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Imagination Games Pty Ltd
Tip #2: Evenhandedly enforce your policy, without exception.
In the event that you determine that your particular policy has been violated, enforce that policy -- regardless of the offender`s place within the company! [Easier said than done? Maybe. But think about the appropriate and employee relations consequences of doing otherwise.]
Tip no. 3: Implement user-friendly harassment/discrimination interior issue and research procedures.
Provide multiple choices for registering complaints -- written, hot-line, in-person (age.g., supervisor, senior supervisor, HR) -- including at least one feminine and with as much variety as possible
Designate (and train) male/female teams for issue investigation
Suggestion no. 4: Communicate the insurance policy and procedures.
In writing -- worker handbook, bulletin boards, e-mail, memos, company`s site
Verbally -- new hire orientation, department meetings, one-on-one
Reinforce occasionally with in-person statements by senior administration and supervisors that are immediate
Suggestion no. 6: Train all workers:
The essence and scope of appropriate regulations along with your policy
How to keep from all types of harassment and discrimination
How to react (including complaint procedure) to harassment/discrimination
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The Supreme Court recognized that sexual harassment that is sufficiently severe as to alter an individual`s terms and conditions of employment is a violation of federal law and breaches Title VII of the Civil Rights Act of 1964 in the groundbreaking case.
Supreme Court rulings in 2 separate situations in 1998 put a strong emphasis on the need for training and trained in the workplace.
The Supreme Court established that to be able to reduce obligation for harassment claims, a company must:
- train both employees and supervisors
- oblige workers to report any incidents of harassment
- very carefully investigate each report
- implement measures that are corrective necessary
The court also distinguished between supervisor harassment that outcomes in concrete work action (TEA) such as for instance discharge, failure to promote or demotion, and manager harassment that doesn`t. In the event that result is TEA, the company is always liable. If not, the company may defend it self providing it can prove:
1) The company exercised reasonable care to prevent and immediately correct any sexual behavior that is harassing.
2) The plaintiff unreasonably failed to make the most of any preventative or opportunities that are corrective by the employer to prevent harm.
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