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Transcript of Mandatory Training
Drug & alcohol awareness
Workplace violence prevention
Policies and procedures
Outside employment Agenda SEXUAL HARASSMENT & DISCRIMINATION PREVENTION Sexual harassment is defined by the Equal Employment Opportunity Commission (EEOC) as “unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when:
Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment, or
Submission to or rejection of such conduct by an individual is used as a basis for employment decisions affecting such individual, or
Such conduct has the purpose of or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive work environment Legal Definition of Sexual Harassment Verbal or Visual Examples of Typical Forms of Sexual Harassment (cont.) Risqué jokes
Telling lies or spreading rumors about another person’s sex life
Passes/unwanted propositions/requests for sexual favors Examples of Typical Forms of Sexual Harassment (cont.) Physical Unwanted physical contact
Blocking someone’s path
Excessively lengthy handshakes
Giving neck/shoulder massages
Stalking/physical attacks Abusive words, phrases or slurs
Threatening, intimidating or hostile acts
Written or graphic material that show hostility or aversion to an individual or group Typical Forms of Harassment Laws that Protect from Harassment Title VII of the Civil Rights Act
Race, Religion, Color, Gender, National Origin
Pregnancy Discrimination Act
Age Discrimination in Employment Act
Employees/Applicants over the age of 40
Americans with Disabilities Act
Qualified individuals with disabilities Intent vs. Impact “Unwelcome” is decided by the recipient of the behavior, not the person doing the behavior. This is true even if the recipient is a third party.
Therefore, it is the impact of the behavior that counts, not the intent of the person who did the behavior that determines if harassment has occurred. Understand the different types of harassment and how it affects others
Think before you speak
Be careful with humor
Think about the potential effects of your actions on others Harassment Prevention Communicate your discomfort early
Let others know your boundaries
Communicate your expectations for interaction
Be consistent in your expectations
Set an example with your own behavior
Seek help if harassing behavior is persistent or pervasive Establishing Respect Employees are encouraged to attempt settlement of complaints via established supervisory channels, beginning with your immediate supervisor
Reporting to the Department Director is another option available to employees who feel they have been sexually harassed
Human Resources is always an option for employees How to Report Harassment When to Report Harassment to Human Resources When an employee has a complaint due to discrimination or sexual harassment which the supervisor or department director cannot settle
When relationships are such the employee prefers to discuss a matter concerning discrimination or sexual harassment with someone in an official capacity outside the supervisor chain
To obtain information and guidance concerning discrimination or sexual harassment whenever an employee desires such needed service Drug & Alcohol Awareness Training Program Employee Health
More likely to injure themselves and/or another person
Increases in insurance costs
Higher absenteeism and tardiness
Responsible for 40% of all industrial fatalities
Can be physically and mentally impaired while on the job.
Affects job satisfaction and motivation
Lowers quality of work and customer satisfaction
Reduced innovation and creativity
Poor daily and strategic decisions can be made Drugs & Alcohol in the Workplace Why do We Care? Reasonable Belief is when you, based on observed, behaviors, believe an employee may be under the influence of drugs or alcohol while at work
Look for gradual or sudden changes in behavior.
Steady declines in work performance
Reasonable Belief Slurred speech
Red or bloodshot eyes
Unsteadiness of feet
Smell of alcohol or marijuana emanating from the employee’s body Reasonable Belief
What to Look For Incoherence
Inability to carry on rational conversations
Inability to perform on the job or other unexplained behavioral changes If management is notified or has personally observed changes in an employee’s behavior the following steps should be taken
Supervisors must contact HR
Remove employee from safety sensitive situation Reasonable
Belief Relieve employee of duty
Call Human Resources
Transport to lab
Advise employee of status until test results are received Reasonable Belief Testing Procedures If the employee refuses to be tested
Inform the employee, policy dictates his/her refusal will be considered the same as testing positive
The employee must remain relieved of duty
Under no circumstances should the employee be allowed to drive a city vehicle Reasonable Belief
Testing Procedures (cont.) If you are the supervisor:
Ensure safety of everyone involved!
Observe and document behavior
Notify Human Resources
Arrange for testing per procedure
If you are a fellow employee
Ensure safety of everyone involved!
Notify your supervisor or Human Resources
Unless there is a safety issue, do not confront the person under the influence Reporting Someone Under the Influence Per City of Altus Policy, you must come to work fit for duty and able to perform the essential functions of your job, with or without accommodation. In the event you are taking a medication that may impact your ability to safely perform the duties of your job, you must present a release from your physician to your supervisor, allowing you to work.
