LinkedIn recently released their 2019 report, Global Talent Trends: The 4 trends transforming your workplace. In this four-part Recruitment Marketing series, we will explore the four industry trends you need to know to future-proof your workplace. Part 3 of this series focuses on anti-harassment and establishing a culture of respect.
Traditionally, employers decided where people worked, at what cost, and how much information they were willing to share. Many of us can appreciate that power dynamic has changed. Technology has empowered employees to access more information and hold employers to a higher standard. Cultural behaviour and social conversations has meant combatting harassment is now more important than ever. Organisations are facing growing pressure to take action. Anti-harassment is a business necessity, not just a legal and moral one.
LinkedIn surveyed more than 5000 talent professionals and hiring managers to collate their 2019 Global Talent Trends report. After speaking with these experts and using behavioural data from the platform, LinkedIn has identified four trends impacting our workplaces: soft skills, work flexibility, anti-harassment, and pay transparency.
Anti-harassment & establishing a culture of respect
Many companies have anti-harassment policies, but to ensure a safe workplace and prevent harassment, organisations must create a culture of respect.
“Sexual harassment has plagued the workplace for a long time. No region, industry, or income bracket is immune. But in the past two years, more people have spoken out, demonstrating the scope of the problem and demanding that companies do a better job of handling and preventing harassment.”
With number high-profile harassment cases in the US entertainment industry coming to life and growing international conversations, such as the #MeToo movement has lead to countless numbers of women and men sharing their personal stories of sexual harassment and assault—often in the workplace.
Organisations are facing growing pressure to take action. Anti-harassment is a business necessity, not just a legal and moral one.
“Hostile workplaces hurt the bottom line through lost productivity and turnover, while respectful ones attract talent and improve engagement. Since preventing harassment and building respectful cultures are two sides of the same coin, companies are facing a cultural mandate, not a one-off HR play.”
Changes in workplace behaviour
Employers are taking action, but have a long way to go. Workplace behaviour has changed, with more people speaking up, having the ability to discuss social issues more openly, call our bad behaviour, fewer insensitive jokes, and an increased willingness to listen.
“While 80% of talent professionals say their company is doing something about harassment, the way employers approach the problem varies significantly. The two most common tactics are about improving communication. Next come more substantive efforts, such as revising the policies themselves and offering training sessions.”
According to the report, women see more female leadership as being key to safer workplaces. Compared to their male counterparts, female talent professionals are more likely to say anti-harassment tactics are effective at creating a safer work environment.
Research demonstrates that it’s the Asia-Pacific region taking the most action against harassment.
“It is an especially hot-button issue in India, where 87% of talent professionals agree that harassment prevention is a very important trend for the future of hiring and HR, compared to just 71% globally. In many European countries, agreement is even lower: in Germany only 47% say it’s an important trend.”
Steps to combat harassment
Do a pulse-check
Employers need to understand their current situation before determining what needs to change. Determine your current anti-harassment policies and practices with respect to training, communication, reporting, and responding. Use this knowledge to get buy-in from your leadership team and create a path to a more respectful workplace.
Do a legal check
“Re-evaluate your harassment policy against legal requirements, and consult with your legal team and other stakeholders to glean best practices from industry peers. If you don’t have a policy yet, start creating one.”
Rethink well-intentioned practices with negative consequences
Some well-intentioned practices can seem effective on the surface, but may unintentionally backfire. For example, having a “zero tolerance” policy with severe consequences may deter victims from reporting more minor incidents. Anonymous reporting can lead to legal limbo and unresolved issues. “Forced arbitration” can silence survivors and let harassers move on to other companies.
Understand what your employees want
“Survey employees to assess your culture. Find out what a respectful work environment looks like to them. Consider using a third party for added anonymity and evidence-based survey practices to poll employees about such sensitive topics.”
Secure buy-in from your leadership team
The more leadership support you have, the easier it will be to make an impact. Senior management will want to see data, so use the employee and peer insights you’ve gathered as rationale for creating or revising your policies.
“One of the best business cases for anti-harassment is retention. Most victims don’t report incidents; they quit, and you lose good people.”
Refresh your policy
Just because you may not have received complaints, doesn’t mean there isn’t a problem. It could be due to outdates policies, how you communicate it, or how you enforce it. Rethink and refresh your policy based, using insights you have gathered through surveying and speaking with employees to inform changes.
Adapt your policy to local needs
“For multinational companies, aim for a cohesive policy across locations that’s still sensitive to local nuances. Stay on top of laws in different states and countries so you can leverage best practices before you’re legally required to do so.”
Communicate exactly how you handle harassment claims
Victims often don’t report incidents when they aren’t sure how they are defined or what the process is like, or they feel a lack of control over the situation. Build trust with your people by clearly defining harassment, the procedures, and explaining exactly how you handle harassment claims.
Define good behaviour, too
Instead of just focusing on bad behaviour, focus on positive behaviour too.
“Use a colour scale such as Emtrain’s Workplace Color Spectrum, in which green is positive behaviour, red is illegal or toxic, and yellow and orange fall in between. A universal language makes it easier to both speak up and be understood.”
Give employees multiple ways to report
Reporting preferences will vary, so offering a variety of ways for victims to come forward through a phone call, email, online or in person, will increase the chances that incidents will be reported. You can even use a third party to field complaints if there are potential conflicts of interest and encourage reports.
Offering training and communicate
“Harassment is often more nuanced than outright physical or sexual assault. Many times, offences leave victims feeling bad, but not so bad that they rush to a lawyer. Good training and communication can help your employees navigate all types of situations.”
Focus on grey areas
Provide your people with tools and language that they can use to manage minor situations so that they don’t escalate or repeat. Sometimes it’s simply a matter of arming people with the right language and phrasing suggestions to give them the capability to manage situations they can.
Be inclusive
“Include examples of non-traditional victim groups in your training, e.g., men and same-sex victim-harasser pairs. Also consider training managers separately due to their higher level of responsibility and power.”
Don’t forget bystanders
Empower employees to step in when they witness incidents, not simply when they’re a target. Giving bystanders tools and language they can use creates more allies and thus more cultural impact.
Make it interactive and personal
“Consider role-playing exercises or hiring actors to play out scenarios for discussion and teaching. Break the ice with personal anecdotes to build trust and empathy. Online training is also a practical solution.”
Don’t reinvent the wheel
Complement customised training with external resources. Regardless of your organisation’s legal requirements, consider using workplace sexual harassment resources from governmental sources and nonprofits.
Respond and follow up
Most people would agree that organisations can’t be responsible for one bad actor. But you will be held accountable for how you deal with that bad actor. Your response—or lack thereof—is part of your employer brand. It can be the difference between keeping your top performers and driving them away.
The best way to build an inclusive environment and a culture of respect is to create sound policies, provide training and education, and use good communication. When dealing with incidents, make victims feel safe, use a tailored approach (one size does not fit all), hold people accountable with visible responses, and follow up with victims.
Source
LinkedIn’s 2019 Global Talent Trends: 4 trends transforming your workplace