This training is currently only available in French.
A newly hired special education technician, Catherine has to cope with student ridicule after an inappropriate comment made by a teacher, Katherine.
Julie keeps thinking about the discomfort she’s felt since her school’s Christmas party. Should she denounce Michel’s behaviour or simply forget anything ever happened?
Belittled, humiliated and depressed, Thierry is starting to feel overwhelmed after being appointed as the vice principal at the school led by the principal Ms. Tremblay. “Negligent, incompetent and insubordinate”—this is Ms. Tremblay’s blunt assessment of Thierry when the HR department asks her about her new vice principal. Where do you draw the line between the right to manage and psychological harassment when it comes to an employer’s expectations and an employee’s rights?
After a series of anonymous, denigrating and offensive comments about staff began circulating on social media, Daniel, an experienced manager, is convinced that young Samuel is the culprit. But things have become complicated as Daniel must intervene with Samuel’s father, a man known for his intimidating temperament.
Preparing for a difficult conversation at work with a colleague, employee or supervisor (or even a student or parent) can be a source of heightened anxiety. The fear choosing the wrong words or being misunderstood is often major obstacles to this type of conversation. Here are some tips to communicating more clearly and overcoming your fears. In this 5-minute video, organizational psychologist Éveline Marcil-Denault offers simple and effective advice on how to find the courage to start this type of conversation and reach your desired goals.
An employer has a legitimate prerogative to ensure work is done properly and can exercise their right to manage by conducting a performance review, modifying an employee’s tasks or reorganizing their work, set tight deadlines or manage employee attendance. But this prerogative is not absolute. In this video, Me. Noémie Raza, legal investigator and mediator, differentiates the right to manage from an abuse of authority. In less than 4 minutes, you will learn how to distinguish between legitimate employer interventions and psychological harassment.
What do employees need to maintain good psychological health? What are the main sources of employee stress? In this 7-minute video, organizational psychologist Éveline Marcil-Denault, gives advice based on two tried-and-true models: SDT and N.U.T.S. Do you know what these acronyms mean?
Feedback is essential for improving work performance. It benefits the organization and helps employees identify their path for professional development. Giving constructive feedback may prove a delicate task for a manager. A person can respond unpredictably to criticism, and the encounter may not have the desired effect and head in an unexpected direction. Organizational psychologist Éveline Marcil-Denault suggests a few points managers should consider before giving feedback to their employees.
Mediation is a conflict resolution process involving a neutral and impartial arbitrator, who can facilitate the discussion between the parties in order to reach a mutually beneficial solution. What makes mediation so practical for resolving workplace conflicts is that this process makes it possible to find potential solutions that are acceptable to both parties. In this video, Me. Jean Marois lists the ingredients of a simple, effective, recipe for successful mediation.
When an incident of possible psychological or sexual harassment is brought to a manager’s attention, they must first analyze the complaint to determine its admissibility before launching an investigation. The manager must base their analysis on the five criteria established by the courts. If the complaint is admissible, the manager must launch an investigation to confirm the veracity of what was reported and take appropriate action. In most cases, interim or mitigating measures must be taken at this stage to protect the individuals concerned and safeguard the confidentiality of the investigation process. The manager could then decide to change the hierarchical structure at work, modify employees’ tasks or even temporarily suspend employees, generally with pay, during the period required to confirm the claims made. Since these measures are not disciplinary, an employee cannot claim double jeopardy has been applied against them. In these two videos (approx. 5 minutes), Me. Jean Marois, mediator and investigator, explains the steps for analyzing the admissibility of a complaint and applying interim measures.
The investigation is one of the most important steps in managing an alleged instance of harassment. Me. Jean Marois describes the steps of an effective investigation protocol that ensures that confidentiality of the process and that the rights of each party are respected. This video will provide answers to the following questions: Which people do you need to meet with? In which order? How do I evaluate witness credibility? Which measures should be implemented to ensure the investigation is carried out effectively and the investigator has all the information needed to assess the complaint?