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🔒 🔒 [Audiobook] Human Resources | Workplace Violence
Workplace harassment and bullying can wreak havoc on an organization's culture and productivity. Learn how to recognize, prevent, and address these issues to create a respectful and thriving work environment. We kick off with a deep dive into the multifaceted nature of harassment, spanning physical, emotional, and psychological domains. We also explore the serious legal implications for businesses that neglect to safeguard their employees. Through real-life scenarios, you'll uncover the importance of effectively handling complaints and understand the devastating impact that unchecked harassment can have on a company's morale and bottom line.
Have you ever wondered how to spot the warning signs of workplace violence before it's too late? This episode sheds light on the critical steps managers must take to maintain a secure work environment. From identifying risky behaviors to mastering de-escalation techniques, we cover all the essentials. You'll discover the importance of a comprehensive violence action plan, encompassing screening, mediation, and post-crisis support. Through compelling real-life examples, we illustrate how timely intervention and empathetic leadership can defuse potentially volatile situations and foster a safer workplace.
Creating a robust workplace harassment policy is more than just a legal obligation—it's a commitment to a positive and inclusive company culture. In our final segment, we dissect the key elements of an effective policy, from a clear complaint process to maintaining confidentiality and setting investigative timelines. We'll also highlight the importance of a broad policy scope that covers all employees, contractors, and vendors. By embracing these strategies, companies can not only prevent future lawsuits but also ensure a happier, more engaged workforce. Join us as we provide actionable insights to help you build a discrimination-free environment where everyone can thrive.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Workplace Violence Module 1. Getting Started. Workplace harassment is illegal and destructive to any organization. It is important to treat everyone in the workplace with respect and dignity. Workplace harassment must be identified, discouraged and prevented in order to keep a hostile work environment from developing Left. Unchecked harassment can escalate into violence. Workplace harassment training is essential to the welfare of all businesses and their employees. Module 2. What is workplace harassment? Allowing workplace harassment to continue will cause legal problems while destroying company morale.
Speaker 1:Many people are uncertain about what constitutes harassment and they are confused when their actions are pointed out as demeaning. Legally, harassment is any word, gesture or action that offends people or makes them feel uncomfortable or intimidated. You never know how sensitive people are, so never say or do anything if you are not sure how it will be received. The rights of all citizens are legally protected, regardless of sex, age, health, ancestry, religion, sexual orientation or beliefs. Harassment occurs when someone from one group feels discriminated against by another. Be careful and remember that you never know what people are feeling or thinking. It is possible to accidentally offend those who work with you. Physical harassment. This includes gestures, actions and contact that can be sexual or threatening. Even well-meant gestures like a hug constitute harassment if they make a person uncomfortable. Do not touch people at work or invade their personal space. Emotional harassment, threats, comments, degrading tones and jokes are all considered harassment. Avoid volatile subjects and consider the ramifications of your jokes.
Speaker 1:Harassment costs businesses millions every year. Many laws allow people to sue their companies for workplace harassment. Failing to protect employees can result in a high price to pay. Not only are there litigation fees, but psychological ramifications cost businesses as well. The cost to your business is not always monetary. It could cost the company its reputation, which could, in turn, result in a loss of customers, valuable employees and prospective new hires. Legal fees can be a costly factor for any business facing harassment charges. Companies are responsible for protecting their employees from any manager, co-worker, vendor or client who elicits this, for that. Quid pro quo means that sexual favors are exchanged for jobs, promotions or raises. Businesses are also responsible if they are known to promote a hostile work environment, allowing harassment to occur and doing nothing to prevent it. In a legal battle, employers must prove that they used reasonable care to prevent and address harassment issues.
Speaker 1:Harassment and bullying take a psychological toll on everyone in the workplace. A survey from the American Psychological Association revealed that 74% of Americans believe that work causes most of their stress. The stress from harassment can lead to physical symptoms such as headaches, fatigue and sleeplessness. Harassment, particularly sexual harassment, is linked to post-traumatic stress disorder. Companies lose money in sick days, poor commitment, low productivity and turnover when workplace harassment is not prevented and addressed immediately.
