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Welcome To Player Snips
Please watch the getting started video below before you begin using your new superpowers
Why must businesses take harassment claims seriously?
Legal and psychological risks damage people and reputation
What makes Erin’s intent irrelevant in this case?
Harassment is about the impact, not just intention.
Why is early resolution important for companies?
It prevents lawsuits and maintains team morale.
What could happen if Jane ignored the case?
Stress, legal action, and low workplace trust.
Why is emotional harassment harder to detect?
It often hides behind jokes or casual remarks.
How did Jane effectively prevent larger problems?
She acted early and encouraged respectful dialogue.
PS-036
Why is identifying bullying behaviors so important?
Awareness helps prevent harm and supports early intervention.
What hidden traits might bullies display at work?
Manipulation, deceit, and grandiose self-importance.
Why can narcissists be dangerous in teams?
They exploit others and lack empathy.
How can bullies impact high performers?
They isolate and sabotage them from fear or envy.
What personality disorder shows no empathy?
Antisocial disorder often includes cruel, reckless actions.
How did Darren help his workplace?
He educated staff and encouraged awareness.
PS-036
What early signs of violence did Jimmy observe?
Yelling and slamming papers showed escalating anger.
Why is behavior documentation important?
It tracks patterns and supports constructive conversations.
What helped improve the employee's behavior?
Anger management therapy and a supportive conversation.
Why avoid attacking the person directly?
Focus on behavior prevents defensiveness and conflict.
What is one key part of an action plan?
Mediation helps employees resolve workplace conflicts peacefully.
How can managers help prevent future violence?
Recognize issues early and provide support resources.
PS-036
What risk did Steve identify during assessment?
Harassment and workplace violence were the key risks.
What action did Steve take first?
He listened to both parties involved calmly.
Why monitor body language during conflict?
Non-threatening presence helps reduce escalation risk.
What de-escalation skill did Steve use effectively?
Careful, respectful speaking defused the situation quickly.
When should tactical options be considered?
When safety is at risk or talking fails.
How can future incidents be prevented?
Train staff in risk awareness and communication.
PS-036
How did John begin his risk assessment process?
He reviewed past workplace incidents for hazard patterns.
Why check job descriptions in a risk review?
Certain roles involve more exposure to violent risk.
What workplace feature increases risk of violence?
Low visibility and lack of security cameras.
What step did John take after assessing hazards?
He issued a questionnaire to evaluate risk signs.
Why hold a meeting with no complaints reported?
Proactive education helps prevent future workplace violence.
What ensures safety plans stay effective over time?
Regular evaluations and updates of risk assessments.
PS-036
What made Danny realize he was being bullied?
A coworker lied and sabotaged his hard work.
Why wasn't Danny’s experience immediately recognized as bullying?
Bullying can look like normal workplace conflict.
What documentation helped Danny in this situation?
Security footage and keeping personal records of work.
Why is keeping a paper trail important?
It protects you against false claims and misrepresentation.
What step helped Danny resolve the situation?
He informed a supervisor and shared the full story.
What should you remember when dealing with bullies?
The bully is the problem—not your work or worth.
PS-036
Why did James create a Code of Ethics?
To set clear behavior standards and reduce workplace risks.
What key elements did James include in the code?
Laws, company needs, ethics, and clear expectations.
How did James ensure everyone followed the code?
He presented and explained it to all employees.
Why must policies apply to all employees equally?
To avoid bias and prevent claims of unfair treatment.
What role do procedures play in supporting ethics?
They enforce rules and clarify accountability and behavior.
How do ethics codes reduce workplace bullying?
They remove excuses and define unacceptable behavior clearly.
PS-036
Why was the applicant not hired by Trevor?
He showed signs of self-focus and past aggression.
What was a red flag in his responses?
He overused “I” and dismissed team contributions.
Why are references important during interviews?
They reveal patterns and past behavioral concerns.
What behavior should be observed in the office?
How candidates treat staff and subordinates.
Why ask about frustrating past experiences?
To gauge empathy and emotional control.
