Independent Banker - March 2018 - 77

Up to this point, many organizations
have offered cursory
compliance training, where
employees click through PowerPoint
presentations, enabling employers
to then " check that box, " says Lorrie
Lykins, managing editor and
vice president of research at the
Seattle-based Institute for Corporate
Productivity (i4cp).
" With the EEOC's 'Promising
Practice,' this needs to be taken far
beyond 'check the box,' " says Lykins,
who is based in New York City. " It
needs to be about changing the
culture. In many ways, there just
needs to be a shift in dimensions
about what the conversation is even
all about. "
A holistic view
While HR typically develops policies
based on research backed by empirical
data and case studies, there are
no readily available case studies on
sexual harassment " because no company
wants to tell that story, " Lykins
says. While it's positive that more
victims are now coming forward,
it's imperative that organizations
take a holistic view of the issue, with
particular emphasis on how leaders
set the tone in conversations and
model appropriate behaviors.
" Companies need to
explicitly tell employees
what will happen if
they commit any form
of harassment. "
-BRIAN KROPP, GARTNER
Lykins also believes that at times it
can be challenging to delineate which
behaviors cross the line. What people
might find offensive in one industry
may be standard operating procedure
in another, she says, adding that even
within industries, some offenses can
feel subjective. " It really comes down
[to] leadership having explicit conversations
within the workplace about calling
out specific behaviors, " she says. " It can
be awkward and uncomfortable, but
someone has to do it. "
The rise of sexual harassment allegations
is coming at a point in time
where there's already a transformation
occurring in the marketplace-in
technology, in demographics and in
the rise of the gig economy, Lykins
says. " Company leaders are feeling
out of control with the pace of
change, and now they're having to
deal with epic culture change with
this white-hot issue, " she says. " If
this issue is not handled appropriately,
it could really weaken the
culture of an organization. That
will make it lose talent, particularly
young talent that everyone is fighting
over-and not just women, but
men, too. "
Katie Kuehner-Hebert is a writer
in California.
The EEOC's 5
Promising
Practices for
Preventing
Harassment
1. Committed and
engaged leadership
2. Consistent and
demonstrated accountability
3. Strong and comprehensive
harassment policies
4. Trusted and accessible
complaint procedures
5. Regular, interactive training
tailored to the audience and
the organization
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Independent Banker - March 2018

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