At a glance
Expected vs unreasonable
behaviour
RESPECT
Examples of expected behaviour:
• Treating all colleagues with equal • Respecting differences between people.
respect, regardless of who they are Encourage and recognise others.
and their job.
Use language that includes everyone. • Being respectful even if we hold different
opinions or feel under pressure.
• Building relationships based on Listen.
mutual respect.
Speak calmly and politely.
Find out about people’s backgrounds,
skills and interests. • Welcoming learning from others.
Be open and receptive to ideas from
• Communicating intentions clearly,
all people.
inviting teamwork and collaboration.
Ask for feedback, share information
and be transparent.
REFLECT
Employees at all levels, including leaders • criticising or ridiculing someone’s work
and managers, need to know behaviours or behaviour without giving them an
such as these are not accepted: opportunity to provide information
• shouting, swearing, intimidating, or their own view.
threatening and throwing things. • patronising behaviours based on
• deliberately not sharing information that assumptions about someone’s culture
is necessary or would significantly assist or capability.
someone in the performance of their job. • colluding with others in denigrating
• intentionally excluding people from someone or a group of people.
informal discussions or workplace
social activities. Management and employment functions
are not bullying if carried out lawfully
• ignoring and isolating people. and reasonably. Examples include:
• not letting someone express their opinion. • leading, directing and controlling
• criticising or ridiculing someone’s work how work is done.
or opinion in front of others. • monitoring work flow and work quality.
• setting tasks that are unreasonably • giving feedback and managing
below or beyond a person’s skill level. performance.
• excessive monitoring and checking. • recruitment, assignment, transfer and
• unreasonably withholding or delaying termination of employment.
approval of leave. • differences of opinion and
• spreading rumours. disagreements.
RESET
It is useful to be able to distinguish unreasonable behaviour or bullying from the normal
action taken in the course of managing an organisation and employing people. When we
reflect on our actions and the actions of others, we clarify our expectations and reset the
standards of behaviour that we accept.
For more information see Positive and Productive Workplaces:
A guide for the NSW government sector to prevent and manage
unreasonable behaviour and bullying
At a glance
Why prevent bullying
in your organisation
RESPECT
Bullying behaviour does not generally occur in isolation – it is part of a culture that,
at a minimum, tolerates its existence. Bullying is a manifestation of poor workforce
management practices.
We can prevent bullying by building and maintaining positive and respectful
workplaces supported by workforce management systems.
REFLECT
Serious organisational risks can arise from failure to deal with
unreasonable behaviour:
• Personal cost to the employee
The effect on an individual’s well-being and that of their family can be profound,
both psychologically and professionally. A poor culture can also damage the
reputation of the organisation as an employer of choice.
• Reduced quality of service to clients
Disaffected employees who do not feel proud of their organisation are less
likely to provide confident and positive client service.
• Less innovation
Workplaces that tolerate unreasonable behaviour tend to be less inclusive
or open to alternative ideas and innovation as employees fear speaking up
or disagreeing, leading to ‘group think’.
• Loss of productivity
Bullying reduces workplace morale and employee engagement, which
lowers productivity. It can also increase time off work with sick leave,
workers’ compensation, and cause higher staff turnover.
• Financial cost to the organisation
Direct workers compensation costs, costs of managing the conflict, the claim,
any return to work processes and inevitable impacts on other team members.
RESET
Preventing bullying is good for your organisation. It is also worth knowing that:
• All government sector employees have responsibilities to demonstrate high
levels of personal conduct consistent with the government sector core values
in the Government Sector Employment Act 2013.
• Managers and executives have responsibilities to lead and promote the
government sector core values.
• Preventing bullying is a legislative duty under the Work Health and
Safety Act 2011.
