Frequently asked questions on the Policy on Harassment Prevention and Resolution

These tools supporting the former harassment and conflict resolution process will be archived by December 31, 2021 . They will still be available for old cases filed prior to Jan 1, 2021 .

• Why was a renewed policy issued and a new directive introduced? The Office of the Chief Human Resources Officer initiated a comprehensive review of all mandatory people management policy instruments in 2009. The renewed Policy on Harassment Prevention and Resolution and the new Directive on the Harassment Complaint Process reinforce the responsibility of deputy heads for establishing and maintaining a respectful and harassment-free workplace; for promptly resolving related complaints; and for monitoring compliance within their organizations. The Policy provides deputy heads with strategic direction to foster a respectful workplace and address potential situations of harassment. The Directive (for the use of functional specialists) describes the minimum requirements for the harassment complaint process in order to ensure the timely and efficient resolution of complaints.
• How does the Values and Ethics Code for the Public Sector refer to harassment? The Values and Ethics Code for the Public Sector states that federal public servants are expected to conduct themselves in accordance with the values of the public sector and includes the following expected behaviours: Respect for People Public servants shall respect human dignity and the value of every person by:
  • treating every person with respect and fairness;
  • valuing diversity and the benefit of combining the unique qualities and strengths inherent in a diverse workforce;
  • helping to create and maintain safe and healthy workplaces that are free from harassment and discrimination;
  • working together in a spirit of openness, honesty and transparency that encourages engagement, collaboration and respectful communication.
  • Workplace conflict, in itself, does not constitute harassment but could turn into harassment if no steps are taken to resolve the conflict.
  • Work-related stress in itself does not constitute harassment, but the accumulation of stress factors may increase the risk of harassment.
  • Difficult conditions of employment, professional constraints, and organizational changes are all circumstances that can create stress and could lead to harassment if not managed properly.
  • A social relationship welcomed by both individuals or friendly gestures among co-workers such as a pat on the back or a shared joke.
  • a departmental Informal Conflict Resolution practitioner;
  • a departmental Human Resources Branch advisor/representative;
  • a union representative;
  • a departmental Harassment Prevention coordinator/advisor;
  • the Employee Assistance Program; and
  • other departmental resource persons (Elder, Ombudsman)

  For more information, please refer to the following documents:

  • Policy on Harassment Prevention and Resolution
  • Directive on the Harassment Complaint Process
  • Is it Harassment? A Tool to Guide Employees
  • Guide on Applying the Harassment Resolution Process
  • treating every person with respect and fairness; and
  • helping to create and maintain safe and healthy workplaces that are free from harassment and discrimination.

  The employee should make the situation known to his/her manager or the person responsible for managing the harassment complaint process. The person who receives the complaint must then apply the harassment complaint process as established in the Directive to the extent possible.