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DTSTART:20190912T150000Z
DTEND:20190912T173000Z
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SUMMARY:Sexual Harassment Case Study
DESCRIPTION:#SHRM19 Sexual Harassment Case Studies \n\nJonathan A. Segal\, Partner and Managing Principal\, Duane Morris Institute\n\nWorkplace Application: Guidance for how HR can contribute to the creation of a safe\, respectful and inclusive culture\, in terms of what is done-and not done-by those at the level of supervisor and above. \n\nAvoiding and responding to sexual and other harassing behaviors is top of mind for all responsible organizations. Harassment is not just a legal issue\, but also a hardcore business issue-and HR alone does not "own" civility. Harassing and disrespectful behaviors\, even if not unlawful\, harm employees as well as other individuals and organizations. Those at the level of supervisor and above must do more than avoid unacceptable conduct\; they must be active bystanders. Yet bystander interventions\, if not thought through carefully\, can escalate a problem. In some areas\, what is unacceptable is (or should be) obvious\; but there are also potential gray areas\, such as hugs and compliments. Some individuals\, concerned about being perceived as engaging in sexual harassment\, are avoiding or limiting their exposure to those who they fear may bring a claim against them. Discriminatory avoidance\, however\, cannot be a strategy to avoid sexual harassment claims.\n\nLearning Objectives:\n\n*Breaking down bad conduct into different categories (e.g.\, an inappropriate comment on \n\nsomeone's appearance\, versus a sexual assault).\n\n*Behaviors that may or may not be okay\, depending on the circumstances (e.g.\, a hug).\n\n*How those at the level of supervisor and above should respond in the moment to complaints\, \n\nas well as to sexually harassing conduct that they see\, hear or become aware of-even in the \n\nabsence of a complaint or objection.\n\n*Promising practices for supervisors to set the right tone in the middle\; the tone at the top is \n\nnot enough.\n\n*Envisioning some of the adverse consequences of the "great awakening" around sexual \n\nharassment (e.g.\, men avoiding women to avoid claims)\, and ways to mitigate risk.\n\n*Suggested strategies for increasing buy-in from front-line supervisors and other business \n\nleaders\; HR cannot effectively fight this battle without their support.\n\n \n\nApproved for 1 SHRM & HRCI credits\n\n\n\nRSVP:\n\nEmail gtrpottstownshrm@aol.com by Monday\, 9/9/19 if you can attend.
X-ALT-DESC;FMTTYPE=text/html:#SHRM19 Sexual Harassment Case Studies \;
\nJonathan A. Segal\, Partner and Managing Principal\, Duane Morris Institute
\nWorkplace Application: \;  \;Guidance for how HR can contribute to the creation of a safe\, respectful and inclusive culture\, in terms of what is done-and not done-by those at the level of supervisor and above. \;
\nAvoiding and responding to sexual and other harassing behaviors is top of mind for all responsible organizations. Harassment is not just a legal issue\, but also a hardcore business issue-and HR alone does not "\;own"\; civility. Harassing and disrespectful behaviors\, even if not unlawful\, harm employees as well as other individuals and organizations. Those at the level of supervisor and above must do more than avoid unacceptable conduct\; they must be active bystanders. Yet bystander interventions\, if not thought through carefully\, can escalate a problem. In some areas\, what is unacceptable is (or should be) obvious\; but there are also potential gray areas\, such as hugs and compliments. Some individuals\, concerned about being perceived as engaging in sexual harassment\, are avoiding or limiting their exposure to those who they fear may bring a claim against them. Discriminatory avoidance\, however\, cannot be a strategy to avoid sexual harassment claims.
\nLearning Objectives:
\n*Breaking down bad conduct into different categories (e.g.\, an inappropriate comment on \; \;
\nsomeone'\;s appearance\, versus a sexual assault).
\n*Behaviors that may or may not be okay\, depending on the circumstances (e.g.\, a hug).
\n*How those at the level of supervisor and above should respond in the moment to complaints\, \;
\nas well as to sexually harassing conduct that they see\, hear or become aware of-even in the \;
\nabsence of a complaint or objection.
\n*Promising practices for supervisors to set the right tone in the middle\; the tone at the top is \;  \;  \; \;
\nnot enough.
\n*Envisioning some of the adverse consequences of the "\;great awakening"\; around sexual \;
\nharassment (e.g.\, men avoiding women to avoid claims)\, and ways to mitigate risk.
\n*Suggested strategies for increasing buy-in from front-line supervisors and other business \;
\nleaders\; HR cannot effectively fight this battle without their support.
\n \;
\nApproved for 1 SHRM &\; HRCI credits
\n
\nRSVP:
\nEmail \;gtrpottstownshrm@aol.com by Monday\, 9/9/19 if you can attend. \; \; \;
LOCATION:Brookside Country Club 850 N. Adams Street\, Pottstown\, PA 19464
UID:e.2183.852479
SEQUENCE:3
DTSTAMP:20240328T110354Z
URL:https://business.tricountyareachamber.com/events/details/sexual-harassment-case-study-852479
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