Harassment Training by Iowa Civil Rights Commission
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The Iowa Civil Rights Commission enforces anti-discrimination laws and provides education on civil rights issues. It oversees protections for personal characteristics like race, sex, disability status and more. The document defines harassment, including quid pro quo and hostile environment harassment. Employers are liable for harassment and must take steps to prevent and address issues through clear policies, training, and response procedures. Employees have responsibilities to understand policies and report issues, while maintaining confidentiality and neutrality.
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Harassment Training by Iowa Civil Rights Commission
- 1. Iowa Civil Rights Commission Disclaimer The information contained in this presentation is a brief overview and should not be construed as legal advice or exhaustive coverage of the topic.
- 2. A state administrative agency which enforces your rights under the Iowa Civil Rights Act of 1965 (Chapter 216 of the Iowa Code) . Iowa Civil Rights Commission
- 3. Iowa Civil Rights Commission • VISION: A State free of discrimination. • MISSION: Enforcing civil rights laws through compliance, mediation, advocacy, and education.
- 4. Protected Personal Characteristics In Employment Race Color Creed Religion National Origin Age Sex/Pregnancy Sexual Orientation Gender Identity Physical Disability Mental Disability Retaliation
- 5. Harassment Overview • Definition of sexual harassment • Definition of general harassment • Examples of prohibited behaviors • You and your organization’s responsibilities • Liability
- 6. What is harassment ? • Behavior which has the effect of humiliating, intimidating, or coercing someone through personal attack. • Behavior that can cause the recipient to be embarrassed, uncomfortable and cause emotional distress.
- 7. Definition of Illegal Harassment Harassment is unwelcome conduct which is taken because of a protected personal characteristic and which creates an abusive job environment. There are three requirements Unwelcome conduct Because of protected characteristic Hostile/Abusive environment
- 8. Types of Harassment Quid Pro Quo & Hostile Environment
- 9. Quid Pro Quo • When employment decisions or expectations are based on an employee’s willingness to grant or deny sexual favors or willingness to submit to unwelcome behavior. • “This for that”
- 10. Examples of Quid Pro Quo: • Demanding sexual favors in exchange for a promotion or a raise • Demanding participation by a subordinate in a religious observance • Changing job performance expectations after subordinate refuses repeated requests for a date • Disciplining or discharging an employee who ends a romantic relationship
- 11. Hostile Environment • Where verbal or nonverbal behavior in the workplace focuses on the sexuality of another person or occurs because of a person’s gender or other protected characteristic. • Where verbal or nonverbal behavior in the workplace is unwanted or unwelcome • Where verbal or nonverbal behavior is severe or pervasive enough to affect the person’s work environment
- 12. Behaviors that can be unwelcome and/or sexual in nature Physical •Assault •Touching •Blocking •Hugging •Kissing •Pinching •Patting •Leering •Gesturing •Grabbing Verbal •Jokes, remarks, or questions •Propositions for sexual activity •Pressure for dates •Obscene language which is gender specific or sexual in nature •Inappropriate comments about a person’s body Visual •Cartoons •Written documents •Pin-up calendars •Drawings •Computer images •Computer games •Posters •Objects •Faxes •E-mails
- 13. Same-Sex Sexual Harassment The U.S. Supreme Court ruled that same-sex sexual harassment is a form of sex discrimination under Title VII of the Civil Rights Act of 1964.
- 14. Behaviors that are NOT Sexual Harassment Welcomed and NOT sexual in nature 1. Voluntary lunch or dinner dates – asking a coworker to have lunch or dinner 2. Appropriate compliments – telling a person that his or her outfit is nice 3. Acts of courtesy – opening the door for someone
- 15. Unwelcomeness In order to be “unwelcome” the conduct must be both: 1. Actually offensive to the victim and 2. Not solicited or invited by the victim If the conduct is welcomed, then: The conduct cannot be considered when deciding if there was an abusive environment.
- 16. Evidence that the victim found the conduct unwelcome includes: 1. The victim told the harasser to stop. 2. The victim moved away when the behavior occurred or looked away from the harasser when the joke was told. 3. The victim met the joke with a prolonged stony silence. Unwelcomeness
- 17. Evidence that the victim found the conduct welcome includes: The victim engaged in similar banter with the harasser just prior to the harassing statements. The victim initiated physical contact with the alleged harasser The victim laughed after the supposedly harassing joke and remarked it was a “good one”. Unwelcomeness
- 18. The following do not mean that the conduct was welcomed: •The victim did not complain to others about it at work •The victim engaged in bawdy conduct outside the workplace on their own time •The victim was heard to use curse words from time to time Unwelcomeness
- 19. The requirement of an abusive job environment is broken into three parts: 1. Subjectively abusive 2. Objectively abusive 3. Part of the job environment Abusiveness
- 20. Abusiveness A job environment is subjectively abusive if the Complainant actually believes it is abusive. Evidence that the Complainant has a subjective belief of abusiveness includes: •Complainant states that they felt the environment was abusive. This could be corroborated by Complainant seeking professional counseling. •Complainant complained to other people about the environment (whether or not “officially”). •Witness report that Complainant was very upset following incidents of harassment.
