itshouldbenotedthatharassment,bullyingandvictimisationcanoccurbyelectronicmeans.Forexample,thismightinvolve:

■ sendinge-mails(withorwithoutattachments)whichbreachthetermsofthisPolicy■ inappropriatecopyingofe-mailstopartiesnotrelevanttothediscussion,asawayof

intimidatingorinappropriatelygainingleverageoveramemberofstaff■ using,displayingorsavingoffensivematerials(e.g.offensivescreensavers,photographs,

etc.)whicharethenaccessed,orseenby,anotherpersonorgroupofpeople■ downloading,displayingorprintingoffensivematerialfromanInternetsourceinthepresence

ofanotherpersonorgroupofpeople.

TheseareonlyexamplesofthewayinwhichbehaviourwhichbreachesthisPolicycanoccurusingelectronicmeans.AswellasbeingabreachofthisPolicy,suchbehaviourmayalsoleadtodisciplinaryactionbeingtaken,if,forexample,thebehaviouralsoconstitutesamisuseoftheUniversity’sequipment.

ThisPolicyshouldalsobereadinconjunctionwiththeUniversity’sInformationSecurityPolicy.AfailuretocomplywiththerequirementsoftheInformationSecurityPolicy,outsidetheprocessforexemptionauthorisation,willbeviewedasabreachofsecurity.Anysucheventmaybethesubjectofinvestigationandpossiblefurtheraction,inaccordancewithUniversityprocedures,irrespectiveof–andpotentiallyinadditionto–anyactiontakenunderthisPolicyonDignityandMutualRespect.

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6.FurtherPrinciplesRelatingtothisPolicy6.1 Differentiatingstandardmanagementpracticefromworkplace

bullyingorharassmentTheterms“bullying”and“harassment”–definedmoreclearlyinsections5.1and5.3ofthisPolicy–aremorethanafirmmanagementstyle.Positive,clearmanagementactionwhichrelatestoconductorperformanceorlegitimateoperationalneeds,providingthisactionistakeninafairandconsistentwayandinlinewithUniversitypolicies,doesnotconstitutebullyingorharassment.

Similarly,amanagermaysometimesmakeadecisionorissueaninstructionwhichamemberofstaffconsidersunreasonable.Ifsuchactiondoesnotfallwithinthedefinitionsof“bullying”,“harassment”orvictimisation,asdescribedabove,thememberofstaffmaystillhavealegitimategrievance,however,thiswouldneedtobepursuedundertheUniversity’snormalgrievanceprocedures.Thesegrievanceprocedurestakeintoaccountthefactthatamanagerwillsometimeshavetotakeactionormakeadecisionwhichstaffmaynotagreewith(if,forexample,thisactionordecisionisinthebestinterestsoftheUniversityoroftheteamconcerned)andbalancethisfactwiththeindividualcircumstancesofthecase.

6.2 Differentiatingstandardlearningandteachingpracticefrombullyingorharassment

Membersofstaffwilloftenmakedecisionsrelatingtostudentsorissueinstructionstostudents,eitheraspartoftheteachingprocessorwhilstprovidingothertypesofsupportandassistancetostudents.Teachingstaffandotherstaffwillalsoneedtoprovidefeedbackonstudents’workoronotheraspectsofstudents’performance.ProvidingthatsuchactionsaretakeninafairandconsistentwayandinlinewithUniversitypolicies,suchactionswouldnotconstitutebullyingorharassment.

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6.3 ComplaintsmadeinbadfaithThisPolicyisintendedtopromotefairnessandconsistencyindealingwithreasonablecomplaintswhicharemadeingoodfaith.ApersonshouldonlybringacomplaintunderthisPolicyifs/hehasgenuinecausetobelievethats/hehasbeenharassed,bulliedorvictimised.Intermsofthegeneralapproachtobetaken,theUniversityanditsstaffwillassumethatcomplaintsaremadeingoodfaith,andwilltakeallcomplaintsseriously–unlessthereisclearandobjectiveevidencethatacomplaintismadeinbadfaith.

TheUniversityhasadutytoprotectitsstaffmembersandstudentsfromcomplaintsmadeinbadfaith.Acomplaintmadeinbadfaithisacomplaintwhichismaliciousorrepetitious,asdescribedbelow:

■ Acomplaintmaybeconsideredmaliciousifthecomplainantdoesnothavegenuinecausetobelievethats/hehasbeenbullied,harassedorvictimisedandismakingthecomplaintinordertosecureleverageoveranotherpersonorexertpowerinappropriately.Suchacomplaintmaybemadeinordertoslowdownorfrustrateanotherprocedurethatthepersonisinvolvedin(forexample,anongoingpoorperformance,grievanceordisciplinaryprocedure).

■ Acomplaintmaybeconsideredrepetitiousifitisidentical,orsubstantiallysimilar,toacomplaint,orcomplaints,whichhavebeenthoroughlyinvestigatedpreviously.Theattachedcodesmakeappropriateprovisionforgenuineappealsprocedures,whichpeopleareencouragedtofollowiftheyarenotsatisfiedwiththeoutcomeoftheirinitialcomplaint.However,ifasituationarisesinwhichapersonrepeatedlymakesthesame,orasimilar,complaint,thenthismaybeviewedasarepetitiouscomplaint.

Itisimportanttonotethat,insomesituations,makingacomplaintinbadfaithcanitselfconstituteanunacceptableformofbehaviourandfallwithinthedefinitionofbullyingorharassment.Asaresult,ifapersonmakescomplaintinbadfaith,thenappropriateactionmaybetakenagainstthemunderthisPolicyorundertherelevantdisciplinaryprocedures.

Sometimes,acomplaintmayproveimpossibletouphold;forexampleiftheconcernturnsouttobeduetoamisunderstandingorisnotcapableofbeingsufficientlysubstantiated.Providingthecomplainantwasnotactingmaliciouslyinmakingthecomplaint,thiswillnotleadtoanydisciplinaryactionbeingtakenagainstthecomplainant.

6.4 ObjectiveassessmentofcomplaintsSometimes,perceptionsaboutacceptableandunacceptablebehaviourmayvary.AbalancedandobjectiveviewshouldbetakenofanycomplaintwhicharisesunderthisPolicy,toassesswhetherthebehaviourcomplainedofcanreasonablyberegardedasconstitutingbullying,harassmentorvictimisation.Atallstagesinthecomplaintsprocess,anystaffmembertowhomcomplaintsaremade,aswellasanyUniversitymembermakingacomplaint,shouldtakeanobjectiveoverview.Foracomplainttobeupheld,itmustbefoundedonaninterpretationofeventswhichisdemonstrablyreasonable.

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7.CodeofPractice1–ProceduresforcomplaintsmadebystaffmembersunderthisPolicy

Ifastaffmemberfeelsthattheyarebeingsubjectedtoharassment,bullyingorvictimisationinanyformbyanothermemberofstaff,thefollowingoptionsareavailablefortakingaction.

a) Procedure1:TakingpersonalactionIfyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisation,youshouldnotfeelthatitisyourfaultorthatyouhavetotolerateitwithoutquestion.Inthissituation,youmayfeelabletotakeactiononyourowntomaketheotherpersonawareoftheeffectoftheirbehaviouronyou(werefertothisas“takingpersonalaction”).

Inmanysituations,thiscanbethemosteffectivewaytoraiseconcerns.However,youshouldnotfeelpressuredtoraiseconcernsinthiswayandshouldalsobeawareoftheotheroptionsopentoyou–namely,mediationorraisinganinformalorformalcomplaint(seesections7b,7cand7dbelow).

