This document summarizes updates to a workplace harassment policy and procedures based on Bill 132 legislation. It expands the definition of workplace harassment to include sexual harassment. It outlines new requirements for employers including developing a written policy in consultation with employees, conducting annual reviews, investigating all complaints, allowing external investigations, and informing parties of investigation outcomes. It discusses employee rights and duties such as reporting harassment and participating in investigations. It provides examples of harassment including yelling, threats, unwanted sexual advances, name calling and isolating behaviors.
This presentation will:
- Discuss why preventing harassment matters: Examples and impact
- Explain basics of discrimination and harassment liability
- Focus on what sexual harassment is
- Outline what managers need to know to prevent or respond to harassment
Minimizing Exposure For Workplace Harassment And RetaliationTamsenL
This presentation is a good overview of harassment and retaliation law and provides practical guidance for minimizing employer liability associated with these issues.
Harassment is a form of employment discrimination that violates our Civil Rights an disturbs our professional and life performance.
Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information.
It can happen through negative actions and inflict an individual or a specific group of people.
And such conduct to be considered unlawful, it must create a work environment that would be intimidating, hostile, or offensive to reasonable people.
We have prepared a presentation to discuss this important subject, that affects us in some stages of our professional life.
What is Workplace Harassment?
Harassment is any unwelcome verbal or physical conduct based on protected bases (race, color, religion, sex, national origin, age, disability, retaliation, and sexual orientation) when:
The conduct culminates in a tangible employment action, or
The conduct was sufficiently severe or pervasive to create a hostile work environment.
How to Determine Harassment Exists?
To determine whether the harassment exists:
Evaluate frequency and severity of misconduct
Apply reasonable person standard
Would a reasonable person find the behavior hostile, intimidating or abusive?
Tangible effect on job not necessary
Psychological harm not necessary
What is Sexual Harassment?
EEOC defines sexual harassment as:
Unwelcome sexual advances
Requests for sexual favors
Other verbal or physical conduct of a sexual nature
Two most common forms of sexual harassment are:
Quid pro quo harassment
Hostile work environment harassment
Who Can Be Involved in Harassment?
Those who commit, employees at all levels:
Manager
Co-worker
Customers
Vendors
Members of opposite sex, members of same sex, etc.
Those who are targeted:
Victims
Bystanders
Witnesses who are affected by the harassment
How to Prevent and Respond to Harassment?
Review and understand company harassment policy
Comply with Title VII of the Civil Rights Act, which prohibits harassment and discrimination
Know how and when to respond to harassment issues
Report harassment immediately
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.
This presentation will:
- Discuss why preventing harassment matters: Examples and impact
- Explain basics of discrimination and harassment liability
- Focus on what sexual harassment is
- Outline what managers need to know to prevent or respond to harassment
Minimizing Exposure For Workplace Harassment And RetaliationTamsenL
This presentation is a good overview of harassment and retaliation law and provides practical guidance for minimizing employer liability associated with these issues.
Harassment is a form of employment discrimination that violates our Civil Rights an disturbs our professional and life performance.
Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information.
It can happen through negative actions and inflict an individual or a specific group of people.
And such conduct to be considered unlawful, it must create a work environment that would be intimidating, hostile, or offensive to reasonable people.
We have prepared a presentation to discuss this important subject, that affects us in some stages of our professional life.
What is Workplace Harassment?
Harassment is any unwelcome verbal or physical conduct based on protected bases (race, color, religion, sex, national origin, age, disability, retaliation, and sexual orientation) when:
The conduct culminates in a tangible employment action, or
The conduct was sufficiently severe or pervasive to create a hostile work environment.
How to Determine Harassment Exists?
To determine whether the harassment exists:
Evaluate frequency and severity of misconduct
Apply reasonable person standard
Would a reasonable person find the behavior hostile, intimidating or abusive?
Tangible effect on job not necessary
Psychological harm not necessary
What is Sexual Harassment?
EEOC defines sexual harassment as:
Unwelcome sexual advances
Requests for sexual favors
Other verbal or physical conduct of a sexual nature
Two most common forms of sexual harassment are:
Quid pro quo harassment
Hostile work environment harassment
Who Can Be Involved in Harassment?
