Sexual harassment training typically is viewed in a negative light—many employees find training uncomfortable or as some sort of a joke due to dated videos, irrelevant scenarios, and unconvincing scare tactics. Though these conventional approaches to sexual harassment training make for amusing stories after the fact, they do little to accomplish their overall goal: to offer employees insight into classifying sexual harassment and how to react if and when it happens.
Sexual harassment can be a tough subject to train on simply because there’s so much uncertainty as to what actually constitutes as sexual harassment. This confusion often leads victims and other employees who might witness an iffy situation to question when something is worth reporting.
There’s a strong possibility that an employee may see or even experience a situation where the distinction isn’t clear. While even the best training won’t prepare employees for every scenario they encounter, providing employees with fundamental knowledge will give them the tools needed to know how to respond appropriately.
Here are four mistakes to avoid when implementing your sexual harassment training program:
1. Letting senior leaders skip out on training. Company executives frequently excuse themselves from training because they are either too busy or believe it has no relevance to them. When senior leaders fail to attend training, it sends a message to the rest of the organization that it’s not a priority and shouldn’t be taken seriously. The fact of the matter is sexual harassment is an important issue that can affect all members of the company and every employee should take it seriously.
Sometimes companies cut specific executive training programs in order to remain within budget. While being cost-effective is great, having a senior-level employee mixed up in a sexual harassment case is not—all that money saved may go toward a potential lawsuit. That is why training and education is crucial for everyone. You can provide senior leaders with different training options such as virtual programs or small group sessions to save time and money while also allowing even the most senior-level employees to participate.
2. Focusing too much on what not to do. A big problem with many training programs is that they solely concentrate on rules. While it is important to inform employees on what behavior is inappropriate, it shouldn’t be the sole focus. Instead, training should focus on encouraging respectful behavior while also emphasizing company goals and expectations.
3. Taking a once-and-done approach to training. Training needs to include ongoing communication and periodic follow-up training sessions. Too often, companies make the mistake of handing employees a policy manual and expecting them to memorize it. They then wonder why their “training” programs aren’t effective. Training instead should be an ongoing activity that integrates multiple media channels and interactive programs that present information through the use of relevant and character-driven scenarios. This will make it easier for employees to retain and understand information—especially for younger employees. Reading off PowerPoint slides or screening an outdated video are approaches to leave in the past—these training methods are unappealing and viewed as a joke.
4. Lacking relevancy. You can’t assume that employees will connect the information you give them to their everyday lives, so it’s important to show scenarios that directly correlate with your company values and employee work life. Training has a larger impact when both the content and the presentation platform are stimulating and relatable. Your training program should stress the importance of harassment policies, as well as the benefits of a respectful work environment.
Training also should emphasize how minor instances of harassment—comments, gestures, or jokes—can lead to significant consequences. Your employees should be able to recognize and report these occurrences to prevent situations from escalating into something more serious.
Jimmy Lin, vice president of Product Management and Corporate Development at ethics, risk, and compliance solutions provider The Network, leads corporate and product strategies for The Network’s Integrated GRC Solutions. He has more than 14 years of experience in and around software and technology, from implementing software to analyzing new markets and leading product strategies for organizations such as Oversight Systems, Manhattan Associates, UPS Supply Chain Solutions and IP2Biz. Lin is a Certified GRC Professional (GRCP).