Thereareavarietyofwaysinwhichyoumighttakepersonalaction,someofwhichenableconcernstoberaisedwithoutmakingreferenceeithertotheindividual(s)concernedortothespecificnatureofthecomplaint.Herearesomeexamplesoftypesofpersonalactionwhichmightbeworthconsidering:

■ youcanhaveaconversationwith,orwriteto,theotherpersonandexplain,asclearlyaspossible,whatitisthatyouconsiderunacceptableabouttheirbehaviourandaskthemtostopbehavinginthisway

■ youcouldenlistthehelpofacolleaguetofindwaysofbringingthetopicofharassment,bullyingorvictimisationintoaconversationinthepresenceofthepersoncausingoffence

■ youcouldaskforbullyingandharassmentissues,ortheUniversity’sPolicyonDignityandMutualRespect,tobediscussedatateammeetingtoensurethatallmembersofstaffintheteamareawareofthese

Ifyoudochoosetocontacttheperson,youmightwishtoseekadviceorsupportbeforehandfrom:

■ acolleague■ yourHRManager■ yourlinemanager,orHeadofService/HeadofSchool■ atradeunionrepresentative(ifyouareatradeunionmember)■ anyoftheserviceslistedinsection7eonpage29

Ifyoudodecidetotakepersonalaction,itisalsoworthrememberingthat:

■ itmaybeadvisabletonotedownfactualinformationaboutthediscussionthattakesplaceandanyagreedoutcomes

■ youshouldkeepcopiesofrelevantpiecesofwrittenoremailcorrespondence

Ifyoufeelabletotakepersonalactiontoraiseconcerns,andfeelcomfortableaboutdoingso,thiscanbeaneffectiveandrelativelylow-keymethodofresolvingissues.

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b) Procedure2:MediationMediationisalsoanimportantconsiderationforresolvingissuesatanearlystage.Mediationisavoluntaryprocesswhereanimpartialthirdpartyenablestwoormorepeopletoworkthroughconflictordisagreement,withaviewtoimprovingtheirworkingrelationship.Mediatorsareprovided,throughtheUniversity’sMediationService,tohelpstafftohonestlydiscussthesituationandcomeupwithawayforwardthatisacceptabletotheparties.

TheUniversity’sMediationServiceisavoluntaryservicewhichfocusesonthefutureandonrebuildingrelationshipsratherthanblamingpeople.

Themediatorscansupport:

■ staffexperiencingbullyingorharassment■ staffaboutwhomcomplaintsofbullyingorharassmentaredirected■ groupsofstaffwhoneedsupportwithimprovingrelationships

Whilstmediationisgenerallyseenasaprocessinvolvingtwoormorepeople,thestartingpointisgenerallyforamemberofstafftoconsulttheMediationServiceandmeetwithamediatortotalkthroughtheirsituation.Thismaybehelpful,forexample,forapersonwhoisconsideringmakingacomplaintofharassmentorbullyingor,indeed,someonewhois,ormaybe,onthereceivingendofsuchacomplaint.

Mediationgivesanopportunitytostepbackandconsiderhowadifficultsituationcanbeputright.Theteamofnationallyaccredited,neutralmediatorscanhelpindividualsorwholeteamsworkthroughissues,improvingrelationshipsandtacklingcommunicationproblems.

Furtherinformationabout,andcontactdetailsfor,theMediationServicecanbefoundonthewebatwww.leeds.ac.uk/mediation/[email protected]

Thisserviceisconfidential.Yourpersonaldetailswillnotbedisclosed,passedtoyourlinemanagerorkeptonyourpersonalfileunlessyougiveyourpermission.

Mediationiscomplementarytoothersupportservices–suchasstaffcounselling,occupationalhealthortradeunionsupport.

c) Procedure3:Aninformalcomplaint

HowtomakeaninformalcomplaintIfyoudonotwishtotakepersonalactiontoraiseconcerns,orhavedonesobutthebehaviourhascontinued,youcanmakeaninformalcomplaint.Youwouldnormallymakeaninformalcomplaintverbally,butmaychoosetomakeaninformalcomplaintinwritingifyouwishto.

Normally,youshouldmakeaninformalcomplainttoyourlinemanager(ortothatperson’slinemanagerifthecomplaintisaboutyourownlinemanager).Itwillthenbetheresponsibilityofthemanagerwhoreceivesyourcomplainttotakethematterforwardinaccordancewiththeflowchartonpage23.

If,inthefirstinstance,youdonotfeelcomfortablespeakingtoyourlinemanageraboutthisissue,youcaninsteadspeaktoyourlocalHRManager.Normally,underthesecircumstances,theHRManagerwillliaisewithyourmanagertodiscusswhatshouldhappennext.Itwillremaintheresponsibilityofyourlinemanager(orthatperson’smanager,asappropriate)totakethematterforward,withtheHRManageractinginanadvisorycapacity.

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Themanagerreceivingthecomplaintdoeshaveacertainamountofflexibilityindecidinghowtoprogressaninformalcomplaint;however,thisshouldalwaysbedecidedinconsultationwithyouanditshouldalwaysbeprogressedinasensitiveandappropriatemanner.

InformationyoushouldprovideinyourinformalcomplaintEventhoughaninformalcomplaintisnotbeinghandledthroughourformalcomplaintsprocedures,itcanbehelpfulforanyonemakinganinformalcomplaintto:

■ identifyclearlythenameoftheperson/peopleaboutwhomthecomplaintismade■ beclearaboutthenatureofthebehaviouraboutwhichthecomplaintismade(making

reference,wherepossible,totherelevantsectionofanypolicythatwasallegedlybreachedbythisbehaviour)

■ provideanindicationoftheimpactthathisbehaviourhashad■ provideexamples,whereavailable,ofthebehaviourorconductyoufindinappropriate,

includinginformationaboutthetimesandlocationsofanyincidents,wherepossible■ provideaninitialindicationofwhetheranyoneelsemighthaveobservedthebehaviour

inquestion■ describeanyactionthathasalreadybeentakentochallengeorstopthebehaviourand

theoutcomeofanysuchaction.

HowmanagersshouldrespondtoaninformalcomplaintTheflowchartonpage23setsouttheprocedureformanagerstodealwithinformalcomplaints.

Inallcases,whenreceivinganinformalcomplaint,managersshouldseekadvicefromtheirHRManageratanearlystagetoinformwhathappensnext.Sometimes,thismightbecaseofhavingaquickconversationwiththeHRManagertoexplainthesituationandcheckthatyourproposednextstepsareappropriate.Inothercases,theHRManagermayneedtobecomemoreinvolved–particularlyinsituationsinwhichthemanagerisunsureofhowtoproceedorwhenthecomplaintwarrantsamoreseriousresponse.

Ifthecomplaintinquestionisabout,orimplicates,thelocalHRManager,then,insteadofseekingadvicefromtheHRManager,adviceshouldbesoughtfromtheDeputyDirectorofHumanResources.

Inrespondingto,orinvestigating,acomplaint,managershaveaccesstoarangeofdifferentdocumentsproducedbyexternalorganisations–forexample:■ AnACASdocumententitledBullyingandharassmentatwork:aguideformanagersand

employers–availableatwww.acas.org.uk/index.aspx?articleid=794■ AnEqualityChallengeUnit(ECU)guideentitledDignityatWork:agoodpracticeguidance

forHEinstitutions,whichisavailableatwww.ecu.ac.uk/publications/dignity-at-work-guide-for-he.Thiscontainssectionson“Bullyingversusfirmmanagement”and“Conductinginvestigations”,andanappendixprovideslinkstoadditionalresources.

