harassment in the workplace due to the #metoo movement · 2019-12-23 · joe bontke, m.ed eeoc...
TRANSCRIPT
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Joe Bontke, M.Ed
EEOC Houston District Office
713651 4994 office
713 907 2855 cell [email protected]
May 2nd, 2018 8:45 A.M.
Harassment in the Workplace
Due to the #MeToo Movement
What to do with the person being accused
What the EEOC is looking at?
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U.S. Equal Employment Opportunity Commission
Nominated: General Counsel
Sharon Fast Gustafson
Charlotte Burrows
Nominated:
Daniel Gade Chai
Feldblum
Nominated Chair:
Janet Dhillon Acting Chair:
Victoria Lipnic
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Title VII of the Civil Rights Act of 1964
Title VII race, color, national origin, religion, sex Americans with Disabilities Act of 1990, amended 2008
ADA disability (actual, perceived as, and history of)
Age Discrimination in Employment Act of 1967
ADEA age 40 years or older
Equal Pay Act of 1963
EPA wage discrimination because of sex
Genetic Information Non-Discrimination Act of 2008
GINA acquisition of –or– discrimination due to
genetic information
EEOC Jurisdiction
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8 protected categories
color race
religion
sex + pregnancy
national origin age (>40)
disability
genetic information
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Obligations of Employers
Make the workplace free of unlawful
discrimination, harassment and
retaliation
Promptly and confidentially investigate
complaints of discrimination,
harassment and retaliation
Where discrimination, harassment and
retaliation may have occurred, take
prompt and appropriate remedial action (i.e., discipline commensurate with the offense)
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Personal Space in the U.S.
Intimate distance 18”
Personal distance 18” to 4’
Social distance 4’ to 8’
Public distance 8’ to 10’
Adapted from Personal Space Categories for Those in the United States
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Retaliation
Oppose an unlawful employment practice
File a complaint, testify, assist or participate
in an investigation, proceeding or hearing
concerning prohibited discrimination
Request a reasonable accommodation
(religion or disability)
EEOC statutes protect
individuals who
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EEOC 2017 Charge Receipts by Type
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%Nationwide
Texas
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#solveharassment Report available at:
www.eeoc.gov/task_force/
harassment/report.cfm
Rebooting Harassment Prevention
Harassment continues to be
one of the most frequently
raised complaint—
• over 30% of all private
sector cases
• 43% of Federal sector cases
A Bipartisan Effort
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The EEOC concluded that
trainings have failed as a
prevention tool because
they are “too focused on
simply avoiding legal
liability.”
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#MeToo
• In October 2017, Harvey Weinstein, a very powerful
producer in the movie industry for decades, was accused
of sexual harassment by more than thirty women—
including famous
Gwyneth Paltrow,
Kate Beckinsale,
Ashley Judd,
Rose McGowan
Angelina Jolie
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If I don’t have to pay her equally,
I wont have to treat her equally
• https://www.youtube.com/watch?v=-dMoK48QGL8
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#MeToo
First it was a story.
Then a moment. Now, months
after women began to come
forward in droves to accuse
powerful men of sexual
harassment and assault, it is a
movement.
Time magazine has named “the
silence breakers” its person of
the year for 2017, referring to
those women, and the global
conversation they have started.
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Women in low-wage US farm jobs
say #MeToo
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A movement grows
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'Me Too' Series Exploring Sexual
Harassment Set at PBS
• Hosted by Zainab Salbi, the five-part series will dig
deeper into the recent harassment headlines.
• Debuting Feb. 2, #MeToo, Now What?
• The series asks the question: How did we get here and
how can we use this moment to effect positive and lasting
change moving forward?
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#TIMESUP
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What do we know now?
How can we translate
knowledge into action?
Select Task Force on the Study of Workplace Harassment
Purpose: To Examine Workplace
Harassment
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Harassment Remains
A Persistent Problem
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Workplace Harassment
Too Often Goes Unreported
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There is a Compelling Business Case For Stopping and Preventing Harassment
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Between FY2010 to FY2017, employers paid
$949.7 million during EEOC’s pre-litigation
enforcement process to employees alleging
harassment.
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Reputational harm
Job turnover
Health and workplace
productivity of the target
of harassment
Indirect Financial Costs
Health and workplace
productivity of coworkers who witness harassment
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The Perils of the Superstar Harasser
Employers often make a wrong cost-benefit analysis when faced with allegations of harassment against a highly valued employee.