What matters more than qualifications in hiring?
Behavioral fit and team impact matter more.
PS-036
Why did Tony investigate an informal complaint?
All harassment claims must be taken seriously.
What should a complaint always include?
Names, dates, witnesses, and proof of incident.
What was Tony’s challenge in the investigation?
Balancing confidentiality while gathering key facts.
Why are employees hesitant to name abusers?
Fear of retaliation or exposure among peers.
What must supervisors communicate about investigations?
Confidentiality may be limited; no retaliation allowed.
What should follow the investigation’s conclusion?
Review policies and inform parties appropriately.
PS-036
Why must the policy cover more than just law?
Stricter policies help avoid lawsuits and future problems.
Who should the harassment policy apply to?
Employees, contractors, vendors, and former staff.
Why include the company’s mission and values?
Reinforces respect and ethical culture in every policy.
Why define intent versus impact of behavior?
Unintended actions can still be harmful harassment.
What are informal complaint options for employees?
Self-help, manager reminders, EAP, or ombudsman.
What must the formal complaint process include?
Steps, timelines, confidentiality, and resolution guidelines.
PS-036
What was Jane’s initial role in this scenario?
She managed harassment cases in her company’s HR department.
Why might Erin’s intent not excuse her comment?
Harassment is about impact, not just the intent behind actions.
What was Jane’s strategy to resolve the complaint?
She facilitated dialogue and helped reach a mutual resolution.
What risk did Jane aim to minimize for the company?
She aimed to prevent legal and psychological consequences.
Why is emotional harassment especially harmful in workplaces?
It increases stress, lowers morale, and damages mental health.
What’s the key legal duty of employers in harassment?
Employers must prevent and address harassment with reasonable care.
PS-036
- 1Define workplace violence and understand its legal, psychological, and organizational impact.
- 2Recognize the characteristics and tactics of workplace bullies, including links to personality disorders.
- 3Implement action plans to prevent violence by addressing high-risk behaviors early.
- 4Conduct thorough workplace risk assessments focusing on triggers for violence and aggression.
- 5Apply strategies to identify, assess, and control hazards contributing to workplace violence.
- 6Support victims by understanding what constitutes bullying and appropriate steps to take.
- 7Develop and enforce effective employer checklists, ethics codes, and procedural safeguards.
- 8Identify potential bullies during the hiring process through behavioral cues and structured interviews.
- 9Execute structured investigation procedures to handle workplace harassment complaints with fairness and compliance.
PS-034
Physical Harassment
This includes gestures, actions, and physical contact that may be perceived as threatening or inappropriate, including unwanted touching or even well-intended gestures like a hug if they make someone uncomfortable. To maintain a professional environment, avoid unnecessary physical contact and respect personal space.
PS-001
Harassment and bullying
Harassment and bullying have a significant psychological impact on everyone in the workplace.
According to a survey by the American Psychological Association, 74% of Americans attribute most of their stress to work.
Stress caused by harassment can manifest in physical symptoms like headaches, exhaustion, and insomnia.
Sexual harassment, in particular, has been associated with post-traumatic stress disorder.
When workplace harassment goes unaddressed, businesses suffer financial losses due to increased sick leave, decreased employee engagement, lower productivity, and higher turnover rates.
PS-018
Common Bullying Behaviors:
Bullies frequently target high-performing employees, attempting to undermine them due to fear or jealousy.
They use intimidation tactics and may even turn colleagues against their target.
Like other forms of harassment, bullying can have serious consequences in the workplace.
Managers, in particular, are often guilty of bullying their subordinates.
Constantly altering job responsibilities
Spreading rumors and gossip
Setting unrealistic expectations or deadlines
Isolating an individual from the team
Threatening job termination
Monitoring or stalking the target
Shouting at someone who is unable to respond
Dismissing or belittling opinions and emotions
Blocking opportunities for promotion or transfer
Invading personal space or tampering with belongings
Providing misleading or false information to the target
PS-025
Antisocial Personality Disorder
Many bullies exhibit personality disorders such as antisocial personality disorder or narcissism.
