A presentation I gave to a bank in 2018 on workplace harassment. Workplaces tend to focus on the "big" bullying type cases but overlook the micro aggressions, which contribute to a toxic culture and accumulatively can drive employees away.
Sexual Harassment
It is unlawful to harass a person (an applicant or employee) because of that person’s sex. Harassment can include “sexual harassment” or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature.
Harassment does not have to be of a sexual nature, however, and can include offensive remarks about a person’s sex. For example, it is illegal to harass a woman by making offensive comments about women in general.
Both victim and the harasser can be either a woman or a man, and the victim and harasser can be the same sex.
Although the law doesn’t prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision (such as the victim being fired or demoted).
The harasser can be the victim's supervisor, a supervisor in another area, a co-worker, or someone who is not an employee of the employer, such as a client or customer.
Sexual Harassment
It is unlawful to harass a person (an applicant or employee) because of that person’s sex. Harassment can include “sexual harassment” or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature.
Harassment does not have to be of a sexual nature, however, and can include offensive remarks about a person’s sex. For example, it is illegal to harass a woman by making offensive comments about women in general.
Both victim and the harasser can be either a woman or a man, and the victim and harasser can be the same sex.
Although the law doesn’t prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision (such as the victim being fired or demoted).
The harasser can be the victim's supervisor, a supervisor in another area, a co-worker, or someone who is not an employee of the employer, such as a client or customer.
9 Common Workplace Violence Myths Putting Your Company At Risk and preventing the creation, implementation, and kind of employee training that creates the kind of security minded culture which truly handles the problem of violence in the workplace, before, during, and after an incident should one occur.
When it comes to workplace violence, just as with anything else in life, we can't do much about what people believe in general about the world around them. We can, however, take personal responsibility for what we believe ourselves - especially when our beliefs center around our own personal safety, and the safety of those we're responsible for.
This presentation explores the most common myths about workplace violence and how these unfounded beliefs actually serve to perpetuate and aggravate the problem of violence in the workplace.
Myth #1: Workplace violence incidents are rare.
Unfortunately, we can find ourselves living in a bubble of complacency. And, unless we're shaken out of our sleepwalking state by a terrifying news story, we tend to not notice less horrific things around us.
While it is true that the number of murders occurring from a workplace violence attack have lowered over the past few years, we shouldn't be limiting our focus to just homicide. In fact, according to OSHA, there are over 1 million reported incidents of assault each year, just in the United States alone. And, since it's estimated that only about half of all incidents are ever reported, that the total is closer to 2 million. And, this doesn't include the approximately 1,000 homicides and 51,000 sexual assaults!
Myth #2: It will never happen here.
I call this the "Ostrich Syndrome." You know, the belief that, "if I bury my head in the proverbial sand, I can make danger disappear." The truth is that workplace violence can happen in any business, at anytime, and anywhere. And, it does. In fact, I've consulted with executives, business owners, and employees from, not only the US, but also Canada, Germany, England, France, Japan, and Thailand. And... the story is the same: Today's workplaces are the most violent environments in which you can find yourself.
Stewart v. AAPS: How a High-Stakes Case Won Justice for a Woman Who Spoke Out...The Law Buzz
Dermatologist Patricia Stewart spoke up against the inappropriate and illegal activity she witnessed at work, and she paid dearly when AAPS retaliation led to millions of dollars in damage to her career. But she fought back and won big.
There are too few books on this serious problem that adversely affects millions of people every day. Considering the magnitude of bullying in the workplace, there is limited research and practical advice available for those affected by it, and even less information on how to move forward after being bullied. If you are in a toxic job or workplace, you are not alone. Brilliant Not Bullied is packed full of advice for how to move forward, heal and start living the life you really want.
Creating a Culture of Respect, Civility + Diversity: How to Address Sexual Ha...Kegler Brown Hill + Ritter
Tony presented to Ashtabula SHRM on September 12 as a training session for preventing sexual harassment in the workplace. Reviewing how recent allegations of celebrity workplace harassment has captured headlines worldwide, and how the #MeToo movement has empowered employees to speak up, Tony that bad behavior that should not be tolerated, but doing the minimum to comply with state and federal employment will not be enough for workplaces in the 21st Century.
