Office Standards

I recognise that people may act out of character when distressed or feel strongly about a matter however please note I will not tolerate unacceptable behaviour nor actions that result in unacceptable or excessive demands on my team that results in them being unable to carry out their work effectively.  As such I clarify my position below, as I am committed to ensure my office is a safe and welcoming environment for my team and constituents:

Aggressive or abusive behaviour

I understand that many constituents are often upset and angry or feel strongly about the issues they have raised in their contact with my office. If that anger escalates into aggression towards my team, I consider that unacceptable. I operate a zero tolerance policy in this regard. Any violence or abuse towards my team or myself will not be tolerated.

It is important to note that violence is not restricted to acts of aggression that may result in physical harm. It also includes behaviour or language (whether verbal or written) that may cause my team to feel offended, afraid, threatened or abused.

Rest assured, I will judge each situation individually and recognise individuals who come to my office may be upset. While I accept that those who contact me may feel angry, it is not acceptable to shout or swear at anyone in my office.

Unacceptable language is that which:

  • is offensive, derogatory, or patronising,

  • is discriminatory in any way, including racist, sexist, homophobic or transphobic comments; or

  • makes serious allegations that individuals have committed criminal, corrupt, or perverse conduct without any evidence.

I encourage my team to end interaction if at any time they feel scared or threatened. I do not appreciate constituents raising their voice when speaking with my team.

Unreasonable demands

I represent a constituency with over 75,000 people.

A demand becomes unacceptable when it starts to (or when complying with the demand would) impact substantially on the work my team carry out on my behalf.

Examples of this behaviour include:

  • repeatedly demanding response within an unreasonable timescale,

  • insisting on seeing or speaking to a particular member of staff, when that is not possible,

  • repeatedly changing the substance of a complaint or raising unrelated concerns.

An example of such impact would be that the demand takes up an excessive amount of staff time and in doing so disadvantages other constituents and prevents their own complaint from being dealt with quickly.

Harassment 

My team does not come to work to be harassed or threatened. I ask everyone to respect that my team delivers a service on my behalf and therefore this may not reflect their own views or preferences.

Examples of behaviours I consider to be harassment against my office include:

  • recording telephone discussions and publishing the information online;

  • contacting staff using their personal details or social media presence such as Facebook, Twitter, or LinkedIn;

  • publishing personal, sensitive, or private information about staff online or other public domains such as noticeboards or newsletters.

Unacceptable or excessive demands

A demand becomes unacceptable when it starts to (or when complying with the demand would) impact substantially on the work of my office.

Examples of this behaviour include:

  • repeatedly demanding a response within an unreasonable timescale,

  • insisting on, or refusing to, speak to a particular member of staff, when that is not possible,

  • repeatedly changing the substance of a complaint or raising unrelated concerns,

  • Making repeated and unnecessary contact during the course of us dealing with a complaint or carrying out an investigation,

  • Refusing to accept a decision where explanations for the decision have been provided.

An example of such impact would be that the demand takes up an excessive amount of staff time and in doing so disadvantages other constituents and prevents their own complaint from being dealt with quickly.

Actions I may take

When my office experiences behaviour or demands which are unacceptable, I may consider taking more formal action. The actions I will consider can include the following:

  • Warning the constituent about their behaviour and requesting that the constituent modifies their behaviour in future contact with us.

  • Appointing a specific point of contact for the constituent.

  • Communicating only in writing or via a representative.

  • Deciding not to investigate a complaint on the basis that it has been pursued in a way that is unacceptable.

  • Stop all communication with a constituent.

  • Restricting or limiting contact.

Where it is decided that formal action must be taken to manage someone’s behaviour I or my office, will inform them of the decision in writing.  A note will be placed on our records to this effect.