■ TheHealthandSafetyExecutive’s(HSE’s)guidanceformanagersonworkplacebullying–availableatwww.hse.gov.uk/stress/furtheradvice/informationonbullying.htm

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ManagersmayalsoseekadvicefromtheEqualityandDiversityTeam(partoftheUniversity’sEqualityService),particularlyinsituationsinwhichacomplaintmayrelatetoanequalitiesissue–i.e.whenthecomplaintrelatestoissuesofgender;genderidentityorgenderreassignmentstatus;sexualorientation;race(whichalsoincludescolour,nationality,nationaloriginorethnicorigin);disability;religionorbelief(orlackofareligiousbelief);age;maritalstatus;orpregnancystatus.ContactdetailsfortheEqualityandDiversityTeamareprovidedinsection7e.

Thelinemanagerand/orHumanResourcesmustalwaystakefullaccountofthewiderimplicationsofanycomplaint.Forexample,theyshouldconsiderwhetheracaseofbullyingorharassmentmightbepartofalargerpatternofsuchbehaviourwithinanoffice.

PointsforeveryonetobearinmindinrelationtoinformalcomplaintsWhenfollowingthisprocedure,thefollowingpointsmustbetakenintoaccount:

■ Thecomplainantisentitledtobeaccompaniedbyatradeunionrepresentativeorworkplacecolleagueatanymeetingswhichtakeplaceundertheinformalcomplaintsprocedure.

■ Oncetherespondentismadeawareofthecomplaint,theyarealsoentitledtobeaccompaniedbyatradeunionrepresentativeorcolleagueatanysuchmeetings.

■ Allcomplaintslodgedwillbedealtwithasquicklyaspossiblebutitmaynotalwaysbepossibletocomplyfullywitheverysuggestedtimescalesetoutintheprocedure.InsituationsinwhichitisnotpossibletocomplywiththetimescalessetoutinthisPolicy,thepartiesinvolvedshouldbekeptup-to-date,toensurethattheyareawareofwhatishappeningnextintheprocessandwhen.

■ Informationaboutcomplaintsthatareresolvedinformallywillnotnormallybeplacedonfile(forexample,inapersonnelorstafffileofeitherthecomplainantortherespondent)unlesstherelevantindividualisspecificallynotifiedofthis.

■ However,ifthematterrelatestoaseriouscomplaintanditcouldnotberesolvedthroughlackofevidence,thenwritteninformationandcorrespondencerelevanttothecomplaintmaybekeptonfilebythemanagerdealingwiththecomplaint.Thismayincludekeepingthisinformationinthestaffingorpersonnelfileofthecomplainantand/orrespondentforalimitedperiodoftime.Thelengthoftimeforwhichthisinformationisstoredshouldnotbeexcessiveandshouldbedeterminedonacasebycasebasis.Ifthisisthecase,theHumanResourcesManagerwillinformtherelevantpartyabouttheinformationthatistobestoredonfile,explainwhythisinformationisbeingstoredinthiswayandstatehowlongtheinformationwillbestoredfor.

■ Bothpartiesareadvisedtoretaincopiesofallwritteninformationandcorrespondencethatisrelevanttothecomplaintspecificallyfortheirownrecords.

■ Ifthematterremainsunresolvedthroughthisinformalapproach,oriftheproblemcontinuesafteranagreedresolution,themattershouldbereferredtotheformalstage(seesection7d).

Theprocedureformakinganddealingwithaninformalcomplaintissetoutintheflow-chartonpage23.

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Informalcomplaintsprocedure

Thesituationshouldberesolvedatthisstage.If,however,thecomplaintisnotresolved(forexampleifthebehaviourcomplainedofdoesnotstop),thecomplainantshoulddiscussthesituationagainwiththeLM/HRM.Insuchcircumstances,thecomplainantmaydecidetomakeaformalcomplaint.

IfthecomplaintisnotwithinthescopeofthisPolicy,theLMshouldadvisethecomplainantofthisandexplainwhatotherproceduresormethodscouldbeusedtoraisethecomplaint(e.g.standardgrievanceproceduresetc)

Ifthecomplainantisnotsatisfiedwiththisassessment,s/hecanappealinwriting,within5workingdaysofbeingnotifiedofthedecision,totheDeputyDirectorofHumanResources,whowillreviewtheassessmentandnotifythecomplainantaccordingly.

LMs(withadvicefromHRMs)shoulddiscusswiththecomplainantandtherespondent–separatelyifnecessary–anyfurtheractionsthatwouldbehelpful.Forexample:■ furthertrainingonharassmentandbullyingissues

■ on-goingsupport(e.g.counselling,mediation,mentoring,etc.)

■ anyotherappropriatestepsthatshouldbetakentoensurethatgoodworkingrelationsarerestored/maintained.

TheLMshouldtakeanoteofwhatwasdiscussedandagreedatanymeetingswiththerespondent.Acopyofthisnoteshouldbeforwardedtoboththecomplainantandtherespondent,withbothpartiesbeingaskedtoretainacopyofthisnotefortheirrecords.

IfthecomplaintiswithinthescopeofthisPolicy,theLM(withadvicefromtheHRM)shouldagreeacourseofactionwiththecomplainantandsetanagreedtimescaleforsuchaction.Normally,thiswouldbefortheLMtodiscussthecomplaintwiththeperson/peopleaboutwhomthecomplainthasbeenmade(i.e.therespondent/s).Thiscouldbedonewithorwithoutthecomplainantbeingpresent,dependingonthewishesofthecomplainantandthenatureandcircumstancesofthecomplaint.ItisalsoworthexploringwithbothpartieswhethertheUniversity’sMediationServicemightbeabletoassistatthisstageoftheprocess(bothpartiesshouldagreetosuchacourseofaction).ReferenceshouldbemadebytheLM/HRMtotheguidanceonconfidentialityoutlinedinsection4.

Within3workingdaysofreceiptofthecomplaint,theLMandtheHRMneedtoliaisetoassesswhetherthecomplaintfallswithinthescopeofthePolicyonDignityandMutualRespect.

ThecomplainantmakesaninformalcomplaintverballyorinwritingtotheirLineManager(LM)orHumanResourcesManager(HRM).Ifthecomplaintwasmadeverbally,theLMorHRMmakesawrittennoteofthecomplaintandasksthecomplainanttocheckthenoteandsignanddateit.

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d)Procedure4:AformalcomplaintYoucanmakeaformalcomplaintofharassment,bullyingorvictimisationif:

■ youhaveraisedacomplaintpreviouslybytakingpersonalaction,makinganinformalcomplaintorfollowingaprocessofmediation,butyoufeelthattheissuehasnotbeenproperlyresolved,or

■ theallegedbehaviourisseriousenoughtowarrantaformalcomplaintwithoutgoingthroughthepreviousstages.

AformalcomplaintraisedunderthePolicyonDignityandMutualRespectwillbehandledasa“grievance”.Theflowchartonpage27(forsupportstaff)and28(foracademicandprofessional/managerialstaff)outlinetheprocedureformakinganddealingwithaformalcomplaintandshowshowthisfitsinwiththerelevantUniversitygrievanceprocedures.

