Training

1. 4D Training®
Workplace Harassment
Quick Reference Guide
If Someone Files a
Complaint Against You…
What is Sexual Harassment?
Get a lawyer.
You need professional advice to help you
determine what your workplace rights are and
your legal rights. Seek out a lawyer who
specializes in employment law or harassment law.
(Your union may be able to assist you with this.)
Although this may require an initial investment of
time and money, it will likely save you much stress
and heartache.
True or false?
Take some time and think about the accusation
against you. Most accusations have some grain of
truth in them; the conflict lies in the interpretation
of behavior. Try to write down the events that may
affect this case. Include the date, time, witnesses,
and your description of the event.
Do not contact your accuser.
Never, ever attempt to speak to your accuser
directly. This can make things much worse; you
may be perceived as trying to intimidate or silence
him/her.
Use the opportunities given to you.
Do your best to be professional, unemotional,
nondefensive, cooperative, and rational during the
process. If mediation is offered, accept it (as long
as your attorney thinks it is a good idea). Being
In order for behavior to be considered sexual harassment, it must contain three
elements.
· It is of a sexual nature.
· It is unwelcome.
· It has detrimental consequences.
There are two types of sexual harassment.
Quid Pro Quo
The name for this type of harassment is Latin for “this for that.” In essence, this type
of harassment occurs when an employer says that s/he will give an employee this
job, this promotion, this benefit, for that sexual favor.
Hostile Environment
This type of harassment is much more difficult to pin down. It occurs when the
harassing behavior creates a hostile, negative work environment for the employee.
Behavior Categories
The U.S. Merit Systems Protection Board found that unwelcome behavior can fall
into seven categories.
1) Sexual teasing, remarks, jokes, or questions
2) Pressure for dates
3) Letters, e-mail, telephone calls, or materials of a sexual nature
4) Sexual looks or gestures
5) Deliberate touching, leaning over, cornering, or pinching
6) Pressure for sexual favors
7) Actual/attempted sexual assault or rape
The Complaint Process

2. angry and vindictive will not accomplish anything,
and it may sway the outcome against you.
Get psychological support.
Being accused of harassment isn’t fun for anyone.
Make sure you have a system of friends and
family that knows what you are going through and
who support you. You may also want to consider
professional therapy to help you address this
situation and the influences that led to it. For
some people, a crisis like this forces them to
address long-standing issues and in the end,
helps them improve their lives and themselves.
Note: Mediation may not be appropriate for all complaints, particularly sexual
harassment complaints. If mediation is not appropriate, investigation begins after
the complaint is filed.
Saying No
There are three steps to a good NO.
· Stay calm. Keep your hands at your sides.
· Speak firmly but at a normal volume.
· Say No. If possible, add the behavior you
want them to stop, but do not add feelings,
justification, or padding.
It is crucial to keep your NO calm and assertive.
© 2007-2008 Velsoft International Inc. All rights reserved. Call 1-800-737-4199 to order all of the Velsoft Quick Reference Guides

