Message from Professor Mike McGuckin, Deputy Dean MDHS
"Change does not happen overnight. We understand that to see change, we must turn a lens on ourselves, to recognise our own attitudes and biases, as well as the formal structures the impede progress. In the spirit of curiosity, compassion and justice, I encourage you to be open, to learn and adopt new ways of thinking and doing and to actively take on responsibility for yourself and your team members, colleagues and peers, calling out poor behaviour and learning from the experiences of others. All faculty leadership is committed to these aims and willing to be held accountable for our actions. We are confident we can make the faculty an even better place to work and further enhance our productivity and academic achievements.”
As a faculty whose fundamental mission is to contribute to the health and wellbeing of our society, we must also be an organisation that looks after our own.
‘The Setting the Standard’ program introduced in 2018 signalled our intention to improve workplace culture.
The Faculty is committed to ‘embedding the standards’ of a safe, inclusive, and diverse workplace that manifests our values. What do we mean by this?
Safe: A workplace that strives to provide a physically and emotionally safe environment and has effective processes in place to address accidents and incidents that threaten the physical and emotional health and safety of its workforce. An organisation that protects its members, calls out poor behaviour and holds individuals to account.
Inclusive: A supporting and nurturing workplace in which people are made to feel welcome and that they belong, regardless of their age, gender, sex, ethnic, cultural, socio-economic, religious identity or background and that removes barriers and strives to support people who face mental or physical health challenges to be able to do their work effectively.
Diverse: A workplace that sees diversity as a strength, with people bringing different perspectives and life experiences to their work, teams and decision-making. That seeks to be fair and to actively recruit and promote people from diverse backgrounds and identities.
With a diverse and large faculty that encompasses a number of departments and centres with undergraduate and graduate research students, researchers, teachers, clinicians and professional staff, the faculty is taking leadership to send a strong message about what we expect from our members and the type of organisation and people we strive to be.
The faculty leadership reinforces its commitment to standards by embedding rewards and consequences into our PDF, promotion and recruitment processes; holding individuals to account via formal KPI’s around documenting reports and acting on poor behaviour; improving gender equity and diversity and building gender equity and diversity into our staff profile at all levels, in our committees and groups of influence, and in positions of leadership.
We are listening: Through reports from staff and the ECR survey
We are acting: Through the working group I lead, we are identifying the areas of need, setting and embedding the standards we wish to see and implementing change across the faculty.
Throughout 2021 and 2022 the MDHS Embedding the Standards will see a coordinated rollout that reflects our values and is aligned to central University messages delivered with regards to the Sexual Harassment Policy and the Diversity and Inclusion strategy.
Please use this website to:
- Learn about what the faculty is doing to embed the standards
- Find resources, training and to seek help
Professor Mike McGuckin
Deputy Dean, MDHS
In Conversation, Professor Jane Gunn, Dean MDHS and Professor Duncan Maskell, VC, University of Melbourne
Watch the short video of the conversation between Professor Jane Gunn and Professor Duncan Maskell about about the work being done to embed good workplace behaviour standards in MDHS and across the University.
We work to improve the health and wellbeing of the communities we serve. We invest in developing the careers and wellbeing of our students and staff, fostering a culture that supports us all to do our best work. We are guided by our values in our pursuit of excellence.
Artist statement and interpretation
Artist: Kat Clarke
Wurundjeri translation: Gail Smith, Wurundjeri Elder from Wurundjeri Council
This artwork depicts the united values MDHS are guided by. The shields are a representation of how we are protected by these values but also loyal to them. Surrounding the shields are the communities that are connected to MDHS, such as the Hospitals and research centres. The line work pattern in the shields represent how each value is linked as each one doesn't work without the other.
Respect (footprints)
Respect-meaning-Gahgook
When we think of respect we are being considerate of each other, the land, waterways and the
animals. The footprints are a reflection of how we show respect but are also a representation of walking in others shoes and being mindful that we all come from different journeys. A key value that we should always be respectful of each other, the young, old, those who walked before us and others that will pave the way.
In the Faculty MDHS:
- We respect the diversity of histories, lived experiences and futures of our students, staff and communities we serve
- We see diversity, inclusion and personal growth as a strength
- We create a safe place to work that fosters belonging and aspiration
Accountability (boomerangs)
Accountability / Responsibility / Leader-meaning-Liwik
The shield of accountability is one that enforces trust and honesty. The hand that actions is also the hand that is accountable for any mistakes or issues that arise. It is a reminder that like a boomerang the problem or issue will keep returning unless dealt with appropriately and with ownership.
