Our vision

  • Positive workplace behaviour and dialogue are modelled across the OPP
  • Workplace conflict is resolved effectively and respectfully
  • Long term OPP-centred solutions for positive workplaces and conflict resolution are developed

Workplace culture issues

Differences of opinion and personality will always occur in workplaces. Particularly in organizations in which members perform highly stressful functions, conflicts will occur. Power imbalances, including between senior and junior staff, between staff and management, between genders and between members of the visible majority and members of the visible minority, may heighten the impact of these conflicts.

The mark of a healthy and resilient workplace is that members are able to disagree without disrespect, bullying or harassment, that members do not rely on power imbalances to exert their will and that when conflicts arise, there are effective and rapid mechanisms for resolution.

The Panel heard repeatedly, through group discussions, individual conversations and through the survey, that there very real issues with respect to bullying, harassment and conflict resolution in the OPP.

According to the survey, approximately half of member respondents indicated that they experienced bullying, harassment, discrimination and/or rejection at least sometimes in the past year.  Less than 30% of those who experienced these challenges reported them, citing their expectation that nothing would be done, fear of reprisal and fear that reporting would negatively impact their advancement opportunities.footnote 1

“We need to ensure our workplace is respectful, professional, accountable. Being in a manager position it is difficult at times to do so and some feel the organization doesn’t support them, the programs have little teeth and those who do follow the policies are perceived as being unreasonable and harsh managers.” OPP member

The Panel accepts the views of the members that there is a negative workplace culture within the OPP that, in some locations tolerates bullying and harassment, and that overall the OPP does not have the necessary tools to respond appropriately to conflict. The current conflict resolution approach, using the OPS Respectful Workplace Policy, lacks credibility with members at all levels and is not effective in resolving workplace disputes.

The Panel also accepts that the challenges expressed by members are felt across the province and by both management and staff. This negatively impacts the wellness and resilience of the organization. In the Panel’s roundtable discussions, members repeatedly expressed the view that stress related to workplace conflict made their work life difficult and that they had real or perceived threats to their career advancement as a result of conflict. These concerns meant that they either did not access support to resolve their conflict or viewed the outcome of accessing support as a mark against career progression.

In discussions, managers and supervisors repeatedly expressed a sense of frustration and lack of support in managing conflict or addressing harassment.

The Panel’s view is that the best practices for addressing bullying, harassment and negative workplace cultures are those aimed at eliminating such behaviour from the organization. This requires culture and attitude changes at both organizational and individual levels. Until these goals are achieved, organizations must be able to address complaints with practices that are timely, fair and consistent. Members need to experience a sense of justice through an opportunity to be heard and a view that the range of outcomes is suitable.

Addressing a negative culture of bullying and harassment requires more than just policy changes or training. Ongoing dialogue, discussions using a common language across the organization, the practice of conflict resolution and modelling of constructive approaches at all levels of leadership are necessary to effect a course correction. This cannot be accomplished in one-time or online training. Rather, the principles of a positive workplace, appropriate behaviour and conflict resolution must be modelled by leadership and practiced and refreshed on a regular basis by all members of the OPP.

Recommendation 11: Communication and discussion with respect to positive workplace culture and conflict resolution must occur across the organization

  1. Ongoing, regular and mandatory training should be provided to all members with respect to the elements of a positive workplace culture, conflict resolution, responding to bullying and harassment in the workplace, and the impact of bullying and harassment on mental health. This training should be combined with other wellness training and as a part of regular ‘resilience recertification’ through the HWB.
  2. Ongoing and regular communications from the Commissioner and others in leadership positions supporting a positive work environment and modelling conflict resolution, should form part of the Commissioner’s wellness communication strategy.

Workplace culture is a key aspect of wellness and resilience

The management of conflicts in the workplace, and improvement of the workplace culture are important parts of the wellness and resilience of the organization. In order to prioritize these aspects of a healthy workforce, the Panel has concluded that management and oversight of workplace culture, including conflicts, belongs in a new unit dedicated to supporting positive conflict resolution and modelling positive behaviour.

The Panel notes that the Professional Standards Bureau (PSB), responsible for resolving issues under the Comprehensive Ontario Police Services Act, is exempt from the comments and recommendations in this section. The Panel appreciated its conversation with representatives from PSB, who advised that they have recently begun using alternate forms of dispute resolution, including a roundtable model, as well as applying a mental health lens to decision-making in their cases. The Panel agrees with the need for sensitivity to mental health issues in disciplinary matters and encourages these positive developments in PSB.