Speaker 1:Jane had the job of overseeing harassment cases within the paper distribution company she worked for. One day there was a case between two people, delia and Cree, over a comment that was made. Cree said that she felt offended by the comment, but Delia said that she meant no harm by it. When someone makes a case for harassment, it could cost the business a lot of money. Plus, it could add to the overall stress levels of the other employees within the company and that in and of itself could contribute to psychological harm. Jane wanted to avoid all of these complications, so she tried to resolve the conflict by talking it out. Cree accepted an apology and the matter was settled.
Speaker 1:Module 3. Identifying the bully. Bullying is not limited to the playground, and ignoring bullies will not make them leave you alone. Bullies are a growing problem in the workplace. Those who bully others do so with malicious intent. Unlike other harassment issues, bullies know that they are being cruel. Only 20% of bullying is considered illegal harassment, because 80% of bullies do not harass people in other groups. In fact, 71% of bullies are women who target other women. Bullies often target high-performing employees and attempt to destroy them out of fear or jealousy. They manipulate using fear and will often turn other employees against their target. Bullying has the same results as other harassment practices. Managers are often guilty of bullying their employees. Bullying behavior Continually changing job parameters, spreading gossip and rumors, creating impossible standards or deadlines, isolating an individual, threats of job loss, spying on or stalking a target, yelling at a target who is not permitted to yell back, belittling or disregarding opinions and feelings, preventing promotions and transfers, intruding in a person's workspace or belongings, misinforming the target.
Speaker 1:Many bullies have personality disorders, such as antisocial personality disorder and narcissism. Having a personality disorder is not an excuse to behave badly. Some bullies with personality disorders are not aware of their actions, but others choose to manipulate the people around them. Serial bullies were often bullies in school and they usually have fake personas to hide their cruelty from the people they want to manipulate. Antisocial personality disorder those diagnosed with antisocial personality disorder are over 18 and have shown conduct disorders before they were 15.
Speaker 1:Indicators Not conforming to social customs or laws. Consistently, being deceitful may use more than one identity. Impulsive and irresponsible will usually have credit problems. Irritable and unable to empathize, disregards personal safety and the safety of others. Many bullies show the characteristics of narcissistic personality disorder. This is more common than other personality disorders. They overcompensate for their lack of confidence with a grandiose, self-important view. Narcissists think highly of themselves, need attention and lack empathy. There are nine indicators of narcissism. A diagnosis requires five of the nine criteria Arrogance.
Speaker 1:Fantasies that revolve around power, success, beauty or love. Are sure that only a few elite can understand them. Need to be appreciated and admired. Feels entitled and demands that people comply with their whims. Exploit people around them. Cannot empathize with others. Are jealous of others and believe others are jealous of them. Have a self-important attitude.
Speaker 1:Darren held a meeting after hearing reports of bullying within the paper distribution company. In the meeting he discussed the traits a bully might have and how to identify a potential bully in the workplace. Those included the obvious abusive behaviors like yelling or spreading gossip. It also included the traits that may not be as apparent at first, like being deceitful and irresponsible or having the characteristics of narcissism. Darren reminded everyone that the first step to helping someone, or even yourself, with bullying is to be able to identify a bully when you see one and avoid them if possible.
Speaker 1:Module 4. How to Handle Workplace Violence. Violence accounts for roughly one-quarter of work-related deaths in the United States. In order to prevent workplace violence, it is essential that managers and employees are able to identify individuals who could become violent and to understand how to defuse dangerous situations. Violent behavior does not appear out of nowhere. There are behaviors that indicate possible violence. Over time, there are several different behaviors that can lead to violence if left to escalate. It is the responsibility of every manager to know employees and how they behave in order to identify possible problems. Customers and vendors can also be the cause of workplace violence.