Those who commit, employees at all levels:
Manager
Co-worker
Customers
Vendors
Members of opposite sex, members of same sex, etc.
Those who are targeted:
Victims
Bystanders
Witnesses who are affected by the harassment
How to Prevent and Respond to Harassment?
Review and understand company harassment policy
Comply with Title VII of the Civil Rights Act, which prohibits harassment and discrimination
Know how and when to respond to harassment issues
Report harassment immediately
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.
Sexual Harassment Prevention For SupervisorsBernie McCann
A professional training seminar for supervisors and managers to assist them in recognizing potential sexual harassment in the workplace, hostile environments and how to address this behavior in employees.
The Pathway Group Harassment Policy. Please feel free to have a read through and if you would like further information on this policy or on Pathway Group please feel free to give us a call.
Week 4 ChatKey AssignmentPhase 4 IP AssignmentKey Assi.docxcockekeshia
Week 4 Chat
Key Assignment
Phase 4 IP Assignment
Key Assignment Draft
The Key Assignment for this course will involve creating polices for the various laws that are covered in the employee handbook. The purpose of the handbook is to equip managers with the information they need to lead their teams. For this assignment, you will create a paper of 1000 words.
Include the information below in your assignment. When discussing each act, provide an example of how it might be violated by an employer or employee and the approach that can be used (such as EEOC, diversity, grievances, counseling, documentation, or termination) to address the violation.
A policy for the Americans with Disabilities Act (ADA)
A policy for the Age Discrimination in Employment act (ADEA)
A policy for dealing with different types of harassment.
A policy for the Occupational Safety and Health Act (OSHA)
A policy for the Family Medical Leave Act (FMLA)
A policy for the Fair Labor Standards Act (FLSA)
A policy for the Equal Pay Act (EPA)
A policy for employee use of technology because new sources of social media and more advanced electronic devices are regularly being introduced to the market. Address topics such as: refraining from workplace commentary on social media, maintaining a professional image, what can be shared and what not to share on social media, harassment, privacy, and IT security.
U.S. Equal Employment Opportunity Commission (EEOC)
Overview
The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person's race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. It is also illegal to discriminate against a person because the person complained about discrimination, filed a charge of discrimination, or participated in an employment discrimination investigation or lawsuit.
Most employers with at least 15 employees are covered by EEOC laws (20 employees in age discrimination cases). Most labor unions and employment agencies are also covered.
The laws apply to all types of work situations, including hiring, firing, promotions, harassment, training, wages, and benefits.
Authority & Role
The EEOC has the authority to investigate charges of discrimination against employers who are covered by the law. Our role in an investigation is to fairly and accurately assess the allegations in the charge and then make a finding. If we find that discrimination has occurred, we will try to settle the charge. If we aren't successful, we have the authority to file a lawsuit to protect the rights of individuals and the interests of the public. We do not, however, file lawsuits in all cases where we find discrimination.
We also work to prevent discrimination before it occurs through outreach, education and technical assistance programs.
The EEOC provides leadership and guidance to .
The Prevention of Sexual Harassment (PoSH) at Workplace Act of India PPTmpavi257
POSH Act, 2013
The Sexual Harassment of Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013 (also referred to as the “POSH Act”) came into existence in 2013. It has its foundations in the Vishaka Guidelines, and establishes a mechanism for dealing with sexual harassment complaints in the workplace.The Company is also committed to promote a work environment that is conducive to the professional growth of its employees and encourages equality of opportunity.
The Company will not tolerate any form of sexual harassment and is committed to take all necessary steps to ensure that its employees are not subjected to any form of harassment.
This policy applies to all categories of employees of the Company including permanent, temporaries, trainees and employees on contract at Company Premises. This policy is also equally applicable for all employees irrespective of their position - managerial or sub- ordinates.
Sexual harassment may be one or a series of incidents involving unsolicited and unwelcome sexual advances, requests for sexual favors, or any other verbal or physical conduct of sexual nature (irrespective of gender).
Sexual Harassment includes –
• Any unwelcome sexually determined behavior (direct or implied) such as physical contact and advances (verbal, written or physical)
• Unwelcome communications or invitations
• Demand or request for sexual favors
• Sexually cultured remarks
• Showing pornography
• Creating a hostile work environment and any other unwelcome “sexually determined behavior” (physical, verbal or non-verbal conduct) of a sexual nature.
