Locked in a Freezer - How Culture Freezes Your Potential
Imagine going to work, being sexually harassed and locked in a freezer. Over the years harassment has taken many forms, and we can certainly confirm that it still lingers in subtle and not so subtle forms in the workplace.
33% of workers were sexually harassed in 2022 according to research conducted by the Australian Human Rights Commission, with 41% being women and 26% being men. New regulatory powers have been given to the Australian Human Rights Commission to investigate and enforce compliance with the positive duty.
With the new positive duty being imposed on employers to prevent sexual harassment, sex discrimination and victimisation by December 2023, what can organisations do to change their culture to create a space of safety and inclusivity? In this blog we explore the importance of cultural transformation with industry examples and lived experiences.
The new positive duty imposes “a legal obligation to employers to take proactive and meaningful action to prevent sexual harassment, sex discrimination, sex-based harassment, conduct that amounts to subjecting a person to a hostile workplace environment on the ground of sex and victimisation from occurring in the workplace or in connection to work.”
With new regulatory powers granted to the Australian Human Rights Commision, organisations have a duty to eliminate these acts from their culture.
So why is organisational culture important in Australia? One reason is the highly competitive nature of the Australian business landscape. With a population of over 25 million people, Australia has a diverse economy, and many industries are highly competitive
Another reason is an increase in immigrant workers to counter the skill shortage experienced by organisations across the country. In this environment, having a strong and positive organisational culture can be a significant advantage for companies looking to succeed and retain talented staff.
Sue’s Story - Locked in a Freezer
Sue Newberry, Managing Director of The Woohoo Company, like many women around the world, has been sexually harassed in the workplace.
“I was 17 years old, and this was my first job, working for a restaurant as a waitress. It was fine dining; the chef was French and had worked around the world. You would think that the standard would have been excellent both food and behaviour – it was not. If a steak was returned under cooked or ‘blue’, he would shout this is “sacrilege”, and then he would spit on the food, or drop it into dishwater, fry it up again and then I would have to re-serve the meal to the guest.”
“He bullied and harassed the whole team, and sexually harassed me and he locked me in the kitchen freezer.”
This was in the mid 80’s, there was a focus on WHS on the physicality of the workplace but there was no support or assistance with the psychosocial and wellbeing we see being discussed and focused on today.
Another layer of this was even if she had escalated this to the owner it would not have been met with support or an appropriate resolution, because he encouraged this behaviour and set the tone from the top.
“I was working on Christmas Day as were nine other women and I was singled out and told I had to put on a green elf costume [which was inappropriately short], I refused and was told ‘you wear it and get paid, you don’t, you go home’.”
“I looked around the group, hoping for support, hoping that someone would speak out for me, instead there was silence and just shrugs. I don’t blame those other women for not defending me, they were just as voiceless as me given the situation. I reluctantly put the costume on, did my work and two weeks later I resigned.”
“There is shame around stories like mine, even when we have done nothing wrong. I did not have any training or avenues to ensure I was protected in the workplace and at the time it felt like it was my fault. I felt lost and I didn’t know where to go for help. I told no one. Since then I have experienced different forms of sexual harassment at different levels within organisations, even at executive level, however, I respond very differently now.”
We have come along way but there is still work that needs to be done and education that needs to be shared, around the impact that this type of behaviour if left un-addressed can have.
She goes on to say, “for me however, these experiences have not defined me, they have lit a fire that drives me to do the work I do, to develop people and cultures to be inspirational places to work and for organisations to take responsibility and ensure they provide a safe place for all workers. For my daughters and my sons, for all of our daughters and sons!”
Tarac and their strategy
These issues are not new, women and men have been experiencing harassment, discrimination and victimisation in some form for years.
We had a conversation with Gillian Standen-Thomas, People and Culture Manager at Tarac and our client, to find out how Tarac has taken strides in eliminating workplace harassment and discrimination.
“At Tarac we’ve been taking multiple steps to eliminate acts of sexual harassment, discrimination and vicitmisation in the workplace. It’s important to ensure every single staff member have the appropriate information and knowledge to inform their ways of thinking, enhance workplace professionalism, and build a psychologically safe environment to work in.”
Some of the steps Gill and her team have taken are:
Work with the South Australian Wine Industry Association (SAWIA) to run information sessions that break down the key terms (sexual harassment, discrimination and victimisation), real life examples using terminologies that are common in the workplace such as “but it was a joke” - to engage staff members, how supervisors need to take an active role, and what positive workplace behaviour looks like
Two-hour Sessions were run, not only locally in Adelaide but across all their offices interstate with sessions being mandatory for all staff – yielding 100% turnout
Continuous improvement through follow-up discussions during staff meetings, toolbox meetings and informal discussions led to continuous improvement and reinforcement
Proper policies and procedures set in place.
“Conducting these sessions have yielded positive results, for example, a new staff member, who is female, was employed within the production department and being the only female there currently – the staff who attended training were keen to mention they can be called out if they make the slightest comment that doesn’t sit well with her."
She goes on to say, “it takes time for people to adjust their way as they are often used to speaking and acting based on their faith, upbringing and culture. Giving her [the new staff member] the space to call out comments that aren’t appropriate gives her the encouragement and confidence she may not have had” as a new employee.
