SPEAK UP

TOOLKIT!
GETTING THE WORKING
ENVIRONMENT RIGHT
AT WFP

TABLE OF
CONTENTS
When should you speak up? 2

What if it is sexual harassment? 3

How do you speak up?:
there are three avenues 4
How do you speak up? Who does what?
What is the difference? 5
Someone’s behaviour is affecting you:
what should you do? 6
You are aware of a problem:
what should you do? 7
You are a manager: what should you do? 8
Someone has spoken up about you:
what should you do? 9
WHEN SHOULD YOU SPEAK UP?
Sometimes colleagues can behave But what is abusive conduct? Below are the different types
inappropriately or even abusively in the of conduct which are not just inappropriate but depending on
office, online or at a social event. how they are delivered and the frequency can rise to the level
If you are affected by or if you witness of abusive conduct.
inappropriate or abusive conduct, you are
strongly encouraged to speak up as soon This video will give you more information about what is
as possible. inappropriate and abusive conduct. You can also check the
Abusive Conduct Policy.

EXAMPLES:
01. HARASSMENT • Use of unwelcome nicknames, gestures and physical contact
• Making it particularly difficult for another person to do their job
by deliberately and improperly withholding essential information
Unwelcome conduct that • Making derogatory or demeaning comments or jokes about
might reasonably be someone’s gender, sexual orientation or race
expected or be perceived • Shouting, swearing, displaying aggressive behaviour
to cause offense or • Unreasonably berating someone’s work (“you’re useless”)
humiliation • Attempted or actual physical violence, such as hitting
or throwing objects

Harassment is particularly egregious if based on a person’s characteristic or traits

(such as age, race, gender, nationality, etc.).

EXAMPLES:
02. ABUSE OF • Requesting that a supervisee provide a personal service not
AUTHORITY related to work, such as running errands of a personal nature
for the supervisor
• Coercing a person not to report or raise concerns about
Improper use of a position potential breaches of standards of conduct or ethical obligations
of influence, power or • Manipulating the nature of a person’s work in order to
undermine them, such as by setting objectives with unreasonable
authority against another or impossible deadlines
person • Inconsistent management style where some individuals are
unjustifiably and demonstrably favoured over others
• Arbitrarily demanding tasks to be undertaken outside
of usual working hours or unjustifiably withholding or delaying
leave approval

Managers should manage performance in a respectful and constructive manner. This may result in critical
comments on work performance as well as contentious decisions. While these can lead to conflict, they are not
by themselves considered abusive unless they take the form of abusive conduct (e.g., performance concerns
communicated in an offensive or humiliating manner).

EXAMPLES:
03. DISCRIMINATION • Denying professional development opportunities, transfers and
promotions because of a person’s race or ethnicity
Unfair treatment or • Not renewing the contract of an employee who is medically fit to
arbitrary distinction, perform their job because they have a disability
• Not hiring a woman who meets the qualifications required to
based on a characteristic perform the tasks for a position only because that position is
or trait traditionally or more frequently filled by a man, or vice versa

For actual examples of abusive conduct where the organization has taken action, you can check the latest
Annual Report on Practice in Disciplinary Matters.
Some of the examples above can be manifestations of retaliation under the Whistleblower Protection Policy.
In such instances, the Ethics Office is available to provide support.

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WHAT IF IT IS SEXUAL HARASSMENT?
Sexual harassment undermines the dignity of those who experience it, affects their ability to work effectively
and poisons work environments. Employees found to have engaged in sexual harassment can be removed from
the organization and even be banned from any future UN employment.

SEXUAL HARASSMENT
EXAMPLES:
Unwelcome conduct of a
• Sending sexually suggestive communications, such as hard copy
sexual nature that might
or electronic text messages (by email, instant messaging, social
reasonably be expected media, etc.), images, audio recordings or videos
or be perceived to cause • Telling sexual anecdotes or jokes or asking questions about sexual
offense or humiliation preferences or habits
• Making sexual comments about appearance, clothing or
body parts
• Asking a person for unwelcome dates repeatedly or asking for sex
• Making inappropriate sexual gestures or staring
Sexual harassment is the • Touching, including kissing, fondling, pinching, patting, rubbing,
manifestation of a culture or purposefully brushing up against another person or touching
of discrimination and privilege oneself sexually for others to view
based on unequal gender relations • Rape and any other forms of attempted or actual
and other power dynamics sexual assault

• It can take many forms – it can be

physical, verbal or visual.

