Facts on Sexual Harassment
What Is Sexual Harassment?
There are two kinds of sexual harassment:
1. “Quid pro quo”: this means “something for something.” This
kind of sexual
harassment usually involves supervisors who use:
Threats of firing, blocking
promotion, transferring, or giving a bad
evaluation, if a person does not go along with sexual advances; or
Rewards such as hiring, promotion, or giving a raise if a person does go
along.
2. Hostile environment: this covers regular and repeated actions, or things
displayed around the workplace that “unreasonably interfere” with
job performance or
create an intimidating, hostile, or offensive work environment.
A hostile environment may include:
sexual pictures, calendars
graffiti or objects
offensive
language
jokes,
gestures
comments
Recognizing Sexual Harassment
“Quid pro quo” with
its threats and rewards are often clear-cut and clearly wrong.
But looking at the “Hostile Environment” can be confusing
- deciding which actions are
appropriate and which aren’t.
Remember that impact is often the problem, rather than intent, people
need to
recognize the impact of their behavior upon others.
Guidelines
Sexual harassment is often related to power on the job - someone forcing
someone else to put up with or do something they don’t want.
It can be:
Physical - such
as touching, holding, grabbing, hugging, kissing, “accidental”
collisions, other unwanted physical contact, and, in the worst cases, physical
assault and rape.
Verbal - such as offensive jokes and language, threats, comments, or
suggestions of sexual nature.
Non-Verbal - such
as staring at a person’s body, leaning over
someone at a
desk, offensive letters or cartoons, and other sexually oriented behavior.
To determine if your behavior is unwanted, ask yourself the following:
1. Would I want any of those behaviors to be the subject of a column
in my
organization’s newsletter or to appear on the evening news?
2. Is there equal power between me and the person I am interacting with?
3. Would I want
someone else to act this way toward a person that I’m
in a
relationship with?
4. Is there equal initiation and participation between me and the person
I am
interacting with?
Consider this: If
you answer “no” to
item four, there is a 99% certainty that your
behavior is considered sexual harassment.
What You Can Do
If you are the target of unwanted sexual attention or behavior:
Respond to the problem. Make your feelings absolutely clear. Sometimes
people don’t realize that they are being offensive.
Record the times, places, and specifics of each incident, including
the names of
other people who might have observed the incident and your reactions.
Report continuing harassment according to your company policy. If there
is no
formal policy, report it to your supervisor. If the person harassing
is your supervisor, go
to whomever is responsible for your supervisor’s actions.
Personal Standards
I will ask permission if I have any uncertainty about physical or
verbal
touch.
I will respect and honor the personal space and feelings of others and will
adjust my behavior accordingly.
I will exercise my right to refuse touch and will take the responsibility
of
clearly communicating my wishes to others.
I will resolve differences in “comfort levels” by talking directly
with the
person involved.
When two people touch, their history and culture meet. Each person is
responsible for communicating his or her touch preferences, and how others
wish to be
touched.
Help Prevent Sexual Harassment
Understand sexual harassment - what it is and how it affects people
and the
workplace.
Respond immediately if you are a victim of sexual harassment, or if
you know
someone who is.
Teach your coworkers how to be sensitive to sexual attention.
Employers can take a strong and effective stand to prevent and respond
to
sexual harassment. Policies should be: sensitive to the issue and its
victims and
responsive to the complaints by employees.
Sexual harassment affects everyone, women, and men, all workers at
all levels,
and all types of jobs.
Employees may lose:
Dignity, health, and peace of mind
Promotions, even their jobs
Supervisors may lose:
Respect, department teamwork
Their jobs
Employers may lose:
Productivity, teamwork, and trust
Talented employees