Employers are often tempted to ignore misconduct for fear of cost to the organization.
In reality, the cost of allowing harassment to go unchecked is higher than the cost of losing a highly valued employee.
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It Starts at the Top
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Leadership: It Starts at the Top
Authenticity: Workers believe that leaders mean what they say.
Values: Leaders believe harassment is wrong and should not occur in the workplace. Leaders convey a sense of urgency in stopping and preventing harassment. Lemon drops oat cake oat
cake sugar cake
Lemon drops oat cake oat cake sugar
cake
Accountability: Leaders address harassment in a swift, effective, and proportionate manner. Leadership holds managers accountable for stopping harassment.
Awareness: Leadership knows about the prevalence of workplace harassment: e.g., via climate surveys.
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Training Must Change
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Problems with Traditional Harassment Prevention Training
Training is often done in a vacuum, not as part of a holistic harassment prevention effort.
There is some really bad training out there.
Training is sometimes done primarily to avoid legal liability.
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Good Training
Training is essential, but it needs to be the right training. Compliance training is critical and new types of training hold promise.
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advice to those concerned about how
doing business in the climate of #MeToo
can affect them: • 1.) Take complaints seriously and investigate
• 2.) Establish an anti-harassment policy
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More advice to those concerned about
how doing business in the climate of
#MeToo can affect them: • 3.) Get training, rinse, repeat
• 4.) Establish a reporting protocol
• 5.) Use the Grandma Test
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Civility
Be kind, for everyone you meet
is fighting a hard battle.
-- Plato or someone else
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At age 14, George Washington compiled a list of
“110 Rules of Civility & Decent Behaviour”…
Rule #6 –
Sleep not when others speak…
Sit not when others stand,
Speak not when you should hold your peace,
Walk not on when others stop.
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Workplace Civility
The Law & Liability
• Hostile Work Environment • Title VII
• Unwelcome behavior
related to a “protected class”
• Discriminatory Behavior
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EEOC Guidelines
• Hostile or offensive work environment
• When harassment is so pervasive that the working
conditions are unduly oppressive • Applies to harassment based on any of the “protected
classes”
• Harris v. Forklift Systems
• Quid pro quo
• An employee’s submission to unwelcome sexual
advances is an express or implied condition for
receiving job benefits or the employee’s refusal to
submit results in a job detriment • “This for that”
• Applies to sexual harassment
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Civility
•Civility’s defining characteristic is its ties
• to city and society. The Latin civitas means city,
especially in the sense of civic community.
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Life is a Relational Experience
•The quality of our lives depends on the quality of our relationships.
•Whether we like it or not, we are wax upon which others leave their mark.
•Pier Massimo Forni
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Social Skills Strengthen
Social Bonds
Our happiness depends on the health and strength of our
social bonds.
Social skills are a main determinant of our destiny.
Civility, far from being trivial or marginal to our lives is an
extraordinarily effective tool for the building of a better,
more meaningful, and healthier life.
P M Forni
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Defining Civility
•Civility is a form of benevolent
awareness.
Respect
Restraint
Consideration
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The Three Arguments for Civility
Principle of Respect for Persons
Connection between Incivility and Violence
Civility as a Quality of Life issue
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Examples of Workplace Incivility
Interrupting others without care
Not listening
Disrupting meetings, inappropriate behavior at meetings
Rumoring, gossiping about or damaging a co-worker’s reputation
Perching impatiently over someone’s desk, waiting for undivided attention
Quoted from Envisonworks, Inc.
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Dealing with Difficult Co-Workers
People are difficult because they either have too high or too low an opinion of themselves.
Suggest you need the person’s help to solve the problem.
Try to build the confidence of the difficult person.
Choose your battles.
Talk to a supervisor or Human Resources if the problem persists.
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Effects of Workplace Incivility
Lowered morale of the employees
Reduced workplace citizenship behaviors (littering, carelessness with handling equipment and facilities, not taking care of others, etc.)
Reduced team effectiveness
Being uncivil to customers, clients, or others outside the immediate organization, office or facility
http://www.citehr.com/
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Your Personal Outlook: “Life-Enhancer” or “Well-Poisoner”
Are others hearing
from you:
what you can’t do
what you don’t have
what won’t work
Or are they hearing:
what you can do
what you do have
what will work
Half empty Half full
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Workplace Civility
What is “Civility”? Clearly, civility has to mean something more than
mere politeness. The movement will have
accomplished little if all it does is get people to
say, “excuse me please”, while they (figuratively)
stab you in the back. Civility also cannot mean
“roll over and play dead.”