Theseproceduresareslightlydifferentdependingonwhetherthepersonmakingaformalcomplaintisamemberofsupportstaffor,alternatively,amemberofacademicorprofessional/managerialstaff.Asageneralrule,staffongrades2-6willbemembersof“supportstaff”,whilststaffongrades8-10willbe“academic”or“professional/managerial”staffmembers.Forstaffongrade7,thiswilldependonthespecificnatureofyourroleandyouremploymentcontract.AdvicecanbesoughtfromyourHRManagerifyouareunsurewhichprocedureappliestoyou.

Ifyouareconsidering,orplanningto,makeaformalcomplaint,therearerangeofsourcesofsupportyoumaywishtoconsult(seeSection7eformoreinformation).

InformationyoushouldprovideinyourformalcomplaintInanyformalcomplaint,itisgenerallyimportantforthepersonmakingthecomplaintto:

■ identifyclearlythenameoftheperson/peopleaboutwhomthecomplaintismade■ beclearaboutthenatureofthebehaviouraboutwhichthecomplaintismade(making

reference,wherepossible,totherelevantsectionofanypolicythatwasallegedlybreachedbythisbehaviour)

■ provideanindicationoftheimpactthathisbehaviourhashad■ provideexamples,whereavailable,ofthebehaviourorconductyoufindinappropriate,

includinginformationaboutthetimesandlocationsofanyincidents,wherepossible■ provideaninitialindicationofwhetheranyoneelsemighthaveobservedthebehaviour

inquestion■ describeanyactionthathasalreadybeentakentochallengeorstopthebehaviourandthe

outcomeofanysuchaction■ signanddatethewrittenformalcomplaint.

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PointsforeveryonetobearinmindinrelationtoformalcomplaintsWhenfollowingthisprocedure,thefollowingpointsmustbetakenintoaccount:

■ Thecomplainantisentitledtobeaccompaniedbyatradeunionrepresentativeorworkplacecolleagueatanymeetingswhichtakeplaceundertheformalcomplaintsprocedure.

■ Oncetherespondentismadeawareofthecomplaint,theyarealsoentitledtobeaccompaniedbyatradeunionrepresentativeorworkplacecolleagueatanysuchmeetings.

■ Allcomplaintslodgedwillbedealtwithasquicklyaspossiblebutitmaynotalwaysbepossibletocomplyfullywitheverysuggestedtimescalesetoutintheprocedure.InsituationsinwhichitisnotpossibletocomplywiththetimescalessetoutinthisPolicy,thepartiesinvolvedshouldbekeptup-to-date,toensurethattheyareawareofwhatishappeningnextintheprocessandwhen.

■ Informationaboutcomplaintsthatareresolvedformallymaybeplacedonthecareerfilesofeitherthecomplainantortherespondent,whowillbespecificallynotifiedofthis.

■ Ifthematterrelatestoaseriouscomplaintwhichcouldnotberesolvedthroughlackofevidence,thenwritteninformationandcorrespondencerelevanttothecomplaintmaystillbekeptonfile.Thismayincludekeepingthisinformationinthestaffingorpersonnelfileofthecomplainantand/orrespondentforalimitedperiodoftime.Thelengthoftimeforwhichthisinformationisstoredshouldnotbeexcessiveandshouldbedeterminedonacasebycasebasis.Ifthisisthecase,theHumanResourcesManagerwillinformtherelevantpartyabouttheinformationthatistobestoredonfile,explainwhythisinformationisbeingstoredinthiswayandstatehowlongtheinformationwillbestoredfor.

■ Bothpartiesareadvisedtoretaincopiesofallwritteninformationandcorrespondencethatisrelevanttothecomplaintspecificallyfortheirownrecords.

■ ComplaintsofharassmentandbullyinghandledformallyunderthisPolicymayleadtoactionbeingtakeninaccordancewiththedisciplinaryproceduresprescribedwithinStatuteVIIortheSupportStaffProcedureAgreement,whichincludeproceduresrelatingtorightsofappeal.

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Stage1Offormalcomplaintsprocedure–forallstaffgroups

ThecomplainantmakesanformalcomplaintinwritingtotheirHeadofSchoolorHeadofService.IfyourcomplaintisaboutthebehaviourofyourHeadofSchoolorHeadofService–orifthispersonisabsent-thenyoushouldsendyourformalcomplainttoyourFacultyDeanortheline-managerofyourHeadofService.IfyoudonotworkwithinaparticularSchoolorService,youshouldconsultyourHRManagertodiscusswhoyoushouldmakeyourcomplaintto.

Thepersonreceivingthecomplaint(asabove)shouldseekthesupportandadviceoftheirHRManageratthisstage.ThepersonreceivingthecomplaintmustalsocontacttheFacultyDean(orequivalent)tomakethemawareoftheformalcomplaintatthisstage.Thepersonreceivingthecomplaintwillmeetwiththecomplainantwithin10workingdaysofreceivingtheformalcomplaint.ThecomplainantwillreceivenotificationofthismeetinginwritingandtheletterwillincludetheoptiontobeaccompaniedbyaTradeUnionrepresentativeoraworkplacecolleague.Thepurposeofthemeetingwillbetoascertaintheexactnatureoftheconcernsraised,tounderstandwhat,ifanything,hasalreadybeenimplementedtoresolvethegrievance,toensuretheyhaveallthenecessaryinformationandifpossibletofacilitatearesolution.

Followingthisinitialmeeting,thepersonreceivingthecomplaint,inconjunctionwiththeHRManager,needstodeviseaplanforinvestigatingandresolvingtheissueraised.Atthisstage,thepersonwhoreceivedthecomplaintneedstoensurethatanyonewhohashadacomplaintmadeaboutthemreceivesdetailsofthenatureofanyallegationrelatingtotheminwriting.Theplanforinvestigatingandresolvingthecomplaintmayinclude:■ interviewingothermembersofstafforotherpartiesinvolved■ adetailedinvestigation,ledbythepersonwhoreceivedthecomplaintorbyanotherindependentpersonatHeadof

School/Servicelevel(theHRManagerwillbeabletoadviseonwhetheranotherindependentpersonwouldbeinabetterpositiontocarryoutthisinvestigation)

■ furthermeetingswiththepartiesinvolved,withtheaimoffacilitatingaresolution.Thepersonwhoreceivedthecomplaintisthenresponsibleforensuringthattheaboveplaniscarriedout.Theoutcomeofthisprocessisthattheywritetothecomplainantandthepersonaboutwhomthecomplaintwasmade,detailingthenatureofthecomplaintandanyresolutionsagreedorproposed.Thiswrittenresponseshouldbesentwithin20workingdaysofreceiptoftheinitialformalcomplaint.ThepersonwhoreceivedthecomplaintshouldseekadvicefromtheHRManagertodeterminewhetherthebehaviouroractionsofanystaffmembers:■ contravenedthePolicyonDignityandMutualRespectorotherwiseconstitutedadisciplinaryoffence,and/or■ wereunlawfulasadecisiontothiseffectshouldbeincludedwithintheabovewrittenresponse.Ifeitheristhecase,thenactionwillbetakenthroughtheUniversity’sdisciplinaryprocedures.

