How to handle harassment in the workplace
Legislation today requires companies to create a working environment free from harassment; they must have procedures for dealing with any reported incidents of harassment. You should have mechanisms for preventing workplace behaviour that attacks - verbally, physically, or psychologically - an employee's sex, colour, age, religious beliefs, disability, or race. These suggestions may help...
1. Acknowledge the possibility.
Cynthia Berryman-Fink in 'The Manager's Desk Reference' cautions managers everywhere:
‘One outdated approach to sexual harassment is that harassment does not occur in "our" company and that women who accuse men of sexual harassment are overreacting to or misinterpreting certain types of behaviour. That view trivialises the subject, maintaining that allegations of sexual harassment stem from romances that have gone sour, from women taking offense at well-intentioned compliments, or from overly sensitive women employees who are not tough enough to handle a normal work environment.
Managers who hold this view will dismiss reports of sexual harassment by indicating that boys will be boys, that the accuser must have behaved provocatively, that women have no sense of humour, and that no harm was intended. In short, sexual harassment is regarded as nonexistent, as an overreaction, or as a misunderstanding between two people. By perceiving harassment as an interpersonal rather than an organisational matter, managers who adhere to this school of thought either refrain from getting involved or try to protect the accused party.
Although some organisations seem to operate smoothly with this perspective, there is no way to determine the costs of absenteeism, medical benefits claims, turnover, or decreased morale or productivity resulting from unresolved incidents of sexual harassment. Such organisations and their managers clearly expose themselves to financially disastrous lawsuits, in light of contemporary EEO guidelines.'
2. Establish and publish a policy.
Familiarise yourself with your organisation's policy on harassment. If no policy exists, campaign for one. It should define harassment, provide clear examples of harassment, and explain the organisational procedure for reporting and dealing with complaints. Provide copies of your policy to all employees.
3. Educate your employees.
A policy alone may not be sufficient. Provide training to clarify the issue, to show management support in preventing harassment, to encourage staff to discuss the matter, and to teach employees how to deal with offensive behaviour in the workplace. Managers themselves also need to know how to detect signs of harassment, how to intervene, and how to process complaints received.