Actions in dealing with allegations of sexual harassment speak louder than words. Therefore, Tony explained that companies must create a culture of respect, civility and diversity, and stressed how the negative impact sexual harassment claims can have on a company can tarnish its reputation and make hiring more difficult in the future. Tony provided different strategies for training, policies and many other aspects of responding to inappropriate behaviors in the workplace for supervisors and HR professionals to help avoid liability on sexual harassment issues.
Bullying at schools might get more of the attention in the media today, but bullying in the workplace is just as serious a subject — and sometimes more so. While physical bullying in the workforce is rare, there are many forms of bullying that occur every day in workplaces across America and the world. HR can reduce bullying, which in turn will help companies attract and keep talented staff. (If you don’t, your competition will.) In this Spotlight Webinar, Edward Stern, former senior economist and policy analyst at the U.S. Department of Labor, will address key indicators of workplace bullying and how HR can actively avert costly lawsuits in their wake. A win for both employers and employees.
In this session, you will learn:
How to identify bullying in the workplace.
How to set policies on workplace bullying.
How to collect incident information.
How to empower your HR staff to enforce policies on workplace bullying.
Workplace Bullying is Everywhere - What HR Needs to KnowCareerminds
What HR Professionals Need to Know About Workplace Bullying
Workplace bullying, just like childhood bullying, is when individuals or groups intentionally humiliate another person. At school, the victim is another student. At work, it is another employee—and it may be more rampant than you think!
In 2012, the Workplace Bullying Institute conducted a survey about the prevalence of bullying in the workplace (http://www.workplacebullying.org/multi/pdf/WBI-2012-StrategiesEff.pdf). Fifty-eight percent of respondents reported being bullied currently, 39% reported having been bullied in the past, and 3% reported having witnessed workplace bullying. Most perpetrators (63%) and victims (79%) were women. Women bullies torment women in 89% of cases; men bully women in 63% of cases. Most of the bullies (75%) are bosses; 18% are coworkers or peers, and 7% are subordinates.
The effect of bullying can range from lower job satisfaction and health complaints to suicide. Stress is the most predominant health effect associated with bullying in the workplace and can result in an increase in the use of sick days or time off from work. Workplace bullying is also expensive: Author Robert Sutton reports that one company estimated annual losses of $160,000 from handling problems caused by one salesman’s bullying behaviors.
In this interactive online training program, participants will learn:
What employees can do if they are being bullied at work
What employers can do to create a zero tolerance toward workplace bullying
The benefits of addressing workplace bullying
How to manage real-life scenarios
ABOUT THE PRESENTER
Judy Lindenberger
President, The Lindenberger Group
Judy Lindenberger "gets" leadership. She is a certified career coach and HR consultant capable of coupling personal growth with professional development, which is why top companies and individuals invite her to work with them. Judy's background includes designing and facilitating the first-ever sexual harassment prevention training for federal government workers, leading the management training department for a major financial organization, and creating a highly successful, global mentoring program for a Fortune 500 company which won the national Athena Award for Mentoring for two consecutive years. Her work has appeared in the Wall Street Journal, Training and Development Magazine, and other publications. Judy holds an MBA in human resources and is based in New Jersey.
No More 'Business as Usual' - Creating a Safe Work Environment and Avoiding L...techservealliance
Presenters:
Dana C. Shaw-Arimoto, Founder & CEO, Phoenix 5
Diane Geller, Partner, Fox Rothschild LLP
With heightened awareness of harassment brought about by the #metoo and #timesup movements, it’s more important than ever to maintain a safe and professional environment for your entire team. Failure to do so can have a devastating impact on both a business and personal level. In this session, you will learn how to implement an effective preventative approach to sexual harassment, discrimination and workplace bullying without discouraging desirable behaviors that contribute to your company’s success.
