B & H 5

School Bullies

 

Bullying and harassment in all its forms is an abuse of power. On Jersey, the lack of a trusted complaints procedure within the States has been recognised.

Examples of bullying and harassment include;

  • Repeated shouting
  • Overbearing supervision
  • Unfair, persistent criticism
  • Demeaning another employee
  • Singling out or excluding an employee
  • Deliberately impeding work performance

(source; Bullying and Harassment guidelines, States of Jersey)

 

In a recent meeting of the Education and Home Affairs Scrutiny panel, the Education Minister and Chief Education officer were questioned about bullying and harassment of staff in schools. Both cited that there is little evidence to substantiate the concerns. Is this because staff are unwilling to speak out for fear of blighting their career? At present there are two cases involving teachers, in front of the S.E.B.

 

We are not talking of physical or verbal abuse (although the latter happens). Workplace bullying is much more subtle. For example, if a member of staff complains about unfair treatment they may become subject to more rigorous scrutiny. Longer term they may be passed over for promotion or given less favourable jobs.

 

Here are few comments from teachers that I have received;

“We are not encouraged or praised. We are told off, humiliated about grades, in public.”

“My head of department writes 35% as a prediction, the head teacher writes 50%.”

“Fear leads me to teach every single lesson as if I might get caught out at any moment!”

“The professional partner used me to show the head teacher how to conduct a forceful meeting. I was not asked I was told. It was like a firing squad, spitting out questions before I was finished answering the first.”

“We are constantly told that we are failing.”

“.. he also said (publicly) that I was useless.”

“We are told that we will carry the can.”

 

I have received worrying reports of senior leaders shouting at staff in public. As teachers we are told to treat children with respect, so why can school leaders not do the same when speaking to fellow professionals? Is this the tip of the ice-berg or just a few isolated cases? Unless more staff come forward it is difficult to assess how endemic the issue is.

 

There is evidence of head teachers using CCTV to ‘spy’ on staff; head teachers destroying careers by writing damning references rendering staff unemployable and senior leaders in school trying to belittle staff in public meetings.

 

As a principle, learning walks, the use of performance data and a desire to raise standards should not be an issue but in the hands of the inexperienced, the incompetent or the unscrupulous they can be toxic. Messrs Donovan and Bryans ask for evidence of bullying and harassment, it is there, hiding in plain sight. The micromanagement practices that they have sanctioned are the instruments in the hands of the inquisitors.

 

“There is a culture of fear”

“Staff are worn down. We don’t have a voice.”

 

Justin Donovan uses the term ‘robust management’. Those on the receiving end see it very differently.  Is this why there is a looming recruitment crisis (FOI revealed that 156 teachers left for reasons other than retirement in the last three years) with state schools having to employ unqualified teachers? That our education system is in need of modernising is not in question but the end does not justify the means if those means are coercive.

 

Advice given in the States guidelines suggests that complaints should be taken to a line manager. But at no juncture is the process independent.  Even the S.E.B is perceived by some as being politically compromised. The advice suggests involving the unions but they, too, are feeling the pinch, with the perception that their representatives are being targeted. At least one secondary school now has no union representation on its staff.  The results of a teachers’ survey is due to be released in Spring. How independent will the interpretation of that data be?

 

If staff have concerns regarding bullying and harassment, the States do have a whistleblowing service. It can be contacted at;

 

Chief Internal Auditor

Cyril le Marquand House

PO Box 53

email; reportconcerns@gov.je

or  www.jacs.org.je/

 

There is an independent review of the States complaints procedure being undertaken. Perhaps this is an opportunity for teachers to voice any concerns (confidentially) that they have.

The email contact to send information is;

martintiplady@chameleonpeoplesolutions.co.uk

 

 

In the interim what can be done to put staff at ease is for the education department to publish a code of conduct for all staff, to be posted on staff notice boards and in staff handbooks.  The grievance policy information and the States whistleblowing contacts should also be readily available. A confidential Freephone would also help. The best way to reduce bullying is to shine a light on it.