Speaker 1:Behavior problems Acting out Employees express anger in inappropriate ways, such as yelling, slamming, etc. Irresponsible behavior Employees do not take responsibility for their actions. Selfish behavior Employees do not care how their actions affect those around them. Mixed behavior Employees verbally agree to follow rules, but do not. Rigid behavior Employees are unwilling to try new things and take direction. Avoidance Employees lie, drink or take drugs. Extreme behavior Employees completely alter the way they act. Odd behavior Employees have poor social skills or obsess about ideas or people.
Speaker 1:When an employee exhibits questionable behavior, it is essential that the behavior is addressed before it escalates. Employers need to document behavior and discuss it with the employee. Talk to the employee about how the negative behavior affects work. It is important not to attack the employee on a personal level. Remember not to assume that everyone who has a bad day is going to become violent. If you are aware of any problems that your employee is facing, help by offering training, counseling or both. Monitor that employee's behavior. If it does not improve, it may be necessary for them to leave. Security needs to be aware of any troubled employees who leave an organization. Employees who are paranoid, antisocial or preoccupied with weapons should be monitored carefully.
Speaker 1:Employers need to implement workplace violence action plans. It is important to train employees to recognize and prevent violence. An action plan should reflect certain elements Action Plan Screening. Security Mediation. Help employees find ways to resolve disputes. Balance create programs that will promote work and life balance. Assess hire a threat assessment team to watch for potential violence. Responsibilities outline employer and employee responsibilities. Situation management have a plan in place for the worst case scenario. Post-situation management have a plan ready to support employees after a crisis.
Speaker 1:Jimmy was the manager of a paper distribution company, and part of his job was to identify where minor workplace violence may escalate into something worse and stop it. One day an employee had a disagreement with another and began to yell and slam papers onto a desk. When asked about it, he refused to take any blame for his actions. He agreed to correct his behavior in the end, but in the past he had been shown to have said the same thing time and time again, yet revert back to his old ways once Jimmy's back was turned. Jimmy decided to have a meeting with the employee to discover what may be the problem. Apparently he had been going through a divorce and the employee he yelled it was not doing his share of the work. Though that did not excuse his actions, it did make Jimmy realize that a little counseling would remedy the problem, and so it did after the employee saw an anger management therapist.
Speaker 1:Module 5. Risk Assessment, part 1. Risk assessments are important for improving the safety of an organization. They identify hazards and potential for injury. Companies need to conduct risk assessments for different dangers. This module focuses on the risk of harassment and workplace violence.
Speaker 1:Anger is natural. Everyone becomes angry from time to time. When anger is left unchecked, however, it can escalate into aggression. People are more likely to become aggressive when they feel that they are rejected or left out. It is important that employers and managers understand how to curb anger and aggression that they see in employees. Ask questions that lead to eye answers that connect employees to their emotions. Show employees they are valued. Ask angry employees about their goals and aspirations. Admit when you are wrong. When an employee's anger escalates and they become aggressive, it is important to try different de-escalation strategies. Knowing how to respond to an angry or aggressive person can prevent injuries and save lives.
Speaker 1:Strategies Listen. Try to understand what the individual wants or is angry about. Monitor body language. Try to control your physical reaction so that you do not appear to be a threat. Speak carefully. Be respectful. Do not react to the aggression. Be aware of your surroundings in case the altercation escalates. If you are not able to diffuse the situation, call the police.
Speaker 1:Communication skills are important in preventing anger and aggression in the workplace. Learning to communicate with co-workers and employees correctly should be a priority for everyone in management. Each situation will have its own communication needs, but there are basic communication skills. Listen actively. Ask for clarification if you do not understand what someone is saying Be respectful. Do not dismiss the individual's feelings. Speak clearly. Do not be ambiguous in your dialogue. Compromise dialogue means that you are willing to make concessions. Occasionally, it is not possible to diffuse a dangerous situation. This requires employees to use different tactical options in order to stay safe. They should be trained to recognize when a person is unstable and possibly dangerous. Employees should disengage from the situation before it escalates. Employers can improve safety by installing security and training employees. Tactical Options Appease the Individual, call the Police, plan an Escape.
