Preventing and Correcting Workplace Harassment: Guidelines for Employers Case Solution
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
PUBLICATION DATE: January 01, 2017
In recent years, the variety of harassment claims submitted with the EEOC has decreased overall, but this truth masks a terrifying reality: though promises involving some types of harassment have decreased, claims for other types of harassment-especially ultramodern forms of harassment-have actually increased. It remains essential for employers to preserve a current anti-harassment program, which should consist of the following elements: (1) a crystal clear anti-harassment policy; (2) a specific statement of restricted behaviors that can be considered harassment; (3) a complaint procedure that motivates employees to come ahead with harassment complaints; (4) securities for complainants and witnesses against payback; (5) an investigatory strategy that protects confidentiality interests of both the alleged victim and the accused offender and guarantees confidentiality to the extent possible; (6) periodic management training and employee awareness programs that continue to communicate the organization's position on this issue; and (7) measures and procedures to ensure prompt restorative action to stop continuous harassment, and suitable remedial and disciplinary activities for culprits. In this article, we offer best practice suggestions concerning each of these kinds of elements.
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