 

Contact Colin at behaviourinschools@gmail.comB & H 5

School Bullies

 

Bullying and harassment in all its forms is an abuse of power. On Jersey, the lack of a trusted complaints procedure within the States has been recognised.

Examples of bullying and harassment include;

  • Repeated shouting
  • Overbearing supervision
  • Unfair, persistent criticism
  • Demeaning another employee
  • Singling out or excluding an employee
  • Deliberately impeding work performance

(source; Bullying and Harassment guidelines, States of Jersey)

 

In a recent meeting of the Education and Home Affairs Scrutiny panel, the Education Minister and Chief Education officer were questioned about bullying and harassment of staff in schools. Both cited that there is little evidence to substantiate the concerns. Is this because staff are unwilling to speak out for fear of blighting their career? At present there are two cases involving teachers, in front of the S.E.B.

 

We are not talking of physical or verbal abuse (although the latter happens). Workplace bullying is much more subtle. For example, if a member of staff complains about unfair treatment they may become subject to more rigorous scrutiny. Longer term they may be passed over for promotion or given less favourable jobs.

 

Here are few comments from teachers that I have received;

“We are not encouraged or praised. We are told off, humiliated about grades, in public.”

“My head of department writes 35% as a prediction, the head teacher writes 50%.”

“Fear leads me to teach every single lesson as if I might get caught out at any moment!”

“The professional partner used me to show the head teacher how to conduct a forceful meeting. I was not asked I was told. It was like a firing squad, spitting out questions before I was finished answering the first.”

“We are constantly told that we are failing.”

“.. he also said (publicly) that I was useless.”

“We are told that we will carry the can.”

 

I have received worrying reports of senior leaders shouting at staff in public. As teachers we are told to treat children with respect, so why can school leaders not do the same when speaking to fellow professionals? Is this the tip of the ice-berg or just a few isolated cases? Unless more staff come forward it is difficult to assess how endemic the issue is.

 

There is evidence of head teachers using CCTV to ‘spy’ on staff; head teachers destroying careers by writing damning references rendering staff unemployable and senior leaders in school trying to belittle staff in public meetings.

 

As a principle, learning walks, the use of performance data and a desire to raise standards should not be an issue but in the hands of the inexperienced, the incompetent or the unscrupulous they can be toxic. Messrs Donovan and Bryans ask for evidence of bullying and harassment, it is there, hiding in plain sight. The micromanagement practices that they have sanctioned are the instruments in the hands of the inquisitors.

 

“There is a culture of fear”

“Staff are worn down. We don’t have a voice.”

 

Justin Donovan uses the term ‘robust management’. Those on the receiving end see it very differently.  Is this why there is a looming recruitment crisis (FOI revealed that 156 teachers left for reasons other than retirement in the last three years) with state schools having to employ unqualified teachers? That our education system is in need of modernising is not in question but the end does not justify the means if those means are coercive.

 

Advice given in the States guidelines suggests that complaints should be taken to a line manager. But at no juncture is the process independent.  Even the S.E.B is perceived by some as being politically compromised. The advice suggests involving the unions but they, too, are feeling the pinch, with the perception that their representatives are being targeted. At least one secondary school now has no union representation on its staff.  The results of a teachers’ survey is due to be released in Spring. How independent will the interpretation of that data be?

 

If staff have concerns regarding bullying and harassment, the States do have a whistleblowing service. It can be contacted at;

 

Chief Internal Auditor

Cyril le Marquand House

PO Box 53

email; reportconcerns@gov.je

or  www.jacs.org.je/

 

There is an independent review of the States complaints procedure being undertaken. Perhaps this is an opportunity for teachers to voice any concerns (confidentially) that they have.

The email contact to send information is;

martintiplady@chameleonpeoplesolutions.co.uk

 

 

In the interim what can be done to put staff at ease is for the education department to publish a code of conduct for all staff, to be posted on staff notice boards and in staff handbooks.  The grievance policy information and the States whistleblowing contacts should also be readily available. A confidential Freephone would also help. The best way to reduce bullying is to shine a light on it.

 

Contact Colin at behaviourinschools@gmail.com

 

adapted from article in JEP December 2017