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Human resource management
The Big Idea Series /
Managing #MeToo


BAD BEHAVIOR IS PREVENTABLE

Manage high-risk employees, and stop problems before they happen.
by
 * James Campbell Quick
   and
 * M. Ann McFadyen

by
 * James Campbell Quick
   and
 * M. Ann McFadyen

February 02, 2018 · Long read
The Big Idea Series / Managing #MeToo

01
Now What?
02
Breaking the Silence
03
How Do Your Workers Feel About Harassment? Ask Them
04
Getting Men to Speak Up
05
Who’s Harassed, and How?
06
Adapting to the New Risk Landscape
07
Bad Behavior Is Preventable
08
Work After #MeToo, Your Questions Answered

 * Tweet
 * Post
 * Share
 * Annotate
 * Save
 * Get PDF
 * Buy Copies
 * Print

The recent tsunami of media stories about sexual harassment signals the deep
need for a cultural reset in the workplace, one that will require all
organizations to put in place new processes and new training. Leaders and
managers simply cannot afford to maintain the status quo.



But first they must understand the problem, and that’s not as easy as it sounds.
Sexual harassment is a form of dysfunctional behavior within the workplace — and
a chronic phenomenon with a long history. Research indicates that more than 70%
of women have experienced it on the job, but many incidents of it go unreported.
One reason is that the legal definition of sexual harassment is rarely
understood. Further complicating the issue, no consensus has formed around lay
definitions of sexual harassment, which differ from the legal definition and
have changed over the years. In particular, men and women differ in their
understanding of what constitutes it.

Even the Equal Employment Opportunity Commission is frustrated. The EEOC has
recognized sexual harassment as discrimination for more than four decades. Seven
out of 10 companies have training to deter it. Yet in 2016 the EEOC concluded
workplace harassment remains a continual problem and asked, “Why does so much
harassment persist and take place in so many of our workplaces? And, most
important of all, what can be done to prevent it? After 30 years — is there
something we’ve been missing?”

There is no easy solution, but evidence shows that sexual harassment is
preventable. However, the EEOC’s recommended training guidelines need to change.
New and different approaches must be explored. And they’re exactly what we’ve
been working on.

For insights, we turned to the three-stage life-history prevention surveillance
model that public officials have long used to stave off health epidemics. We
believe that a similar data-based approach can effectively prevent harassment in
the workplace. The new model we’ve developed to help companies draws extensively
from the public health one.

One key to our model is a focus on high-risk employees. Most organizations have
relatively few of them. On the basis of what we’ve seen in our work, we estimate
that 1% to 3% of individuals within an organization have the potential to become
deviant, dysfunctional, or dangerous. And while it’s difficult to screen out
sexual harassers in the hiring process, it is possible to identify and address
them within a work population before they pose a threat to others.

Like health epidemics, the worst cases of sexual harassment very rarely happen
out of the blue. A chain of events or conditions almost always precedes them.
Understanding what they are is critical to nipping misconduct in the bud.





Our model addresses the three stages that generally occur as high-risk employees
become sexual harassers. Here is what happens in each:

Stage 1: At this stage organizations have risk factors for or conditions that
are conducive to sexual harassment, such as a work environment with a very high
male-to-female ratio or where positions of power and supervision are
predominantly held by men. These conditions don’t mean sexual harassment is
inevitable, but they increase the probability that problems will arise. Men who
would not act out in environments with more cultural constraints may well do so
when their power and influence are unchecked and even unmonitored.

Stage 2: Here we see low-intensity sexual harassment, such as conversations and
language with sexual overtones. Dialogues usually aren’t seductive in nature,
but under the surface they’re hostile, aimed at putting women down and keeping
them “in their place.” Off-color stories and what some may consider “jokes” are
also warning signs of a work environment that may pave the way for
higher-intensity sexual harassment.

Stage 3: At this stage full-blown sexual assault, such as rape, happens. These
incidents may well become federal legal cases, draining individual and
organizational energy, time, and money. They absolutely must not be ignored or
pushed to the side.