• It can be perpetrated by any person,

Are intimate relationships at the
including a supervisor, a peer or a
office allowed?
subordinate, and individuals of any
gender can be on either side of the
Relationships and sexual harassment
conduct.
should not be confused. The first is a two-
way consensual connection. The second
• It does not have to be intentional.
is unwelcome by the receiving person and
hurtful.
• Prior relationships or use of
alcohol do not lessen the seriousness
However, even when consensual, such
of the conduct.
relationships between WFP employees
may not be appropriate and may need to
• It usually involves repeated
be disclosed to the Ethics Office.
behaviour, but once can be enough.
Some examples are situations when one
• The fact that no one saw it happening
employee takes or reviews administrative
should not stop people from speaking
decisions concerning the other or one is
up.
a direct subordinate in reporting/line of
authority to the other.
• Traumatic events, including sexual
harassment, can affect recollection
and therefore documenting the
incident, as soon as possible, may help
later on.

If you require immediate assistance, please contact your local

authorities, WFP Security, UNDSS, or for WFP employees, the
24/7 Crisis Hotline on +39 06 6513 3333 (VSAT 1301-3333)

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HOW DO YOU SPEAK UP?
THERE ARE THREE AVENUES
You feel that your colleague may be behaving inappropriately or even abusively. It may be affecting you or
someone else in the team. How do you speak up?

This video and the flow chart below will give you more information on the three avenues for speaking up when
a problem arises. No matter how you speak up, measures can be taken to protect and support you. Check also
the rest of the toolkit for tips on how to speak up.

How do you
speak up?

These avenues are for concerns of both inappropriate conduct This avenue is for allegations
(that is not so serious, but still harmful) and abusive conduct of abusive conduct only

INFORMAL MANAGEMENT FORMAL

RESOLUTION INTERVENTION PROCESS
Focuses on understanding problems Focuses on support, preventing Focuses on establishing whether
to work effectively together escalation and, where appropriate, abusive conduct happened, and if
accountability through intervention so, enforcing accountability
by HR, a supervisor or manager

You can report to OIGI.

Do you feel comfortable speaking HR Officers Does OIGI consider it is suitable
to the colleague yourself? in Staff for investigation?
Supervisor
Relations or
or manager
in the field

no yes
Yes
Great - your Investigation
colleague may
not be aware of
the impact of
their behaviour No. It’s too
difficult. OIGI may refer the matter for
Confidential management intervention or
support informal resolution where it
and mediation decides not to investigate,
or the investigation
does not find misconduct
Where the
Office of the investigation
Ombudsman finds misconduct
Possible sanction

Additional support and information:

• Staff Counselling Service
• Ethics Office (also for matters related to retaliation under the Whistleblower Protection Policy)
• Respectful Workplace Adviser (RWA)
• Medical Service
• Security officer
• Representative of the Professional Staff Association (PSA)
or the FAO/WFP Union of General Service Staff (UGSS).

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HOW DO YOU SPEAK UP?
WHO DOES WHAT?
MANAGEMENT INTERVENTION INFORMAL RESOLUTION
WHO? MANAGER/HR OFFICERS WHO? OFFICE OF THE OMBUDSMAN (OBD)

What can they do? What can they do?

They can help the colleague change their • In a confidential conversation support
behaviour by: the colleague by developing effective
• Managers: actively supervising the colleague resolution strategies for the issue that
through performance management. they are facing.
• Managers/HR Officers: cautioning the • With the consent of the affected person,
colleague by reminding them of what conduct coordinate a response with HR and
is expected at WFP. managers.
• For more information check the page • Mediate or lead a facilitated conversation
“You are a manager” between the concerned parties with their
agreement.

FORMAL PROCESS
WHO? OFFICE OF INSPECTIONS AND INVESTIGATIONS (OIGI)

What can they do? What happens next?

Once OIGI have assessed that a matter is suitable for If the investigation finds that the behaviour
investigation, it will conduct fact finding. This includes gathering is abusive, the relevant decision maker will
evidence and interviewing individuals. be informed and can impose sanctions.
The investigation and sanctions alone may
Will I be kept informed? not resolve a situation or difficult relations
Affected persons and the actor will be informed of the outcome of in the workplace.
an investigation and any sanctioning.

