Since the 1970s most U.S. organizations have sought to address sexual harassment (or to protect themselves from being sued because of it) with mandatory training programs and formal grievance procedures. Nevertheless, some 40% of women still say that they’ve been sexually harassed at work—a number unchanged since the 1980s. On the basis of their study of more than 800 U.S. companies, the authors recommend bystander awareness and manager training, which enlist all trainees in the effort to address harassment. And they argue that formal grievance procedures should be supplemented with voluntary dispute resolution and an ombuds office that can handle harassment claims on victims’ terms.
Empower Managers to Stop Harassment
The author, a legal analyst and the author of Staying in the Game: The Playbook for Beating Workplace Sexual Harassment, describes how two former employers responded to her complaints about sexual harassment. At one workplace, several HR people took reports and conducted an investigation that was inconclusive and led to no punishment for her harasser. (She left the company.) At the other, a manager immediately called a meeting with the harasser and told him to stop, which he did. Lawrence uses these examples to argue that the “old school” investigatory approach often fails to protect women and stop harassment, which is typically victims’ primary goal. She argues for a “new school” approach whereby managers handle the issues themselves, focusing less on punishment and more on solving the problem.
“If Something Feels Off, You Need to Speak Up”
Corporations have been hiring Asha Santos, an employment attorney, to run bystander-intervention workshops since the #MeToo movement created a heightened need for solutions-focused training. In this Q&A she describes what the workshops cover, how bystanders might intervene, which scenarios should make them most attentive, and more.
What Happens When an Employee Calls the Ombudsman?
The author, executive director of the International Ombudsman Association, writes, “An ombuds serves as a knowledgeable sounding board for people experiencing difficulties at work, a supplement to formal channels for reaching those who have the authority to act, and a unique resource for expanding management’s insights into the company’s work life and culture.” The ombuds process is completely confidential; action is taken only with the employee’s permission; and the process may begin and end with a discussion of options and potential consequences.
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