This session does not replace legal consultation and should not be considered legal advice. We highly recommend you discuss all of these issues with your own legal counsel.
9 Common Workplace Violence Myths Putting Your Company At Risk and preventing the creation, implementation, and kind of employee training that creates the kind of security minded culture which truly handles the problem of violence in the workplace, before, during, and after an incident should one occur.
When it comes to workplace violence, just as with anything else in life, we can't do much about what people believe in general about the world around them. We can, however, take personal responsibility for what we believe ourselves - especially when our beliefs center around our own personal safety, and the safety of those we're responsible for.
This presentation explores the most common myths about workplace violence and how these unfounded beliefs actually serve to perpetuate and aggravate the problem of violence in the workplace.
Myth #1: Workplace violence incidents are rare.
Unfortunately, we can find ourselves living in a bubble of complacency. And, unless we're shaken out of our sleepwalking state by a terrifying news story, we tend to not notice less horrific things around us.
While it is true that the number of murders occurring from a workplace violence attack have lowered over the past few years, we shouldn't be limiting our focus to just homicide. In fact, according to OSHA, there are over 1 million reported incidents of assault each year, just in the United States alone. And, since it's estimated that only about half of all incidents are ever reported, that the total is closer to 2 million. And, this doesn't include the approximately 1,000 homicides and 51,000 sexual assaults!
Myth #2: It will never happen here.
I call this the "Ostrich Syndrome." You know, the belief that, "if I bury my head in the proverbial sand, I can make danger disappear." The truth is that workplace violence can happen in any business, at anytime, and anywhere. And, it does. In fact, I've consulted with executives, business owners, and employees from, not only the US, but also Canada, Germany, England, France, Japan, and Thailand. And... the story is the same: Today's workplaces are the most violent environments in which you can find yourself.
Stewart v. AAPS: How a High-Stakes Case Won Justice for a Woman Who Spoke Out...The Law Buzz
Dermatologist Patricia Stewart spoke up against the inappropriate and illegal activity she witnessed at work, and she paid dearly when AAPS retaliation led to millions of dollars in damage to her career. But she fought back and won big.
There are too few books on this serious problem that adversely affects millions of people every day. Considering the magnitude of bullying in the workplace, there is limited research and practical advice available for those affected by it, and even less information on how to move forward after being bullied. If you are in a toxic job or workplace, you are not alone. Brilliant Not Bullied is packed full of advice for how to move forward, heal and start living the life you really want.
Creating a Culture of Respect, Civility + Diversity: How to Address Sexual Ha...Kegler Brown Hill + Ritter
Tony presented to Ashtabula SHRM on September 12 as a training session for preventing sexual harassment in the workplace. Reviewing how recent allegations of celebrity workplace harassment has captured headlines worldwide, and how the #MeToo movement has empowered employees to speak up, Tony that bad behavior that should not be tolerated, but doing the minimum to comply with state and federal employment will not be enough for workplaces in the 21st Century.
Actions in dealing with allegations of sexual harassment speak louder than words. Therefore, Tony explained that companies must create a culture of respect, civility and diversity, and stressed how the negative impact sexual harassment claims can have on a company can tarnish its reputation and make hiring more difficult in the future. Tony provided different strategies for training, policies and many other aspects of responding to inappropriate behaviors in the workplace for supervisors and HR professionals to help avoid liability on sexual harassment issues.
Bullying at schools might get more of the attention in the media today, but bullying in the workplace is just as serious a subject — and sometimes more so. While physical bullying in the workforce is rare, there are many forms of bullying that occur every day in workplaces across America and the world. HR can reduce bullying, which in turn will help companies attract and keep talented staff. (If you don’t, your competition will.) In this Spotlight Webinar, Edward Stern, former senior economist and policy analyst at the U.S. Department of Labor, will address key indicators of workplace bullying and how HR can actively avert costly lawsuits in their wake. A win for both employers and employees.
In this session, you will learn:
How to identify bullying in the workplace.
How to set policies on workplace bullying.
How to collect incident information.
How to empower your HR staff to enforce policies on workplace bullying.