Speaker 1:Steve was the manager of a paper distribution company and he wanted to perform a risk assessment of the business. Environmental dangers were minimal at their worst. The only problem seemed to be with harassment and workplace violence. Once he saw an angry employee named Gary began to shout at another employee. In order to keep the situation from becoming a more serious one, he attempted to de-escalate the situation. He started by listening to both parties and assessing the problem, while also monitoring the body language, so he doesn't appear to be threatening. Finally, he spoke carefully to diffuse the whole situation and did so successfully. If he hadn't, it could have been a bad situation with the police involved. So he was glad he did.
Speaker 1:Module 6. Risk Assessment Part 2. There are risks with every job, but employers have an obligation to identify potential safety hazards and address them. Hazards are unique to each profession, but there are common hazards that are directly related to violence at work. Risk assessments and evaluations should be done periodically to ensure the safety of everyone in the workplace. It is important to identify hazards that can contribute to workplace violence, identify hazards so that risks can be assessed and plans implemented that will control the risk and protect employees. There are some common hazards that all companies need to be aware of History of workplace violence, job description, working with valuable merchandise, number of people working, lack of security cameras and visibility.
Speaker 1:Once you identify the potential hazards, use them to assess the risk of violence in your organization. For example, employees should not work alone. If employees do work alone, there should be a strict safety and security protocol. Employees are also at risk if they handle expensive merchandise. Do you have plans in place that prevent the hazards from becoming actual risks? Assessing risks is done so that the risks can be controlled. While there is no such thing as perfect safety, there are steps to add in policies and procedures that will help prevent workplace violence. For example, always open or close with at least two people in the building and do not let customers in after hours. The needs of each organization will be different, but using the assessment as a guide will help maintain a safe work environment.
Speaker 1:A safe work environment requires employers to evaluate and review their risk assessments regularly. Plans need to change to suit the needs of the individuals. It is essential that the data used to implement plans be accurate. Evaluations and reviews allow managers to make informed decisions about the constantly changing work environment. John wanted to assess the hazard of a workplace violence incident at a paper distribution company. In order to do that, he looked at a history of workplace incidents that had already happened and the employee involved. He cross-referenced that with the employee's current job description and determined if that job would put them in low security camera visibility areas. He decided to do a company-wide questionnaire to evaluate the select employees that may be violent or have tendencies toward violence. He saw that no employee had any complaints yet, so John held a meeting to discuss the consequences of workplace violence in order to deter any future violence.
Speaker 1:Module 7. Being the Victim. According to a recent survey, over one-third of Americans have been bullied at work. Bullying affects people on every level. It can lead to depression. Recent survey over one-third of Americans have been bullied at work. Bullying affects people on every level. It can lead to depression, illness and poor work performance.
Speaker 1:Hopefully, you will never be the victim of bullying. Should you ever find yourself the target of a bully, however, you need to know what steps to take to protect yourself. Not every personal conflict is the result of bullying. For example, an employee who is reprimanded for breaking a rule is not necessarily being bullied. It is bullying, however, if the manager yells, humiliates or threatens the employee. The problem with bullying is that it does not always appear to be bullying. Often, a bullying situation is passed over and not considered a legal issue.
Speaker 1:Not bullying Coaching an employee, reprimanding employees who break rules, refusing to promote a low-performing employee, legitimately complaining about a co-worker, not being personal friends with a co-worker. If you are the victim of bullying, there are certain steps that you need to take to protect yourself. Bullying is harder to prove than classic harassment. The targets of bullies usually leave their organizations out of self-preservation, but it is in an employer's best interest to eliminate bullying behavior. While most bullying is not illegal per se, in the long run it can cost companies money.
