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Bullying and harassment in the New Zealand parliamentary workplace : external independent review Debbie Francis

By: Francis, Debbie.
Material type: materialTypeLabelBookPublisher: Wellington, New Zealand : 2019Description: electronic document (120 pages) ; PDF file.Subject(s): New Zealand Parliament | Parliamentary Services | BULLYING | Health and Safety at Work Act 2015 | MENTAL HEALTH | SEXUAL HARASSMENT | SEXUAL VIOLENCE | VICTIMS OF SEXUAL VIOLENCE | WORKPLACE | NEW ZEALANDOnline resources: Click here to access online Summary: This report finds that bullying and harassment are systemic in the parliamentary workplace. The story is complex, involving harmful behaviour by and between staff, managers, Members of Parliament, media and the public. There are unique features of the workplace that create risk factors for bullying and harassment, including: A high-intensity culture; Lack of investment in leadership development; Unusual and complex employment arrangements; Largely operational, rather than strategic, workforce management; Health, safety and wellbeing policies and systems that are not yet mature; Barriers to making complaints; and; inadequate pastoral care. Unacceptable conduct is too often tolerated or normalised. The identities of many accused are an open secret, and there are alleged serial offenders. A core perceived problem is low accountability, particularly for Members, who face few sanctions for harmful behaviour. The changes needed to the culture of the parliamentary workplace are comprehensive and complex. They will require skilled implementation and must be sustained and monitored over a period of years. (From the Introduction). Record #6276
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This report finds that bullying and harassment are systemic in the parliamentary workplace. The story is complex, involving harmful behaviour by and between staff, managers, Members of Parliament, media and the public.

There are unique features of the workplace that create risk factors for bullying and harassment, including:

A high-intensity culture;
Lack of investment in leadership development;
Unusual and complex employment arrangements;
Largely operational, rather than strategic, workforce management;
Health, safety and wellbeing policies and systems that are not yet mature;
Barriers to making complaints; and;
inadequate pastoral care.

Unacceptable conduct is too often tolerated or normalised.

The identities of many accused are an open secret, and there are alleged serial offenders.

A core perceived problem is low accountability, particularly for Members, who face few sanctions for harmful behaviour.

The changes needed to the culture of the parliamentary workplace are comprehensive and complex. They will require skilled implementation and must be sustained and monitored over a period of years. (From the Introduction). Record #6276