As a part of providing support to members, the new unit should include representatives who can provide confidential and knowledgeable guidance on options and processes for resolving conflict and addressing harassment. The Panel envisions these representatives as impartial supports for both staff and management in understanding what to expect and how to navigate the processes. They are not envisioned as partisan advocates or otherwise supplanting the roles played by bargaining agents or other employee representatives.

As noted above, the current model of workplace dispute resolution, primarily conducted through the Respectful Workplace Policy, lacks credibility with OPP staff and management. The program is considered bureaucratic, too close to Human Resources, tailored to the broader OPS rather than the OPP, lacking in police context, and unable to achieve meaningful outcomes. The Panel agrees.

The Panel is of the view that a successful dispute resolution mechanism for the OPP must be ‘home grown’, designed by and residing within the OPP. While there are important principles in the OPS Respectful Workplace Policy, the Panel recommends that the OPP assume oversight of the policy for the OPP and adapt it to better suit the context and desired outcomes.

Recommendation 12: The OPP should create a Resolutions Unit focused on workplace conflict resolution

  1. A Resolutions Unit should be established, with a mandate separate and distinct from the Professional Standards Bureau and outside the Human Resources/Career Development Bureau.
  2. The mandate and staffing of the office should include knowledgeable representatives for providing support, confidentiality, and accurate and impartial navigation of workplace issues and resolution options. The Resolutions Unit should have representation in each region.
  3. Responsibility for the oversight and administration of the Respectful Workplace Policy should be transferred from the OPS to the OPP and housed in the Resolutions Unit. While continuing to align with OPS principles, the OPP Respectful Workplace Policy should be remodelled to correspond more directly with the recommendations of this Report, the OPP Suicide Review and the Mental Health Review, the experiences and realities of OPP members, and to enhance the credibility of the process and the positive impact of the outcomes.

A new perspective on conflict resolution is required

The Panel has concluded that an additional short-term appointment is needed as a bridge between the current system of resolution and the anticipated improvements. This appointment will support the resolution of particularly difficult issues and work with the Commissioner and the leadership team to refine a long-term solution for complaints resolution in the OPP.

There are some existing disputes that have not been resolved through traditional channels, despite extensive efforts by all parties. The new appointee, the Panel believes, will bring a fresh perspective to working with the parties and making recommendations to the Commissioner for resolution.

This avenue of dispute resolution should be viewed as short-term vehicle of last resort and not available for resolution of most matters, particularly in light of the refreshed mandate for the Respectful Workplace program and the greater emphasis on conflict resolution throughout the OPP.

The Panel envisions the appointee as a support to the Commissioner in his work to reform conflict resolution and increase the wellbeing of the workforce. To that end, the Panel recommends that the appointee consider current programming and best practices, collect and analyze data, and provide advice to the leadership team about conflict resolution in the OPP, including the Respectful Workplace Policy.

To ensure that the process is credible with members, the Panel recommends an independent appointment, made by the Commissioner and the Deputy Solicitor General, Community Safety.

Throughout the five-year duration of the position, the appointee will continue to work with the OPP to improve dispute resolution, bring closure to existing disputes and refine the current models. The outcome of this work and a determination about next steps will be made by the Commissioner and the Deputy Solicitor General at the end of the term.

Recommendation 13: A new complaints resolution process is required to support workplace culture improvements

  1. A Dispute Resolution Advisor, appointed by the Commissioner and the Deputy Solicitor General, Community Safety for a five-year duration, should be empowered to:
    • receive and make recommendations to the Commissioner about member complaints that have not been resolved through any other formal mechanism, including current complaints
    • give advice to the Commissioner with respect to material changes to existing programs/policies or new programs/policies that may impact the wellbeing of members
    • collect and analyze data related to complaints with a view to identifying long-term solutions for complaint resolution
    • assist in the development of a framework for effective complaint resolution and provide advice to the leadership team as they address the Respectful Workplace Policy
    • provide advice or recommendations to the Commissioner on other matters that may impact the wellbeing of members as requested
  2. The individual shall not be an employee of the government and shall be independent, ethical and credible. Support for the individual should be provided to ensure timely and comprehensive responses.
  3. At the end of the five-year term, the Commissioner and the Deputy Solicitor General, Community Safety will assess the recommendations and progress made by the Dispute Resolution Advisor in enhancing the complaints resolution process and positively impacting workplace culture. They may opt to renew the position or to adopt an alternate model to respond to the needs of the organization.

Footnotes