In the Faculty MDHS:
- We are accountable for our actions, outcomes and conduct
- Our processes are efficient and transparent
- We hold ourselves accountable to those we serve
- We uphold our sense of place and our responsibility for the environment
Compassion (3 people)
Compassion / Understanding-meaning-Ngarrga
The shield of compassion is one that reflects unity, understanding, support and community. It is a reminder that we should always have a kind and understanding approach in our actions, and when working with or for others.
In the Faculty MDHS:
- We provide an environment that is caring and upholds the health and wellbeing of our students and staff
- We have the courage to act on our convictions
- We communicate and clarify our expectations of each other
Collaboration and Teamwork (circle of people)
Collaboration and Teamwork / Building Together-meaning-Ngiagat Djerring
The shield of collaboration and teamwork represents people of all nations coming together with the same goal in mind for community and a willingness to work together to see successful outcomes. The image is a representation of how collaboration and teamwork is a continuous circle that encourages support of one another to grow, create, lead and succeed.
In the Faculty MDHS:
- We collaborate with each other and our partners to lead the advancement of health and wellbeing
- We connect locally and globally to advance and enrich the communities we serve
- We share our knowledge and expertise to achieve our goals
- We drive innovation and are open to new perspectives, ideas and ways of working
Integrity (owl)
Integrity / Trustfulness-meaning-Tarrn-doon-nonin
When I think of integrity I imagine the Owl or Mopoke is what my mob call them. They're wise creatures who go forth with strength and grace. They're a representation of honesty and solid morals. Like the Owl, I believe we as humans also hold this within us when we make choices and hold belief in something that is close and important to us.
In the Faculty MDHS:
- We apply the highest standards of ethics and quality in all that we do
- Honesty and trust underpin our relationships
- We believe in freedom of intellectual enquiry and the value of diverse cultural knowledges
- We are humble learners and proud leaders
Managing Inappropriate Workplace Behaviour
The Faculty of Medicine, Dentistry and Health Sciences actively contributes to the University’s commitment to establishing a safe, respectful, inclusive and rewarding work environment, free from all forms of discrimination, harassment, bullying or vilification.
We fully uphold the University's legal and industrial frameworks and policies governing workplace behaviour and will not tolerate behaviours that are inconsistent with the Appropriate Workplace Behaviour Policy (MPF1328) and the University of Melbourne Enterprise Agreement 2018.
Each of us has a responsibility to behave professionally and foster a safe environment, demonstrating courtesy, equity, fairness and respecting the rights and aspirations of others at all times, in line with our Faculty values and our Diversity & Inclusion strategy.
All of us in our faculty play a role in preventing inappropriate and disruptive behaviours from escalating. You may notice a range of concerning and disrespectful behaviours directed at another person in your work area. The MDHS Spectrum of Inappropriate Workplace Behaviour can help identify and talk about behaviours that are unprofessional, inappropriate and concerning. The descriptions of inappropriate behaviour on the spectrum are based on legislation, University policies and examples provided by MDHS staff who attended the Setting the Standard training conducted at the faculty in 2018-19.
Along with the spectrum, you will find general awareness materials, training options and other resources in this website to support individuals impacted by inappropriate behaviors in the workplace and to prevent these behaviours from escalating.
If you witness or experience behaviours inconsistent with the University’s Appropriate Workplace Behaviour Policy and our Faculty values, contact your line manager and People and Culture contact. If this is not an option, you can contact the Inappropriate Workplace Behaviour Line on 1800 685 463 or online.
The MDHS Spectrum of Inappropriate Workplace Behaviour does not cover concerns such as theft, fraud, corrupt conduct, intellectual property breaches and conflict of interest, which are also addressed in the Appropriate Workplace Behaviour Policy. Consult the Policy on how to address these matters.
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Spectrum of Inappropriate Behaviour
Spectrum
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Response Options to Inappropriate Behaviours on the Spectrum
All of us in our faculty play a role in preventing inappropriate and disruptive workplace behaviours from escalating. You may notice or experience disrespectful or concerning behaviours, ranging from unprofessional conduct to even bullying or verbal threats, directed at you or another person in your work area. It is important to take action on matters that make us feel uncomfortable or unsafe early, so that measures can be taken to address inappropriate behaviours before they escalate and present more serious risk to team members. If you are unsure what inappropriate behaviour is, review the MDHS Spectrum of Inappropriate Workplace Behaviour
Below are some options that may be appropriate in response to inappropriate behaviours, depending on the situation, context and the potential risks and impacts of the behaviours, as defined on the Spectrum of Inappropriate Workplace Behaviour.