Itisexpectedthatinmostcasesthematterwillberesolvedatthispoint.If,however,ithasnotbeenpossibletoresolvethematter,thememberofstaffcanbeginstage2proceedingswithin10workingdaysofreceiptoftheoutcomelettermentionedabove.Stage2proceedingsvaryaccordingtostaffgroup:■ Ifthememberofstaffmakingthecomplaintisamemberof“supportstaff”,refertopage27fordetailsofStage2■ Ifthememberofstaffmakingthecomplaintisamemberof“academic”or“professional/managerialstaff”,refertopage

28fordetailsofStage2

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If,aftercompletingalloftheaboveprocedures,ithasstillnotbeenpossibletoresolvethematter,thememberofstaffmayappealtotheProViceChancellorforstudentsandstaffforconsiderationbyagrievancepanel.Theappealmustbesubmittedwithin10daysofreceiptoftheoutcomeletterfromstage2.Thisthirdstagewillfollowthe“finalstage”processforagrievanceprocessassetoutinsectionF,subsection5oftheSupportStaffProcedureAgreement(availableatwww.hr.leeds.ac.uk/policiesoryoucanrequestaprintedcopyfromHumanResources).StaffareadvisedtorefertothisAgreementformoreinformationonhowtoproceed.Thisstage(stage3)willinvolveapanelbeingconvenedtoconsiderallaspectsofthecomplaint.ThedecisionofthisappealpanelisfinalandendstheUniversityofLeeds’internalprocedures.

Stage3Offormalcomplaintsprocedure–forsupportstaff

Stage2Offormalcomplaintsprocedure–forsupportstaff

ThememberofstaffshouldputtheircomplaintinwritingtotheDirectorofHumanResourceswithin10workingdaysofreceiptoftheoutcomeletterfromthepreviousstage.Thecomplainantshouldalsoincludeanydetailsofpreviousattemptstoresolvethegrievanceandwhytheyhavebeenunsuccessful.

TheDirectorofHumanResourcesmaynominateanHRmanager(whohasnotbeeninvolvedatanearlierstage)whowillconsiderthestage2complaint.TheDirectorofHRornomineewillmeetwiththecomplainantwithin10workingdaysofreceivingthestage2complaint.ThecomplainantwillreceivenotificationofthismeetinginwritingandtheletterwillincludetheoptiontobeaccompaniedbyaTradeUnionrepresentativeorworkplacecolleague.Thepurposeofthemeetingwillbetoascertaintheexactnatureoftheconcernsraisedandunderstandwhat,ifanything,hasalreadybeenimplementedtoresolvethematter.

Followingthismeeting,theDirectorofHumanResourcesornomineemaycarryoutafurtherinvestigationintothecircumstancessurroundingthecomplaintandmaymeetwiththeotherrelevantpartiesinvolvedtodate.TheDirectorofHumanResourcesornomineewillthenprepareawrittenresponsetotheindividualsettingoutanydecisionandfurtheractiontobetaken.Thecomplaintshouldnormallybeconcludedandthisresponsesenttotheindividualwithin20workingdaysofthestage2complaintbeingreceived.Aspartofthiswrittenresponse,theDirectorofHumanResourcesornomineeshoulddeterminewhetherthebehaviouroractionsofanystaffmembers:■ contravenedthePolicyonDignityandMutualRespectorotherwiseconstitutedadisciplinaryoffence,and/or■ wereunlawful.Ifeitheristhecase,thenactionwillbetakenthroughtheUniversity’sdisciplinaryprocedures.

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If,aftercompletingalloftheaboveprocedures,ithasstillnotbeenpossibletoresolvethematter,thememberofstaffmayreferthematterbacktotheVice-Chancellor,requestingthatthematterisconsideredbytheGrievanceCommittee–inaccordancewithparagraph33ofStatuteVII.Thisappealmustbesubmittedwithin10daysofreceiptoftheoutcomeletterfromstage2.Anydecisionwhichistakenatthisstage–eitherbytheVice-ChancellororbytheGrievanceCommittee–isfinalandendstheUniversityofLeeds’internalprocedures.

Stage3Offormalcomplaintsprocedure–foracademicorprofessional/managerialstaff

Stage2Offormalcomplaintsprocedure–foracademicorprofessional/managerialstaff3

ThememberofstaffshouldputtheircomplaintinwritingtotheVice-Chancellorwithin10workingdaysofreceiptoftheoutcomeletterfromthepreviousstage.Thecomplainantshouldalsoincludeanydetailsofpreviousattemptstoresolvethegrievanceandwhytheyhavebeenunsuccessful.

TheVice-ChancellorshouldconsulttheSecretarytotheUniversity(ornominee)foradviceatthisstage.IfitappearstotheVice-Chancellorthatthematterhasbeenfinallydetermined–underpartsIII,IVorVofStatuteVII(withintheUniversityStatutes)–orthatthegrievanceistrivialorinvalid,heorshemaydismissitsummarilyortakenoactionuponit.TheVice-Chancellorshallinformthecomplainantaccordingly,andalsoinformtheheadofschoolorheadofservicewhoreceivedtheoriginalcomplaint.Inthesecircumstances,thisdecisionisfinalandendstheUniversityofLeeds’internalprocedures.If,alternatively,itappearstotheVice-Chancellorthatthecomplaintrequiresfurtherinvestigation,orthatitwouldbeappropriatetoattempttoresolvethematterinformally,heorshewillnormallyreferthemattertotheSecretarytotheUniversity(ornominee),whowillmakethenecessaryarrangements,ensuringthattheperson(s)towhomthematterisreferredhasnotbeeninvolvedatanearlierstage.If,however,itappearstotheVice-Chancellorthatthecomplaintisseriousenough,itcanbereferreddirectlytotheGrievanceCommittee.

TheSecretarytotheUniversityornomineewillconsiderthestage2complaintandmay■ meetwiththecomplainantwithin20workingdaysofreceivingthiscomplaint.Thecomplainantwillreceivenotification

ofthismeetinginwritingandtheletterwillincludetheoptiontobeaccompaniedbyatradeunionrepresentativeorworkplacecolleague.Thepurposeofthemeetingwillbetoascertaintheexactnatureoftheconcernsraisedandunderstandwhat,ifanything,hasalreadybeenimplementedtoresolvethematter.

■ carryoutafurtherinvestigationintothecircumstancessurroundingthecomplaintwhichmayincludemeetingwiththeotherrelevantpartiesinvolvedtodate.

■ makearrangementstoseekareportonthematterTheSecretarytotheUniversity(ornomineeorperson(s)whohavebeenreportingonthematter)willthenprepareawrittenresponsetotheindividualsettingoutanydecisionandfurtheractiontobetaken.Thecomplaintshouldnormallybeconcludedandthisresponsesenttotheindividualwithin20workingdaysofthestage2complaintbeingreceived.Aspartofthiswrittenresponse,theSecretarytotheUniversityornomineeshoulddeterminewhetherthebehaviouroractionsofanystaffmembers:■ contravenedthePolicyonDignityandMutualRespectorotherwiseconstitutedadisciplinaryoffence,and/or■ wereunlawful.Ifeitheristhecase,thenactionwillbetakenthroughtheUniversity’sdisciplinaryprocedures.

3 Thisformalcomplaintsprocedureforacademic/professionalstaffhasbeendrawnupinaccordancewithgrievanceprovisionsascurrentlysetoutinStatuteVIIandOrdinanceXXIII.Anyfuturechangestotheseprovisionsmaynecessitatematchingchangestotheprocesssetoutabove.