“For us, it was important to bring in experts such as SAWIA to support us in these sessions as it establishes that these issues aren’t only within our organisations but across all industries. Smaller industry/community sessions bringing together HR professionals to talk about tools and resources they use within their organisations is another way of bridging the gap of knowledge. Working together will help build effective strategies to eliminate these issues and ensure all employees have the appropriate knowledge and resources, building safer work environments."
“The new positive duties are welcomed, employers will be looked at first in any investigation. Tarac have ensured there is rigor through policies and procedures that employees must sign-off on before commencing with the company and continued to be adhered to throughout their work here.”
Just like mental health came to the forefront during COVID through the conversational normalisation of the topic and its importance, organisations will start to feel more pressure as the conversation around sexual harassment and discrimination comes to the forefront with these new positive duties. Organisations need to be prepared with proper HR policies and procedures to ensure all staff are treated fairly and equally.
“The [Human Rights] Commission will first look at the employer to see if the proper policies and processes are in place before staff members involved are investigated, and therefore, is of utmost importance to not only ensure your business is protected but the appropriate steps are taken for your staff to have the relevant and current knowledge and tools to ensure harassment of any nature doesn’t occur.”
Vater Machinery’s trailblazing Apprenticeship Program
Which brings us to how industries can have complex differences in how people are treated based on their sex. For example, Vater Machinery is a client of The Woohoo Company that works within the agricultural space supplying and servicing tractors and equipment from leading industry brands. They predominately have male staff due to the nature of mechanical work.
We spoke to Roger Vater, Dealer Principal and Managing Director. Here’s what they are doing to build upon an inclusive workplace culture.
“Vater Machinery have been inclusive in recruiting employees regardless of their race, sexual orientation, faith, etc. Having more females within the organisation has helped change our culture, morale and behaviours of staff members. There has been more initiative from males within our organisation to work professionally, eliminate sexual language, and celebrate differences.”
“The male workforce who have predominantly been in male dominant workshops have changed their language and behaviour with the help of The Woohoo Company. We’ve been able to build upon our culture by building a safe and accepting environment.”
“I have also personally noticed how workplace behavioural improvements have impacted how staff behave and act within their own personal communities and lives.”
Vater Machinery are trail blazers with their Apprenticeship Training Centre which opens the opportunity for anyone to enter the industry and be trained with excellence and potential for work at Vater Machinery, or give them the knowledge, training, and tools needed to succeed in their career.
“The Apprentice Program has attracted amazing talent including females and Aboriginal and Torres Strait Islander Peoples to join different aspects of the training program.”
“One team member in particular whose female has been exceptional in picking up the training and brought about a positive environment to the workplace. We ensure that there is regular support and check-ups from managers to ensure she feels safe and supported at all times.”
CARM statistics
A survey conducted by the Culturally and Racially Marginalised (CARM) Women in Leadership showed that 78% wanted to advance to senior leadership and 68% agreed that the career barriers they have faced have made them stronger and more capable. We believe that no one should have to work harder to obtain a better standard of living because of their gender, sexual orientation, race, culture, or religion.
We must ask ourselves; ‘then why do you have to work harder based on your gender or any other factor?’ The survey by CARM shows that women work harder for their place in society, however they still feel ‘locked out of leadership.’
Here are more of their survey findings:
“Fewer career opportunities: 65% of surveyed CARM women agreed that CARM women employees received fewer opportunities for career advancements than other women.
Subjected to a higher bar: 85% felt they had to work twice as hard as employees who weren’t CARM women to get the same treatment or evaluation.
Underestimated: 75% reported that others assumed they worked in a lower status job than they did and treated them as such.
Overlooked: 65% felt they were ignored or not taken seriously by their managers because of being a CARM woman.
Racism and sexism: 61% reported experiencing racism at work in the past 2 years, while 48% had experienced sexism at work over that same period.
Isolated: 77% of CARM women surveyed agreed or strongly agreed that decisions about hiring and promotions are made through informal networks, which they struggled to access.”
What now?
We believe in celebrating differences at the workplace by creating the space for it. The positive duty imposed is welcomed, but there is certainly more work to be done.
A positive organisational culture can help companies demonstrate their commitment to corporate social responsibility and ethical behaviour, which can be important for maintaining a positive reputation and building trust with customers and stakeholders.
In conclusion, the importance of organisational culture in Australia cannot be overstated. It can be a significant driver of success, employee engagement, and retention, as well as a critical differentiator in a highly competitive business landscape. As companies continue to navigate an ever-changing economic and social environment, a strong and positive culture can be a vital asset. With the positive duties being imposed in December of this year, how are you and your organisation taking the steps to create a psychologically safe environment for your staff?
The biggest differentiator now compared to the landscape of safety back in the day - is that you can seek help.
If you are experiencing harassment or discrimination, reach out for help. You are not alone - https://www.respectatwork.gov.au/get-help.
More resources from the Australian Human Rights Commission - https://humanrights.gov.au/our-work/sex-discrimination/projects/positive-duty-under-sex-discrimination-act
If you or your organisation would like to explore cultural change and what that could look like for you, contact us at The Woohoo Company.