- - The Meaning of Civility
Guy & Heidi Burgess, 1997
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CIVILITY
• Politeness
• Respect
• Affirmation
• Morality
• Connection
• Accountability
• Assertiveness
• The Golden Rule
• Manners
• Tolerance
• Self-Restraint
• Focus
• Public Health
• Quality of Life
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Negative Behaviors
• Behavior whose purpose is to control, insult, humiliate, denigrate, embarrass, or injure the dignity of colleagues
• Scape-goating
• Backstabbing
• Constant complaining
• Perpetuating rumors
• Being expected to do another’s work (clean up after them)
• Behaviors which undermine team cohesion, staff morale, self worth and safety
• Unethical or dishonest behavior
• Ineffective, nonproductive forms of conflict resolution,
• Repeated failure to respond to requests
• Lack of respect, and/or
• Cultural bias
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So What is a Microaggression?
Microaggression: Subtle, verbal and nonverbal slights,
insults, indignities, and denigrating messages directed
toward an individual due to their group identity, often
automatically and unconsciously. Usually committed by
well-intentioned folks who are unaware of the hidden
messages being communicated.
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So What is a Microaggression?
Microaggressions are similar to carbon monoxide -
“invisible, but potentially lethal” - continuous exposure to
these type of interactions “can be a sort of death by a
thousand cuts to the victim”
Sue, (2010) Microaggressions in Everyday Life: Race, Gender, and
Sexual Orientation.
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56
Why can't we all just get along?
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“If we leave the human factor out
of our business calculations,
we shall be wrong every time.” -William H. Lever,
founder of Lever Brothers
www.tncwr.org
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Business Case for Civility
Recruiting
Productivity
Retention
Customer Service
Presenteeism
Morale
Communication
Bottom Line
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Costs
Waste
Customer complaints
Absenteeism
Accidents
Lost productivity
The Costs of Incivility
Turnover
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What words come to mind, when you think of incivility?
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Decencies – Not so Common
www.tncwr.org
•Cursing
•Threats
•Sabotage
•Lying
•Complaining
•Belittling
•Intimidation
•Interrupting
•Checking phone during meetings
•Threats
•Rudeness
•Bullying
•Dirty looks
•Condescending comments
•Disruptive at meetings
•Public reprimands – makes me cringe
•Silent treatment
•Nasty emails
•Undermining colleagues credibility
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Why are we reading about incivility in the
workplace more now than ever?
Employment market
Egos
Stress
Politics
Competition
Jealousy
Insecurity
Hidden agendas
Low self esteem
Emotions
Prima dona’s – thinking rules don’t apply to them
Problems at home
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the way we have always done it!
• https://www.youtube.com/watch?v=0_u8sF1sW4A
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Broken Window Theory
www.tncwr.org
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Counterproductive Workplace
Behaviors Continuum
Incivility Bullying Violence
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Harassment
Discrimination
Hostile Environment
Bullying
Civility
www.tncwr.org
Don’t Cross the Line
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The wrongly accused question
• employers conduct a fair, thorough, and even-handed
investigation of sexual harassment allegations
• an investigation that is as fair to the alleged harasser as it
is to the alleged victim.
• BUT the percent of men wrongly accused is low so lets
fix the bigger problem first
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Legal 80%
Illegal 20%
80% of bullying is legal, but still occurs.
74
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Protected Categories
Race National Origin Color
Religion Disability Religion Disability Sex Age 40+
c o lo r
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How to Create a Civil Workplace
• Create a vision
• Create systematic plan of action
• Make the case
• Involve employees
• Core values
• Policies and codes of conduct
www.tncwr.org
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• Train
• Conflict management
• Conflict resolution
• Stress management
• Teamwork
• Interpersonal Communication
www.tncwr.org
How to Create a Civil Workplace
- Implementation
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• Leaders model civility for others
• Branding
• Continual communication
• Put it in writing
www.tncwr.org
How to Create a Civil Workplace
- Implementation
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Coaching for Change
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The following Coaching tips can assist employees in
being proactive in promoting respect and civility:
1. Focus on others’ needs & consider how
your words & actions will impact others
before you speak or act.