WHAT IS THE DIFFERENCE?

What type of conduct can you report for Why do investigations take more time than
possible investigation? the other avenues?

Formal process: only allegations of abusive conduct This is because the consequences can be serious
can be investigated. Where OIGI considers that and lead to someone losing their job or being
these allegations do not warrant an investigation, demoted. Therefore thorough fact finding and
they may be referred to Staff Relations or the due process must take place to ensure that any
Office of the Ombudsman. Page 4 of “How the decision is fair, appropriate and the actor is given an
WFP Investigation Process Works” explains other opportunity to present their account of events.
reasons why OIGI may decide to not investigate.

Informal Resolution/Management Intervention: No matter how you speak up, measures

is encouraged even where the conduct may not can be taken to protect and support you
be so serious to rise to abusive conduct but is (e.g., changing reporting lines or working
inappropriate and is not what WFP expects of arrangements)
colleagues.

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SOMEONE’S BEHAVIOUR IS
AFFECTING YOU:
WHAT SHOULD YOU DO?
If someone behaves inappropriately or abusively towards you, you can follow the practical steps below:

How?
DOCUMENT Take notes as soon as possible of all the comments, attitudes or
THE INCIDENT interactions that made you feel uncomfortable, including where
and when they occurred and how that impacted you.
Keep relevant supporting documentation like emails and
This will help you remember messages.
what exactly happened Write down the names of people who may have seen the incident
when you speak up or you spoke to just after.
Don’t be discouraged from speaking up if there were no
eyewitnesses -- this is common in cases of abusive conduct and
other types of evidence can be considered.

How?
SEEK SUPPORT When you are on the receiving end of
inappropriate or abusive conduct, it can
be distressing, upsetting and impact your
This will help you understand the extent work and personal life, so talk to someone
of the problem and the impact on you about the incident.
It can be a friend, a family member
or a support resource, such as the
Staff Counsellors for free and confidential
psychosocial support.

How?
PREPARE TO Understand the avenue you chose to speak up and be clear on
SPEAK UP what happens next.
Pick the right time and place: it is usually difficult to discuss
important matters when emotions are high.
Once you have chosen how Identify the issue: be concise, refer to specific examples or
you will speak up, allegations.
you should prepare for it Explain the impact on you.
The Office of the Ombudsman can help you prepare for
this conversation. Check out some tips on managing difficult
conversations.

How?
SPEAK UP Check the page “How do you speak up?”
for information on the avenues to
speak up.
The situation will not change No matter how you speak up, measures
or improve if you remain silent may be taken to protect you (e.g., changing
reporting lines or working arrangements).

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YOU ARE AWARE OF A PROBLEM:
WHAT SHOULD YOU DO?
It is your role to demonstrate respect and ensure that you do not condone inappropriate or abusive conduct.

DO SOMETHING
You may be fearful of taking action or influenced by the inaction of others. This is called “the bystander effect”.
Consider taking the relevant e-module on this topic “How can I become an active bystander? Speak up
against abusive conduct”.

WHY IS IT IMPORTANT?
When we do nothing, we contribute to a toxic culture, which has a negative effect on colleagues’ mental health,
wellbeing and productivity. It is important that we respond to inappropriate and abusive conduct.

YOU SEE OR HEAR ABOUT A PROBLEM - WHAT SHOULD YOU DO?

Depending on the situation and your level of comfort, there are different ways to ensure that you do not
condone an unacceptable behavior, so you may follow the steps below:

How?
DISTRACT Make your point by redirecting the actor
away from the situation.
It can be as simple as changing the topic
If you think it is too early to speak up or asking a question when someone is
behaving inappropriately.

How?
LISTEN UP Listen constructively to the affected person, show them empathy
rather than sympathy (“I understand that is how you feel” rather
than “I agree with you”).
If someone is telling you Do not offer personal opinions or speculate on facts.
about their problem or you Maintain confidentiality. Don’t gossip.
want to check in with the Help them think about what they should do next – explain the
avenues to speak up.
affected person

How?
SPEAK UP Check the page “How do you Speak Up?”
for information on the avenues to
speak up.
If you see or hear something
that doesn’t feel appropriate

If you are a manager, you also have a role in resolving the matter: check the page “You are a manager” for
further guidance.