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e) Sourcesofadviceandsupportforstaffmembersbeforeorduringanyoftheaboveprocedures

TheUniversityprovidesanumberofserviceswhichareavailabletosupportstaffexperiencinganyoftheissuesidentifiedinthisPolicyandguidance.Theseinclude:

Yourmanager/linemanagerIdeally,youshouldtalktoyourmanagerifyouhaveexperiencedorobservedharassment,bullyingorvictimisation,orifacomplaintismadeagainstyouunderthisPolicy.Dependingonyourjob,yourmanagermaygounderanothertitle,suchas“supervisor”or“teamleader”.Managershaveakeyresponsibilityforyourgeneralwell-being.Managersalsohaveprescribedrolestoinvestigateandmanagecomplaintsunderthecomplaintsproceduressetoutinthisdocument.

HumanResourcesManagersIfyouareuncomfortabletalkingtoyourmanager,youcanconsultyourHumanResourcesManager(HRManager)todiscussanyconcernsrelatingtoharassment,bullyingorvictimisationissues.HRManagerswillbeabletodiscusstheseissueswithyousensitivelyandwithoutinvolvingyourmanagerinitially.Inmanycases,however,yourmanagermayneedtobecomeinvolvedatalaterstage,asthisisoftennecessaryinordertoinvestigateoraddressanyissuesthatareraised.

HRManagersalsohaveprescribedroles–forexample,inadvisingmanagersandHeadsofServices–withinthecomplaintsproceduressetoutinthisdocument.YoucanfindoutthedetailsofyourlocalHRManageratwww.hr.leeds.ac.uk/contacts/staff_faculty.aspx

MediationServiceMediationisoftenausefulprocesswhichcanbepursuedatanystage.MoreinformationabouttheMediationServiceandtheprocessofmediationisprovidedinsection7baboveandatwww.leeds.ac.uk/mediation/

StaffcounsellorsThestaffcounsellingservicedealswithawiderangeofpersonaldifficultiesrangingfromanxietystatesanddepressionthroughtolifeandrelationshipissuesbothathomeandatwork.TherangeofapproachesisverywideandisdrawnfromStressManagement,CognitiveBehaviourTherapy(CBT)andCounsellingandCoachingapproaches.

Staffcanaccesstheservicebytelephoneon01133433694andleavingcontactdetailsontheansweringmachine.

Callswillbereturnedbyourstaffcounsellorsassoonaspossibletoarrangeanappointment.Withtheexceptionofholidayperiods,youwouldnormallybecontactedwithinafewdaysofmakingyourfirstenquiryandanappointmentwouldbeavailablewithinaweektotendays.http://www.leeds.ac.uk/hr/support/staff_counsellor.htm

LeedsCitizensAdviceBureauLeedsCABprovidestaffwithadedicatedsocialwelfareandlegalrightsadviceservicebytelephone.TheserviceisavailableexclusivelyforstaffattheUniversityandcanprovideadviceonlegalissues,socialwelfarerights,debt,homelessness,employmentrights,discrimination,education,immigration,tax,citizenshipandlegalprocedures.

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Staffcanaccesstheservicebycalling08444775772onTuesdaysbetween10amand2pmtospeaktoanadvisor.Outsideofthesetimes,staffcaneitherlistentoarecordedinformationserviceontheabovenumber,or,eachweekdaybetween11.30amand12.30pmcancalltorequestantelephoneappointmentwithanadvisoronTuesdays.(Callsarechargedat5pperminutetocallersfromlandlinesandmaybehigherfrommobilephones.)http://www.leeds.ac.uk/hr/support/advice_line.htm

Tradeunions(forthosewhoaremembers)EmployeesoftheUniversityofLeedsarefreetojoinaunionoftheirchoice,althoughunionmembershipisnotaconditionofworkinghere.Tradeunionsareabletoprovideassistanceandsupporttomembersinrelationtoawiderangeofissues,includingissuesrelatingtobullying,harassmentandvictimisation.

TheUniversityrecognisesthefollowingtradeunions:

■ UniversityandCollegeUnion(UCU)–visitwww.leeds.ac.uk/ucuformoreinformation■ Unite(formerlyAmicus)–visitwww.amicus.leeds.ac.uk/formoreinformation■ UNISON–visitwww.leeds.ac.uk/unisonformoreinformation

AdvicetomanagersfromtheEqualityServiceWhereamanagerorHeadofSchool/Serviceisconsideringhowbesttorespondtoissuesraisedwithintheirareainrelationtoharassmentordiscrimination(ongroundsofgender,race,sexualorientation,religion,ageordisability),theEqualityServicecanprovideadviceonthewayforwardandactasanindependent‘soundingboard’forthemanagerorHeadofSchool/Serviceduringthisprocess.

AlthoughtheEqualityServicedoesnotgenerallyprovideadvicetoindividualstaffmemberswhohaveexperienceddiscriminationorharassment,theservicecansignpoststaffmemberstoappropriatesourcesofadviceandsupport.

FormoreinformationabouttheEqualityService,visitwww.equality.leeds.ac.ukortelephone01133433927andasktospeaktoanEqualityandDiversityManager.

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OtherexternalsourcesofadviceandsupportTherearearangeofexternalsourcesofadviceandsupportforstaffandmanagersonissuesrelatingtoharassment,bullyingandvictimisation.Forexample,theseinclude:

■ TheAdvisory,ConciliationandArbitrationService(Acas)offersahelplineservice,whichcanprovideadvicetoemployersandemployeeswhoareinvolvedinanemploymentdisputeorareseekinginformationonemploymentrightsandrules.TheHelplineprovidesclear,confidential,independentandimpartialadvicetoassistthecallerinresolvingissuesintheworkplace.YoucancalltheAcashelplineon08457474747orvisittheAcaswebsiteatwww.acas.org.uk

■ TheAndreaAdamsTrustisanon-political,non-profitmakingcharityoperatingasthefocusforthediverseandcomplexproblemscausedbybullyingbehaviourintheworkplace.YoucantelephonetheAndreaAdamsTrusthelplineon01273704900orvisittheTrust’swebsiteatwww.andreaadamstrust.org

■ TheEqualityandHumanRightsCommission(EHRC)isastatutorybodychargedwithenforcinganti-discriminationlegislation.TheEqualityandHumanRightsCommissionhelplinecanprovideinformationandguidanceondiscriminationandhumanrightsissuestoemployersandemployees.Youcantelephonethehelplineon08456046610orvisittheEHRC’swebsiteatwww.equalityhumanrights.comformoreinformation

■ YourlocalCitizensAdviceBureau(CAB)canprovidefreeandimpartialadvice.YoucanfindyourlocalCABofficeinthephonebookoronlineatwww.citizensadvice.org.uk/

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8.CodeofPractice2–ProceduresforcomplaintsmadebystaffmembersagainststudentsunderthisPolicy

Ifamemberofstafffeelsthattheyarebeingsubjectedtoharassment,bullyingorvictimisationinanyformbyastudent,underthetermsofthisPolicythereareanumberofpossibleoptionsforaction:

■ Takingpersonalaction–youmayfeelabletotakeinformalpersonalactionasdescribedinSection7a

■ Actionbythefaculty/school/service-youcoulddiscussthiswithyourmanagerorheadofschool/servicetogaintheirsupportinraisingtheissuedirectlywiththestudent

■ Formalaction–inserious,orpersistentcasesitmaybenecessarytoraisethecomplaintthroughtheUniversity’sStudentDisciplinaryProcedurebywritingtoDr.CAGBrooks,OfficeofAcademicAppealsandRegulations,Level11,ECStonerBuilding.DetailsoftheDisciplinaryProcedureareonthewebat:http://www.leeds.ac.uk/AAandR/disp_reg.htm

■ ThesourcesofadviceandsupportforstaffsetoutinSection7eareavailabletosupportstaffinthesesituations.

