I have talked about my unique harassment prevention approach. It is all about proactively anticipating. Here are the details.
In the workplace, the accepted approach for addressing discriminatory harassment, including sexual harassment,
is to have someone in corporate human resources or a lawyer at a big law firm write a long, wordy, all-inclusive policy
against such activity and then insert it on pages forty-five through forty-eight of a 100-page employee handbook.
Most of the time, handed to, but not read by, new employees on their hectic first day of employment and
then never referred to again until someone is accused of violating the policy.
Have these people ever questioned what is? Described this way, is there any wonder why harassment in the workplace continues?
How does one ″proactively anticipate″ in this area?
I reproduce here an article I wrote for the American Management Association which focuses primarily on awareness and proactively anticipating.
In today's tough economic times, precious funds should not be wasted in defending cases claiming discriminatory harassment.
These issues can be minimized or eliminated entirely—and critical funds saved for business operations with a program
designed to build the right corporate culture.
The worth of such efforts may be seen in the example of one company with fifteen steel processing plants and 1,500 employees,
of which 1,200 are on industrial plant floors.
You would expect this type of organization to be involved with several harassment lawsuits per year.
With a typical settlement likely to be in excess of $100,000 and the typical defense attorney fees to be an even higher amount,
the unnecessary expense is substantial.
However, since 1999, this organization has experienced no employment-related lawsuits. None.
Throw into the mix a diverse workforce (various religions, races, and national origins), and add women working on the plant floor,
the record becomes even more impressive.
Even more incredible is the fact that these plants are not limited to traditionally non-litigious locations,
but this company's largest plants are in Detroit, Cleveland, northern Indiana, and Ohio.
How was this done and how can other organizations replicate these results?
For "the rest of the story," please contact John Baumann at 502-262-3300, JohnDecideSuccess@gmail,
or TheInspiringEsquire@gmail.com for a free consultation.