Steps

Bullying and Harassment

What is the potential impact of bullying behaviour, on the individual, on the team, on the manager, on the organisation, on profits, on reputation?

“Steps have helped us to highlight how people should be treated within our organisation. Feedback has been universally positive.”
Amanda Jones, Co-operative Group

 

As many recent high profile cases have shown, the consequences can be devastating both financially, legally and most importantly in terms of reputation.

Steps drama-based approach highlights the kinds of behaviour to be aware of, and examines the responsibilities of individuals, managers and the organisation.

“Bullying and harassment are never appropriate.  Steps have helped us to highlight how people should be treated within our organisation.  This is important not only from an ethical position but also from a business standpoint.  By creating a great environment for people to work in, you create a great environment for your customers. Feedback has been universally positive.”
Amanda Jones, Co-operative Group.

Disciplinary and Grievance

All organisations have policies and procedures in place – but how do you put them into practice?  Steps drama-based approach brings the procedures and legalities to life, increasing delegates’ confidence, enabling them to learn through experience and to practice disciplinary meetings, difficult conversations, dealing with emotion, remaining objective, investigation skills, gathering evidence, disciplinary hearings and even employment tribunals.

 

Simulated Employment Tribunals

Steps has been involved in developing ‘mock’ employment tribunals – so that companies can understand the full impact of when they get it wrong.  Read more.

 

Risk Awareness

Intentional risk – such as violating policy, disclosing customer information, dealing in unauthorised transactions and concealing errors – can be insidious and highly damaging, both financially and to reputation.

For the last two years Steps has been delivering a drama-based Operational Risk Awareness Training programme to one of the world’s largest financial organisations.

Our aim for the training was to leave the delegates with no doubt that managing risk is very much their own business, it is not simply about implementing the bank’s procedures. Personal accountability, responsibility and ownership are critical factors if that cultural shift is to happen.

Through research – talking to risk managers, front-line operators, technicians, front office – a script was developed reflecting real-life incidents and experiences.  The incidents range from the basic: sharing passwords and giving in to front-office pressure to meet tight timelines, to the more subtle: management’s pressured behaviour alienating key front-line staff and damaging vital communication within and between teams.