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Training Programs
Offered by Pettiford Business Partnerships
These trainings will be delivered on site or at a designated company location. They are designed to be approximately two hours in length. The cost is a fixed rate per training. Each training size is tewnty-five or less people.
Contact Pettiford Business Partnerships for more information.
 The issue is respect. Every employee is entitled to a harassment-free workplace.
As employees, it is our individual responsibility to ensure that harassment based on an
individual's, gender, race, color, national origin, disability, age, or any other factor does
not occur in our workplace. When harassment occurs, everyone pays. Sexual
harassment is the most common form of harassment. Although this training primarily
addresses sexual harassment, the same complaint resolution process applies in any form
of harassment.
 As managers/supervisors, you will have to deal with employees who temporarily or
continuously behave in a way that affects performance and or morale. Some of these
behaviors are verbal and others are non-verbal. In either case, the are both problematic,
and some action by you, the manager is required. When dealing with employees who are
behaving irresponsibly or inappropriately, you, as a manager need to approach the
employee from one of two standpoints: Problem Prevention or Problem intervention.
 It is true that “No Two People Are Alike”. This would mean that “No Two People Act
Alike”, right? Yes, as long as you are not looking at the behavior of substance abusers.
It is almost impossible to not identify a substance abuser if you know what you are looking
at. The behaviors that managers are looking at and dealing with look like health problems,
marital problems, financial problems, or legal issues, etc. Often managers do not identify
the behaviors as that of a substance abuser, for fear of damanging the employees career.
 CONFLICT, an expressed struggle between at least two interdependent parties, who
perceive incompatible goals, scarce rewards, and interference from the other party
in achieving their goals. They are in a position of opposition in conjunction with
cooperation. Or, they don't get along with one another. Most managers spend much more time dealing dealing with subordinates problems then
they faintly realize. In a Harvard review, one study found that 42% of the time of
managers surveyed is spent dealing with office conflict.
 CHANGE: Change happens when something starts or stops, or when something used to
happen in one way starts happening in another. It happens at a particular time
or in several stages at different times. Organizational change is STRUCTUAL,
ECONOMICAL, TECHNILOGICAL, OR DEMOGRAPHIC, and it can be
planned and managed on a more or less rational model.
TRANSITION: A three part psychological process that extends over a long period of time
and cannot be planned of managed by the same rational that worked with
change. There are three stages to transition:
- We have to let go of the “OLD SITUATION” and the “OLD IDENTITY”
that went with it.
- We have to go through the ”NEUTRAL ZONE” between the old reality
and the new reality that may be unclear.
- We have to make a new beginning, A beginning that is much more than
the relatively “SIMPLE START” required to change.
 Food for thought;
“One million employee's are absent every day due to stress”
- Northwest National Health.
“Nearly 50% of all workers say they need help in learning how to manage
stress”
- 2000 Annual "Attitudes in the American WorkplaceV1”
“Eighty percent of workers feel stress on the job”
- 2000 annual "Attitudes in the American Workplace V1”
“The cost of worker stress to American business is $50- $150 BILLION
annually”
- “Prevention of work related psychological disorders”
- American Psychologist.
Stress is an internal reaction to an external stimuli. It is how our bodies react
and respond to different situations. Stress can be managed by managing our
reactions to external actions.
Anger is a natural human emotion. It is the secondary emotion that occurs,
as a result of an unmet need, a frustration over a problem or situation or
because of someone's words or actions. Anger may be the result of an
accumulation of events that has little to do with the current situation.
Myths and Facts
 Myth
Violent employee's just snap, without warning or clues
Fact
Untrue, a violent employee usually provides not only a clue, but multiple clues to
multiple people. Along the way, coworkers and supervisors who are paying attention
can often SEE the violence coming.
Myth
If violent employee's provide clues, there should be no incidents of workplace violence.
Fact
Not true, In order for this to be true, it would be necessary for both coworkers and
supervisors to report the warning signs or clues in the behaviors of coworkers, and
management would have to take the necessary steps to respond to the problem.
The natural reaction of most people to a threatening statement is to make light of it
or to turn away. It is not the lack of clues that generally cause the problem: it's the
unwillingness of fellow workers and supervisors to recognize the behaviors as warning
signs and to report them to management for evaluation and action.
Myth
Individuals who commit workplace violence have lost everything.
Fact
Again not true. Individuals who commit workplace violence almost always have had some
degree of success, both personally and professionally. They have not lost everything.
However, these individuals do believe that something very important (ie, promotion
raise, transfer, for example) has been unfairly taken from them. They come to believe
that the organization has a moral obligation to provide them with those things that they
feel entitled to.
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