Workplace Bullying is Everywhere - What HR Needs to KnowCareerminds
What HR Professionals Need to Know About Workplace Bullying
Workplace bullying, just like childhood bullying, is when individuals or groups intentionally humiliate another person. At school, the victim is another student. At work, it is another employee—and it may be more rampant than you think!
In 2012, the Workplace Bullying Institute conducted a survey about the prevalence of bullying in the workplace (http://www.workplacebullying.org/multi/pdf/WBI-2012-StrategiesEff.pdf). Fifty-eight percent of respondents reported being bullied currently, 39% reported having been bullied in the past, and 3% reported having witnessed workplace bullying. Most perpetrators (63%) and victims (79%) were women. Women bullies torment women in 89% of cases; men bully women in 63% of cases. Most of the bullies (75%) are bosses; 18% are coworkers or peers, and 7% are subordinates.
The effect of bullying can range from lower job satisfaction and health complaints to suicide. Stress is the most predominant health effect associated with bullying in the workplace and can result in an increase in the use of sick days or time off from work. Workplace bullying is also expensive: Author Robert Sutton reports that one company estimated annual losses of $160,000 from handling problems caused by one salesman’s bullying behaviors.
In this interactive online training program, participants will learn:
What employees can do if they are being bullied at work
What employers can do to create a zero tolerance toward workplace bullying
The benefits of addressing workplace bullying
How to manage real-life scenarios
ABOUT THE PRESENTER
Judy Lindenberger
President, The Lindenberger Group
Judy Lindenberger "gets" leadership. She is a certified career coach and HR consultant capable of coupling personal growth with professional development, which is why top companies and individuals invite her to work with them. Judy's background includes designing and facilitating the first-ever sexual harassment prevention training for federal government workers, leading the management training department for a major financial organization, and creating a highly successful, global mentoring program for a Fortune 500 company which won the national Athena Award for Mentoring for two consecutive years. Her work has appeared in the Wall Street Journal, Training and Development Magazine, and other publications. Judy holds an MBA in human resources and is based in New Jersey.
No More 'Business as Usual' - Creating a Safe Work Environment and Avoiding L...techservealliance
Presenters:
Dana C. Shaw-Arimoto, Founder & CEO, Phoenix 5
Diane Geller, Partner, Fox Rothschild LLP
With heightened awareness of harassment brought about by the #metoo and #timesup movements, it’s more important than ever to maintain a safe and professional environment for your entire team. Failure to do so can have a devastating impact on both a business and personal level. In this session, you will learn how to implement an effective preventative approach to sexual harassment, discrimination and workplace bullying without discouraging desirable behaviors that contribute to your company’s success.
This session does not replace legal consultation and should not be considered legal advice. We highly recommend you discuss all of these issues with your own legal counsel.
Sexual harassment training for supervisors and managersJudy Magee, J.D.
training for managers and supervisors on sexual harassment. What is it, how to handle. Includes scenarios to practice what was learned in the training class.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Public Speaking Tips to Help You Be A Strong Leader.pdf
Death by a Thousand Cuts
1. Be a Man
Death by a
Thousand Cuts
Animah Kosai
A Talk on Workplace Harassment & Sexual Harassment
I wouldn’t wipe my
a#@* with that!
I don’t like women
You’re not fulfilling your role and
are disrespectful to me
You’re no good
All Indians are like that
no one is going to hire you back in the Oil & Gas Industry
Let the Dean cut you down to size and show you the exit door
She’s high maintenance,
Hahaha
I dream of you every night
If you tell anyone, you’ll never
get a job in banking again
Speak
Up
2. Speak
Up Harassment
Harassment is unwelcome conduct that is based on race, color, religion, sex
(including pregnancy), national origin, age (40 or older), disability or genetic
information. Harassment becomes unlawful where 1) enduring the offensive
conduct becomes a condition of continued employment, or 2) the conduct is
severe or pervasive enough to create a work environment that a reasonable
person would consider intimidating, hostile, or abusive
EEOC Definition
Examples:
Offensive jokes, name-calling, physical assaults or threats, intimidation,
ridicule or mockery, insults or put-downs, offensive objects or pictures, and
interference with work performance.
