Many years ago, I mediated an egregious sexual-harassment case.
A young woman―bright, personable and talented―left the modeling world to pursue her goal of becoming a successful business executive.
A series of nightmarish encounters with older male executives quashed her dreams.
This was first published as the “Ask HR” column in USA TODAY.
(Photo: Mark Ralston, AFP/Getty Images)
A year ago, high-profile allegations of sexual harassment set off the #MeToo movement. Since then, the shockwaves have disrupted workplaces across the country.
CBS Chief Les Moonves has become the latest high-profile executive accused of harassment in the #MeToo era and surely won’t be the last. Six women have accused him of sexual harassment or misconduct from the 1980s to the 2000s. But give Late Show host Stephen Colbert credit for taking time during an opening monologue to address the controversy surrounding Moonves, the man who hired him, head on.
No one can credibly deny that sexual harassment is a persistent and pervasive problem. It infects all industries; none is immune.
While this blog focuses on sexual harassment, we must create cultures that do not tolerate any kind of harassing behavior, such as harassment based on race, ethnicity, age or disability. Harassment of any kind is the enemy of inclusion.
There was a time when it was quite common for individuals to find their spouses (or partners) in the workplace. Indeed, this still happens today, although perhaps less so.
Friday night I had the honor to deliver the University of Houston’s 2018 Elizabeth D. Rockwell Lecture on Ethics and Leadership. This biannual series, created in the wake of the Enron scandal, exists to remind us that legal solutions are never enough to stop ethical failures. Culture always trumps compliance.
Amid the #MeToo discussions, the same question keeps cropping up: “Where was HR?”
Responsible employers, among other steps, train managers on their “bystander” obligations. It is not enough to refrain from bad behavior. As a bystander with power, if you see or hear harassing behavior, you must respond to it. But how?
Make sure you have the knowledge and training you need before any complaints surface.
he general manager of a Massachusetts car dealership testified at trial that he “honestly didn’t believe” a finance manager when she told him that her supervisor often commented on her anatomy, tried to throw coins down her blouse and suggested they sleep together so he could see her breasts.
Photo credit: Foter.com
Presenters: Victoria Lipnic, Equal Employment Opportunity Commission; and Jonathan A. Segal, Duane Morris LLP
View live: January 17, 2018, 2 p.m. ET / 11 a.m. PT (available for on-demand viewing through May 2017)
Program length: 60 minutes
As a result of the “great awakening” last year of the persistence and pervasiveness of sexual harassment, we all know that more must be done to tackle this scourge. Companies are looking to enhance their preventive efforts, and, of course, that must start at the top.
Remember that time when one your high-level managers walked into Human Resources. And that remorseful high-level manager voluntarily confessed to sexually harassing a subordinate — before the subordinate had even registered a complaint — with an apology so genuine and sincere that you got a little choked up.
Yeah, me neither.