(c) CGI Employee Benefits Group 2008 Conducting Harassment Prevention Training and Harassment...

(c) CGI Employee Benefits Group 2008

Conducting Harassment Prevention Training and

Harassment Investigations

Presented by

Ron Page

Human Resources Consultant

CGI Employee Benefits Group


What do you want to know?


Agenda

Harassment Training Trends– Business skills vs. job skills– General harassment– Need for training

Investigations– Handling complaints properly– Who to involve– Train supervisors


Ground Rules

Training environment– It’s all about me!– For this training to be helpful, I need to _______.– Talk about specific people after with trainer or HR. – Keep confidences.


Harassment Prevention Training

Determine your audience Develop content Review policies

– EEO– Sexual harassment– Respectful workplace– Safety

Internal or external resources


Where to Start?

Who’s who?


Making the Team Machine

Different individuals Different backgrounds Different experiences Different viewpoints


Tell me About This Company


What Makes a Good Place to Work?

Provide a work environment where employees:

– Are treated with respect,– Are treated fairly, and– Feel safe.

Without this employees will look for jobs elsewhere.


Why are we here?

It is our responsibility to provide a safe environment.

Harassment continues to be a problem in the workplace.

Need to be vigilant in preventing harassment from occurring.


Training Objectives

Understand what harassment is. Know how to deal with it. Learn that it may be unlawful. Understand that it will not be tolerated. Know how complaints are handled.


What is Harassment?

A form of discrimination. Behavior that is both unwelcome and

offensive. Severe and pervasive. Verbal, Non-Verbal, Physical


Definition of Legal Harassment

Unwelcome comments or other conduct that…– Affects employment decisions.– Interferes with work performance.– Creates an intimidating, hostile or

offensive work environment. “Quid Pro Quo”


Protected Classes

Age Race Color Sex and sexual orientation National Origin Religion Citizenship Marital Status Disability Veterans Status


Types of Behavior – Is It or Isn’t It?

Unwanted advances. Racial or religious jokes. Comments on ethnic background. Talking about sexual topics. Displaying suggestive objects, pictures, or

cartoons. Leering, whistling, and suggestive comments.


General Guideline

Would you say it or do it in front of:

Your Parent?

Your Child?

Your Significant Other?

If you would not, than you probably should not.


What if you feel you are being harassed?

Tell the person. Tell your supervisor. Tell human resources. Tell someone.


Employee’s Role

Do:– Speak up and tell the person you do not

like their behavior and to stop.– Request what you want by saying :

What the behavior is that bothers you.How it makes you feel.

– Go to a supervisor or human resources.


Employee’s Role

Don’t:– Assume it will go away if you ignore it.– Try to deal with severe harassment alone.– Participate in inappropriate behavior.– Allow someone else to treat people poorly.


If a Complaint is Made

It will be taken seriously. It will be investigated promptly. Interviews will be conducted to gather

information. Findings will be based on fact. Action will be taken to stop harassment if it is

determined it has occurred.


Summary

People want a work environment where they are treated with respect.

Where they are treated fairly. Where they feel safe.


Management Responsibility

What can you do to Prevent and Stop harassment?– Take it seriously– Deal with it directly and immediately– Understand the how to handle a complaint – Maintain open door policy– Be aware of the work environment– Communicate with your employees– Set an example

Act when you know or should have known.


When an Employee Complains

Get Specifics– Who?– What?– When?– Where?– How?

Get Help Document, document, document


Did I Say…..

Document!


Less Severe Problem

Coach employee on do’s and don'ts. Provide education. Follow up with employee. Monitor situation. Involve HR if situation is not resolved. Document.


More Severe Situations

Consult with HR to determine action plan:– Who will conduct investigation?– Who does interviews?– Review policy and personnel files.– Make determination.– Determine if discipline or other action is

warranted.– Follow-up with complainant and harasser.


Prevention Steps

A good policy Education Acting appropriately Commitment

Be aware and lead by example


Investigations

Initial Steps– Acknowledge complaint.– Relay intent to investigate promptly.– Create action plan.– Determine if interim action needed.– Do I need help?


Investigations

Set up “Confidential Investigative File” Determine if there may be physical evidence

that needs to be protected. Coordinate efforts with supervisor.


Conduct Interviews

Complainant Witnesses and others. Subject of complaint. Additional witnesses and follow-ups. In person – by phone.


Preparation

Prepare outline of questions. Conduct in private. If possible, have another member of

management present. Use open-ended questions. Limit to business related matters. Let employee tell the story.


Investigative Technique

Journalistic approach– Who was involved?– What happened?– When did it happen?– Where did it happen?– How did it happen?

Focus on facts Attempt to get a written statement, but don’t

insist.


The Interview

Purpose – Need their help. Confidential nature. No retaliation and report any attempts. General to specific questions. Ask employees for others that can corroborate

information. From victim – What would they like to see happen? Need for follow-up. Review and have sign interview summary.


Things to Avoid

Detain or restrict employees. Make accusations or “brow beat.” Disclose more than a need to know. Lead a witness. Promise confidentiality. Jump to conclusions.


Did I Say…..

Document


Review Documentation Then Act

Policies Personnel files Prior investigations Investigation findings Make determination based on facts:

– Substantiate or refute allegations.– No determination.

Take action when appropriate.


Level of Proof Needed

“Prove it!” “I’ve got a feeling.” “She’s believable.” “There’s a smidgen of truth.” “It’s more likely than unlikely.” “It’s a no brainer.”


Taking Action

Determine level of action: – Form education up to termination.

Consult legal advice if warranted. Meet with employee to explain action being

taken and reason. Close the loop with complainant – general

terms. Remind about retaliation or further problems. Record action taken in employee’s file.


Write up Findings

State the complaint. Summarize investigation:

– Indicate those interviewed– Indicate records reviewed

State findings – Did the behavior violate company policy?


Follow-Up

Check in with complainant. Check in with supervisor. Monitor work area.


Summary

You’re good to go! Questions???

(c) CGI Employee Benefits Group 2008 Conducting Harassment Prevention Training and Harassment...

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