In the event you come to work and exhibit behaviors noted under the Reasonable Belief checklist, you may be required to participate in a Reasonable Belief exam. Over-The-Counter and Prescription Drugs Workplace Violence Prevention Any behavior by an individual that is intended to harm workers of an organization, including all instances of physical and verbal aggression and violence:
Ranging from verbal acts such as harassment and threats, to physical acts such as sabotage, stalking, assaults and homicide
Be it aimed at a victim directly, a third party or a material object (i.e. slashed car tire in a parking lot) Definition Common Behavioral Indicators Unexplained increase in absenteeism
Noticeable decrease in attention to appearance and hygiene
Depression and withdrawal
Frequent, vague physical complaints
Noticeably unstable emotional responses Increased mood swings
Resistance and over-reaction to changes in procedures
Repeated violations of company policies
Has a plan to "solve all problems" Common Behavioral Indicators (cont.) Increased use of alcohol and/or illegal drugs
Explosive outbursts of anger or rage without provocation
Threatens or verbally abuses co-workers and supervisors
Repeated comments that indicate suicidal tendencies
Empathy with individuals committing violence Preoccupation with previous incidents of violence
Increase of unsolicited comments about firearms & other dangerous weapons
Fascination with violent and/or sexually explicit movies/publications
Increased frequency and or escalation of domestic problems /violence. Contributors to Workplace Violence Substance Abuse
Layoffs and Company Downsizing
Ethnic differences among workers
Domestic Violence brought into the workplace Does this person have a history of acting out or behaving inappropriately?
Was the behavior an inappropriate response given the situation?
Do you feel uncomfortable working with this person?
Are you afraid for yourself or others when you are around this person?
Does this person exhibit signs of losing control? Things to Consider Stay Aware
Keep eyes and ears open to what is going on around you
Analyze the Situation
Try to see the big picture
Is this an isolated event or part of a pattern of behavior?
Factor in your Feelings
If your gut tells you something does not feel right, it probably is not! Be Safe, Not Sorry Be Safe, Not Sorry Engage in a Solution: Reporting Workplace Violence
Notify supervisor of behavior/incident immediately
If you are in immediate danger, call 911
Nothing can be done to prevent workplace violence if the warning signs are ignored Ethical Behavior Policies & Procedures How Do I Know I May Be at risk? You feel afraid
Your stomach is in knots
You have the desire to flee
The hair on the back of your neck rises
TRUST YOUR INSTINCTS AND REMEMBER YOUR TRAINING Employee Conduct
Basic Standards of Professionalism Be a law abiding citizen
Display a professional demeanor
Respect city property
Obey legitimate orders Off Duty Misconduct
“What to Consider” Employee’s duties & responsibilities
Employee’s history with the department
Nature of the department’s business
Effect on customers, co-workers and reputation
Seriousness of the allegations Ethical Behavior As public employees, ethical questions come up daily:
Keep confidential city information confidential
Remember that some information such as medical information is protected by law.
Never show favoritism
You cannot seek special privileges because of your status as a city employee
You cannot conduct personal financial business with anyone you have contact with in your role as a city employee Ethical Behavior (cont.) Accept no gifts that give the appearance of influencing you in the performance of your duties
Follow your department guidelines
Never use city property for personal use
Report all violations of ethics and laws immediately! Policies & Procedures All employees are responsible to know and abide by all city policies, procedures and standards of conduct
Employees are responsible to be familiar with the content in:
Policy and procedure manuals
Any properly approved work rules
Collective bargaining agreements
Other regulations including but not limited to the Oklahoma State Statutes and the Municipal Code Disclosure of Fraudulent Activities Fraud includes, but is not limited to:
Theft or misappropriation of assets
False claims for payment or reimbursement
“Off book” accounting or making false/fictitious entries
Knowingly creating and/or distributing false or misleading financial reports Knowingly paying unjustified excessive prices or fees
Use of the purchase card or city’s procurement system to purchase personal items or services, even if the amount of purchase is reimbursed to the City.
Violating city or department procedures or policies with the intent of personal gain Any employee having knowledge or suspicion of fraud must notify Human Resources. If possible, the employee’s chain of command should be included. Protection of Employees (Whistleblower) Against Retaliation Employees are protected against retaliation for reporting dishonest or fraudulent activities.
No city officer or employee may use the provisions of this policy to harass another city officer or employee.
The provisions do not prohibit the discipline of any city officer or employee who discloses untruthful information regarding dishonest or fraudulent activities. Outside Employment Human Resources Policy 1104 states that city employees who wish to engage in outside employment shall obtain the approval of their Department Director and the City Administrator, or designee.
Vendors to the City of Altus are required to identify relationships with City employees as well.
The City reserves the right to deny any outside employment request when it is felt it is in the best interest of the city. A few examples are when …
It is incompatible with the proper discharge of the employee’s duties or the city’s official business;
It might create a conflict of interest with the employee’s functions within the city;
It might impair the employee’s or the city’s efficiency, or if it might impair an employee’s independence of judgment in the performance of official duties Employee-Vendor Relationship Policy A city employee or spouse not sell/lease goods or contract services with the City.
An employee may not benefit as a result of a contract or any other type of transaction with the City in addition to their employment.
Employees are required to inform their Department Director of relationships with potential vendors of the City.
If there are questions about employee-vendor relationship, talk to your Department Director. Computer Usage The City reserves the right to monitor all computer use.
All information systems activity and materials are public record and may published or subpoenaed at any time.
City computers should only be used for city related activities and may not not be used for personal business or leisure.
No software or trademarked/copyrighted materials may be installed or downloaded without proper authorization. QUESTIONS? MANDATORY TRAINING