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9.CodeofPractice3–ProceduresforcomplaintsmadebystudentsunderthisPolicy

Ifastudentfeelsthattheyarebeingsubjectedtoharassment,bullyingorvictimisationinanyform,thefollowingoptionsareavailablefortakingaction.

a) Procedure1:TakingpersonalactionIfyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisation,youshouldnotfeelthatitisyourfaultorthatyouhavetotolerateitwithoutquestion.Thebehaviourinquestioncouldbecomingfromanotherstudent,amemberofstaffattheUniversityorsomeoneelseassociatedwiththeUniversity.

Generally,complaintsaremosteasilyresolvediftheyareraisedatthetimetheproblemfirstoccursandwiththeperson/sdirectlyinvolved.Ifyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisation,youmayfeelabletotakeactiononyourowntomaketheotherpersonawareoftheeffectoftheirbehaviouronyou(werefertothisas“takingpersonalaction”).

Inmanysituations,thiscanbethemosteffectivewaytoraiseconcerns;however,youshouldnotfeelpressuredtoraiseconcernsinthiswayandshouldalsobeawareoftheotheroptionsopentoyou–namely,makingacomplainttotherelevantSchoolorService(seesection9b)ormakingacomplaintaboutthebehaviourofanotherstudent(seesection9c).

Thereareavarietyofwaysinwhichyoumighttakepersonalaction,someofwhichenableconcernstoberaisedwithoutmakingreferenceeithertotheindividual(s)concernedortothespecificnatureofthecomplaint.Herearesomeexamplesoftypesofpersonalactionwhichmightbeworthconsidering:

■ Youcanhaveaconversationwith,orwriteto,theotherpersonandexplain,asclearlyaspossible,whatitisthatyouconsiderunacceptableabouttheirbehaviourandaskthemtostopbehavinginthisway.

■ Youcouldenlistthehelpofapeertofindwaysofbringingthetopicofharassment,bullyingorvictimisationintoaconversationinthepresenceofthepersoncausingoffence.

■ Ifyoudochoosetocontacttheperson,youmightwishtoseekadviceorsupportbeforehandfrom:■ yourpersonaltutororanothermemberofstaffwithinyourSchool■ anadviserwithintheLUUStudentAdviceCentre,or■ yourwarden.

Ifyoudodecidetoraiseyourconcernsdirectlywiththepersonconcerned,face-to-face,youmightwishtoinvitesomeoneelsetobepresentwhenyouarehavingtheconversation.Ifyoudecidetoraiseyourconcernsinwriting,youshouldkeepcopiesofrelevantpiecesofcorrespondence.Ineithercase,itmaybeadvisabletonotedownfactualinformation.

Ifyoufeelabletotakepersonalactiontoraiseconcerns,andfeelcomfortableaboutdoingso,thiscanoftenbeaneffectiveandrelativelylow-keymethodofresolvingissues.

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b) Procedure2:MakingacomplaintaboutthebehaviourofamemberofstafftotherelevantSchoolorService

MakingacomplainttotherelevantSchoolorServiceIfyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisationfromamemberofstaffattheUniversity,andyoucannot,orfeelunableto,resolveyourconcernsbytakingpersonalaction,youshouldconsiderraisingtheissuewiththerelevantSchoolorService.Inthissituation,ausefulstartingpointmightbetohaveaconversationwithamemberofstaffwithintherelevantSchoolorServicetoraisethecomplaintverbally.

Insomesituations,thismaybesufficientandleadtoanappropriateresolution.Inothercases,youmayfeelitisappropriate,oryoumaybeadvised,toputyourcomplaintinwritingtotherelevantHeadofSchoolorHeadofService(orwhereappropriate,theFacultyDeanorPro-DeanforLearningandTeaching).Onreceiptofyourwrittencomplaint,thememberofstaffshouldprovideyouwitharesponsetoyourcomplaintwithin15workingdays.IftheUniversitycannotmeetthisoranyoftheotherdeadlinessetoutinthisprocedure,youwillbekeptfullyinformedofthereasonswhy.

MakingaformalcomplaintundertheStudentComplaintsProcedureIfyoucannotresolveyourcomplaintdirectlywiththerelevantschoolorservice,youshouldputyourconcernsinwritingtotheUniversity’sComplaintsOfficer.TheComplaintsOfficer,oramemberoftheirteam,willcarryoutathoroughinvestigationofyourconcernsandwillprovideyouwithawrittenaccountofanyfindings.Contactdetailsandmoreinformationaboutthisprocedurecanbefoundathttp://campus.leeds.ac.uk/docs/stucompsproc.pdf

Aleafletsummarisingtheprocedurecanalsobefoundat:http://campus.leeds.ac.uk/docs/StudentComplaintsLeaflet.pdf

c) Procedure3:Makingacomplaintaboutthebehaviourofanotherstudent

Ifyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisationbyanotherstudentattheUniversity,andyoucannot,orfeelunableto,resolveyourconcernsbytakingpersonalaction,therearedifferentsourcesofadviceandsupportdependingonthecircumstances:

■ Ifthebehaviourconcernedhastakenplacebetweenstudentswhoarelivinginuniversityaccommodation,theappropriatepersontospeaktoislikelytobeyourwarden(seesection9d).Outoftermtime,whenwardensmaynotbeavailable,youcancontactAccommodationServicesathttp://www.leeds.ac.uk/accommodation/contact.html

■ Ifyoufeelthatyouhavebeen,orarebeing,subjectedtoharassment,bullyingorvictimisationfromanotherstudentwithinaparticularmoduleorstudygroup,thentheappropriatepersontospeaktoislikelytobeyourpersonaltutororthemoduleleader,orotherstudentsupportstaffwithinyourSchool.

■ Ifthissituationarisesinadifferentcontext,orifyou’reunsureofwhotospeakto,thenyoushouldseekadvicefromtheLUUStudentAdviceCentre.

Ifyourconcernsaboutthebehaviourofanotherstudentarenotresolvedthroughinformalapproaches,thenyoucanraisethecomplaintthroughtheUniversity’sStudentDisciplinaryProcedurebywritingtoDr.CAGBrooks,OfficeofAcademicAppealsandRegulations,Level11,ECStonerBuilding.DetailsoftheDisciplinaryProcedureareonthewebat:http://www.leeds.ac.uk/AAandR/disp_reg.htm

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d) Sourcesofadviceandsupportforstudentsbeforeorduringanyoftheaboveprocedures

TheUniversityprovidesanumberofserviceswhichareavailabletosupportstudentsexperiencinganyoftheissuesidentifiedinthisPolicyandguidance.Theseinclude:

LUUStudentAdviceCentreIfyouareastudentwhohasexperiencedharassment,bullyingorvictimisationattheUniversityofLeeds,youareencouragedtocontacttheStudentAdviceCentre.AspartoftheUniversityofLeedsstudents’union(LeedsUniversityUnion),theStudentAdviceCentreoffersindependent,confidentialandfreeinformationandrepresentationfromprofessionaladviserscoveringmanyissuesincludingthosewithintheremitofthisPolicy.Formoreinformation,visittheLUUwebsiteatwww.luuonline.com/help/index.php

Warden/AccommodationServicesForstudentswhoareexperiencingdifficultiesintheirUniversityofLeedsaccommodation,wardensareavailableforhelpandadvice.Thisincludes,butisnotlimitedto,issuesarisingundertheremitofthisPolicy.