However, having a personality disorder does not justify harmful behavior.
Some bullies may be unaware of their actions, while others deliberately manipulate those around them.
Many serial bullies were aggressors in school and often maintain a false persona to conceal their manipulative nature.
Individuals diagnosed with antisocial personality disorder are typically over 18 and have displayed conduct disorders before the age of 15.
Common traits are:
Disregard for societal norms and laws
Habitual dishonesty (may assume multiple identities)
Impulsivity and irresponsibility (often leading to financial issues)
Irritability and lack of empathy
Reckless disregard for personal and others' safety
PS-025
Common Traits of Narcissism
Many bullies exhibit traits of narcissistic personality disorder, which is more prevalent than other personality disorders.
They mask their insecurities with an exaggerated sense of self-importance.
Narcissists crave admiration, think highly of themselves, and struggle with empathy.
There are nine key traits associated with narcissism, and a diagnosis requires meeting at least five of them.
Display arrogance and superiority
Have grandiose fantasies about power, success, beauty, or romance
Believe only a select few can truly understand them
Crave admiration and validation
Feel entitled and expect others to comply with their desires
Exploit and manipulate those around them
Lack empathy for others
Are envious of others and believe others envy them
Possess an inflated sense of self-importance
PS-025
Business Impact
Workplace harassment is a serious issue that affects not only employee well-being but also the overall health of an organization. Failing to address it can result in significant financial, legal, and reputational consequences. Creating a safe, respectful environment is not just a moral obligation—it’s a business imperative.
Harassment imposes heavy financial and reputational costs on businesses annually.
Employees are protected by various laws that allow them to take legal action for workplace harassment.
Organizations that neglect employee protection risk costly lawsuits and legal penalties.
Harassment negatively affects employee well-being, morale, and productivity.
Reputational damage from harassment incidents can impact customer trust and brand image.
A damaged reputation may lead to employee turnover and difficulty attracting top talent.
PS-025
Legal Responsibilities and Liabilities in Workplace Harassment
When it comes to workplace harassment, the legal stakes are high. Employers not only have a moral duty to protect their staff but also a legal obligation to prevent and address harassment. Failure to meet these responsibilities can result in costly legal consequences and damage to the organization's credibility.
Legal expenses can place a heavy financial burden on businesses facing harassment claims.
Employers are required to protect employees from harassment by supervisors, coworkers, clients, and vendors.
In cases of quid pro quo harassment, where job benefits are tied to sexual favors, companies are held directly liable.
Organizations are also accountable for allowing a hostile work environment to continue unaddressed
A workplace is deemed hostile if management neglects to act on known harassment issues.
Employers must show they exercised "reasonable care" in preventing and responding to harassment to defend against legal claims.
PS-025
The Importance of Preventing Workplace Harassment
Workplace harassment is not only illegal—it undermines the core values of respect and professionalism. Fostering a safe and inclusive environment requires awareness, education, and proactive measures. When left unaddressed, harassment can escalate, harm employee morale, and expose organizations to legal risks.
Harassment in the workplace is both unlawful and damaging to organizational culture.
Every individual deserves to be treated with respect and dignity in the workplace.
Preventing a toxic environment means actively identifying, discouraging, and eliminating harassment.
Training is essential to help employees understand, prevent, and respond to harassment.
Ignoring harassment can result in legal repercussions and low staff morale.
Many people may not recognize their behavior as harassment due to lack of awareness.
Legally, harassment includes words, gestures, or actions that cause discomfort, fear, or disrespect.
Since perceptions vary, it is important to remain considerate and mindful of others’ boundaries,
PS-015
Behavior Problems
There are several different behaviors that can lead to violence if left to escalate. It is the responsibility of every manager to know employees and how they behave in order to identify possible problems. Customers and vendors can also be the cause of workplace violence.
Acting Out: Employees express anger in inappropriate ways such as yelling, slamming, etc.
Irresponsible Behavior: Employees do not take responsibility for their actions.