If employee behavior is allowed to reach this stage, it’s massively costly. U.S.
organizations, in particular, have more at stake than their counterparts around
the globe, because they, not just the individuals involved, can be held
responsible for workplace sexual harassment claims. In any case, direct costs
include turnover, absenteeism, sick leave, reduced performance, and litigation.
Indirect costs include motivation, morale, and dissatisfaction problems, along
with compromises to the quality of working relationships, such as distrust,
disrespect, and animosity. Many people pay the price. Sexual harassment
adversely impacts not only the target but also the aggressor, bystanders,
customers, suppliers, contractors, and other stakeholders.


WHAT TO DO TO PREVENT SEXUAL HARASSMENT

Our model offers a set of interventions for each of the three stages. When
systematically applied, these measures reduce or eliminate sexual harassment.
The best place to intervene is the first stage, of course, where an
organization’s efforts will have the broadest impact and help eradicate
conditions that may give rise to misconduct.

Next In
Managing #MeToo
Work After #MeToo, Your Questions Answered



A Q&A roundtable with HBR experts



Primary prevention of sexual harassment can be thought of as the sills and
joists of your policy. It is the foundation for all other interventions. It
begins with a clear statement of policy banning all forms of sexual harassment,
explicitly linked to mechanisms that will enforce compliance. Your HR department
should systematically screen the organization for early warning signs, such as
violations of the code of conduct or prior incidents in people’s work histories.
Primary prevention also includes comprehensive training and education at all
levels of the hierarchy, but especially at the first line of supervision. As the
EEOC states, middle managers and first-line supervisors, when trained correctly,
can be an organization’s most valuable resource in stopping sexual harassment.
So companies ought to teach them how to create a culture in which all
individuals are treated with respect and where power is used with restraint. And
all managers and supervisors should observe their reports’ interactions with
colleagues and flag anything that might require corrective action.

Secondary prevention targets lower-intensity forms of sexual harassment,
squelching it before any serious harm has been done. Secondary prevention
focuses on identifying and eliminating incivility and bullying. These negative
behaviors often lead to higher absenteeism, tardiness, accidents, and safety
violations, so companies should monitor their data on these, as well as
supervisor’s reports about peers and employees, for signs that people are not
being treated respectfully.

In an ideal world, all people associated with an organization — employees,
supervisors, contractors, and even customers and bystanders — would be
comfortable reporting any unacceptable behavior they see in it. The
organization’s responsibility is to provide an environment that makes them feel
that way. An important step is setting up at least three safe channels for
reporting harassment: one in the HR function, one in the legal function, and one
in an employee-wellness function. Trained professionals will need to be brought
in to help diagnose, assess, and triage cases of harassment. Providing direct
feedback to offending individuals is critical. They should be reprimanded for
deviating from the organization’s code of conduct but also be given the
opportunity to apologize for their behavior and alter it. Individual training in
interpersonal communication, both on how to respect others and how to clearly
communicate personal boundaries, often can redress low-intensity incidents. The
EEOC also suggests that bystander intervention training can help prevent sexual
harassment, and our review of the research supports that idea. Organization-wide
civility training may be a new opportunity for combating sexual harassment too,
according to the EEOC.

Tertiary intercession is needed when primary and secondary prevention fail, and
an incident of high-intensity sexual harassment occurs. Companies should be
prepared for the worst and act immediately to minimize any suffering or damage
incurred, while also treating all involved fairly. We recommend a four-step
approach:



 * Containment. Restrain the dangerous individual engaged in harassment
   behavior.
 * Caregiving. Provide help to the targets of harassment and the people who’ve
   been exposed to it, such as witnesses or close colleagues of the target.
 * Forgiveness. This does not mean absolving the offender or forgetting what
   happened. It means forgiving people for allowing harassment to happen. Kim
   Cameron at the University of Michigan has written incisively about why
   forgiveness is essential to recovery after harm and damage have occurred at
   work.
 * Resilience. The organization must bounce back from the tragedy of the
   incident.

Sexual aggressors destroy lives, leaving long legacies of suffering. Yet sexual
harassment in the workplace is an occupational health problem that does not
occur in isolation. Rather, it’s generally a result of cumulative events and
thus predictable and preventable. Workplace sexual harassment is no accident,
and with proper surveillance and prevention mechanisms, it may be eliminated
altogether.The Big Idea

Read more on Human resource management or related topics Gender, Business law,
Personnel policies, Managing conflicts and Talent management
 * JQ
   James Campbell Quick is a Distinguished University Professor and the John and
   Judy Goolsby–Jacqualyn A. Fouse Endowed Chair at the University of Texas at
   Arlington, and a professor at the Alliance Manchester Business School at the
   University of Manchester.
 * MM
   M. Ann McFadyen is an associate professor of strategic management at the
   University of Texas at Arlington College of Business.

