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Last updated: February 2007

Respect: Promoting a culture free from harassment and bullying in the APS

Commitment

Promoting a positive work environment based on respect requires commitment from the top. Agencies should make clear the expected standards of behaviour and demonstrate a strong and consistent commitment to them throughout the organisation.

Integrating a values-based culture with broader people management strategies and aligning them with business planning and expected outcomes helps to reinforce that commitment.

Leadership

Effective leadership at all levels is critical to inspiring and motivating employees to engage with the expected values and behaviours. The Public Service Act 1999 articulates the importance of role modelling and the special responsibilities of agency heads and the Senior Executive Service in relation to the APS Values and the Code of Conduct (sections 12 and 35 of the PS Act).

Leadership and values-based management

Leaders are more likely to build a positive work environment if they demonstrate their commitment to the APS Values. Senior staff who model the Values and the Code send a message to others that they work in a place that values all employees, where people can perform at their best.

Staff take their cues from their managers and immediate environment. They interpret the behaviour of others as acceptable conduct. If the leadership group actively models and champions the Values, other staff in the agency tend to do the same.

Values-based management means sustaining a culture of trust in employee relationships, based on a clear understanding of professional roles and responsibilities. Being professional means understanding and applying the Values and Code, and using them to guide behaviours and decision-making.

A good example is the values-based leadership model developed by the Department of Immigration and Citizenship.

Capability	Individual behaviour
Provide vision and meaningful direction	My leader helps me understand how my role contributes to the DIAC Plan My leader provides opportunities for me to participate in decision-making and planning My leader clarifies our priorities and inspires me to achieve them My leader makes it clear what is expected of me (what and how to progress)
Operate consistently with our values	My leader behaves in accordance with the DIAC Values My leader helps me understand the DIAC Values My leader addresses behaviour that is inconsistent with DIAC Values
Communicate constantly and meaningfully	My leader communicates regularly in a clear, timely and effective manner My leader actively listens to me My leader finds ways to communicate to staff My leader welcomes and responds to feedback
Create the environment for success	My leader helps me understand the role I play in the department’s success My leader supports me to do my job well and develop my skills My leader provides regular and constructive feedback on my progress and performance My leader recognises and rewards good work
Function as team players	My leader constructively interacts and works with staff at all levels My leader encourages teams to express their opinions and views My leader actively supports and encourages teamwork across and beyond the organisation My leader actively seeks and provides constructive feedback from and to my team
Persist to achieve good outcomes	My leader focuses on following the DIAC Plan My leader assists me to achieve my goals My leader is resilient and optimistic when resolving barriers to good outcomes My leader effectively addresses underperformance

Modelling of expected behaviours by leaders also needs to be supported by other activities to encourage employees to behave with courtesy and respect. Activities like workplace discussions and mentoring, supported by training, also motivate employees to apply the Values and Code in their daily work.

Developing a policy on appropriate behaviour

Written agency policies on a commitment to the APS Values and cultural and behavioural expectations are useful. However, they need regular reinforcement through consistent communication and training strategies. Suggestions for written policy content include:

the agency’s commitment to the Values and Code and to promoting a positive culture in a workplace that is free from harassment and bullying
a statement by the agency head that harassment and bullying is a breach of the Values and Code and will not be tolerated
a clear view of expected standards of workplace behaviour, that clearly describes what is and what is not workplace harassment
the responsibility of agency heads, the Senior Executive Service, managers and employees to create a workplace culture in which harassment and bullying are unacceptable
strategies to promote a workplace culture, which address the issues of harassment and bullying
examples of unacceptable behaviour and the consequences of breaching the policy
processes for reporting or raising issues or complaints about harassment; where to go for advice; the review mechanisms; and information about support and protection for employees.

