Workplace Harassment Instructor Guide
TABLE OF CONTENTS Preface ..............................................................................................................................................5 What is Courseware? ................................................................................................................................ 5 How Do I Customize My Course? .............................................................................................................. 5 Materials Required ................................................................................................................................... 7 Maximizing Your Training Power .............................................................................................................. 7 Module One: Getting Started .............................................................................................................9 Housekeeping Items.................................................................................................................................. 9 The Parking Lot ....................................................................................................................................... 10 Workshop Objectives .............................................................................................................................. 10 Pre-Assignment Review .......................................................................................................................... 11 Action Plans and Evaluations.................................................................................................................. 11 Module Two: The Background .......................................................................................................... 12 The Law ................................................................................................................................................... 12 Identifying Harassment .......................................................................................................................... 15 Anti-Harassment Policies ........................................................................................................................ 16 Case Study............................................................................................................................................... 16 Module Two: Review Questions.............................................................................................................. 17 Module Three: Developing an Anti-Harassment Policy ...................................................................... 19 An Anti-Harassment Policy: What Should Be Covered ........................................................................... 19 How Model Policies Work ....................................................................................................................... 21 Steps to a Healthy Work Place ................................................................................................................ 22 Educating Employees .............................................................................................................................. 24 Case Study............................................................................................................................................... 25
Module Three: Review Questions ........................................................................................................... 26 Module Four: Policies in the Workplace ............................................................................................ 29 Anti-Harassment Policy Statements ....................................................................................................... 29 Employee’s Rights and Responsibilities .................................................................................................. 31 Employer’s Rights and Responsibilities ................................................................................................... 32 Case Study............................................................................................................................................... 33 Module Four: Review Questions ............................................................................................................. 34 Module Five: Proper Procedures in the Workplace ............................................................................ 36 If You are Being Harassed ....................................................................................................................... 36 If You are Accused of Harassing.............................................................................................................. 38 The Investigation .................................................................................................................................... 38 Remedies................................................................................................................................................. 38 Case Study............................................................................................................................................... 39 Module Five: Review Questions .............................................................................................................. 40 Module Six: False Allegations ........................................................................................................... 42 How to Address the Situation ................................................................................................................. 42 Confidentiality......................................................................................................................................... 42 Monitoring the Situation ........................................................................................................................ 44 Retaliation .............................................................................................................................................. 44 Appeals ................................................................................................................................................... 44 Case Study............................................................................................................................................... 45 Module Six: Review Questions ................................................................................................................ 46 Module Seven: Other Options .......................................................................................................... 48 Union Grievance Procedures................................................................................................................... 48 Mediation: Getting Help from Outside Organization ............................................................................. 49 Case Study............................................................................................................................................... 49
Module Seven: Review Questions ........................................................................................................... 50 Module Eight: Sexual Harassment .................................................................................................... 52 Defining Sexual Harassment ................................................................................................................... 52 Elements of Harassment ......................................................................................................................... 54 Common Scenarios ................................................................................................................................. 54 Case Study............................................................................................................................................... 54 Module Eight: Review Questions ............................................................................................................ 55 Module Nine: Mediation .................................................................................................................. 57 What is Mediation .................................................................................................................................. 57 Deciding if it is Right ............................................................................................................................... 58 How to Implement .................................................................................................................................. 59 Case Study............................................................................................................................................... 60 Module Nine: Review Questions ............................................................................................................. 61 Module Ten: Conflict Resolution....................................................................................................... 63 How to Resolve the Situation .................................................................................................................. 63 Seeing Both Sides .................................................................................................................................... 64 Deciding the Consequence ...................................................................................................................... 65 Case Study............................................................................................................................................... 65 Module Ten: Review Questions .............................................................................................................. 66 Module Eleven: The Aftermath......................................................................................................... 68 How to Move On ..................................................................................................................................... 68 Monitoring the Situation ........................................................................................................................ 68 Learning from Mistakes .......................................................................................................................... 69 Case Study............................................................................................................................................... 69 Module Eleven: Review Questions .......................................................................................................... 70 Module Twelve: Wrapping Up .......................................................................................................... 72
Words from the Wise .............................................................................................................................. 72 Parking Lot .............................................................................................................................................. 72 Action Plans and Evaluations.................................................................................................................. 72
The art of progress is to preserve order amid change, and to preserve change amid order. Alfred North Whitehead
Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.) Page 5
If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
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Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o
Use examples, case studies, and stories that are relevant to the group.
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Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
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Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your
participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. 
Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
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Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
And now, time for the training!
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I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character. Dr. Martin Luther King, Jr. Module One: Getting Started Welcome to the Workplace Harassment workshop. Workplace Harassment can be based on a variety of factors that differ from one person to another, such as race, sex, and disability. This course will give you the tools necessary to recognize harassment in the workplace as well understand your rights and responsibilities under the law. It will also touch on safety in the workplace, which is in of itself a very important item in any organization. Three main actions constitute harassment: 1. When someone is doing something to you to make you uneasy. 2. When someone is saying something to you to make you feel uneasy. 3. When someone knowingly puts your life at risk in some way.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must
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all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, the learning occurs more easily and rapidly. With that in mind, let’s review our goals for today. By the end of this workshop, you should be able to:
Identify the words and actions that constitute harassment.
Understand what the law says about harassment.
Implement anti-harassment policies.
Educate employees and develop anti-harassment policies.
Discuss employer and employee’s rights and responsibilities.
Address accusations of harassment.
Apply proper mediation procedures.
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
Deal with the aftermath of harassment.
Pre-Assignment Review The purpose of the Pre-Assignment is to get participants thinking about their current feelings and thoughts in regards to Workplace Harassment. You will also find a Pre-Assignment handout in the Activities folder. Why is it important to be aware of Workplace harassment and the negative repercussions it can have? _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________
Action Plans and Evaluations Pass out the participant action plans and course evaluation forms. They are located in the activities folder. Ask participants to fill these out throughout the day as they learn new things and have ideas on how to incorporate the things we discuss into their lives. The action plan uses the SMART system. This means that your goals must be Specific, Measurable, Attainable, Realistic, and Timely.
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In the end anti-black, anti-female, and all forms of discrimination are equivalent to the same thing, anti-humanism. Shirley Chisholm Module Two: The Background Experiencing uncomfortable situations in the workplace may be more than an offense against an individual. It can be a crime committed against the law. It is very important for everyone to understand laws that protect to promote a safe and healthy workplace environment. Unfortunately, even with laws in place, various forms of harassment are still alive in businesses across the world, so it is necessary for management to help create programs that teach employees to identify harassment and exercise anti-harassment policies.
The Law Several federal laws have been enacted to not only protect against harassment, but discrimination as a whole. Title VII of the Civil Rights Act of 1964 Title VII of the Civil Rights Act of 1964 was enacted so employers could not legally hire, promote, or fire someone due to their race, religion, sex, national origin, or color. This act is enforced to companies that have 15 or more employees. Not only does it refer to current employees, but also job candidates. As other laws imposed by the Equal Employment Opportunity Commission (EEOC), if an individual or group is a victim of another’s violation of the law, they have the right to file a complaint with the EEOC or pursue other legal actions. Age Discrimination in Employment Act of 1967 The Age Discrimination in Employment Act of 1967 (ADEA) went into effect so employers could not legally hire, promote or fire someone based on their age. This act and its accompanying amendments apply to employers with 20 or more employees and are enforced by the EEOC. Since this Act makes it illegal to discriminate against an individual in the workplace simply because of his / her age, it is equally illegal to harass them because of their age. Page 12
When a person or group is in violation of this law, the individual being discriminated against or harassed must plead his / her case to the EEOC. There are a great number of cases filed each year, so EEOC must determine if the case meets its criteria, then add it to its caseload, and aggressively pursue. If not, then the individual may request a right-to-sue letter from the EEOC and take further actions in Federal Court to have their case heard. Americans with Disabilities Act of 1990 An employee covered under the Americans with Disabilities Act (ADA) reserves the right to work for an employer under accommodations reasonable to his or her disability. In addition, the employer is prohibited from discriminating against the employee because of their disability. This means the employer cannot base hiring, firing or COMPENSATION decisions on the nature of one’s disability. Employers are also not allowed to discriminate against the employee due to their associations or relationships outside of work (e.g. disabled people support group). If an employee is a victim of such discrimination, he / she may be entitled to back wages and the amount of attorney fees paid.
Genetic Information Nondiscrimination Act of 2008 This Act may be unfamiliar to some, but still carries as much weight as better-known laws. It states that people cannot be unfairly treated in the workplace because of their genetic makeup. In other words, they cannot be discriminated against or harassed because of a predisposition to a disease, whether based on the history of their family or an actual genetic test. Title I of this Act prohibits health insurance companies from using this information to deny coverage to the employee, while Title II is designed to protect employees from being discriminated against in the process of hiring, terminating, promoting, etc. In the event that one breaks this law, the one being discriminated against can take the same recourse steps as he would in other Act violations, that is present his case to the EEOC or hire an attorney to represent him in court over the matter.