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YOU ARE A MANAGER:
WHAT SHOULD YOU DO?
It is your role to provide protected, respectful and inclusive work environments for your team.
But how do you do that?

Lead by Ensure that Encourage supervisees

example supervisees are to speak up by ensuring
treated in a fair, psychological safety
respectful and in your team
How? inclusive manner
Be self-aware. Before and understand
acting, think about the their role in How?
PREVENT

potential impact of creating respect and

your words or actions. Complete the additional mandatory
inclusion training “How can I promote
Complete the
mandatory training on a respectful and inclusive
Abusive Conduct. workplace for my team? Embracing
How? Psychological Safety”.
Ensure that your Regularly check in with team members,
supervisees complete the and actively monitor for signs of
Mandatory Training. inappropriate or abusive conduct, such
Ensure that supervisees as reduced productivity, faster than
participate in awareness usual employee turnover, increase in
raising initiatives, such as requests for sick leave and changes in
Speak Up! sessions. behaviour.

RESPOND
Promptly Then what should you do?
and fairly You should schedule a meeting with the affected person as soon as possible. Refresh
your memory on the Abusive Conduct Policy and take the steps below, as appropriate.
respond to Where possible document the steps taken.
inappropriate
1. LISTEN: 3. ADDRESS:
or abusive
conduct Listen constructively. Do not offer personal Caution the colleague about the nature of
opinions or speculate on the facts (do not the possible conduct and remind them of
How? take sides). Show them empathy rather what conduct is expected at WFP.
If you are aware than sympathy (“I understand that is how
of inappropriate you feel” rather than “I agree with you”). Help the colleague change their behaviour
or abusive conduct through active supervision such as
because you are 2. SUPPORT: performance management.This could
monitoring the include several discussions throughout
office or it has Inform the affected person of the available the year, completing an e-module to help
been brought to support, including the Staff Counsellors create self-awareness or coaching.
your attention, you and refer them to this guidance material.
should treat the 4. MONITOR:
matter discreetly Initiate protective measures, such as
and as a priority. physically separating the actor and Follow-up with the affected and/or
affected person; assigning alternative witnessing persons. Inform any successor
duties; altering reporting lines; leave and about ongoing matters, actions taken and
flexible working arrangements. issues of which to be mindful in your team.

In all the above steps, you may seek guidance and advice from HR Officers in Staff Relations or in the
field. The Office of the Ombudsman can also be asked to facilitate a discussion between the colleagues.

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SOMEONE HAS SPOKEN UP
ABOUT YOU:
WHAT SHOULD YOU DO?
What should you do if someone is telling you that your conduct has been problematic?
It is easy to feel defensive but instead you should listen up and take the allegations seriously. Here are some
ways to help you do this:
Take the e-module “What should I do if someone has spoken up about me? Changing my behaviour
through self-awareness”.

Follow the steps below:

REFLECT BE PROACTIVE
Think about your behaviour At WFP, you are assessed not just on what
you achieve but how you achieve it

How? How?
Identify a few actions that you regret doing Create specific performance goals (vs. unachievable and vague).
or that you wish you had done differently Check your progress with your manager or supervisor.
in the past year. Plan when and how you will act.
Reflect on the triggers or reasons behind Develop a growth mindset by noticing progress and believing that
your behaviour. you can achieve more.
Acknowledge your behaviour – focus on
your concrete actions rather than personal
characteristics.
Think about desired behaviour – what SEEK SUPPORT
would you like to do differently next time?
You may seek advice and guidance from
different WFP functions
LISTEN TO FEEDBACK
How?
Be open to understanding Staff Counselling Service
the perspectives of other Office of the Ombudsman
HR Officers in Staff Relations or in the field
people

How? COOPERATE
Thank them for coming to you, respond
with empathy.
Explain yourself by showing vulnerability.
Cooperate fully with any informal resolution,
Discuss how they can help you so that the management intervention or formal process
behaviour doesn’t happen again.
Discuss how you will act on the feedback.
How?
Fully respect the confidentiality of the matter.
Do not engage with the affected person unless they request it.
Do not engage in reprisals or retaliatory behavior against the
affected person or witnesses.
Identify any witnesses and documentation that may support the
facts in your version of what occurred.

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