Agencies can also support their managers and staff to promote a positive workplace culture, for example by:

providing high quality learning and development programmes on leadership and people management, which include practical tips for encouraging a culture of mutual respect
establishing clear statements and guidelines on appropriate workplace conduct
involving employees in the processes that promote a positive workplace culture
giving employees the opportunity to participate in workplace surveys, consultations, team meetings and focus groups.

Developing and implementing a policy on appropriate behaviours

The Department of Health and Ageing is taking a strategic approach to building a workplace that is characterised by respect, is free from harassment and is based on the APS Values. The department has developed a policy for creating a positive workplace culture.

The policy is supported by an initial awareness raising campaign, using a series of posters, screensavers and a Respect intranet site that has links to Australian Public Service Commission publications. A second phase is planned that will provide targeted training for staff and managers on their responsibilities for upholding the APS Values and creating a work environment based on respect.

Taking care in selection

In selecting managers, it is important to make sure they can work within the APS Values environment and foster a positive and productive environment. The core Senior Executive Service criteria of cultivating productive working relationships, included in the Senior Executive Leadership Capability framework,¹⁴ reflects the need for this capability.

Reinforcing through induction

All new staff need to be aware of behavioural expectations, and provided with consistent information through, for example:

a management policy statement on supporting positive working relationships and preventing workplace harassment
orientation training and awareness raising programmes
a first-day meeting with a supervisor or manager, when expectations and standards are made clear
regular discussions with a mentor.

Raising awareness through training

Information could be integrated into learning and development activities for all staff on the agency’s policies and procedures and their own responsibilities in relation to appropriate workplace behaviours, occupational health and safety, and the APS Values and Code.

Training for supervisors and managers should cover their responsibilities for maintaining a workplace free of harassment and reinforce the skills they need to fulfil their responsibilities. They should also receive information about management liability and the costs of dealing with workplace harassment, and about conflict resolution, including workplace harassment case studies.

The Being Professional in the APS—Values Resources for Facilitators¹⁵ kit is designed to help agencies build their own training programmes on the Values and Code.

A way forward based on a shared understanding

The 2004 Australian Bureau of Statistics Employee Survey results indicated around 20% of ABS central office staff believed they were victims of workplace harassment or bullying during the past year.

Senior management considered this unacceptably high, and to address it, agreed there needed to be a shared understanding of what behaviour was unacceptable. The strategy included:

discussions between a number of staff and an independent party about their experiences with harassment and bullying, and staff workshops which gave participants the chance to think and talk about the issues and suggest solutions
the Merit Protection Commissioner speaking to a session of all Senior Executive Service and Executive Level 2 central office staff about their responsibilities relating to harassment and bullying
a Senior Executive Service harassment and bullying workshop with input from middle management on observed inappropriate behaviour, to identify practical ways for the SES to understand their own impact and uphold the highest standards of behaviour.

By talking with and listening to its employees, demonstrating its commitment to building a good working environment, and by collaborating with Commission staff to develop and implement anti-harassment strategies, the ABS has shown its commitment to a workplace free from harassment and bullying.

Commitment checklist

Ensure that:

leaders demonstrate visible and strong commitment to the APS Values and Code of Conduct

senior leaders communicate to all employees that they have a responsibility to ensure their behaviour is consistent with the Values and Code of Conduct

senior leaders communicate to employees that inappropriate behaviour, including harassment and bullying, is not tolerated

employees have mechanisms to protection them from victimisation for reporting inappropriate behaviour

strategic directions incorporate values-based decision-making, and that this is integrated at all levels of planning and performance

learning and development programmes for leaders and managers include how to model the Values, and training in coaching and mentoring for values-based management

induction programmes for all employees include information about behavioural standards and expectations, and the Values and Code

all employees know about and conform with expected standards of conduct and behaviour

management selection policies assess whether candidates are capable of fostering a positive and productive work environment

all employees have training and supporting material that cover their responsibilities under the Values and Code.

14 www.apsc.gov.au/selc/

15 www.apsc.gov.au/values/kit.htm

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