Approach each interaction with respect, regardless of
whether you believe that the other person’s behaviors
“earn” or even elicit that respect.
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• 2. Be intentional in your communications.
• Plan to listen to the other person without interruption &
practice effective listening skills.
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• 3. Become a bridge builder & act in a
manner that creates an inclusive work
environment.
• Look for various ways to have diversity in work teams and
committees as well as in individual associations
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• 4. Appreciate the value of diverse opinions in
developing approaches to varying situations.
• Recognize that it does not equate to agreement if you listen,
clarify what was said, and ask questions to gain an
understanding of others’ opinions.
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• 5. Understand that conflicts will occur in the
workplace & take responsibility for your
actions, regardless of the situation.
• Take time to understand your triggers or “hot buttons.”
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• 6. Guard against acting impulsively based
on negative assumptions about another’s
intent, as that can lead to damaged
relationships.
• Take time to analyze relevant facts and to reconsider your
assumptions.
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• 7. Avoid tendencies to become caught up in
gossip, complaining, or other forms of
negativity in day-to-day interactions.
• Be mindful of the following quote by Ruth Anne Crouse,
“What Peter tells me about Paul tells me more about Peter
than it tells me about Paul.”
Recognize that your actions will influence how others perceive
you.
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• 8. View today’s difficult situations from a
broader & more realistic perspective by
considering what they mean relative to the
overall scheme of things.
• Ask yourself questions such as, “How will I look back on these
circumstances in a week, month, or year?”
•
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• 9. Be supportive of your organization in your
communications both inside & outside of the
workplace.
• Ensure that any comments that you make place the
organization (including departments and individuals) in a
positive yet realistic light.
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• 10. Pay attention to how respectful you are in
your communications and other actions on an
ongoing basis.
• Rate yourself (for instance, on a scale of 1-10) periodically after
interactions to measure your success and to identify
opportunities for improvement.
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Jim Taylor, a psychologist at the University of San Francisco, writing in the Huffington
Post, contends that:
“Civility is about something far more important than how
people comport themselves with others.
Rather, civility is an expression of a fundamental
understanding and respect for the laws, rules, and norms
(written and implicit) that guide its citizens in
understanding what is acceptable and
unacceptable behavior.
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Making this work for your organization
• Understand and respect individual differences:
• Keep an open mind toward others who are different from you.
Remember that not everyone sees things the same way you do.
Important Steps!
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Playing Nice with Others
All I Really Need To Know I Learned In Kindergarten http://www.robertfulghum.com/
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Play Nice!
Share everything.
Play fair.
Don't hit people.
Put things back where you found them.
Clean up your own mess.
Don't take things that aren't yours.
Say you're sorry when you hurt somebody.
Wash your hands before you eat.
Flush.
All I Really Need To Know I Learned In Kindergarten http://www.robertfulghum.com/
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Finish this statement A woman’s place is in the ______________
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The next
Equal Pay Day
is April , 2019.
This date symbolizes
how far into 2019
women must work
To earn what men earned earned in 2018
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Expansion of Rights Under Selected State Laws:
10/06/15 California
10/21/15 New York
05/19/16 Maryland
08/01/16 Massachusetts
97
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Gender in the U.S.
Breadwinner A traditional gender role found in the US that views
males as being responsible for the economic support and protection of the family.
Housewife A traditional gender role found in the US that views
females as responsible for child-rearing and domestic activities.
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#solveharassment Report available at:
www.eeoc.gov/task_force/
harassment/report.cfm
Preventing Harassment through Systemic Enforcement &Targeted Outreach
Rebooting Harassment Prevention
Harassment continues to be
one of the most frequently
raised complaint—
• over 30% of all private
sector cases
• 43% of Federal sector cases
A Bipartisan Effort
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Employers should
consider Workplace
Civility Training and
Bystander
Intervention Training.
An It’s On Us
campaign in the
workplace
could be a
game changer.
Findings
Workplace
harassment
remains a
persistent
problem.
Workplace
harassment
too often goes
unreported.
Employers
need
compliance
training that is
effective.
There is a
compelling
business case
for preventing
harassment.
Leadership and
accountability
can prevent
harassment.
The good news:
We have some
creative ideas.
Workplace risk
factors should be
evaluated.
Training is
important, but it
needs to be
the right
training.