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Estimated Time
20 minutes
Topic Objective
To determine what actions break employment discrimination laws
Topic Summary
This exercise asks participants to read several scenarios and determine whether a discrimination law has been broken. If a law is broken, participants must list which and explain how.
Materials Required
01-Has a Law Been Broken
Planning Checklist
None Has a Law Been Broken? Give participants the worksheet and allow them to work individually.
Recommended Activity
Per the instructions on the worksheet, instruct participants to read the scenarios and decide whether a law has been broken. If so, explain which law and how.
Once each person has completed the task, ask one or two volunteers to stand in front of the group and share their results.
Discrimination many times leads to harassment.
Stories to Share
Delivery Tips
In 1997, several black students in New York visited a local Denny’s restaurant. They were forced to wait while white patrons continued to be served. When the students complained, they were escorted out of the establishment by security guards, and were then attacked by a group of white men, as they yelled racial epithets. Instead of allowing participants to work individually, this assignment can be completed corporately. How are employment discrimination laws related to harassment?
Review Questions
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What are two options of justice for employees who are victims of broken discrimination laws?
Identifying Harassment The ability to identify harassment may not be as easy as it sounds. There are obvious forms of harassment, for example, if a person is making racial slurs or homophobic remarks. Sometimes it may not be as dramatic, but still considered a form of harassment. The motive behind a statement is the determining factor of whether or not it is harassment. For example, the statement ‘You look great today’ can be a compliment if a co-worker with whom you feel comfortable makes it. On the other hand, if it is made by a co-worker with whom you generally do not feel comfortable or you do not really know, it could make you uneasy, which could signify harassment. The best way to identify harassment is to use as a guide the criteria set forth in the ‘Getting Started’ Module of this course.
Estimated Time
20 minutes
Topic Objective
To practice identifying incidences of harassment and taking the appropriate steps to address the situation
Topic Summary
This exercise asks participants to choose one scenario from the handout and role-play how the two participants should react to what is being said as well as determine if harassment has occurred and if so, what should be done.
Materials Required
02-Identifying Discrimination and Harassment
Planning Checklist
None Identifying Discrimination and Harassment Divide the participants into groups of two.
Recommended Activity
Each pair will decide to act out one of the scenarios on the handout and engage in a dialogue about what was said, determine if it constitutes harassment and how it should be handled.
Stories to Share
In 2008, the local police department repeatedly harassed a woman in Arizona because they thought she was ‘hiding’ a suspect they were searching for. It turns out the male they were looking for was a previous tenant of the house she was currently renting. This resulted in a lawsuit against the department.
Delivery Tips
Instead of dividing participants into groups of two, this exercise can be
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completed as a large group. What elements does a harassing comment generally have? Review Questions
How can a statement be harassing if it is said by one person, but not if it is stated by another?
Anti-Harassment Policies Establishing an effective anti-harassment policy is not only beneficial to individual employees but the company as a whole. It can do the following:
Lessen the liability load of a company (in terms of being able to use ‘reasonable care’ as a defense if litigation arises)
Discourage harassing behaviors before they become out of control
Promote a positive company image to the public
Help produce a high morale among employees with regard to lessened occurrences of harassment
Title VII encourages the establishment of anti-harassment policies, as it is a good business practice and a necessity. Employees should be provided with a copy of the company’s anti-harassment policy and the procedures for resolving complaints. The document should be updated periodically and redistributed to everyone. To ensure understanding of the rights and responsibilities associated with anti-harassment, companies may want to provide some type of training (e.g. Internet-based, one-on-one or classroom sessions).