AllUniversityresidenceshavewardens(membersofUniversityteachingoradministrativestaff)whoyoucangotoduringtermtimeforadviceorforhelpsortingoutanyproblems.Ifyouarehavingparticularproblemsinyouraccommodation,weencourageyoutospeaktoyourwardenwhowilldoeverythingtheycantohelpyou.

Wardensatallresidencesholdadvisorysessionsduringtermtime(seewww.leeds.ac.uk/accommodation/your_warden.htmlformoreinformation),andusuallynoappointmentisnecessary.Mostsitesalsohaveresidentsubwardens,usuallypostgraduateormaturestudents,whichmeansthere’ssomeonethere24hoursadayduringtermtimeincaseofemergencies.

Outoftermtime,whenwardensmaynotbeavailable,youcancontactAccommodationServicesathttp://www.leeds.ac.uk/accommodation/contact.html

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PersonalorAcademicTutorYourpersonaltutorwillnormallybeanacademicmemberofstaff.Theyshouldplayakeyroleinsupportingyourgeneralacademicandpersonaldevelopment.Theywillholdone-to-onemeetingswithyouatregularpointsintheacademicyearandyoucanrequestmoremeetingsifnecessary.

Theroleofyourpersonaltutorincludessupportingyourdevelopmentinanacademic,personalandprofessionalway,embeddingtheUniversityvaluesandtheLearning&TeachingPartnershipAgreementwithinthepersonaltutoringsystem.Thedeliveryofpersonaltutoringineachschoolwillreflectthediverseneedsbothofdifferentsubjectdisciplinesandofacademicunitsofvarioussizesandnatures,butwhatevertheparticularlocalarrangementsare,theywillreflecttheprincipleslaiddownintheLeedsModelofPersonalTutoringwheremoreinformationabouttheroleofpersonaltutorscanbefound.See:http://leedsforlife.leeds.ac.uk/model.html

Itisrecognisedthatwherecomplaintsofharassment,bullyingorvictimisationoccur,thismayimpactonyouracademicprogress–andthereforeyourpersonaltutormaybebestplacedtosupportyouinraisingacomplaintortoreferyouontotheappropriatesourceofsupportwithintheUniversity.

Ratherthanapproachingyourpersonaltutor,youmayfeelitismoreappropriateforyoutocontactanotheracademictutororanothermemberofstaffwithinyourschoolresponsibleforstudentsupportissues.

OthersourcesofsupportwithintheUniversityForgeneraloradditionalsupportforstudentsexperiencingbullying,harassmentorvictimisation,othersourcesofadviceandsupportareavailable,including:

■ StudentCounsellingCentre–theStudentCounsellingCentreprovidesaconfidentialcounsellingservice(individualandgroup)withprofessionalqualifiedstaffwhoareveryexperiencedatenablingstudentstodealwithawiderangeofissues.Appointmentsneedtobebookedbutdrop-insessionsareavailableeverydayduringterm-timewithoutanappointment.TheStudentCounsellingCentrehasalotofexperienceofdealingwithstudentsexperiencingharassmentbullyingorvictimisation.Formoreinformation,visittheStudentCounsellingCentre’swebsiteatwww.leeds.ac.uk/studentcounselling/

■ InternationalStudentOffice–theInternationalStudentOfficeoffersarangeofsupportservicestointernationalstudents,includingadrop-ininformationandadviceserviceandconfidentialappointmentswithspecialistadvisers.FormoreinformationabouttheInternationalStudentOffice,visittheirwebsiteatwww.leeds.ac.uk/international/studentsupport

■ DisabilityTeam–ifyouareastudentwhohasexperiencedharassmentwhichrelatestodisabilityissues,youmayalsowishtocontacttheDisabilityTeam,whichispartoftheUniversity’sEqualityService.TheDisabilityTeamprovidesinformation,guidanceandsupporttodisabledstudents,whichincludesassessingtheacademicsupportrequirementsofstudentsandputtinginplaceavarietyofdifferentsupportservices,asrequired.TheteamworkswithUniversitydepartmentstoensurethattheyarealsomakingappropriateadjustmentstomeettheneedsofdisabledstudents.TheDisabilityTeamprovidesadrop-inserviceduringlunchtimesinterm-time,forwhichyoudonotrequireanappointment.FormoreinformationabouttheDisabilityTeam,visittheEqualityService’swebsiteatwww.equality.leeds.ac.uk

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OtherexternalsourcesofadviceandsupportTherearearangeofexternalsourcesofadviceandsupportforstudentsonissuesrelatingtoharassment,bullyingandvictimisation.Forexample,theseinclude:

■ TheEqualityandHumanRightsCommission(EHRC)isastatutorybodychargedwithenforcinganti-discriminationlegislation.TheEqualityandHumanRightsCommissionhelplinecanprovideinformationandguidanceondiscriminationandhumanrightsissuestoemployersandemployees.Youcantelephonethehelplineon08456046610orvisittheEHRC’swebsiteatwww.equalityhumanrights.comformoreinformation

■ YourlocalCitizensAdviceBureau(CAB)canprovidefreeandimpartialadvice.YoucanfindyourlocalCABofficeinthephonebookoronlineatwww.citizensadvice.org.uk/

■ TheBurleyLodgeCentreisaCommunityLegalServiceaccreditedgeneralistadviceservicebasedat42-46BurleyLodgeRoad,LeedsLS61QFinNorthWestLeeds.Youcanvisittheirwebsiteatwww.burleylodge.org.ukoremailadvice@burleylodge.org.uk.Telephone:01132753498

■ LeedsCounsellingisacounsellingserviceforanyoneinLeeds.Youcanfindoutmoreinformationatwww.leedscounselling.org.uk/ortelephone01132450303

■ Libertyisanationalorganisationwhichcampaignsforhumanrightsandequaltreatment.TheyrunaPublicAdviceLineon08451232307or02031450461.Youcanfindoutmoreaboutwhattheydoatwww.liberty-human-rights.org.uk.Theyalsorunthewww.yourrights.org.ukwebsite,whereyoucangetinformationonyourrights,includingdiscriminationlawintheUK.

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University of LeedsLeeds, United Kingdom

LS2 9JTTel. 0113 243 1751

www.leeds.ac.uk

If you require a copy of this document in an alternative format (for example, braille or large print), please email [email protected] quoting the title of the document.

■ ThisPolicydefinesandprohibitsvariousbehaviours–inparticular,harassment,bullyingandvictimisation.ItexplainstheneedforeveryoneacrosstheUniversitytocontributeproactivelytothecreationofacultureofmutualrespectandanenvironmentinwhicheveryoneistreatedwithdignity.

■ ThreecodesofpracticeareattachedtothisPolicy.ThesedocumentssetouttheproceduresforstaffmembersandstudentstoraiseacomplaintunderthePolicy,anddescribetheresponsibilitiesofstaffmembers–and,particularly,managers–intermsofrespondingto,andmanaging,complaintsofharassment,bullyingorvictimisation.

■ ToensurethatthisPolicysupportsourUniversitymemberstoworkwithinapositiveenvironment,itwillbereviewedaftera12monthperiodofuse.

www.equality.leeds.ac.uk/DMR/DMR-policy.htm

Policy on dignity and mutual respect - University of Leeds...Policy on dignity and mutual respect...

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