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Check out the Checklists!
https://www.eeoc.gov/eeoc/task_force/harassment/upload/report.pdf
Appendix B: Checklists for Employers
1. Leadership & Accountability p. 79
2. Anti-Harassment Policy p. 80
3. Reporting Procedures & Investigations p. 81
4. Compliance Training p. 82
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Homogeneous workforces
Workplaces where some
workers do not conform to
workplace norms
Cultural and language
differences in the workplace
Workforces with many young
workers
Workplaces that rely on customer service or client
satisfaction
Decentralized workplaces
Workplaces with significant power
disparities
Workplaces where work is
monotonous or consists of low-intensity tasks
Workplace cultures that tolerate or
encourage alcohol consumption
Isolated workspaces
Workplaces with ‘high value’ employees
Coarsened social discourse outside
the workplace
How does your workplace compare? Check out Appendix C: Risk Factors & Responses for strategies to reduce harassment
https://www.eeoc.gov/eeoc/task_force/harassment/upload/report.pdf
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Prevalence of Sex-Based Harassment Varying Definitions
Most Conservative
Estimate
25% of women experience
“sexual harassment,” if not
defined in the survey.
25% 40%
More Accurate Estimate
40% of women experience
unwanted sexual attention or
sexual coercion, even if they
don’t label it as “sexual
harassment.”
60%
Most Accurate
Estimate
60% of women
experience unwanted
sexual attention or sexual
coercion, OR sexually
crude conduct or sexist
comments in the
workplace.
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104
Harassment is HUGELY UNDER-REPORTED
Upwards of 85% of
people never file a
formal legal charge.
Approximately 70%
of employees never
even complain
internally.
85% 70%
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105
Common Responses to Harassment
Avoid the harasser
Downplay the gravity of
the situation
Attempt to forget
the harassment
Endure the behavior
Leave the job, if one can
Seek support from
family & friends
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106
IT’S ON US- IN THE WORKPLACE
Employees should feel a sense of
collective responsibility &
empowerment
to stop harassment at work.
EEOC wants to act as a catalyst
to help launch an
“It’s on Us” campaign
in the workplace.
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Resourc
es
• Webershandwick.com. Civility in America 2011. Weber Shandwick. Powell Tate. KRC Research.
• Harvard Business Review. The Price of Incivility. Christine Porath and Christine Pearson. Jan. 26,
2013.
• HR Times Magazine. 7 Steps to a Bully-Free Workplace: Deliver a culture of civility to your organization
& sustain the positive change. Catherine Michael Mattice, M.A. 4th Quarter, Vol 3, Issue 4.
• www.NoWorkplaceBullies.com
• Human Resource Development Quarterly. Managing Workplace Incivility: The role of Conflict
Management Styles - Antecedent or Antidote? Jeannie Trudel, Thomas G. Reio Jr. Vol. 22, no. 4,
Winter 2011. Wiley Periodicals.
• Academy of Management Review. Unseen Justice: Incivility as modern discrimination in organizations.
Cortina L.M. 2008. 71.
• Hreonline.com. How Rude. Jared Shelly, July 29, 2013.
• WashingtonPost.com. Joyce E.A. Russell. Cultivating civility in the workplace. June 17, 2012.
• SHRM.org. Managing Difficult Employees and Disruptive Behaviors. Toolkits. 4/10/12.
• SHRM HR Magazine. Incivility Rising. Donna M. Owens. Vol. 57 No.2. 2/1/12.
• www.Civilitypartners.com
• Journal of Business and Psychology. The impact of organizational culture on attraction and recruitment
of job applicants. Catanzaro, D., Moore, H., & Marshall, T.R. (2010). 25 (4), 649-662.
• The Tipping Point. Malcolm Gladwell, Jan. 7, 2002. Back Bay Books.
• The Great Workplace: How to Build It, How to Keep It, and Why It Matters. Michael Burchell and
Jennifer Robin. Jan. 4, 2011. Jossey-Bass.
• The Manager’s Book of Decencies. Steve Harrison. 2007. Adecco Management and Consulting.
www.tncwr.org
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Contact Information & Resources
U.S. Equal Employment Opportunity Commission
Joe Bontke M.Ed. Education & Outreach Coordinator
713 907 2855 cell
713 651 4994 Desk
@EEOC_Houston
Toll-free: 1-800-669-4000
TTY: 1-800-669-6820
www.eeoc.gov