Yet they needn't be. It's not as if there haven't been plenty of cases reported in the media in recent years. They themselves have not been spared. High profile cases have shone the spotlight on unsavoury workplace behaviour, resulting in a raft of recommendations.
So why aren't employers galvanising themselves and taking a good look at their own workplace culture? Perhaps they don't want to believe the unacceptable behaviour we read about happens in their business.
Why not find out?
They should not presume "all is well". They should make certain their workplaces are conducive to staff wellbeing and if not then do something about it. It's not just a case of having a manual that outlines a reporting process to lay a complaint against a staff member.
Having a reassuring and supportive workplace culture is much more than knowing who to complain to when staff are not happy, although that's obviously important too.
It always starts with the board, boss, CEO and senior managers being clear about what their role is in creating a positive workplace culture in the first place. I often hear bosses and managers say "we have a complete workplace safety manual, that we ask all employees to become familiar with".
"All policies and procedures are outlined in that. We encourage staff to talk about any issues if they arise and make a formal complaint if necessary".
I see workplace culture simply as "how we do things around here, we hold people to a certain way of working". With consideration and respect, and with thoughtful and helpful language too.
There are behaviours you encourage: Transparency, accessibility, honesty, authenticity, open communication, and respect. And there are those you won't tolerate: Bullying, sexist jokes and language, gossip, backbiting and office and work politicking.
Ask staff if you really want to know what your workplace culture is like.
Don't complicate matters, a simple staff survey, informing staff that as an employer you want to make sure you have a workplace culture that is fit for purpose.
Will they help by answering a few questions to determine if action, and support, is needed in some areas? Keep it anonymous and tell staff they will see the results once collated.
Give examples of what unacceptable behaviour looks like. I call these "below the line behaviours". Ask staff if there are three behaviours they would like to see jettisoned. Ask also if there are three behaviours they would like to see more of and to list those too.
That's all that's needed.
Some employers might get alarmed to see the results from the brief survey. If they don't know what they don't know then it's understandable they could be upset and staff are invariably brutally honest when staff surveys are anonymous.
If a workplace culture workshop is warranted but meets with derision by senior staff, I would suggest you may already have problems. Hold it anyway and make sure all staff, including senior managers, boss, CEO and board members are present.
Everyone gets the same information, they know the behaviours that won't be tolerated and they know they all have a responsibility to call these out when they see them. Values are articulated and communicated throughout the organisation and then demonstrated and lived out by the leadership and employees at every level.
A great positive work culture is not just "nice to have". It is essential to building a workplace where current and future employees will want to be part of.
Happy employees working within a positive workplace culture stick around.
- Merepeka Raukawa-Tait is chairwoman of the Whanau Ora Commissioning Agency, a Lakes District Health Board member and Rotorua District councillor.