Case Study Nina had worked on projects all morning, and it was time for a 15 minute break. She took out her personal cell phone to make a call. Her conversation became loud, and she began making using obscene language as she joked around with her friend. Her boss, Vince, knocked on the wall of her cubicle. Nina said, “Oh, hi, Vince.” She put down her cell phone. “I was just talking to an old friend on my break.” Vince said, “I overheard some of the language you were using. It isn’t appropriate for the office. If I can hear it, I’m sure others can, too.” She said, “I’m sorry, Vince. I didn’t realize anyone could hear.” After a short conversation, Nina agreed that she would respect the company’s anti-harassment policy and rules. Page 16
Module Two: Review Questions 1.) Why is it important for everyone to understand the company's anti-harassment policy? a) b) c) d)
To reduce stress To create a quieter workplace environment To increase uncomfortable situations To create a safe and healthy workplace environment
2.) Why is it necessary for management to help create programs that teach employees about antiharassment policies? a) Because management wants to make sure everyone has enough training hours b) Because the company needs to identify who will break the anti-harassment policies c) Because even with laws in place, various forms of harassment are still alive in businesses across the world d) Because while workplace harassment is not a threat, they want to make sure it never starts 3.) Which statement best explains the Title VII of the Civil Rights Act of 1964? a) Supervisors, managers, and team leaders are protected from individual liability under Title VII of the Civil Rights Act of 1964 b) Title VII of the Civil Rights Act of 1964 was enacted so employees could not discriminate against someone due to their race, religion, sex, national origin, or color c) Title VII of the Civil Rights Act of 1964 went into effect so employers could not legally hire, promote or fire someone based on their age d) Title VII of the Civil Rights Act of 1964 was enacted so employers could not legally hire, promote, or fire someone due to their race, religion, sex, national origin, or color 4.) What does EEOC stand for? a) b) c) d)
Equal Employment Opportunity Commission Equality Environment Opportunity Commission Equal Education Opportunity Center Equal Employment Open Commission
5.) Why did the Age Discrimination in Employment Act of 1967 go into effect? a) b) c) d)
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So employees could not judge someone based on their age So employers could not legally hire, promote or fire someone based on their age So employers could legally hire, promote or fie someone based on their age So employees would not have to worry about someone younger taking their job
6.) An employee covered under the Americans with Disabilities Act reserves what right? a) b) c) d)
The right to a higher salary The right to assert themselves to their co-workers The right to work under accommodations reasonable to his or her disability The right to work reduced hours
7.) What does Title I of the Genetic Information Nondiscrimination Act of 2008 prohibit? a) b) c) d)
Off-color jokes and inappropriate language Using this information to give preferential treatment to an employee Using this information to deny coverage to an employee Discriminating against employees in the process of hiring, firing, and promoting
8.) What is a determining factor of whether or not a statement is harassment? a) b) c) d)
Motive Race Language Location
9.) What is not one of the benefits of an effective anti-harassment policy? a) b) c) d)
It lessens the liability load of a company It helps promote higher diversity in the workplace It discourages harassing behaviors before they become out of control It promotes a positive company image to the public
10.) To ensure understanding of the rights and responsibilities associated with anti-harassment, what might companies want to provide? a) b) c) d)
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Higher salaries Verbal positive reinforcement More meetings More training
How I wish we lived in a time when laws were not necessary to safeguard us from discrimination. Barbra Streisand Module Three: Developing an Anti-Harassment Policy To tell employees that the company does not tolerate harassment is not enough. It’s important for the business to outline a specific policy that defines harassment. It must explain what can happen as a result of displaying such actions, as well as what one can do if they believe they have been victimized. This will help create an environment that is a healthy workplace for the individuals involved in the incident and the company in general.
An Anti-Harassment Policy: What Should Be Covered In order for an anti-harassment policy to be effective, it must be comprehensive and thoroughly disseminated. It should consist of the following elements:
Clearly explained policy. Prohibited conduct based on one’s race, age, sex, religion, etc. must be spelled out in easy-to-understand terms. This should be in compliance with all local laws. It should also assure employees that they would not be legally retaliated against if they complain of harassment or serve as a witness to an investigation for another.
Define the rights and responsibilities of the employer and employees with regard to harassment (e.g. Employer will put an end to harassment before it is in violation of federal law or employees must report any and all incidences of harassment before they become extreme.)
Outline the process for complaints. Ensure this process promotes prompt, fair investigations and efficient corrective action if it is determined that harassment has in fact taken place.
Guarantee employees that their confidentiality is protected when complaints are made.
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The policy should be posted in a public place for all employees to see. Employees should receive training on the policy, a hard copy as a resource, and made aware of any updates of the policy as they occur.
Estimated Time
30 minutes
Topic Objective
To determine the elements of an effective anti-harassment policy
Topic Summary
This exercise asks participants to recall the components of a comprehensive anti-harassment policy and develop a policy that could be used as an actual company policy.
Materials Required
03-Elements of an Anti-Harassment Policy
Planning Checklist
None Elements of an Anti-Harassment Policy Give participants the worksheet and allow them to work individually.
Recommended Activity
Per the instructions on the worksheet, instruct participants to read the elements of an efficient and effective anti-harassment policy and create one of their own.