• Anyother type ofsexually-oriented conduct, verbalabuse or ‘joking’ that is sex-oriented
• Transmitting/posting emails, texts, or pictures of a sexual nature through office or personal equipment
• Intrusive personal questions about sexual activity
Running head LEGAL POLICY AND HUMAN RESOURSE .docxwlynn1
Running head: LEGAL POLICY AND HUMAN RESOURSE 1
LEGAL POLICY AND HUMAN RESOURCE 4
Legal Policy and Human Resource
Student’s Name
Institution Affiliation
Legal Policy and Human Resource
Written presentation
A written presentation in a legal case and a legal concept is more often beneficial regardless of the case may be or whether a court has directed one to file any. Judges barely complain about written presentation so long as the opposing party is given a copy. Written submission entails the identity of the case plus the party which a barrister is writing the presentation for. It should be brief and not repetitive, be rightfully structured according to the nature of a case, e.g., use of appropriate headings and sub-heading, provide tables of content in complex cases. Headings should not be generic but rather useful, be in a logical order for easy decision making. A written presentation should be written early and often. A problem may arise when drafting the presentation and the earlier they are identified, the easier it will be to fix them.
The written presentation should at least be submitted to a judge a day before the hearing. It is better for one to email the presentation to the chamber then file them at the registry. Written submission should contain an opening, legal issues, and closing submissions. After one is done with writing the presentation, he/she should proofread it to collect grammatical errors, spelling mistakes, and poor formatting.
Oral presentation
In oral presentations, the first golden rule is for barristers to know that their first duty is not to their clients but rather to the court. A lawyer must never mislead a court because the court looks upon them for assistance (Mlphurs, 2013). If a court asks a question, the lawyer should answer it; if he or she is unable to answer, he should seek for assistance or take the question on notice. During the hearing, a lawyer should announce his or/her name and the party he appears for transparently. He/she should be prepared with short written notes discussed with any other side beforehand. State matters that are contentious and those that are not, have documents needed ready and copies for the opposing party, bring copies to the court as well and be aware of the power that the court posses to grant the orders your seeking. In the notice of the motion, a lawyer should state the power for relief sought if it is not contained in motion, give copies of any written evidence to the opponents, give summary of the details in the presiding, state what evidence he/she is relying on, The oral presentation should also have an opening submission, evidence, and closing submission. The opening submission should be brief, the evidence should be relevant and finally the closing submission should be referred back to the evidences provided.
Legal terminologies in employmen.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
2. Road Map
Bill 132 & updates on Workplace Harassment
Expanded definition of Workplace Harassment
New Policy/Program Requirements
Duty to Investigate
External Investigators
Review of Employee Rights and Obligations
Examples of Harassment in the Workplace
Review updates to D380 (Workplace Harassment
Policy/Procedure)
3. WHAT IS BILL 132?
Bill 132, the Sexual Violence and Harassment Action Plan Act
(Supporting Survivors and Challenging Sexual Violence and
Harassment)
Includes amendments to, among other things, the Ontario
Occupational Health and Safety Act
Amendments focus on:
Harassment policies; and
An employer’s duty to investigate incidents/complaints of
harassment
4. WHY DO WE NEED BILL 132?
in 4 Canadians (28%) report having been sexually harassed at
work.
1 in 7 Canadians (14%) report having been subjected to
unwanted sexual contact at work.
4 in 5 of the Canadians who indicated that they have been
sexually harassed or subjected to unwanted sexual contact did
not report to their employer.
21 per cent of that group said that they did not report the incident
because they did not think that their employer would respond
well.
1 in 4 who did report the incident to their employer found them to
be “unresponsive and dismissive”.
5. 1) Expanded Definition of Workplace
Harassment
Expanded under Bill 132 to include “workplace sexual
harassment”.
“Workplace harassment” means,
(a) engaging in a course of vexatious comment or
conduct against a worker in a workplace that is known or
ought reasonably to be known to be unwelcome, or
(b) workplace sexual harassment (amendments
underlined)
6. 1) Expanded Definition of Workplace
Harassment Continued….