Unprofessional & Disrespectful Behaviour
Make a note but take no action This may be appropriate if someone has an unusual and brief, out of character outburst or reaction to stress. However, if this behavior continues or escalates, it is advised that you take action.
Speak to the individual If someone makes a poor choice or appears distressed, it may be appropriate to ask if everything is okay. This simple check-in may show the person support and help defuse the situation.
Who to Contact
Your Supervisor
Your People & Culture team at mdhs-pc@unimelb.edu.au A team member will be in touch with you.
Safer Community on 9035 8675 or safercommunity.unimelb.edu.au
Harassment, Bullying and Threats, Injury & Harm
If you are concerned for your safety and need an immediate response, contact University Security 834 46666 or Emergency Services 000
If this is not an option, contact the Inappropriate Workplace Behaviour Line on 1800 685 463 or online at mustaffcontactline.com.au)
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Sexual misconduct
Given the faculty’s focus on health, we are uniquely placed to lead significant change and eliminate sexual and gendered violence across our community. Behaviour that amounts to sexual assault or harassment is not accepted at the University and it is a responsibility for each one of us to ensure that all staff and students in the faculty feel safe and included and are treated with respect.
The Sexual Misconduct Prevention and Response Policy seeks to prevent sexual misconduct and offer respectful strategies to assist students and staff members when an incident does occur.
Reporting sexual misconduct can be extremely difficult. The policy outlines how sexual misconduct occurs, what to do if it does, and how we can prevent it.
If you witness or experience behaviours inconsistent with the University’s Appropriate Workplace Behaviour Policy and our Faculty values, contact your line manager and People & Culture representative. If this is not an option, you can contact the Inappropriate Workplace Behaviour Line on 1800 685 463 or online.
The MDHS Spectrum of Inappropriate Workplace Behaviour does not cover concerns such as theft, fraud, corrupt conduct, intellectual property breaches and conflict of interest, which are also addressed in the Appropriate Workplace Behaviour Policy. Consult the Policy on how to address these matters.
- Handling Inappropriate Behaviour Complaints
- Formal Investigation - Process Map (for People & Culture)
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Supervisors Guide to Handling Inappropriate Behaviour Complaints
Supervisors and managers have a responsibility for creating a work environment where people feel, safe, engaged and able to thrive.
If an employee raises a concern or complaint about workplace behaviour, supervisors must take action to prevent inappropriate and disruptive workplace behaviours from escalating.
As a supervisor, you may need to intervene to help employees resolve conflict and disputes or address inappropriate behaviour. You may also need to seek assistance to resolve the matter. Choosing which resolution option is appropriate will depend on a number of factors, including the situation, context, type of behaviour and assessment of severity and risk, and the University’s legal and policy obligations. If you are unsure what inappropriate behaviour is, review the MDHS Spectrum of Inappropriate Workplace Behaviour
We advise that you consult with your People & Culture representative to assess the risks and determine the best approach.
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Range of Dispute Resolution Options
Resolution Options
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Difficult Conversations
At some point in our careers, which can span around 50 years, we will probably be faced with tricky situations at work and may need to have a tough conversation in order to work through or resolve. And if we supervise or lead people, then tough conversations can be part of the territory.
Brené Brown is an author and research professor at the University of Houston, Texas, USA, and has much to say about having tough conversations. Whilst interviewing senior leaders for her 2018 book Dare to Lead, and asking them what gets in the way of effective leadership, their highest ranked response was “Avoiding tough conversations”.
“Over the past several years, my team and I have learned something about clarity and the importance of hard conversations that has changed everything from the way we talk to each other to the way we negotiate with external partners. It’s simple but transformative: Clear is kind. Unclear is unkind..”― Brené Brown,
Click the tab for more information about what difficult conversations are and how to have them.
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Giving & Receiving Quality Feedback
Feedback is a natural part of our work. It can range from a simple ‘day to day’ remark on a piece of work to a more detailed and structured discussion about our performance, behavior and what we could do even better.
‘Day to day’ feedback happens regularly and constantly as part of our normal interactions with each other at work. More structured feedback discussions occur with your supervisor/manager about how you are going in your job.
We can all give feedback to people that we work with including
* our supervisors/managers
* the staff we supervise
* our peers and colleagues
* people in other teams or areas that we work with or rely on to do our job.
“Effective feedback is feedback that has the desired effect whilst maintaining the respect, confidence and dignity of all parties”. (NHS Northern Care Alliance, UK, Delivering Effective Feedback Toolkit
See the toolkit for tips and techniques for giving and receiving good quality feedback.
