Contact Information
Complying With EEOC
Anti-harassment Guidelines: Supervisor Training And Communications Prove Crucial
(RIVERWOODS, ILL., June 22, 1999) The Equal
Employment Opportunity Commissions (EEOC) recently
issued enforcement guidelines dealing with employer
vicarious liability for unlawful harassment by
supervisors provide important guidance to employers.
These guidelines come on the heels of Supreme Court
rulings last year (Burlington Industries, Inc. v.
Ellerth and Faragher v. City of Boca Raton)
that further shaped the legal definition of and employer
liability for harassment, according to CCH INCORPORATED,
a leading provider of employment law and human resources
information.
"In its new guidelines, the EEOC makes it quite
clear that companies must do more than merely have a
sexual harassment policy that is distributed to their
managers and employees," said Marjorie Johnson, a
human resources and employment law analyst for CCH.
"Clearly communicating the policy, and ensuring that
both supervisors and employees have the knowledge they
need to respond to and report harassing behavior is
absolutely essential."
Both the past Supreme Court rulings and the new EEOC
guidelines hold that an employer is always liable for a
supervisors harassment if it culminates in a
tangible employment action (for example, the allegedly
harassed employee is fired or demoted). The EEOC has
taken the position that an employer will be automatically
liable even if the supervisors harassment
culminates in a tangible action that is favorable (for
example, the allegedly harassed employee is given a raise in return for sexual
favors).
However, if no tangible employment action is taken,
the employer may be able to avoid liability or limit
damages by proving an affirmative defense that includes
two elements:
- The employer exercised reasonable care to prevent
and correct the harassing behavior, and
- The employee unreasonably failed to take
advantage of any preventive or corrective
opportunities provided by the employer or to
avoid harm otherwise.
First Prong of Affirmative Defense: Employers
Conduct
The first element of the affirmative defense requires
the employer to demonstrate that it took reasonable care
to prevent and promptly correct harassment. While this
generally means employers should establish, disseminate
and enforce anti-harassment policies and complaint
procedures, the new EEOC guidelines urge employers take
further steps to demonstrate reasonable care,
specifically stating that "an employer should ensure
that its supervisors and managers understand their
responsibilities under the organizations
anti-harassment policy and complaint procedure" and
that training can help achieve that result.
"Training is critical in helping to avoid or
minimize legal problems, but harassment can also have far
greater impacts on an organization than potential lawsuits," said Johnson.
"For example, low morale, high turnover and lost
productivity. As a result, educating managers and
supervisors on harassment how to prevent it and
actions to take if it does occur are really
fundamental in maintaining a strong workforce."
According to CCH, training of managers and supervisors
should occur on a regular basis using a consistent
format. Topics that training should cover include
teaching managers:
- What does and does not constitute harassment
- What the companys policy is on harassment
- What steps managers must take to avoid engaging
in harassing behavior
- What managers responsibilities are in
addressing a sexual harassment complaint as well
as how to handle harassment in the workplace even
if no complaint has yet been filed
- How to ensure that no retaliation is taken
against an employee who
brings a harassment complaint
A final precaution that companies should take is to
document their training efforts so that if a complaint is
brought against them in the future, they can show
theyve taken these affirmative steps to exercise
reasonable care.
"As an employer, if you have an anti-harassment
policy, but no one knows how to implement it
resulting in unresolved complaints of harassment
then you likely wont be able to meet the first
prong of the affirmative defense requirement as it will
be apparent that you did not exercise reasonable
care," said Johnson.
Second Prong of Affirmative Defense:
Employees Conduct
The second prong of the affirmative defense requires
that the employer show that the employee bringing the
complaint acted unreasonably in not taking advantage of
preventive or corrective opportunities offered by the
employer.
"Unfortunately, employees may not be aware that
their companies have an anti-harassment policy, how it
works or what steps are in place to protect them against
retaliation for bringing forth a good-faith
complaint," said Johnson. "And each of these
may be viewed by the EEOC or federal court as legitimate
reasons for why an employee does not take advantage of an
employers policy, thereby making it impossible for
the employer to prove the second element of the
affirmative defense that the employee acted
unreasonably by not exercising reasonable care."
One of the first steps that companies should take is
to make certain the anti-harassment policy and complaint
procedures are distributed to all employees and that
employees sign a receipt that indicates they have read
and understand the policy. But, beyond this initial step,
companies should consider further training for employees
to ensure they clearly understand the anti-harassment
programs. As with supervisors, employees should be taught
what constitutes harassment and to avoid harassing
behavior. Employee training also should cover:
- How to respond if they believe theyre in a
situation where theyre being sexually
harassed
- What channels are available to them in reporting
harassment to management
- What the steps in the complaint and investigatory
procedure entail
- What precautions the company takes to ensure
against retaliation for bringing a complaint
"Its to the companys advantage to
ensure that everyone clearly understands the
organizations anti-harassment programs," said
Johnson. "Both managers and employees must learn
its their duty not to engage in sexual harassment.
Managers need to know they have to report it when a
complaint comes to their attention or when they see it in
the workforce; and employees have to know its their
responsibility to report it if its happening to
them."
Liability Rules Apply to All Forms of Unlawful
Harassment
The EEOCs guidance explains that the standard of
liability in a sexual harassment case also applies to
harassment based on race, sex (of a sexual or non-sexual
nature), national origin, age, disability, and harassment
based on opposition to discrimination or participation in
complaint proceedings.
About CCH INCORPORATED
CCH INCORPORATED, Riverwoods, Ill., is a leading
provider of employment law information and software for
human resource professionals, including Human Resources
Management, Pension Plan Guide, Benefits Guide and
Payroll Management Guide. CCH also provides tax and
business law information in print and electronic form for
accounting, legal, health care and small business
professionals. CCH is a wholly owned subsidiary of
Wolters Kluwer U.S. The CCH web site can be accessed at
www.cch.com.
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