Sexual Harassment Retaliation - Part 2
In this two-part series, Nancy Schess, partner at Klein, Zelman, Rothermel and Dichter tells us about what this ruling means and what employers may need to do about it. Below are the actions she suggests from Part Two:
Enhance your policy language
Review your written policies and procedures and ensure that the wording on “retaliation” is comprehensive and reflects the broader definition as defined by the Supreme Court.
Boost your training
On two integrated aspects - Compliance and Preventative
Compliance - ensure that you have an existing, ongoing Sexual Harassment Prevention training for all employees, and especially managers, that let’s them know their new role in ensuring retaliation does not occur.
Preventative - ensure that your managers learn and practice the communication skills they need to engage in dialogue with their employees on all the appropriate issues, e.g., job expectations, performance, company policies and procedures.
Increase your monitoring
Human Resources will need to become more proactive in managing the outcomes and behaviors of all the involved parties of a harassment complaint. HR must build its skills and comfort in inserting themselves in the relationships - even after the complaint has been settled.
Wednesday, August 30, 2006
“Training your managers, can prevent a retaliation claim” - Nancy Schess