Speaker 1:Steps Recognize the problem. Do not accept the bully's definition of you. Steps Recognize the problem. Do not accept the bully's definition of you. The bully is the problem. Keep a paper trail, record bullying incidents and keep documents that counter a bully's claims about your work. Have a witness. Have a witness around during meetings with the bully. Inform your supervisors. Make the appropriate supervisor aware of your situation. You may or may not want to confront a bully. If you fear retaliation, it might be best to avoid a direct confrontation. Before going to a supervisor, danny had been working steadily through the night in order to finish an assignment. When he gave it to a colleague to deliver before running off to a meeting, he thought nothing of it. The next day he was called to the manager and asked about missing work. When the bully was called in, he denied ever having the work. Danny didn't get a promotion because of that, so he informed a supervisor of the issue. The supervisor reviewed some security footage and saw that the bully had thrown away Danny's work. Danny was given the promotion he deserved and always remembered to not only turn in all his work himself, but to keep a copy of all work for scenarios like that.
Speaker 1:Module 8. Checklist for Employers. Employers need to take every measure to prevent harassment, bullying and violence in the workplace. The company culture should be monitored carefully and changes should be made when risks are discovered. Employers can change company culture by creating a relevant code of ethics and implementing new policies and procedures. There are four steps that employers must take when they are evaluating the risks to their business 1. List the risks of taking or not taking an action. 2. Determine the severity of the risk, the likelihood that it will happen and the likelihood of early detection. Use a scale from 1 to 10. 3. Prioritize the risks. 4. Develop action and assign responsibilities. Example Risks no anti-bullying policy. Severity 9. Likelihood that it will happen. 8. Likelihood of early detection. 5. Priority 7. Action. Develop anti-bullying policy. Responsible HR.
Speaker 1:It is important to address all employees when trying to implement new policies regarding harassment and bullying behavior. The changes should not target specific groups or individuals. Harassment and bullying behavior. The changes should not target specific groups or individuals. This may be seen as a type of harassment. All employees should abide by the same rules. This way, people cannot claim that they do not know how to behave. Managers should also make sure that any and all questions are addressed and everyone understands the consequences of not following the new policies or procedures.
Speaker 1:A company code of ethics is becoming commonplace in modern business. The code is meant to encourage everyone to behave ethically. They can also prevent lawsuits. There are several elements that need to be considered when developing a code of ethics. What to include in a code of ethics? Laws and regulations. All legal requirements need to be considered. Company needs Consider the needs of your employees and the business when creating a code. Ethical values Use the ethics and values you feel should guide the organization. Include two examples for each value Wording. Make sure that the message is clear and everyone knows that they have to abide by the code of ethics.
Speaker 1:Policies and procedures are created to enforce the the code of ethics. Policies and procedures are created to enforce the company code of ethics and prevent problems in the future. Every organization should have an anti-harassment policy and procedures established. Policies not only issue rules. They establish who is responsible for enforcing those rules. They state the difference between acceptable and unacceptable behavior clear. There are several basic steps to creating policies and procedures Drafting policies, identify risks. Create policies, approve policies, evaluate policies.
Speaker 1:James needed to create a code of ethics for a paper distribution company that he worked for At base level. It included the laws that needed to be obeyed. Next, he included the company's needs, such as those of the employees. Next were general ethics things that may seem obvious but need to be stated anyway. When it was finished and approved, he presented it to all the employees. If everyone knows the rules and how they are expected to behave, they cannot claim that they were misinformed. That can give those that would bully others no excuse for their actions and make the workplace that much safer.
Speaker 1:Module 9. Interview Process. The interview process is designed to help employers find the best employees for open positions. Employers need to always apply the interview process carefully and never hire an employee out of desperation. Identifying potential bullies in an interview will save you the trouble of dealing with their problems later.
Speaker 1:Bullies may be able to hide their destructive behavior, but hiring managers should pay attention to the clues that indicate a candidate may be a bully. If you believe a candidate to be a bully, do not hire them. Impressive qualifications will not help your company if you allow a bully to destroy morale and run off your best employees. Interview hints Overusing I. Candidates should discuss their achievements, but they need to have experience working as part of a team. Behavior in office. Observe how the candidate treats subordinates in the office. Check references. Pay attention to how references describe the candidate.
Speaker 1:When interviewing a candidate, it is important to determine whether or not the individual is capable of empathy. Ask the candidate to describe a particularly frustrating time. Listen to the tone carefully. Is it disparaging? Is the body language tense and angry? Ask the candidate to describe how they would handle a problem with an employee. If the individual shows signs of anger or frustration, again, you are probably interviewing a bully.