“Workplace sexual harassment” means:
(a) engaging in a course of vexatious comment or conduct
against a worker in a workplace because of sex, sexual
orientation, gender identity or gender expression, where the
course of comment or conduct is known or ought reasonably to
be known to be unwelcome, or
(b) making a sexual solicitation or advance where the person
making the solicitation or advance is in a position to confer, grant
or deny a benefit or advancement to the worker and the person
knows or ought reasonably to know that the solicitation or
advance is unwelcome.
7. Test for “known or ought reasonably to be
known…”
The reference to comment or conduct "that is known or ought
reasonably to be known to be unwelcome" means that there
are two parts to the test for harassment.
1) we have to consider if the person carrying out the
harassment knew how their behaviour would be received.
2) we must consider how someone else would generally feel
about the behaviour – this can help us think from the
perspective of a person who is being harassed.
8. 2) New Policy/Program Requirements
The workplace harassment
program must:
Formal Investigations may take
place when:
Be developed in
consultation with the
health and safety
committee or
representative (if one
exists);
Be reviewed on an annual
basis (at least); and
Be in writing
Measures to report workplace harassment to
someone other than the employer or supervisor
if that person is the alleged harasser
How incidents and complaints will be
investigated and dealt with
How information related to incident or complaint
of workplace harassment will not be disclosed
unless necessary
Requirement and mechanism to ensure that
complainant and alleged harasser will be
informed in writing of the results of investigation
and any corrective action that follows
How information will be kept confidential unless
disclosed for the purpose of the investigation
9. 3) Duty to Investigate
What is an “incident”?
According to the Code of Practice, “[a]n employer must
ensure that an investigation appropriate in the circumstances
is conducted when”:
1) the employer or supervisor becomes aware of the
incident of workplace harassment by the worker who
allegedly experience it or another worker; or
2) a complaint, whether in writing or verbal, of workplace
harassment is made to the employer.
10. 3) Duty to Investigate continued…
The Code of Practice sets out seven (7) steps that an employer
must “at a minimum” complete as part of their investigation:
1. Maintain confidentiality; inform parties of confidentiality
requirements.
2. Interview the complainant and the alleged harasser.
3. Give the alleged harasser an opportunity to respond to
specific allegations and the worker an opportunity to reply.
4. Separately interview any relevant witnesses.
5. Collect and review relevant documents.
6. Take appropriate notes and statements during interviews.
7. Prepare written report of investigation, including, finding of
fact.
11. 4) External Investigators: Inspector Orders
According to section 55.3(1) of OHSA:
“An inspector may in writing order an employer to cause an
investigation described in clause 32.0.7(1)(a) to be conducted,
at the expense of the employer, by an impartial person
possessing such knowledge, experience or qualifications as
are specified by the inspector and to obtain, at the expense of
the employer, a written report by that person
12. 5) Employee Duties & Rights
1. Follow policies & procedures for
Harassment & Model Behaviour that
shows:
Respect for people
Fairness
Courtesy
Honest feedback
Acceptance of different working
styles
Openness to change
Integrity
Leadership/Responsibility
Harassment is a complex matter.
What one person considers as
proper behaviour, another may
perceive to be harassment.
In many cases, the lines are not
sharply defined. Education,
conversations, reflection and
awareness of basic human
values are the beginning.
The test is in how we treat one
another in our daily interactions.
Often, what is needed is
simple, basic decency.
13. 5) Employee Duties & Rights Continued….
2. Speak to the Offender:
Tell the offender to stop the
behaviour. In many cases, when
the offender is aware that his/her
conduct is unwelcome and will not
be tolerated, he/she stops and the
complaint is resolved
If the alleged harasser is your
supervisor, then report the
allegation to the supervisor’s next
level manager, or the Human
Resources Manager
3. Submit a Written Statement:
If the behavior does not stop, or if
you are uncomfortable speaking
directly to the alleged harasser, you
should submit a written (or verbal)
statement to your Supervisor
This information will be discussed in
an initial meeting with your
Supervisor You may be interviewed
by the HR Manager and your
Supervisor to provide information or
to further clarify your statement.
14. 5) Employee Duties & Rights Continued….
Based on the findings:
The HR Manager will present his/her
recommended corrective action to the
Executive Director (ED).
The ED will act as the final decision
maker and will ensure that the
appropriate action is carried out in
accordance with this policy and the
Collective Agreement
The worker-complainant and the
alleged harasser will be informed in
writing of investigation results and of
any corrective action taken.