Once each person has completed the task, ask one or two volunteers to stand in front of the group and share their results.
Stories to Share
Instructor can share examples of outcomes that can occur when a company does not have an effective anti-harassment policy in place.
Delivery Tips
Instead of allowing participants to work individually, this assignment can be completed corporately. Does the federal government require companies to include certain points in their anti-harassment policies? If so, what are they?
Review Questions How can a thorough policy help a company avoid litigation related to harassment?
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How Model Policies Work Creating a model policy can be a conundrum. On one hand, it is said that if a company follows the guidelines set in the ‘Anti-Harassment Policy: What Should Be Covered’ section of this course, it is taking ‘reasonable care’ to ensure the safety of its employees. On the other hand, even if the company implements a policy based on the EEOC’s rules, it could still be at risk of being accused of not taking ‘reasonable care’. For example, if the company has a comprehensive policy and an adequate complaint procedure, but does not follow through with the investigation of a complaint, it could be said that the organization did not exercise ‘reasonable care’ in preventing the harassment. Then again, if the company does not have a formal policy, but sufficiently investigates a case, it could be within its legal responsibility. The best way to understand a ‘model policy’ is to determine whether it has any deficiencies. If there are obvious state and federal loopholes within the policy, be sure to correct those. It may also be wise to consult a harassment attorney to review and make suggestions to better your policy.
Estimated Time
20 minutes
Topic Objective
To determine whether or not anti-discrimination and harassment policies contain the necessary language
Topic Summary
This exercise asks participants to read a sample anti-discrimination and antiharassment policy and decide if they are sufficient the way they are or require additional language.
Materials Required
04-Is There Anything Missing
Planning Checklist
None Is There Anything Missing? Give participants the worksheet and allow them to work individually.
Per the instructions on the worksheet, instruct participants to read the two policies and note whether they are complete the way they are or if they are lacking essential wording. If they are lacking, participants should write what is missing.
Once each person has completed the task, ask one or two volunteers to stand in front of the group and share their results.
Recommended Activity
Stories to Share
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Instructor can review the important elements to be included in an anti-
harassment policy. Delivery Tips
Instead of allowing participants to work individually, this assignment can be completed corporately. Is there such thing as a ‘model policy’? If so, what does it look like?
Review Questions What is ‘reasonable care’?
Steps to a Healthy Work Place Regardless of the position one holds at their workplace, all employees have one thing in common---the desire to be safe. It is up to management as well as the company as a whole to ensure each workplace is a safe place to work in with regards to morale and physical safety. This will prove to be beneficial to the employer and employees. When determining what is necessary for a healthy work place, an employer must consider the following:
Have a firm grasp on why a healthy workplace is beneficial for employees and their families, the company and the community.
Clearly define your responsibilities of ensuring a safe and healthy workplace.
Design a detailed system for implementing a safe work environment.
Understand the laws and regulations that govern your business.
Address violations and take corrective action.
Encourage employees to give their input about how to create and maintain a safe and healthy environment.
Estimated Time
20 minutes
Topic Objective
To determine, from an individual perspective, the steps to a healthy workplace
Topic Summary
This exercise asks participants to use what they have learned as the ‘steps to a healthy workplace’ coupled with their own experiences to create a list of 6 steps that they believe are crucial in fostering a safe and healthy work environment.
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(1) 8.5 x 11 in. sheet of paper Materials Required Pen or pencil Planning Checklist
None Give participants the sheet of paper and pen/pencil, and allow them to work individually.
Instruct participants to use their creativity to come up with a list that outlines what they believe is essential in promoting a workplace that is safe and healthy.
Once each person has completed the task, ask one or two volunteers to stand in front of the group and share their results.
Recommended Activity
Stories to Share
A healthy work place begins with the individual. If everyone shares a positive frame of mind, negativity would have less of a chance of taking over. In addition, remember, having negative experiences does not necessarily have to make you a negative person. Follow what Oprah Winfrey said and ‘Turn your wounds into wisdom.’
Delivery Tips
Instead of allowing participants to work individually, this assignment can be completed corporately.
Review Questions
Is a company breaking any laws if they do not take conscious measures to create a safe environment?
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Educating Employees Your organizations anti-harassment policy is only as good as the ones who develop, practice, and uphold it. This is why it is important for the management team of the company to make sure its entire staff thoroughly understands it, not just a select few. How can this happen?
First, employers must provide their workers with a manual or some type of written material that plainly describes the policy, its definition, what it means for the workers, how they can promote it. What they should do if they are victimized by harassment, is one of the more important aspects.