Speaker 1:Workplace bullying can lead to violent outbursts from bullies and from those they bully. The victims of bullying can lose control and take out their frustrations at work or at home. For example, part of the TSA training of full-body scanners was to have all screeners walk through the scanners. One employee at the Miami International Airport suffered bullying after the exercise. His supervisor and co-workers taunted him about his body. After a year of insults, the bullied employee physically assaulted a co-worker. He was arrested and claimed that a year of taunting drove him to his actions. Trevor was all set to interview a new applicant for a job opening. When the man sat down for the interview, he was tidy and presentable. When Trevor looked over the man's file, the references said that he was a great employee but that he displayed some anger issues. As the interview went on, trevor noticed that the man only talked about himself, even though his last job was a group project. Trevor decided that, although the man had good qualifications, he had a history of being a bully that put the moral and emotional stability of the other employees at risk, so he wasn't hired.
Speaker 1:Module 10. Investigation Process. Module 10. Investigation Process.
Speaker 1:Employers have an obligation to investigate any claims of harassment. Maintaining a safe work environment means taking every claim of harassment seriously. Create guidelines that explain what type of behavior is not tolerated and how employees should lodge complaints. Do not ignore complaints, whether the complaint is formal or informal. Investigate the incident carefully.
Speaker 1:Supervisors are responsible for handling initial harassment complaints At the early stages. Supervisors should attempt to resolve the problems quickly, while maintaining confidentiality. In order for supervisors to solve the issues, employees must make them aware of the situation. Employees need to communicate problems as specifically as possible. Incidents of harassment often escalate because no one reports the issues at the beginning. While supervisors should not discuss specific harassment complaints with the entire staff, they need to inform employees that investigating incidents will make it difficult to keep the matter completely confidential. Investigators and witnesses will have to be informed of the matter. If an employee is not willing to name their abuser, the investigation will be nearly impossible to conduct. Supervisors should alleviate any tension by informing employees that there will not be any retaliation because of issuing a complaint.
Speaker 1:The company anti-harassment policy should clearly state how employees can lodge complaints. The company anti-harassment policy should clearly state how employees can lodge complaints. Typically, they go to their immediate supervisors. If their immediate supervisors are the problem, however, another employee should be designated, such as an HR representative. Employee complaints need to have detailed information that investigators explore. What to include in a complaint Names of individuals, explanation of what happened and why it violated policy. Dates and times of incidents. Names of witnesses, proof or documentation of events. Employers need to respond to harassment complaints immediately. Employees who make claims should be thanked for helping the company identify harassment. When an employee lodges a complaint, the supervisor should explain the following An investigation will begin as soon as possible.
Speaker 1:The company needs to collect information before it takes action. The company will investigate the claim as quietly as possibly, but full confidentiality may not be possible. There should be clear procedures in place for investigating a harassment complaint. Each company's procedures will be unique, but there are certain elements that are basic to every investigation. Conduct the interviews in private. Document everything. Find a neutral witness to sit in on interviews if you feel it is necessary. Keep an open mind and do not jump to conclusions. Gather as much information as possible. Interview the claimant, witnesses and the accused separately.
Speaker 1:After the investigation is complete, companies must take action. The findings of the investigation will determine what type of action to take. Finding in favor of the claimant means that the harasser will have to face disciplinary measures. For example, they could be suspended, transferred, demoted, terminated, sent to counseling or reprimanded. The action depends on the severity of the harassment. Inconclusive findings are difficult. Companies should address these situations by reminding the accused that harassment is not tolerated. Document this discussion in the employee's records. The claimant should be informed when the investigation is over and disciplinary action is taken, but the exact action should remain confidential.
