Management often talks about a win-win solution when it comes to
conflicts in the workplace but in reality there are some conflicts that have no
ideal solution or answer to a problem reported. Sexual harassment is one of
those problems for management to deal with according to federal laws and other
regulatory statutes within the organizational policies and procedures as well
as other mandatory regulatory requirements posted for all employees to read and
see.
It has been established that in most cases, sexual harassment does not
get reported to supervisor or the administration until all avenues of informal
resolutions are exhausted. There may be exceptions to this rule but the
majority cases of sexual harassment reports are what we call “last resort”
situations with the inability to find a happy solution to the party who filed
the report.
Sexual harassment is a very large problem in the workplace and is
pervasive in nature. It does not exempt any particular workplace environment
and occurs more than we would like it to happen. In fact, statistically
speaking, because the definition of sexual harassment is so ambiguous and less
defined, many situations may fall under the umbrellas of such a misconduct and
warrants a closer examination for fact finding and closer examination of the
complaint.
A
national survey shows that 21% of all women report being sexually harassed at
work. This amounts to almost a quarter of the workforce who experience some
kind of discomfort or unwanted attention while they are working. There is
likely a higher percentage in the workforce as many remain unreported by
individuals who cope with it and hope it passes.
The
biggest deterrent in filing a report is the humiliation and embarrassment caused
by the human resource people who usually handle such a complaint. Standing by
their zero tolerance policy is declared up front but in the background, they loathe
to work on such a grievance due to the political ramifications it has once it
is completed.
Even
though the laws are posted, it is not strong enough to handle the reality of
what happens once a protest is filed. The dynamics are fluid, twisted and
highly manipulative by all involved. All those involved are jockeying for
leverage to ensure there are no blowback results in how this matter is handled,
processed and determined for cause or legitimate recommendations for actions
proposed.
A
closer examination of this reveals an attitude of us versus them that normally
results in the company or organization looking out for them first while making
the unhappy employee satisfied as the last concern. They view this as a damage
control issues that has a risk of collateral damage to other people in
positions of authority thus they create an atmosphere of fear and intimidation
whether deliberately or not making the entire process flawed, biased and often
misunderstood.
The
contents of the report filed is closely examined to justify a re-write for
insufficient data or information to constitute a legitimate complaint. This is
tactfully delivered in a positive approach by indicating the investigation cannot
be completed unless they receive more information to substantiate the
allegations made and identify specific violations of law. Technically speaking,
this is an attempt to stall the process and have someone talk to the employee
to see if they will drop the report
In
the meantime, since they are awaiting the re-write or amended version of the allegations,
they implement corporate steps to protect the “innocents” from collateral
damage. This usually takes a few days of gathering emails, meeting notes,
performance notes and other documentation that shows management was on top of
all the required management principles in how to properly supervise, evaluate
and counsel employees related to the law.
In
other words, they are getting their ducks in a row. They are setting up an adversarial
relationship with the reporting employee whether they realize it or not as the
us versus them results in biased action plans to protect themselves and the
company rather than the employee.
At
this point they will look at making sacrifices and take action against the
alleged violator or the reporting employee for conduct unprofessional or other
violations of company rules. The table are now turning where the reporting
employee becomes a target of an investigation for their own conduct or
misconduct rather than focusing on the employee reported in the report.
Mentioned
before are the twisted ways the company scrambles to comply or to fit neatly in
the law and policies. Most of the energy spent on sexual harassment cases are
to protect the company as they do not want to end up in a courtroom and discuss
their dirty laundry in front of a judge.
Eventually
in most cases, the victim gets frustrated, ostracized, labeled as a disgruntled
or unhappy employee and gets fired for something they did or didn’t do
whichever may be the case. The law is not strong enough to protect an employee
from retaliation and most of the time, retaliation is not taken until a
significant period of time has passed and a new supervisor or new job
assignment has occurred making it a clean case for disciplinary action.
Thus
the reality is when you report it to Human Resources you may be sacrificing
your career for telling on someone who harassed you or violated the Equal
Employment Opportunity Law and may suffer a mild form of discipline or be
terminated based on the severity of the
complaint but the fact remains, you are not off the hook until the case is
completed settled internally and administratively.
No comments:
Post a Comment