In cases of quid pro quo harassment, where job benefits are tied to sexual favors, companies are held directly liable.
Selfish Behavior: Employees do not care how their actions affect those around them.
A workplace is deemed hostile if management neglects to act on known harassment issues.
Mixed Behavior: Employees verbally agree to follow rules, but do not.
Rigid Behavior: Employees are unwilling to try new things and take direction.
Avoidance: Employees lie, drink, or take drugs.
Extreme Behavior: Employees completely alter the way they act.
Odd Behavior: Employees have poor social skill or obsess about ideas or people.
PS-025
Addressing Concerning Employee Behavior Proactively
When an employee begins to show troubling behavior, early intervention is key. Handling the situation with care and professionalism can prevent escalation, ensure workplace safety, and support employee well-being. Employers must strike a balance between accountability and compassion.
Address concerning behavior promptly before it escalates into a bigger issue.
Irresponsible Behavior: Employees do not take responsibility for their actions.
Document the behavior and speak with the employee directly and constructively.
Explain how their actions are negatively affecting work performance.
A workplace is deemed hostile if management neglects to act on known harassment issues.
Focus on addressing the behavior, not criticizing the individual personally.
Avoid assuming that occasional bad days indicate a risk of violence.
If personal challenges are known, offer appropriate support such as training or counseling.
Monitor the situation closely, and if no improvement is seen, consider separation as a last resort.
Notify security about any potentially troubled employees who are exiting the organization.
Watch for warning signs like paranoia, antisocial behavior, or fixation on weapons.
PS-025
Action Plan
Employers must establish workplace violence action plans.
Training employees to recognize and prevent violence is essential.
The action plan should include the following key components:
Screening: Conduct background and reference checks to ensure stable hiring.
Security: Implement security protocols to protect the workplace.
Mediation: Provide support for employees to resolve conflicts.
Balance: Promote work-life balance through appropriate programs.
Assess: Employ a threat assessment team to monitor potential risks.
Responsibilities: Clearly define the roles and responsibilities of both employers and employees.
Situation Management: Prepare a strategy for handling extreme scenarios.
Post-Situation Management: Establish a support plan for employees following a crisis.
PS-015
The Role of Risk Assessments in Preventing Workplace Harassment and Violence
Conducting regular risk assessments is a vital step in maintaining a safe and secure work environment. By identifying potential hazards and evaluating the likelihood of harm, organizations can take proactive measures to protect their employees. This module focuses on assessing risks related to harassment and workplace violence.
Harassment in the workplace is both unlawful and damaging to organizational culture.
Risk assessments are essential for improving workplace safety.
They help identify potential hazards and evaluate the risk of injury or harm.
Organizations must conduct assessments across a variety of potential dangers.
This module emphasizes the importance of assessing risks tied to harassment and workplace violence.
PS-015
Techniques
When an employee’s anger intensifies and turns aggressive, it’s crucial to apply various de-escalation techniques.
Knowing how to handle an angry or aggressive individual can help avoid harm and potentially save lives.
Listen: Aim to understand the underlying issue or cause of the anger.
Monitor Body Language: Stay aware of your physical responses to avoid appearing threatening.
Speak Carefully: Maintain a respectful tone and refrain from responding aggressively.
Be Aware of Your Environment: Keep an eye on your surroundings in case the situation worsens. If necessary, contact authorities for help.
PS-015
Action Plan
Employers must establish workplace violence action plans.
Training employees to recognize and prevent violence is essential.
The action plan should include the following key components:
Screening: Conduct background and reference checks to ensure stable hiring.
Security: Implement security protocols to protect the workplace.
Mediation: Provide support for employees to resolve conflicts.
Balance: Promote work-life balance through appropriate programs.
Assess: Employ a threat assessment team to monitor potential risks.
Responsibilities: Clearly define the roles and responsibilities of both employers and employees.
Situation Management: Prepare a strategy for handling extreme scenarios.
Post-Situation Management: Establish a support plan for employees following a crisis.