- 21. Abusiveness A job environment is objectively abusive if a reasonable person would find the environment abusive. Factors in deciding whether the environment is objectively abusive include: •Frequency •Severity •Physically threatening or humiliating •Unreasonably interferes with job performance •Effect on psychological well-being
- 22. Frequency & Severity of the harassment are the most important factors. They add together to make how bad the environment is. If it is bad enough it is “abusive”. As the severity goes up - - the frequency needed goes down. Abusiveness
- 23. Is it Harassment? When in doubt about the appropriateness of particular behavior consider the following: –Would I behave this same way if my mother or child were standing next to me?
- 25. Is it Harassment? When in doubt about the appropriateness of particular behavior consider the following: –Would I behave this same way if my mother or child were standing next to me? –Would I want my behavior to be the subject of a report on the evening news?
- 27. Is it Harassment? When in doubt about the appropriateness of particular behavior consider the following: –Would I behave this same way if my mother or child were standing next to me? –Would I want my behavior to be the subject of a report on the evening news? –Would I want to describe my behavior in court in front of a judge or jury?
- 29. What is the Employee’s Responsibility? • Understand – Know company policy and the law – Adhere to policy and the law – Be careful • Be Watchful – Pay attention to coworkers- avoid inadvertent offense – Look for subtle forms of harassment – Report any instances • Be active – Confront Harassers directly, if you are comfortable doing so – If confrontation fails, file a grievance – Document ALL instances- detail Detail DETAIL!
- 30. What can You do? Practical Advice for Employees • Be courteous – Pleasantries are always allowed – Remember, jokes that end with “If they weren’t watermelons, what were they?” aren’t funny to everyone. – Reference the Golden Rule • Think! – Don’t tweak “brittle” people for sport – Try to avoid loaded words; you’re intelligent enough to express displeasure without the “F” word – Ask yourself (or others): Am I offending anyone? • Be Professional – Keep your personal life personal, and your work life professional – Treat other employees, above and below you, with respect
- 31. Employees who deal directly with customers, the public or with personnel from other organizations, must always ensure that their own behavior is acceptable. They are also strongly encouraged to report incidents of unwelcome behavior by others. You do not have to tolerate unwelcome behavior by the public, but like everyone else, you must act responsibly when dealing with unwelcome conduct. Employee Responsibilities and the public
- 32. Supervisors and Employees DO’S Supervisors: • Take the situation seriously • Communicate with employee • Act immediately to stop behavior • Maintain confidentiality • Remain neutral Employees: • Resolve at lowest possible level - whenever possible • Report it to your supervisor • Contact Human Resources for assistance • Document actions
- 33. Your Organization’s Obligation • Your Organization has the obligation to have a work place that is free of discrimination and harassment of any type • Having an anti-harassment policy is a step in the right direction
- 34. Anti-Harassment policy • Statement prohibiting harassment • Definition of harassment and examples of prohibited behaviors • Explanation of complaint procedures and designation of persons to whom complaints should be made • Assurance that a prompt, thorough and confidential investigation will take place
- 35. Anti-Harassment policy • Assurance that if a violation of the policy is found, that there will be prompt, corrective action by the employer • Assurance that there will be no retaliation for reporting the harassment
- 36. Employer Liability The employer is subject to liability if the harassment was committed by a supervisor with immediate or successively higher authority over the employee.
- 37. Affirmative Defense: Acts of Supervisor Employer must show that: •Employer exercised reasonable care to prevent and promptly correct harassing behavior •Employee unreasonably failed to take advantage of preventive or corrective opportunities or to otherwise avoid harm
- 38. Employer Liability for Acts of Supervisors Quid Pro Quo •Employer is always liable for acts of supervisor •Cannot raise affirmative defense to avoid or limit liability Hostile work environment •Can raise affirmative defense to avoid or limit liability
- 39. Employer Liability: Acts of Coworkers or nonemployees Coworkers: •If knew or should have known of the misconduct •Unless can show they took immediate and appropriate corrective action(s) Nonemployees: •Employer’s control over individual’s misconduct is considered
- 40. Review • Definition of sexual and general harassment • Types of harassment • You and your organization’s responsibility • The organization’s policy • What to do when harassment occurs • Liability
- 41. Any Questions?
- 42. Iowa Civil Rights Commission Grimes State Office Building 400 E. 14th Street Des Moines, Iowa 50319 515-281-4121 800-457-4416 (toll free) fax: 515-242-5840 website: www.state.ia.us/government/crc