 * Tweet
 * Post
 * Share
 * Annotate
 * Save
 * Get PDF
 * Buy Copies
 * Print

The Big Idea Series / Managing #MeToo
01
Now What?
02
Breaking the Silence
03
How Do Your Workers Feel About Harassment? Ask Them
04
Getting Men to Speak Up
05
Who’s Harassed, and How?
06
Adapting to the New Risk Landscape
07
Bad Behavior Is Preventable
08
Work After #MeToo, Your Questions Answered
Read more on Human resource management or related topics Gender, Business law,
Personnel policies, Managing conflicts and Talent management


RECOMMENDED FOR YOU

WHO'S HARASSED, AND HOW?

TOO MANY MEN ARE SILENT BYSTANDERS TO SEXUAL HARASSMENT

TO STOP BAD BEHAVIOR, DISPLAY A VIRTUOUS QUOTE


AUDIO
WHY MANY COMPANIES GET LAYOFFS WRONG




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DYNATA LLC

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ASK LOCALA

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NEAR INTELLIGENCE

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DOUBLEVERIFY INC.

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BIDSWITCH GMBH

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IPONWEB GMBH

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NEXTROLL, INC.

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TEADS FRANCE SAS

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STRÖER SSP GMBH (SSP)

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STRÖER SSP GMBH (DSP)

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PLATFORM161 B.V.

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ADACADO TECHNOLOGIES INC. (DBA ADACADO)

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BASIS GLOBAL TECHNOLOGIES, INC.

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SMADEX, S.L.U.

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BOMBORA INC.

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SPOTX, INC

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EASYMEDIA GMBH

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ADVANCED STORE GMBH

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MAGNITE CTV, INC.

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DELTA PROJECTS AB

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USEMAX ADVERTISEMENT (EMEGO GMBH)

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EMETRIQ GMBH

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PUBLICIS MEDIA GMBH

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ONETAG LIMITED

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CLOUD TECHNOLOGIES S.A.

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SMARTOLOGY LIMITED

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IMPROVE DIGITAL

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ADOBE ADVERTISING CLOUD

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BANNERFLOW AB

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TABMO SAS

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INTEGRAL AD SCIENCE, INC.

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WIZALY

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JIVOX CORPORATION

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SOJERN, INC.

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ROCKABOX MEDIA LTD T/A SCOOTA

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EXACTAG GMBH

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CELTRA, INC.

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MAINADV SRL

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GEMIUS SA

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THE KANTAR GROUP LIMITED

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IMPACT TECH INC.

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NIELSEN MEDIA RESEARCH LTD.

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ORACLE ADVERTISING

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AUDIENCEPROJECT APS

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DEMANDBASE, INC.

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ARRIVALIST CO.

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COMMANDERS ACT

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NEODATA GROUP SRL

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INNOVID LLC

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PAPIRFLY AS

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NEUSTAR, INC., A TRANSUNION COMPANY

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SALESFORCE.COM, INC.

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VERVE GROUP EUROPE GMBH

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KOCHAVA INC.

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OTTO (GMBH & CO KG)

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ADOBE AUDIENCE MANAGER, ADOBE EXPERIENCE PLATFORM

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LOCALSENSOR B.V.

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ONLINE SOLUTION

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RELAY42 NETHERLANDS B.V.

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GP ONE GMBH

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THE MEDIAGRID INC.

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MINDTAKE RESEARCH GMBH

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CINT AB

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GOOGLE ADVERTISING PRODUCTS

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GFK SE

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REVJET

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CLINCH LABS LTD

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ORACLE DATA CLOUD - MOAT

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HEARTS AND SCIENCE MÜNCHEN GMBH

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AMAZON ADVERTISING

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MOLOCO, INC.

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ADTRIBA GMBH

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OBJECTIVE PARTNERS BV

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ENSIGHTEN

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EBAY INC

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