Dealing with Sexual Harassment in the Workplace

Dealing with Sexual Harassment in the Workplace

Question 1

Sandra would most definitely be upset by this kind of situation, and so would I. The thought that my employer wants to rehire someone who resigned shortly after sexually harassing me years back would be very painful. I would consider the idea outrageous and flagrant because the rehire would make my workplace untenable. Sexual harassment makes the work environment hostile and unfriendly, and the continued presence of the perpetrator is even worse and torturous.

Question 2

This kind of problem poses an ethical dilemma. Being the HR manager, I have to recommend the hiring of someone who wronged me. In my capacity, I am charged with promoting the welfare of other employees in the organization. While recommending the hire will be a good thing for the company considering the skills of the person, there is no telling if other employees will be safe because a repeat of the same might be encountered.  I do not think there is anything I would do to protect the employee because recommending his hire would not only be putting others at the risk of being sexually harassed. I would also be making the workplace environment hostile for myself. The person may be skilled, but there are many other options out there who are equally skilled; hence, I would not recommend the hire.

.

Question 3

In order to protect the company’s image, I would approach my superiors in confidence and give them my reasons for not recommending the hire. I would make them aware that hiring this particular employee would be making other employees within the organization at the risk of being sexually harassed. I know they will ask why I never reported the encounter. My answer to them would be that the employee resigned days after the incidence and that his absence fastened the healing process. Going public with the sexual harassment encounter might damage the good image of the firm. Being the HR manager, I am not only responsible for the welfare of other employees in the company, but I am also responsible for promoting the good image of the company (Fuentes-García, Núñez-Tabales & Veroz-Herradón, (2008).  So do, I would approach my superior with my recommendation not to hire and give my reasons. If they choose to go ahead with the hire even after explaining to them my reasons, then I will be left with the option to resign, and perhaps take legal actions against the company for hiring a perpetrator of sexual harassment.

Question 4

It can be difficult and uncomfortable for employees who have been harassed sexually to come forward. HR departments should, therefore, always try to create cultures that make it possible for such victims to come forward. HR departments should also have policies in place that discourage sexual harassment and assure all employees that such cases will be investigated and perpetrators charged (Bland & Stalcup, 2001). Employees should also be trained on how to recognize actions that constitute sexual harassment. One employee of employees has reported cases of sexual harassment.

HR managers usually face a lot of challenges when employees report cases of sexual harassment. But when such cases arise, it is important for HR departments and professionals to act immediately by following laid down procedures for sexual harassment cases. Without company policies for handling such cases, HR departments may find it difficult to investigate. Even though complaints like this can harm a company’s image, have proper response strategies or procedures can safeguard an organization. The following steps are standard procedures that all HR departments can use in addressing sexual harassment cases.

Listening and Understanding

While it is important to take action, HR professionals should first take their time to listen and gather all the facts before they decide on what to do next. Listening to the submitter not only makes them feel that HR is concerned about their welfare, but it also a way of evaluating the next cause of action (Bland & Stalcup, 2001). After listening, the HR professional should thank the submitter for coming forward because it is not an easy thing to do. HR professionals should also take caution and ensure that the facts that they gather are unbiased and accurate. They can then use the data to determine the risks, severity, and circumstances surrounding the incident.

Confidentiality

In order to assure all employees that the organization takes cases of sexual harassment seriously, HR should treat the information they gather with the utmost confidentiality and protect the identities of those involved. If employees can be assured of confidentiality, then they would have the courage to come forward with accurate data. Confidentiality also guarantees that victims are protected against retaliation (Bland & Stalcup, 2001). HR should also assure employees that those who come forward and report will be protected from retaliation.

Investigation and Documentation

Once all the facts about sexual harassment encounters have been gathered, thorough investigations should be conducted and all the facts documented. All parties should be talked and listened to and all the facts documented. According to all parties time to explain themselves will also prove to them that the company is not partial in handling such cases.

Respond

Once all parties have been listened to, all facts gathered and a determination made, action should be taken. If the allegations are found to be true, harassers should be punished or disciplined in accordance with company policies. At the same time, support should be given victims in the form of counseling and stress management or coaching (Bland & Stalcup, 2001).

References

Bland, T. S., & Stalcup, S. S. (2001). Managing harassment. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 40(1), 51-61.

Fuentes-García, F. J., Núñez-Tabales, J. M., & Veroz-Herradón, R. (2008). Applicability of corporate social responsibility to human resources management: Perspective from Spain. Journal of Business Ethics, 82(1), 27-44.