Preventing workplace harassment

According to the Art. L1152-1 of the Franch Labor Code, “no employee should be subjected to repeated acts of moral harassment that have as their object or effect a deterioration of their working conditions likely to infringe on their tights and dignity, to impair their physical or mental health or to compromise their professional future”.

However, figures from 2016 show that in France and Europe : 

👉 40 % of employees consider their workloads excessive
👉 44% receive contradictory orders
👉 8% of employees always work under pressure (according to DARES : statistical summary n°24, February 2019) 
👉 30% of employees reported having been victims of at least one hostile behaviour at work according to a study by the statistics department of the Ministry of Labor
👉 In Europe, the survey carried out by the European Foundation for the Improvement of Living and Working Conditions shows that violence at work affects more than 3 million workers in the European Union through sexual harassment, 6 million workers through physical violence and 12 million through intimidation and psychological violence

But then what are the situations of moral harassment specific to work? Acts aimed at :  

Preventing a victim from expressing themselves  
Isolating a victim 
Discrediting a victim among colleagues 
Discrediting a victim in their work 
Compromising the victim’s health 

So, what defines a moral harasser? How to avoid traps and toxic practices? What are the human and organizational issues?

Anne-Véronique Herter is our guest on board. Despite the weight of the subject we are addressing, her personal and professional experience has accurately informed her remarks.

An episode that makes us aware of moral harassment without ever falling into judgment, which leaves us thinking and encourages us to react whether we are victim, witness or company…