Respectful Cultures Lay the Foundation
Changing the kind of organizational perceptions of sexual harassment prevention called out by the APA requires a seismic shift in corporate culture—in essence, a holistic approach that includes sexual harassment prevention, along with other critical elements, to create a workplace atmosphere where safety, inclusion, and regard for others are paramount.
In short, the foundation for a workplace free of sexual harassment, bullying, microaggressions, and other negative behaviors is an unshakable culture of respect.
HR and L&D functions are ideally qualified and suited to be the change agents that create and nurture positive, productive cultures. That kind of transformation doesn’t happen overnight. Rather, it is part of an organization’s evolution, and progress begins with a focus on continuous training. That includes sexual harassment prevention training, of course. But establishing and growing a culture of respect calls for broader educational initiatives—comprehensive training in such topics as:
- Diversity, equity, inclusion and belonging
- Overcoming bias, harassment, and hostile work environments
- Resolving conflict, and preventing workplace violence
- Leadership and management skills that build and sustain positive culture change
- Communication skills, accountability, and other behaviors that characterize safe, respectful workplaces
The Critical Differentiator: Effective—and Ongoing—Sexual Harassment Prevention Training
When a culture of respect is established and flourishing, organizations can add the final, crucial element in eliminating sexual harassment in its workplaces—effective, ongoing sexual harassment prevention training.
Experts on sexual harassment agree that the most effectual training turns bystanders into upstanders who watch out for and support their co-workers. In an article for the American Sociological Association, University of Georgia researcher Justine E. Tinkler explains that the approach works “because bystander intervention training encourages men and women bystanders to change their behavior, emphasizes accountability (like the threat of punishment does), and focuses on norm change [i.e., affecting organizational culture] through behavioral change (rather than simply paying lip service).”
Accomplishing that behavior change also demands sexual harassment prevention training that is engaging and that includes separate programming that specifically targets managers. Further, training must be ongoing—it must regul
arly update and refresh initial learning using the latest techniques in learning design and delivery. Follow up should ensure that harassment prevention skills and knowledge are applied. That process makes it clear that the expertise and ownership of HR and L&D are critical to achieving lasting effectiveness in sexual harassment prevention training, now and going forward.
Online HR advisory resource HR Morning reinforces the marriage of culture and effective training as keys to the future of sexual harassment prevention training. The site calls on HR and learning professionals to lead the way by “driving a shift in the attitudes, behaviors, and values that contribute to an environment that allows harassment to occur.” That means increasing “focus on culture, not compliance” and making “training more engaging, relevant, and, ultimately, more effective.”