Secondly, understanding the diversity among individuals. Knowing that people learn in different ways and in order to absorb the information, they must be taught according to their style. While some learn best by reading, others require more dialogue, which can be obtained through faceto-face trainings or one-on-one meetings.
Third, there should be signs posted throughout the office in places such as the break room or copy center so the policy is reinforced without employees consciously thinking about it.
Lastly, change happens. Laws change and these changes should be shared with everyone who is part of the company. Whether this is done through a mass e-mail, a continuing education course, or an updated version of the manual, the management team must find the most efficient way to inform workers of the new rules that have been set in place. This will not only help safeguard employers against discrepancies in the future, but it can also help everyone to fight to eliminate current issues of harassment or potential harassment.
Estimated Time
25 minutes
Topic Objective
To uncover effective methods for conveying to employees the components of the organization’s anti-harassment policy
Topic Summary
This exercise asks participants to write a paragraph explaining how an Internet-based training, manual, and face-to-face group meeting can be used to enlighten employees and ensure understanding of the company’s antiharassment policy.
Materials Required
05-Education is Key
Planning Checklist
None
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Give participants the worksheet and allow them to work individually.
Instruct participants to write at least one paragraph showing how an Internet-based training, manual, and face-to-face group meeting can be effective tools for discussing the components of the policy.
Once each person has completed the task, ask one or two volunteers to stand in front of the group and share their results.
Recommended Activity
Stories to Share
Instructor should share and elaborate on the following quote by Dr. Maya Angelou with participants: ‘Education helps one case cease being intimidated by strange situations.’
‘Delivery Tips
Instead of allowing participants to work individually, this assignment can be completed corporately.
Review Questions
Name two reasons why formally educating employees on the business’ antiharassment policy is beneficial to the employer. Who is ultimately responsible for cases of workplace harassment? Why?
Case Study Charles met with his boss, Monica, to prepare for the training on their company’s anti-harassment policy. Charles presented an array of colorful and comprehensive charts, handouts, and a list of speaking points. He made sure all different learning styles would be taken into consideration. He told Monica, “The policy is clearly explained and in compliance with the laws. The rights and responsibilities of employer and employee are outlined. I’ll be posting our anti-harassment policy in a public place, and I’ll update staff on our policy as any changes occur. Also, all employees will be in attendance.” Monica smiled. “This is great, Charles. Do you have anything on confidentiality? It’s important that all employees know that their confidentiality is protected when complaints are made.” Charles put this statement in bold on the materials and went over confidentiality in detail during the training.
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Module Three: Review Questions 1.) What is it important for businesses to outline in order to define harassment? a) b) c) d)
A verbal understanding A specific policy A training session A "don't ask, don't tell" policy
2.) What is an example of an element that must be covered in an anti-harassment policy? a) b) c) d)
The rights and responsibilities of an employer and employee Ways not to become a victim of harassment A list of all local employment laws Reasons why one co-worker may act inappropriately towards another co-worker
3.) Even if the company implements a policy based on the EEOC’s rules, it could still be what? a) b) c) d)
A reason why the EEOC values 'reasonable care' At risk of being accused of not taking ‘reasonable care’ At risk of insufficiently investigating a case A reason for investigation
4.) What would obvious state and federal loopholes in a policy be called? a) b) c) d)
An understandable occurrence in your policy A disappointment in your policy A deficiency in your policy An anomaly in your policy
5.) What do all employees have in common? a) b) c) d)
Their understanding of anti-harassment policy Their set of values The right to privacy The right to be safe
6.) Whose responsibility is it to ensure the workplace is a safe place to work in with regards to morale and physical safety? a) b) c) d)
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Management Management and employees Middle management and employees Employees
7.) When determining what is necessary for a healthy work place, what must an employer consider? a) b) c) d)
The right to work under reasonable accommodations Addressing violations and taking correction action Encouraging office morale Creating the anti-harassment policy themselves
8.) Who should thoroughly understand your organization's anti-harassment policy? a) b) c) d)
The organization's entire staff Upper management Employees Only the person creating the organization's anti-harassment policy
9.) Knowing that people learn in different ways and in order to absorb the information, how should everyone be taught the anti-harassment policy? a) b) c) d)
Reading Dialogue One-on-one meetings According to their style
10.) What is not an efficient way to inform workers of the new anti-harassment rules that have been set in place? a) b) c) d)
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A mass email A continuing education course Word of mouth An updated version of the manual
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