Speaker 1:After a harassment investigation, the policies and procedures should be reviewed carefully. There are several questions that investigators need to answer. Did the anti-harassment policy address the issue? Were employees aware of the policy? Was the complaint addressed quickly? Were any other problems discovered in the investigation? Tony needed to investigate a recent claim of harassment. The complaint was rather informal but he knew that it was his responsibility to investigate the matter anyway. Once he found that the complaint was accurate, he needed to diffuse the matter anyway. Once he found that the complaint was accurate, he needed to diffuse the situation quickly while retaining confidentiality regarding those involved. He informed the employees that investigating the incident might make it harder to keep the matter confidential. That made the employee nervous, but they came forward with the name of the bully and the investigation was a success.
Speaker 1:Module 11. Developing a workplace harassment policy. We have already established that every business needs a workplace harassment policy. Earlier modules addressed specific aspects of harassment policies. Now it is time to put together all of the lessons and identify everything that belongs in a workplace harassment policy and identify everything that belongs in a workplace harassment policy.
Speaker 1:A successful anti-harassment policy should have a broad scope. It needs to address all of the legal definitions of harassment, both on a federal and local level. The policy can be stricter than the minimum legal requirements to help avoid lawsuits in the future. The scope of anti-harassment policy should also identify who the policy affects. The policy needs to make it clear that the rules apply to current employees, former employees, contractors and vendors. All policies need to uphold the philosophy of the organization. The mission statement and vision statement of the organization should be reflected in the policy. A workplace that operates without harassment and discrimination needs to be at the heart of a company.
Speaker 1:Addressing harassment in the business philosophy and in a policy makes anti-harassment part of the company's culture. The scope and philosophy of an anti-harassment policy will help you craft the principles that will guide the policy. These principles outline the purpose of the policy and all those involved. Examples Managers are responsible to prevent harassment. The company will take action in cases of harassment. The company will encourage a safe and respectful environment. All people will be treated with respect and dignity. The workplace harassment policy should acknowledge that not everyone has the intent to harass when incidents occur. The impact of certain behaviors, however, qualifies as harassment. In order to differentiate between intent and impact, the anti-harassment policy should define harassment and provide examples of harassing behavior.
Speaker 1:Employees need to understand their options regarding how to handle workplace harassment. The policy governing harassment should explain the different options that employees have. There are both formal and informal options available to employees, and the severity of the complaint will help people determine the course of action to take. Dangerous or repetitive behavior will probably require a formal complaint. Employees are allowed to choose the complaint process that they want to handle the harassment with. There are several basic informal complaints processes. Direct process, also called self-help this occurs when the individual confronts the harasser and asks them to stop. This will also work if the offended party sends an anonymous note. Indirect process a manager can reiterate the harassment policy in a group with the offensive individual Employee assistance many companies choose employee counseling services that advise employees in HR matters. Reiterate the harassment policy in a group with the offensive individual Employee assistance. Many companies choose employee counseling services that advise employees in HR matters. The calls are kept confidential.
Speaker 1:Third party An ombudsman works with the harassed employee to find a suitable solution. A formal complaint will result in an investigation. The complaint process should be clearly outlined in the harassment policy. Employees should know how to file a complaint and who will conduct the investigation. There should also be a timetable for the complaint process. For example, it is common for companies to appoint an investigator within three days of the complaint. The harassment policy also needs to address the issue of confidentiality and explain how complaints will be resolved. Needs to address the issue of confidentiality and explain how complaints will be resolved.
Speaker 1:Randy needed to develop a workplace harassment policy for a paper distribution company. He focused on having it be broad in its scope so that it addresses all of the legal definitions of harassment. He also made it a bit stricter than the federal regulations so that the company could avoid future lawsuits. It was made clear that the rules apply to employees, both former and current, as well as contractors and vendors that are associated with the company. All the policies uphold the philosophy of the company and make sure that discrimination is not present in the company, leading to a more successful business and happier employees. Module 12. Wrapping Up. Although this workshop is coming to a close, we hope that your journey to improve your skills Module 12. Wrapping up, because what comes around goes around. Rene G Torres he who does not have the courage to speak up for his rights cannot earn the respect of others. Ayn Rand If one doesn't respect oneself, one can have neither love nor respect for others.