PS-015
Actions
If you're being bullied, it's important to take specific actions to protect yourself.
Bullying can be more difficult to prove than traditional harassment.
Often, the victims of bullying leave their organizations for self-preservation, but it's in the employer’s best interest to address and eliminate bullying behavior.
While bullying may not always be illegal, it still costs businesses financially.
Steps to take:
Acknowledge the issue: Don’t accept the bully’s portrayal of you. The bully is the real problem.
Document everything: Keep a record of bullying incidents and maintain documents that refute the bully's claims about your performance.
Have a witness: Ensure you have someone present during meetings with the bully.
Report to supervisors: Inform the relevant supervisor about the situation.
Consider confronting the bully: If you’re worried about retaliation, it may be safer to speak with a supervisor first instead of directly confronting the bully.
PS-015
Ethics
A Code of Ethics is becoming a standard practice in modern businesses.
Its purpose is to promote ethical behavior among everyone involved.
Additionally, it can help prevent legal issues.
When creating a Code of Ethics, several key factors must be considered.
Key Elements to Include in a Code of Ethics:
Laws and Regulations: Ensure all legal requirements are addressed.
Company Needs: Take into account the needs of both employees and the business.
Ethical Values: Incorporate the ethical values that should guide the organization, providing two examples for each value.
Clarity of Wording: Ensure the message is clear, and make sure everyone understands that compliance with the Code of Ethics is mandatory.
PS-015
Policies and Procedures
Policies and procedures are designed to uphold the company’s Code of Ethics and prevent future issues.
Each organization should have a clear anti-harassment policy and set of procedures in place.
Policies do more than establish rules; they also define who is responsible for ensuring those rules are followed.
They help distinguish between acceptable and unacceptable behavior.
There are several essential steps involved in creating policies and procedures:
Identify risks
Create policies
Approve policies
Evaluate policies
PS-015
Submitting a Complaint
The company's anti-harassment policy should clearly outline the process for employees to file complaints.
Normally, employees would approach their immediate supervisors, but if the supervisor is the issue, another person, such as an HR representative, should be assigned to handle the complaint.
Complaints should contain specific details that investigators can review.
Essential Information to Include in a Complaint:
Names of the individuals involved
A description of the incident and how it violated company policy
Dates and times of the incidents
Names of any witnesses
Evidence or documentation supporting the events
PS-015
Initial Manager Response
Employers must address harassment complaints promptly.
Employees who come forward should be acknowledged for helping the company recognize potential harassment issues.
When an employee files a complaint, the supervisor should clarify the following:
An investigation will begin as soon as possible.
The company must gather information before taking any further steps.
The investigation will be conducted discreetly, but complete confidentiality may not be guaranteed.
PS-015
Carrying Out an Investigation
There should be well-defined procedures for handling harassment complaints.
While each company's procedures may vary, certain steps are essential for all investigations:
Conduct interviews in a private setting.
Keep detailed records of everything.
Consider having a neutral witness present during interviews if needed.
Approach the situation with an open mind and avoid making assumptions.
Collect as much relevant information as possible.
Interview the complainant, witnesses, and the accused individually.
PS-015
Defining Core Principles
The scope and philosophy of an anti-harassment policy are key in shaping the guiding principles of the policy.
These principles define the policy’s purpose and the roles of everyone involved.
Examples:
Managers are accountable for preventing harassment.
The company will take action against harassment.
The company will foster a safe and respectful environment.
Everyone will be treated with respect and dignity.
PS-015
Informal Complaint Process
Employees have the right to choose how they wish to address harassment through the complaint process.
There are several informal options available for addressing complaints:
Direct Process: Also known as self-help, this involves the individual directly confronting the harasser and requesting them to stop. Alternatively, the affected party may send an anonymous note.
Indirect Process: A manager may address the harassment policy in a group setting, including the individual who is causing the issue.
Employee Assistance: Some companies offer counseling services to assist employees with HR matters, ensuring confidentiality for the individuals involved.
Third Party: An ombudsman works with the harassed employee to help find an appropriate resolution.