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Managing Conflict
Supervisors Guide to Managing Conflict Locally
Some workplace conflicts occur due to a simple misunderstanding or disagreement. Others can arise from a much deeper underlying issue, such as a conflict in personality, political views, religious beliefs, and leadership and management styles.
If left unresolved, these conflicts can escalate to more serious matters in the form of bullying, harassment and aggressive behaviour.
Where a conflict cannot be resolved by the parties concerned, the supervisor may need to conduct an initial fact-find to determine what has happened and what action needs to be taken to help resolve the conflict. This may result in the supervisor leading a facilitated discussion between the parties.
Tips and guidelines can be found below.
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Who to contact
Your Supervisor
Your Human Resources Team.
Safer Community on 9035 8675 or safercommunity.unimelb.edu.au
University Security 834 46666
Inappropriate Workplace Behaviour Line, assistance and support contacts (including mental health emergencies services mustaffcontactline.com.au/inappropriate-workplace-behaviour-line
Emergency Services 000
MDHS commitments
The ‘Setting the Standard’ program introduced in 2018 signalled our intention to improve workplace culture. We have made some progress in embedding our values and calling out inappropriate behaviour but there is more work to do. This year we established the Safer Workplace Committee to develop initiatives that contribute to an inclusive and respectful culture within our respective work environments. The following commitments outline how we intend to embed consistent standards across leadership in the faculty:
Embedding rewards and consequences throughout the employment process
We will reinforce our commitment to standards by embedding rewards and consequences into our PDF, promotion and recruitment processes. We will ensure that appropriate management of unacceptable and poor behaviours in all leadership assessment, performance development, promotion and recruitment processes is undertaken and that there are consequences for annual performance assessments and promotion applications.
Establish peer forums for key leaders who need to implement policies and develop appropriate workplace culture
Peer Networks will be established to create a safe space for leaders to come together to develop capability, share their knowledge and experience in managing inappropriate behaviour.
Annual Summary on addressing unacceptable behaviours
Faculty leadership will compile an annual summary of actions taken to address reports of inappropriate behaviour. This report will be available for all staff to access.
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Josh Cubillo: Helping Indigenous Students Belong
Indigenous Program Manager Josh Cubillo discusses the benefits of incorporating respect of Indigenous knowledges into the curriculum.
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Associate Professor Ada Cheung: Accountability for greater impact
Associate Professor Ada Cheung from the Department of Medicine at Austin Health discusses the importance of embedding accountability into her work to ensure her research has greater impact.
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Associate Professor Cathy Vaughan: Gaining trust through accountability
Associate Professor Vaughan from the School of Population and Global Health discusses the importance of accountability and how she embeds this value into her everyday work.
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Associate Professor Rosalind McDougall: Embedding Compassion in Health Ethics
Associate Professor Rosalind McDougall from the School of Population and Global Health discusses the importance of compassion and how she embeds this value into her teaching and research.
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Joanne Bolton: Respect through allyship
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Professor Kim Dalziel: Embedding collaboration and teamwork in health economics
Professor Kim Dalziel who leads the Health Economics Unit discusses the importance of collaboration and teamwork in health economics.
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Professor Rana Hinman: The importance of integrity in mentorship
Professor Rana Hinman from the Centre for Health, Exercise and Sports Medicine discusses the importance of integrity when mentoring her colleagues.
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Dr Scott Griffiths
Dr Scott Griffiths talks about the importance of embedding compassion and integrity into leadership and his research work.
Bullying, harassment, discrimination and sexual assault are always unacceptable
The University of Melbourne has zero tolerance for sexual assault and sexual harassment. The University has clear codes of conduct and will not tolerate behaviour that does not meet our standards.
If you are in immediate danger
*Call Victoria Police: 000
*For 24/7 support, please call University Security: 1800 246 066
For non-urgent support:
Email your People & Culture team at mdhs-pc@unimelb.edu.au and a team member will be in touch with you.
Visit the University of Melbourne's website: Respect. Now. Always.
*Safer Community Program
*Counselling and Psychological Services
*Health Service
*Student services directory
Recently, a series of Embedding the Standards Leaders Peer Network Workshops were conducted with approximately 90 of our academic and professional leaders, including Heads of Department, Centre and Research Institute Directors, School and Directorate Managers and emerging leaders.
Frank and inspiring conversations took place, focusing on working together to address and prevent inappropriate behaviour across our faculty. During the workshops, leaders were asked to reflect on what they could do personally to enable safe and respectful behaviour in their work environments. These are some of the insights and reflections they shared.
Artist: Kat Clarke;
Wurundjeri, translation: Gail Smith, Wurundjeri Elder from Wurundjeri Council