Constructing a Workplace Environment That Rejects Sexual Harassment
The political and cultural climate surrounding workplace sexual harassment is evolving faster than many companies can address or adapt to on their own. Internal and external stakeholders (management, employees, customers, clients and business partners) have new and heightened expectations about what companies should be doing to prevent and respond to harassment—whether reported or not.
By Apalla Chopra, Rachel Cronin and Marni Barta|February 01, 2018 at 11:45 AM|Originally published on Corporate Counsel
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The political and cultural climate surrounding workplace sexual harassment is evolving faster than many companies can address or adapt to on their own. Internal and external stakeholders (management, employees, customers, clients and business partners) have new and heightened expectations about what companies should be doing to prevent and respond to harassment—whether reported or not. Moreover, recent public campaigns against sexual harassment and assault (e.g., #MeToo, Time’s Up) reflect a sea change in how individuals make allegations, how the media covers them, and how the general public views the remedy or response. While corporate policies and practices have long recognized the need for public accountability, today’s companies now must prepare for direct public scrutiny of how they address workplace sexual harassment.
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