Bullying, isolating colleagues, gossiping.
3. Speak
Up Sexual Harassment
Sexual harassment is unwanted behaviour of a sexual nature
which:
• violates your dignity,
• makes you feel intimidated, degraded or humiliated and
• creates a hostile or offensive work environment.
UK Citizen’s Bureau Definition
Forms:
Physical
Verbal
Visual
Gestures
Written/Digital
Psychological
4. RAPE
Sexual
Assault
TYPE
IMPACT,FREQUENCY&POWER
Acts with
Consent
Verbal sexual jokes
Asks for sexual favours
promising career progression/
perception of adverse impact if
not given
Suggestive
messages
Date
invitation
Light
unwanted
touching,
hugging
Touching
areas
normally
concealed
Forcing
oneself,
kissing,
squeezing,
rubbing
Flashing,
masturbating
Creating atmosphere where
sexual harassment continues
Threatening
messages
e.g. rape
Explicit
images in
workplace
Cat calls
Gradations of workplace sexual harassment
Fails to act on harassment
reports
Sexual
advances
Sexual hints
Sexual
gesturesLustful staring
STALKING
Consent No Consent
Explicit
images of
self or victim
Flirting
Act is
more
serious
with
more
power
Speak
Up
5. Percentage of People Sexually Harassed
at Work
Percentage
Speak Up Survey
UK
US
EU
Asia Pacific
Singapore
0 17.5 35 52.5 70
Sources:
Speak Up Survey Oct 2017 (65% Malaysia, including UK, US etc.)
Singapore: 2008 AWARE Survey http://www.aware.org.sg/training/wsh-site/14-statistics/
UK: 2016 TUC Survey https://www.tuc.org.uk/sites/default/files/SexualHarassmentreport2016.pdf
US: 2015 Cosmopolitan Survey https://www.huffingtonpost.com/2015/02/19/1-in-3-women-sexually-harassed-work-
cosmopolitan_n_6713814.html
European Union & Asia Pacific: 2011 UN http://endviolence.un.org/pdf/pressmaterials/unite_the_situation_en.pdf
54%
52%
33%
40-50%
30-40%
63%
Speak
Up
6. SPEAK UP SURVEY ON WORKPLACE SEXUAL HARASSMENT
‣ 62% have been
sexually harassed.
▸ 30% unwanted
touching
▸ 2.6% sexual
assault/rape
‣ 52% verbal
Speak
Up
7. SPEAK UP SURVEY ON WORKPLACE SEXUAL HARASSMENT
‣ 50% by the boss/
senior person in
the organisation
▸ 26% by an
influential
outsider
▸ 48% by peers
WHO SEXUALLY HARASSED YOU?
Speak
Up
8. SPEAK UP SURVEY ON WORKPLACE SEXUAL HARASSMENT
40% have a policy
15% give training
19% have a process
10% special training for HR to handle SH reports
14% have a hotline
42% say none/not aware
11% occasional talk
18% non-retaliation policy
9% onboarding training
Speak
Up
WHAT DOES YOUR ORGANISATION HAVE TO ADDRESS SEXUAL HARASSMENT?
9. WHAT DID YOU DO WHEN YOU EXPERIENCED SEXUAL HARASSMENT?
▸ 44% kept quiet
▸ 35% told harasser
it is wrong
▸ 14% told HR/
management
▸ 15% left the
organisation
SPEAK UP SURVEY ON WORKPLACE SEXUAL HARASSMENTSpeak
Up
10. WHY DIDN’T YOU REPORT TO HR/ MANAGEMENT?
SPEAK UP SURVEY ON WORKPLACE SEXUAL HARASSMENT
23% fear harasser will retaliate
11% do not want to relive trauma
31% fear adverse career impact
21% fear not being believed
20% fear being blamed
25% say harasser will influence HR
17% don’t want to get harasser into trouble
46% don’t believe HR will act
Speak
Up
12. Speak
Up
What happens to the company if you ignore
harassment?
