Setting and Maintaining Behavioural Standards
Managers play a crucial role in guiding and supporting colleagues to uphold the University’s core values of integrity, truth, and inclusivity. They are responsible for ensuring that workplace interactions consistently reflect dignity, professionalism, and mutual respect. Through their leadership, managers help to foster an inclusive, safe, and supportive environment, promoting a culture that embraces diversity and difference. They reinforce that harassment and bullying are unacceptable while clearly and consistently communicating behavioural expectations to their teams.
Why This Matters
Setting Behavioural Standards at the outset is crucial because it sets the tone for a positive and respectful workplace culture, helping to prevent issues from escalating into formal disciplinary cases. By establishing clear behavioural standards early, managers build trust and accountability within their teams, which strengthens collaboration and morale. Maintaining these standards also protects the University’s reputation and supports the overall wellbeing of staff, ensuring a safe and inclusive environment for everyone.
Key Actions for Line Managers
Managers should actively set the tone for expected behaviour and maintain standards through consistent leadership. This involves:
Leading by Example
- Demonstrate integrity, honesty, and respect in all interactions. Manager behaviour sets the benchmark for their team.
- Provide Continuous Feedback - recognise and reward positive behaviour publicly, and address concerns privately and constructively.
Communicate Expectations Clearly
- Regularly reinforce the University’s Code of Professional Conduct during team meetings and one-to-one discussions.
- Provide access to the moodle animation on the Code of Professional Conduct, University Values and Behavioural Standards to help colleagues understand our institutional expectations, ensure these are reflected in Role Descriptors where appropriate.
Monitor and Intervene Early
- Encourage Psychological Safety - make it safe for staff to speak up about concerns without fear of retaliation and actively listen and respond to feedback.
- Stay alert to signs of inappropriate behaviour or conflict. Address concerns promptly before they escalate. Not only does this avoid escalation, but it is often easier to address issues in this way.
- Monitor Culture - use staff surveys or pulse checks to gauge team climate. Act on feedback promptly to maintain trust.
Act Proportionately
- Use informal resolution (coaching, feedback, mediation) for minor issues.
- Escalate serious concerns to formal processes and consult the Disciplinary Toolkit. Collaborate with People & OD early where appropriate and in particular for complex or overlapping cases (e.g., research misconduct, grievances).
Document Actions
- Keep accurate records of conversations, decisions, and steps taken for transparency and consistency. These can be helpful to look back on (e.g. to recall discussions and decisions) and should a matter progress to formal stages, it is often essential to be able to refer back to evidence of these earlier conversations.
Apply Fairness and Consistency
- Treat all cases objectively, ensuring equal application of policies.
Support Resources
Managing Minor Misconduct Informally - Guidance for Managers
Managing Minor Misconduct Informally - Bitesize Video Guidance for Managers