Prism Hotels & Resorts PREVENTING HARASSMENT IN THE WORKPLACE.

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Prism Hotels & Resorts PREVENTING HARASSMENT IN THE WORKPLACE

Transcript of Prism Hotels & Resorts PREVENTING HARASSMENT IN THE WORKPLACE.

Prism Hotels & ResortsPREVENTING HARASSMENT IN THE WORKPLACE

Introductions

Name

Department

Length of time as Manager/Supervisor

Ground Rules

Professional & respectful

No cell phones, tables, iPds (turn on silence or off)

Attend the entire presentation and participate

No discussions of current or past incidents

Complete and attend the entire presentation

Lead by example

Be familiar with leadership expectations & Prism’s policies

Session objectives

Understanding of laws and harassment

Prism’s policies and expectations

Harassment unlawful & unprofessional conduct

Reporting and compliant process

Investigations

Retaliation

Your role as supervisor and manager

Manager’s role

Responsibilities as leader

Harassment

Why is harassment an issue in the workplace?

What do you know about the law?

Understanding the Law

Title VII and the EEOC

Title VII prohibits employment discrimination based on race, color, religion, sex and national origin. In addition, section 102 of the Civil Rights Act (CRA) amends the revised statutes by adding a new section to provide for the recovery of compensatory and punitive damages in cases of intentional violations of Tile VII, Americans with Disabilities 1990 and section 501 of the Rehabilitation Act of 1973

Protected classes by law and our policy

Race

Color

Religion

National Origin

Sex

Gender

DisabilityAge

Citizen status

Ancestry

Pregnancy

Sexual orientation

Veteran status

Marital status

Citizenship

Genetic discrimination

Transgender

Gender identity / expression

Protected status of relatives, friends or associates

Retaliation

Prism’s Policies

Harassment Policy

Personal /family relationships in the workplace

Inappropriate conduct

Harassment

It is illegal

It is a form of discrimination

The conduct violates our policies

It creates a negative work environment

Financial impacts the Company and an individual

Types of harassment

Hostile work environment

Quid pro quo

Hostile work environment

Offensive to a reasonable person

Unwelcome

Offensive physical, visual or verbal conduct

Severe Egregious behavior / physical attack or isolated incident

Pervasive It results in a pattern of conduct

It affects and impacts a protected class

Quid pro quo

Behavior is initiated or perpetrated by management Supervisor, manager, director or above

Involves a tangible work action

Submission to sexual advance or conduct, explicit or implicit

Tangible work action

Schedule Promotions

Performance reviews Awards

Salary / wage Recognition

Desired assignment Demotions

Exclusion of assignments Discipline

Preferences on treatment Threats

BenefitsTransfer

Employment Conditions

Where does harassment occurs?

At work

When management or supervisors are not present

Public areas

Associate guest areas

Guest rooms

Off premises

Work travel

Social events

After-work non sponsored happy hours or social gatherings

Inappropriate conduct Touching

Visual posters

E-mail

Photographs

Cartoons

Repeated requests

Inappropriate language

Intimidation

Physical expressions (looks, leering)

Complaint process All Inappropriate conduct should be reported to:

HR

GM

Executive

Corporate

Supervisor

Investigation

Confidentiality to the extend needed to conduct the investigation

How to determine if harassment occurs

Eye of the beholder

Reasonable person’s point of view

Intentional or unintentional

Not subject to policy interpretation

Perception of welcome vs unwelcome

Harassment Vs. Inappropriate Conduct

It is offensive

Violates our code of conduct policy

It violates our harassment policy

Any unprofessional or inappropriate conduct that violates our policy, whether involves harassment or not, will lead to disciplinary action up to termination

Retaliation

It is not tolerated

Must be reported

It can occur on or off premises

Consequences are serious, often leading to employment termination

Consequences of inappropriate conduct

Disciplinary action

Employment termination

Personal reputation and credibility

Personal liability

Practice

True

Or

False

Manager’s responsibilities

If you receive a compliant

Listen to the associate and don’t agree or disagree

Don’t provide guidance and don’t reach conclusions

Tell the associate the situation will be investigated

Tell the associate you will follow up

Ensure inappropriate conduct stops

Report it to GM, HR or Corporate- Immediately!

A formal complaint is not needed

What we expect from you

Professional

Engage in conduct that is work appropriate on or off premises

Engage in conduct that does not violate our policies

Prevention and early intervention is the best way to maintain an environment free from inappropriate and illegal harassment

Reflections Reviewing our management roles from our exercise

Thank you