For more information see Positive and Productive Workplaces:
A guide for the NSW government sector to prevent and manage
unreasonable behaviour and bullying
At a glance
Preventing bullying
RESPECT
Four characteristics of positive, inclusive and constructive workplaces:
1. Establish organisational values and a code of conduct (see Code of Ethics and
Conduct for NSW government sector employees)
2. Be clear about expected behaviours
3. Respond promptly to one off incidents of poor behaviour
4. Use data to understand correlations with sound workforce management systems
REFLECT
Bullying can be prevented by taking a proactive, systemic approach to a range of
workforce management and workplace culture factors. This will be more effective than
reacting to individual incidents.
RESET
Implement
• Incorporate organisational values performance reviews, turnover,
into recruitment, induction, team absenteeism and exit surveys.
meetings, training and workforce • Report back to the whole organisation
management processes. on results and encourage employees
Manage to discuss the results and help develop
strategies for improving in areas
• Provide safe avenues for employees of weakness.
to raise issues with experiencing or
witnessing unreasonable behaviour, Educate
either directly or via an intermediary. • Personal responsibility for expected
• Assess adherence to, and versus unreasonable behaviours.
understanding of, organisational • Address any unreasonable behaviour
values as part of workforce employees observe in others, including
management processes. not excusing or minimising it when
• Incorporate 360-degree feedback it occurs.
in performance management for • Hold respectful conversations,
all managers. including raising concerns about
Assess unreasonable behaviour.
• Use data to understand the correlation • Resolve workplace conflict.
between poor workforce management • Give and receive constructive
practices and bullying. e.g. People positive and negative feedback
Matter Employee Survey results, the on work performance.
PSC Workforce Dashboard, pulse • Recognise unconscious bias and
surveys, workers’ compensation claims, be aware of issues around disability
and unscheduled absences. and cultural difference.
• Measure the effectiveness of workforce • Employee information and training
management strategies aimed at should include explicit descriptions,
improving negative trends. and discussion, of actual behaviours
• Regularly monitor and act on workforce that are not acceptable.
practice indicators, including • Model high standards of behaviour.
For more information see Positive and Productive Workplaces:
A guide for the NSW government sector to prevent and manage
unreasonable behaviour and bullying
At a glance for managers
Responding to unreasonable
behaviour or bullying
RESPECT
• Managers have a key role in supporting and empowering employees to resolve
issues between themselves and prevent unnecessary escalation of matters.
• Managers guide the parties, remain objective and fair to all, provide support
and focus on resolution of the issue, rather than assigning blame.
• Your HR or People and Culture area can be a valuable resource.
REFLECT
Assess situation:
• Assess the situation and any risks to employees involved and witnessing
the behaviour. Seek to understand possible causes of the behaviour.
• Identify if there is a need for interim measures, e.g. temporarily reassigning
tasks, separating parties, changing reporting.
RESET
Review systemic issues:
• Use available information on workforce management practice.
• Resolve by providing adequate information and training, and/or adjusting
workplace management systems, such as clarifying roles or modifying workloads.
Is the behaviour serious, involving breaches of criminal or other legislation,
or very serious misconduct?
Yes: • Always investigate immediately, and resolve in a timely, fair, objective,
transparent and confidential manner.
• Refer potentially criminal behaviour to police, and complaints such as fraud
or corruption to the appropriate authority. This does not mean stopping your
own investigation.
No: • Ask and listen: Ask questions and listen to employee concerns and what
they want done. Offer support. Discuss the context and factors that may
have contributed to the behaviour.
• Discuss options: Discuss options for resolving quickly, effectively and
informally. Where safe to do so, encourage the employee to resolve the
matter directly with the other party.
• Respectful conversation: Where direct discussion between the parties is not
likely to succeed, you may facilitate the discussion. Listen to the person alleged
to have behaved unreasonably, clarifying policies and procedures. Discuss
options to resolve the matter and counsel taking an open approach.
• Resolve: Ideal outcome is that both parties agree to work together to resolve
the issue, calling on assistance if needed. Agreed outcomes might involve
accepting behaviour was unreasonable, apologising, improving work practices,
mentoring, training or accepting personal differences.
For more information see Positive and Productive Workplaces:
A guide for the NSW government sector to prevent and manage
unreasonable behaviour and bullying