• Reputation damaged
• Trust erosion, e.g. government institutions like Parliament and Congress
• Business loss: The Weinstein Company
• Criminal charges: UK and US police investigating Weinstein, Spacey
• Lawsuits: The Weinstein Company - in UK, claim for damages
• Settlements: Since 1997, Congress paid $17 million for 268 harassment/
discrimination claims
• Share value drop:Uber, writes downs as high as 15%
• CEO has to go: Travis Kalanick, Dave McClure
• Terminations: Spacey, Weinstein, Uber fired over 20 after external investigation of
215 claims
13. Speak
Up
• Low morale
• Absenteeism, sick leave, anxiety, depression
• Resignations
• Low productivity, goals not met
• Once high performers lose their shine, become demotivated
• Less likely to pursue ambition, settles by playing safe, leaves the
workforce. Big factor in retaining women as talent
• A toxic workplace, emboldening those who harass
What happens to the employees if you ignore
harassment?
16. TESCO accountants allege being bullied into
manipulating accounts.
Ex CEO, CFO and Manager charged. Trial ongoing
17. Wells Fargo was
ordered by the Labor
Department to pay $5.4
million and rehire a
whistleblower who was
fired after calling the
ethics hotline to report
suspected fraud.
Source: CNN Money
One former Wells Fargo
human resources official
even said the bank had a
method in place to
retaliate against tipsters.
He said that Wells Fargo
would find ways to fire
employees "in retaliation
for shining light" on sales
issues. It could be as
simple as monitoring the
employee to find a fault,
like showing up a few
minutes late on several
occasions, CNN Money
19. Speak
Up When I witness harassment
• Intervene - say something
• Offer support - practical, emotional
• Counsel the harasser
• Report it
Your options may depend on power dynamics. If you are senior, with HR or
Compliance, it is incumbent upon you to act.
DO NOT
• Stay silent
• Laugh along
• Encourage the harasser
20. Speak
Up When I am harassed
• Inform harasser that this is harassment:
eg, when you call me stupid, I feel undermined and it affects my work performance. If
you continue to do this, it is harassment.
• Document each incident, as detailed as possible, immediately after the incident. E-
mail the details to yourself, trusted colleagues.
• Retain evidence, eg text messages, e-mails.
• Speak to someone for emotional and practical support. Keeping it to yourself can
affect you emotionally and physically.
• Note if you are changing work habits - eg, avoiding the person etc. (Being aware of
how the harassment impacts you).
• Inform your boss
• Report it
DO NOT Stay Silent
Harassers repeat the
behaviour with others
21. Speak
Up Watching the harasser
HARASSER TRAITS BINGO
Distract
Change the
Narrative
Turn attention to
the Victim
Get followers to
laugh at Victim
Blame the Victim Play the Victim Name calling Humiliate
Create conflict/
toxic environment
Intimidate/
threaten
Deny lie
Twist the truth
Gaslight
SPEAK UP
22. Speak
Up When I have harassed
• Apologise as soon as becoming aware that you have crossed the
line (unless the person is traumatised - then express it to HR).
• Accept responsibility. DO NOT deny, make excuses or dismiss the
person’s feelings. Admit you were wrong.
• Be genuine in not repeating it.
• If you have anger management issues, seek help.
• Be conscious of what you say/do
• Get support from a trusted colleague to shadow you and give
feedback
23. Speak
Up When I lead
For Management, HR and
Compliance
• Role model
• Set the tone
• Remind people of policy
• Take action
• Policy
• Process
• Reporting channel
• Investigation
protocol
• Leadership
• Diversity
• Effective training &
awareness
• Regular climate surveys
& reviews
DO NOT ignore harassment
or bury your head in the
sand. Instead of going away,
the workplace gets more
toxic
24. Speak
Up The Speak Up Journey
• Clarity on areas to speak up
• Identifying barriers to speaking up
• Overcoming the barriers
• Learning to listen and receive
feedback
• Creating safe spaces
&
Listen