PROFESSIONALISM IN THE WORKPLACE

ANGELA COLORETTI MCGOUGH | EMPLOYMENT PREP CENTER

WHAT DO YOU ALREADY KNOW ABOUT
“PROFESSIONALISM?”
TODAY’S TOPICS
▪ The foundation of all professionalism
▪ Professional behavior
▪ A discussion of legal versus ethical issues
▪ Case studies
▪ Evaluation
KŪPONO
▪ This is the foundation of all professionalism
▪ Being upright, honest, decent, proper, right, just, fair
▪ Practicing integrity in everything you do
▪ Responsible, accountable
▪ Internal value
kūpono
KULEANA
▪ Sharing in a common responsibility to support the
organization’s goals
▪ Taking on the concern as your own
▪ Not only a right; also a privilege
kūleana

kūpono
LAULIMA
▪ Mutual working respect
▪ Working together
laulima
▪ Cooperation, joint action
▪ Avoiding divisive behaviors,
kūleana
such as gossip, bashing
colleagues or the
organization kūpono
▪ Contributing to solutions
PROFESSIONAL ATTITUDE
▪ Ready to work
▪ Open-minded
▪ Performing to best of ability
▪ Willing to be flexible; adaptable
▪ Asks for and is open to receiving help
when needed
▪ Able to grow from constructive
feedback
PROFESSIONAL BEHAVIOR
▪ Personal hygiene
▪ Dress code
▪ Punctual
▪ Awareness of words and actions
on others
▪ Completing tasks as assigned,
with quality
PROFESSIONAL ETIQUETTE
▪ Verbal communication
▪ Spoken
▪ In person, on the phone
▪ Written
▪ On paper, online
▪ Non-verbal communication
▪ Eye contact
▪ Posture
▪ Remaining open
▪ Putting others at ease
LEGAL CONSIDERATIONS & ISSUES
▪ Protected classes of people:
▪ Race
▪ Religion or creed
▪ Ethnic or cultural background
▪ National origin
▪ Gender identity / expression
▪ Sexual orientation
▪ Marital status
▪ Health status, genetics, ability or disability
▪ Personally Identifiable Information
LEGAL SOLUTIONS
▪ All are protected equally by the law
▪ Start with Employee Handbook or
other policy documents
▪ Resolved with help of human
resources department or upper
management
▪ Bound by the law; mostly clear
interpretations based on previous
cases
ETHICAL CONSIDERATIONS & ISSUES
▪ Often not bound by the law
▪ Sometimes dependent upon individual
interpretation of policies
▪ Issues related to:
▪ Time and attendance
▪ Organization’s property
▪ Supplies, consumable resources
▪ Information security and confidentiality
▪ Work ethic
ETHICAL SOLUTIONS
▪ Comes from an internal sense of what’s right – being pono
▪ Some careers have professional standards
▪ Five steps to resolving an ethical issue:
1. Gather the facts (who, what, when, where, how and why)
2. Define the ethical issue(s) and compare it to conventional thinking
3. Decide if you will pursue any action, and who should be involved in
those actions
4. Identify pros and cons of each possible action
5. Decide which action you will recommend to your supervisor or
take (if you are the supervisor)
CASE STUDY #1
Karina has a lot of friends at work. Her husband Denton also
works in the same building, although he doesn’t work for the
same organization. They are both friendly, and Karina has a
good work ethic and often stays late to get things done.
Denton and Karina sometimes have lunch together in the
break room at Karina’s job. After her lunch break is over,
Denton will visit with her co-workers, chatting with them
briefly, or sometimes for longer periods of time.
Bruce works with Karina. He is uncomfortable with Denton’s
visits, because he feels that they take time away from other
people’s work. Although they work together, Bruce isn’t very
close to Karina. What can Bruce do in this situation?
IS THIS A LEGAL ISSUE OR ETHICAL ISSUE?
▪ Is anyone in the case study in a legally protected class?
▪ Is this an issue related to the employee’s interpretation of a
written policy or rule?
REVIEW OF LEGAL & ETHICAL CONSIDERATIONS
▪ All people, regardless of race, ethnic background, religion,
health status, marital status, gender, sexual orientation, and
national origin are protected by the law
▪ Start with Employee Handbook or other policy documents
▪ Are there any rules related to having visitors at work?
▪ Ethical issues
▪ What could the supervisor do to improve this situation?
CASE STUDY #2
Sonia and Kareem work for a private organization. They have
the same position which requires them to work at a desk
answering calls, helping clients and inputting data. Although
they have a working relationship, they are not necessarily
friends.
(continued on next slide)
CASE STUDY #2 (CONTINUED)
As a Muslim, Kareem has five specific times during the day
when he must pray. During his noon and sunset prayer times,
Sonia is the only representative available, and she feels that
she is handling more work during these busy times. He takes
his lunch break to pray at noon and 15 minutes unpaid time
during the afternoon.
Sonia is upset because she asked her supervisor for two
breaks besides lunch so she can leave the building to take a
smoke break. She was denied. Sonia feels she is not getting
fair treatment. How can Sonia manage this situation?
IS THIS A LEGAL ISSUE OR ETHICAL ISSUE?
▪ Is anyone in the case study in a legally protected class?
▪ Is this an issue related to the employee’s interpretation of a
written policy or rule?
REVIEW OF LEGAL & ETHICAL CONSIDERATIONS
▪ All people, regardless of race, ethnic background, religion,
health status, marital status, gender, sexual orientation, and
national origin are protected by the law
▪ Start with Employee Handbook or other policy documents
▪ Are there any rules related to breaks?
▪ Ethical issues
▪ What could the supervisor do to improve this situation?
CASE STUDY #3
▪ You work at a small business and have closing duties.
▪ Your supervisor rushes you to close every Saturday night, not
completing all of the closing shift duties, such as restocking or
deep cleaning.
▪ Your friend works the opening shift on Sundays and complains
to you that she has double the work in the mornings.
▪ She also says that the duty sheet is always initialed by the
supervisor as completed.
▪ What do you do?
CASE STUDY #3
▪ Five steps to resolving an ethical issue:
1. Gather the facts (who, what, when, where, how and why)
2. Define the ethical issue(s) and compare it to conventional
thinking
3. Decide if you will pursue any action, and who should be
involved in those actions
4. Identify pros and cons of each possible action
5. Decide which action you will recommend to your
supervisor or take (if you are the supervisor)
 ANGELA COLORETTI MCGOUGH
COUNSELOR/COORDINATOR
EMPLOYMENT PREP CENTER (EPC)
ACOLORET@HAWAII.EDU | (808) 734-9166

SCHEDULE AT WWW.MYSUCCESS.HAWAII.EDU