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When an employee files a complaint—whether it’s a whistleblower alleging companywide fraud or someone who feels sexually harassed by a coworker—the workplace can suddenly become charged with negative rumours and anxiety, which can escalate into claims of unfair victimisation against the complainant. Managers in these situations need to walk the line between appropriately responding to legitimate employee complaints and continuing to effectively manage both the complaining employee and other workers. “Walking the Line” covers managers’ legal obligations to avoid both the perception and the reality of victimisation, as well as the legal definitions of whistleblowing and victimisation. More importantly, it focuses on skill building so that managers will be prepared to identify the red flags for potential whistleblower victimisation claims and will know how to effectively handle these situations to avoid the risk of victimisation claims.

topics

• Overview of the laws against victimisation and the legal definition of a whistleblower Managers’ responsibilities to avoid the perception or the reality of victimisation
• Developing a script for responding to employee complaints and determining which complaints are entitled to legal protection
• Identifying red flags for potential whistleblower situations
• Reviewing your business’s policies on victimisation

who should attend?

• Human resources professionals
• Managers and supervisors