The pervasive problem of sexual harassment in the workplace is a major concern for policymakers, healthy workplace campaigners and other stakeholders. Surprising, before the 70s the issue of sexual harassment was largely ignored (Hersch, 2015). Statistics on sexual violence in places of work are difficult to owing to the ambiguity in the definition of acts that amount to sexual harassment and partly due to the reluctance of victims to report. However, estimates indicate that around 38% of women experience sexual harassment in their places of work with the number of male victims slightly lower at around 15% (National Sexual Violence Resource Center, 2013). Another study found that 44% of women experience sexual harassment in the workplace compared to 19% of men (Hersch, 2015). These statistics contain one common feature, the number of women who experience sexual violence at work is more than double that of men. Addressing the issue of sexual harassment at the workplace requires an understanding of acts that amount to sexual violence. Acts that are deemed as unwelcomed sexual conduct hence resulting in an intimidating and hostile work environment are termed as sexual harassment. Recently, policymakers and concerned parties are implementing measures to end the problem of sexual harassment at work. Hence, this paper explores strategies that these parties can implement to address the problem of sexual harassment at work and provide lasting solutions.
Workplace Strategies to Address Sexual Harassment
Monitoring the workplace can prove to be an effective method of addressing the sexual violence issue. Monitoring involves seeking the input of employees regarding their work environment and way that their working space can be improved (García-Moreno et al. 2015). Monitoring exercises should also encourage employees to report sexual advances that they view as intimidating or interfering with their delivery at work. The management's input in monitoring for acts of sexual violence is also pivotal. Supervisors and team leaders should stay alert to acts of sexual violence since they spend the most time with workers and are better placed to judge their activities correctly. Supervisors and team leaders increase visibility and improve the chances of spotting intimidating sexual advances. Moreover, the presence of an authoritative figure discourages employees that may have ideations of harassing their colleagues. However, caution is necessary to ensure that the constant presence of a supervisor does not create a toxic environment that will negatively affect performance. Although the management has the responsibility of assuring the safety of employees, too much authority effectively reduces performance. Hence, monitoring should not interfere with the freedom of workers to interact and exchange ideas.
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Importantly, handling sexual harassment complains procedurally with the seriousness that they deserve is necessary. Often sexual harassment cases are lightly handled or the perpetrators never effectively punished. Schultz (2018) posited that cases sexual harassment against women often went unpunished either due to a lack of evidence to prove the cases of misinformation of the victims. The emergent problem of evidence to prove sexual harassment requires measures that address the issue and formulate techniques of gathering this evidence. A procedural approach to the reported cases is likely to prove effective where the management adopts a proven approach similar to the one used to address cases of indiscipline. Clear steps of gathering evidence and disciplining offenders should effectively address the issue of sexual violence. Often, personal views and past records tend to prevail in the process of handling cases as opposed to applying reliable evidence. Proper handling of reported cases builds employees trust and improves the reputation of the organization. A procedural approach to the handling of such cases also shields employees against malicious reporting of harassment that would tarnish their reputation.
Organizational policies on sexual harassment not only address the issue but also shield the organization against bad reputation. Weak policies on sexual harassment are responsible for the recurrence of sexual harassment cases within organizations (Williams, 2018). Effective organizational policies should precisely define acts and behavior that amount to sexual harassment as well as provide a clear stance on their lack of tolerance to the behavior (Buchanan, Settles, Hall & O'Connor, 2014). Policies against sexual harassment in the organization ensure that employees sign contracts that guarantee their abstinence from behavior associated with harassment. Policies also ensure the documentation of corrective measures that spell out the punishment for sexual harassment.
Organizations should provide training and education to increase employee knowledge of the vice and aid in its prevention. Employee training effectively connects to policies and improves outcomes within the organization (Hanson, Perrin, Moss, Laharnar & Glass, 2015). Increased knowledge on the issue improves response techniques and aids in eliminating the negative consequences that workers receive for reporting (Ineson, Yap & Whiting, 2013). Training also improves the culture of the organization to reflect intolerance against sexual harassment. Consequently, workers develop an attitude that helps them to eliminate behavior that is associated with sexual harassment.
Conclusion
Effective policies on sexual harassment are majorly the responsibility of organizational leaders and policymakers. While there are existing policies against sexual violence in most organizations, most employees shun reporting cases of sexual harassment due to the stigma associated with the process (Kvas & Seljak, 2014). Hence, proper training and education aids in eliminating such fear. Furthermore, monitoring effectively reduces the chances for harassment due to the presence of a supervisor or team leader. As organizations continue to develop measures to end sexual violence in places of work, innovative techniques of handling the vice should continually be applied to protect the victims.
References
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Schultz, V. (2018). Telling Stories about Women and Work: Judicial Interpretations of Sex Segregation in the Workplace in Title VII Cases Raising the Lack of Interest Argument [1990]. In Feminist legal theory (pp. 124-155). Routledge.
Williams, C. L. (2018). Sexual harassment in organizations: A critique of current research and policy. In Sexual Harassment and Sexual Consent (pp. 20-43). Routledge.