3. Scenarios and Solutions
A team member has a habit of yelling at his/her co-workers.
The manager needs to take the person aside and say something
like, “When you’re speaking, a lot of people find your tone of voice
very loud and interpret it as you yelling. Would you be able to turn
down the volume a bit?”
A team member often touches his/her co-workers when
speaking.
The manager needs to take the person aside and say something
like, “I’ve noticed that you’re very touchy-feely with your co-workers.
I know we’re pretty close as a team, but this behavior
might make some people uncomfortable.”
The manager is interested in a team member.
If you find yourself attracted to someone that you supervise, you
need to take a close look at your motives. Look at your internal
values, the rules in the company, and how a relationship between
you and this person could affect the team. Think about the long-term
effects: good days, bad days, break-ups, or even pregnancy.
If you decide that a relationship with this person isn’t the right thing
to do, and s/he isn’t aware of your interest, then forget about it. If,
on the other hand, the person is aware of your interest, you need
to say to them privately, “I like you, but this can’t go any further.”
On the other hand, if you decide that a relationship with this
person is the right thing to do, keep it completely separate from
work. Don’t arrive at work or leave work together, don’t go to lunch
together, don’t e-mail or call each other at work about personal
matters, and above all, don’t discuss the relationship while at work.
A team member is interested in their manager.
As the manager, be very careful not to assume. If you broach the
issue, do so in private, and say something like, “I’m getting some
vibes that you’re interested in me. Am I right?” This gives the other
person a chance to explain how they feel.
If the person is indeed interested, make the rejection impersonal.
“Sorry, but this just isn’t a good time for me,” is always a good
rebuttal to unwanted advances.
A team member often wears provocative clothing.
This is a very touchy situation. Some people unintentionally act or
A team member has a Playboy calendar in his/her
cubicle.
This is definitely inappropriate in a work environment and it could
actually make your company more liable to sexual harassment
lawsuits, as provocative images are seen to create a hostile
environment. All you need to say is, “That’s not appropriate and it
needs to be removed.”
You think a team member has made a decision based on
a non-business reason (age, race, gender, etc.).
If you’re unsure of the reasons for a team member’s decision, ask
them about it. If they hedge or can’t come up with a solid business
reason, then help them re-evaluate their decision.
Two people on your team are becoming interested in
each other.
Once again, the key is communication. Whether you know or just
suspect that two people are becoming involved, you need to
address it immediately. Set up meetings with each individual
separately, and not one right after another. Say something like, “It
seems like you and so-and-so have developed some kind of
relationship. I wanted to talk to each of you separately. Just you
know, the rules are…” This ensures that they know they’re being
monitored and they have no excuse for rule-breaking.
You should also discuss the implications at work; for example, how
other co-workers can feel if the team members are discussing their
date the night before. You should also emphasize that the
relationship needs to stay outside work.
Person A is interested in Person B, but Person B isn’t
interested and has asked you to relay the message.
Speak to Person B in private and say something like, “Person A
asked me to tell you s/he isn’t interested.”
The conversation can go one of two ways. If Person B says that
they were never interested, or that they understand that Person A
is not interested, say, “That’s good. Now that you’re aware that
you’ve been misunderstood, please apologize to him/her and make
sure you don’t give that impression again. Talk to him/her only
about work and don’t touch him/her.”
If Person B admits that they were interested but also believes that
Person A is interested, say something like, “He felt that he wasn’t

4. dress in a certain way that invites the wrong kind of attention. You
need to address this situation before it escalates, but you don’t
want to blame the person, especially if they have been receiving
the wrong kind of attention. You can deal with this two ways:
create a rule, or talk to the person individually. If you choose the
latter route, be very careful in what you say.
Team members have broken up but still have to work
together.
First, you should speak to the two individuals separately, and
again, not right after each other. Express your sorrow for their
situation and explain that work needs to continue as usual. Ask
what solutions you can offer that will help: separating their
cubicles, changing work assignments, or simply providing moral
support. Do what you can to help the employees maintain their
focus on work and be teammates rather than exes.
making himself clear, so he asked me to pass along the message. I
want everyone on the team to feel comfortable so that we can all
work together.”
If Person B still can’t accept that Person A is not interested, point
out that their actions could be interpreted as sexual harassment.
That should be enough to stop him/her.
Person A is interested in Person B, but Person B isn’t
interested. Person A won’t leave Person B alone, so
Person B has asked you to intervene.
Ask what Person A is specifically doing and if Person B has asked
them to stop. If Person B has asked them to stop, follow the steps
in the situation above (Person A is interested in Person B, but
Person B isn’t interested and has asked you to relay the message).
Try to get a sense of how serious this issue is. If Person B feels
that they are being harassed, advise them of their options.
© 2007-2008 Velsoft International Inc. All rights reserved. Call 1-800-737-4199 to order all of the Velsoft Quick Reference Guides