In the age of #metoo, managers must be aware that there is a greater chance of sexual harassment allegations being made either directly to them, or the HR department. Whatever their view on the allegation being made, it is essential that they take the matter seriously and do not trivialize or undermine the perceptions of the person making the complaint. It is essential in the current climate that managers understand the organisations complaints process for Discrimination, Harassment and Bullying. Poor handling of complaints by front line managers is a consistent issue identified in iHR Australia investigations. Managers must be clear that risk…
In the age of #metoo, managers must be aware that there is a greater chance of sexual harassment allegations being made either directly to them, or the HR department. Whatever their view on the allegation being made, it is essential that they take the matter seriously and do not trivialize or undermine the perceptions of the person making the complaint.
It is essential in the current climate that managers understand the organisations complaints process for Discrimination, Harassment and Bullying. Poor handling of complaints by front line managers is a consistent issue identified in iHR Australia investigations.
Managers must be clear that risk mitigation in relation to Discrimination, Harassment and Bullying starts with getting their team culture right. Balancing enjoyment and comradery with professionalism and respect is an essential ingredient. Achieving the balance starts with their leadership style.
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