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Preventing A Hostile Environment

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Question:

We’re hearing a lot about hostile work environments and bullying. What can we do to prevent a hostile work environment and harassment claims?

Answer:

Recent court decisions illustrate the need for employers to elevate all types of harassment to the list of important workplace issues. It is virtually impossible for employers to monitor or control all communications or workplace conduct especially with the increase in popularity of social networking sites (like Facebook or Twitter) and activities (blogging, etc.). However, there are some practical suggestions for preventing hostile work environment claims.

  • Anti-Harassment Policy. Implement a policy that prohibits sexual harassment and harassment based on other protected classifications. It should specifically list the other protected classifications, including examples of the type of conduct that is prohibited by managers, supervisors, employees, customers, and third parties. Update your electronic communications policy to reflect new technological trends as well.
  • Complaint Procedure. The policy must include a complaint procedure that provides for more than one option for filing a complaint so that an employee does not have to complain to a supervisor or other person who may be involved in the harassment. The policy should also contain a strong “anti-retaliation” statement, so employees will not hesitate to file a complaint and will feel confident in using the procedure.
  • Distribution and Communication. Employers should distribute and communicate the policy to all employees, and the employees should be given an opportunity to ask questions. Each employee should be required to sign a verification acknowledging that the policy has been read and understood.
  • Education. In addition to providing the employees the policy during their orientation, it is also helpful to provide periodic refresher information.
  • Supervisor Training. Managers and supervisors are relied upon to be the “eyes and ears” of the company in case inappropriate conduct is taking place, so employers should carefully select individuals for these positions who will treat employees fairly and avoid inappropriate conduct. It is critical that supervisors receive additional training to educate them about their important role in preventing harassment in the workplace.  Consider prohibiting management from “friending” other employees.
  • Investigating a Complaint. Upon receipt of a complaint of harassment or when an employer has reason to believe that a potentially harassing situation has occurred, the employer must act promptly. The employer must investigate all complaints completely and objectively. Of course, the employee making a complaint should be notified as to the outcome of the investigation once a final decision has been made.
  • Taking Appropriate Action. If the investigation results in a finding that harassment occurred, action must be taken so that the harassment is eliminated and does not reoccur. This may consist of disciplinary action including discharge, or other corrective action such as training.

You can never be 100% certain that a hostile situation won’t ever occur, but by putting the proper policies in place you can be sure that you are doing everything possible to help prevent it.

Having easy to read and understand policies and procedures can help alleviate a lot of problems in the workplace. Not only do they set the stage for what is deemed inappropriate, they can also provide guidelines for what is considered acceptable, and even expected, behavior. Strategic HR receives numerous requests to review and rewrite employee handbooks on a regular basis, especially with the number of recent federal guideline changes. If you haven’t updated your handbook in the last few years, now may be a good time. For more information on how we can help you with Employee Relations and employee handbooks, please visit our Employee Relations page.

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Creating a Communication Plan

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HR Question:

We are getting ready to roll out a new employee handbook, and I’ve been asked to create a Communication Plan. I’m not a marketer, what does such a plan entail?

HR Answer:

A Communication Plan is simply a roadmap for what and how you will communicate to those that need to know about your new employee handbook. There are some very simple elements you will need to include in your plan.

  1. Start by identifying your goal(s). What is your communication goal and how will you know you are successful?
  2. Determine the objectives; what message are you trying to convey (is there more than one), what are the results you want to achieve, and how can those results be best accomplished.
  3. Identify your audience. Who are you trying to influence, educate or communicate with? What type of communication do they prefer?
  4. Evaluate your current communication vehicles (i.e. newsletters, monthly meetings, email, bulletin boards) and how they are utilized. What tools will you use to communicate your message to your audience – you may need to add new methods of communication to adequately communicate your message. Make a list of the vehicles, their deadlines and the owner (i.e. the deadline for submitting an article to your company newsletter and the name of the editor).
  5. Create a list of tactics and timeframes needed for this plan and identify who is responsible for each step. Remember to use the correct communication vehicle to get the message across to your particular audience (this may require multiple types of communication if your audience is multi-generational). Setting these up in a calendar format makes it easy to stay on top of deadlines and see who is responsible for each item.
  6. Then determine how you will measure if the plan adequately accomplished the goals and objectives stated and provide for a “plan B” should you decide more communication is necessary.

This is a working document and may require revisions or updates as the plan progresses.

Communication often seems like a “no-brainer”. You have something to communicate and you just “do it”. But factor in multiple shifts or locations, off-site employees and a multigenerational workforce and you quickly learn that providing adequate communication to everyone you employ isn’t so easy. Strategic HR has years of experience writing for a diverse workforce; we even have a marketing/communications specialist on staff. Visit our Communications page to learn how we can assist you with various communication-based projects.