If you are not satisfied with the
outcome…
the Ministry of Labour Inspectors have
the authority to:
a. Order the Employer to have an
impartial person conduct the
investigation into a report of
harassment at the Employers’ expense
b. Specify the qualifications of the
impartial investigator
c. Require the Employer to obtain a
written report from the investigator
16. Examples of Workplace Harassment
Repeated or one single severe event
Yelling at the person; threatening;
prohibiting the person from speaking
to others.
Unwanted sexual advances which
may or may not be accompanied by
threats or explicit or implicit promises.
Making rude, degrading or offensive
remarks, gestures that seek to
intimidate.
Engaging in reprisals for having made
a complaint under this Policy.
Discrediting the person by spreading
malicious gossip or rumours,
ridiculing, humiliating, calling into
question private life
Name calling in private or in front
of others.
Isolating the person by no longer
talking to him or her, denying or
ignoring his or her presence,
distancing him or her from others.
Destabilizing the person by making
fun of his or her beliefs, values,
political and/or religious choices,
and mocking his or her weak
points.
Harassing a person based on a
prohibited ground of discrimination
(as described in Canadian Human
Rights Act and contained in the
Policy).
17. Forms of Sexual Harassment
May include:
sexual solicitation and advances (your teacher
asks for sex in exchange for a passing grade)
a poisoned environment (pornographic images in
the workplace)
gender-based harassment (targeting someone for
not following sex-role stereotypes)
violence (if inappropriate sexual behaviour is not
dealt with, it may move to more serious forms,
including sexual assault and other violence).
18. Gender- Based Harassment (sub-type of sexual
harassment)
What is gender-based harassment?
It is only one type of sexual
harassment
It is “any behaviour that polices and
reinforces traditional heterosexual
gender norms”
It is often used to get people to follow
traditional sex stereotypes (dominant
males, subservient females).
It is also used as a bullying tactic,
often between members of the same
sex.
Unlike some other forms of sexual
harassment, gender-based
harassment is not generally motivated
by sexual interest or intent.
often based on hostility and is often
an attempt to make the target feel
unwelcome
may look the same as harassment
based on sexual orientation, or
homophobic bullying
With the addition of the new
grounds of “gender expression”
and “gender identity” to the Code,
many claims alleging gender-
based harassment may also cite
discrimination and/or harassment
based on gender expression.
19. Examples of Sexual & Gender-based Harassment
demanding hugs, invading personal
space
making unnecessary physical
contact, including unwanted
touching, etc.
using language that puts someone
down and/or comments toward
women (or men, in some cases),
sex-specific derogatory names
leering or inappropriate staring
making gender-related comments
about someone’s physical
characteristics or mannerisms
treating someone badly because
they don’t conform with sex-role
stereotypes
showing or sending pornography,
sexual pictures or images
sexual jokes, including passing
around written sexual jokes
rough & vulgar humour or language
related to gender
using sexual or gender-related
comment or conduct to bully
someone
spreading sexual rumours
20. Examples of Sexual & Gender-based Harassment
Continued….
making suggestive or offensive
comments or hints about members
of a specific gender
making sexual propositions
verbally abusing, threatening or
taunting someone based on gender
bragging about sexual prowess
demanding dates or sexual favours
asking questions or talking about
sexual activities
making threats to penalize or
otherwise punish a person who
refuses to comply with sexual
advances (known as reprisal).
21. Review of Updates to D380: Workplace Harassment &
Bullying Policy and Procedure
Editor's Notes
Incidents could come to light via:
•Office rumours or gossip
•Potential problems identified through an employee survey
•Issues raised through a 360-review
•Information that comes to light after a termination
•Issues raised during an exit interview
•Issues that surface during a proceeding
•Anonymous complaints?
An Employer may also elect to have an external investigator when:
•The allegations have an “ew” factor or are complex
•There is a high profile person involved
•The parties or subject matter is “too close for comfort”
•There is uncertainty about how to proceed
•The potential internal investigators are inexperienced or untrained
•The investigation has a high likelihood of legal challenge
•There are other demands on the potential internal investigator’s time
•There is an institutional bias that cannot reasonably be overcome