This presentation discusses workplace harassment policies and training. It defines harassment and reviews examples of inappropriate workplace behavior. Employers are liable for harassment that occurs in the workplace and must take steps to prevent harassment and respond promptly to complaints in order to avoid legal liability. The presentation provides an overview of harassment laws and emphasizes the importance of following organizational policies prohibiting harassment.
Sexual harassment is a complex issue that constitutes unwanted conduct of a sexual nature. It can take many forms, including verbal comments, non-verbal actions like staring, and promises of rewards or threats in exchange for sexual favors. The document outlines Israeli law on sexual harassment, defining it as unwanted sexually-related remarks or behavior between those in a relationship with an authority dynamic. It provides examples of abuse of authority and outlines options for filing complaints related to sexual harassment.
This document provides an overview of a workplace harassment prevention workshop. It defines harassment and retaliation, outlines the legal precedents and employer responsibilities, and reviews strategies for preventing harassment including establishing clear policies, training employees, investigating complaints, enforcing consequences, and ensuring no retaliation. Case studies are presented and techniques for communicating policies to employees are discussed. The workshop aims to help employers understand their legal obligations and foster a respectful work environment.
This document defines sexual harassment and outlines the types of behavior it includes. Sexual harassment is unwelcome conduct of a sexual nature that affects work conditions or creates a hostile environment. It can include verbal comments, visual displays, physical contact or assault. For behavior to be considered harassment it must be either severe or pervasive. The document provides examples of quid pro quo harassment and hostile work environment harassment. It concludes by explaining the steps to file a formal complaint about sexual harassment in the workplace.
This document provides information about sexual harassment, including definitions of quid pro quo and hostile work environment harassment. It discusses court cases related to these topics. It also covers how to file a sexual harassment complaint, the role of HR in addressing complaints, and tips for documenting harassment. The document contains a quiz about sexual harassment and links to videos further explaining the concepts.
Sexual harassment at the workplace remains a serious problem, with studies finding that 40-90% of women have experienced some form of it. It includes unwelcome sexual behavior that creates a hostile environment. While laws and guidelines exist, many victims still do not report it due to fear and lack of awareness of policies and support structures. Continued efforts are needed to address the issue and protect worker rights and dignity.
Five Steps to Prevent Abusive Conduct and Workplace BullyingAnderson-davis, Inc.
This checklist will assist you in writing a comprehensive abusive conduct policy and walk you through the key elements of an effective, engaging and interactive story-based anti-bullying/abusive conduct prevention training course.
The checklist provides excerpts of three definitions of abusive conduct, identifies what to include and what not to include, and euphemisms to avoid in an abusive conduct policy and its distribution. The list identifies the key elements of how to write a story-based and engaging abusive conduct prevention training course and topics to include, i.e., intervention, policy as a ‘living’ document, when supervisors should document and contact HR/EEO, four changes in CA law. It also notes the new Tennessee and California guidelines covering anti-bullying legislation and abusive conduct.
Important: Most of the policy and training checklists’ guidelines and suggestions also apply to writing a comprehensive anti-harassment policy and creating/vetting engaging and story-based harassment prevention and resolution training.
Discrimination and Harassment Free Workplace Training by State of OregonAtlantic Training, LLC.
The document is a power point presentation on discrimination and harassment in the workplace. It defines discrimination, workplace harassment, and sexual harassment. It outlines protected classes, provides examples of prohibited behaviors, and explains complaint and investigation procedures. It stresses the importance of preventing and reporting discrimination and harassment and notes that retaliation is prohibited.
This document provides a summary of a company's sexual harassment training for employees. It defines sexual harassment, outlines the company's anti-harassment policy, and explains employees' obligations to avoid inappropriate conduct and report any instances of harassment. The training defines quid pro quo and hostile work environment harassment, provides examples of inappropriate verbal, visual and physical conduct, and instructs employees to promptly report any harassment to the appropriate parties.
Harassment is a form of employment discrimination that violates our Civil Rights an disturbs our professional and life performance.
Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information.
It can happen through negative actions and inflict an individual or a specific group of people.
And such conduct to be considered unlawful, it must create a work environment that would be intimidating, hostile, or offensive to reasonable people.
We have prepared a presentation to discuss this important subject, that affects us in some stages of our professional life.
The document discusses sexual harassment of women in India, including key events and legislation around this issue. It provides background on cases like Bhanwari Devi's rape, which led to the landmark Vishaka guidelines from the Supreme Court in 1997 laying out procedures for addressing sexual harassment complaints. This was later built upon by the Sexual Harassment of Women at Workplace Act passed in 2013, which mandates internal complaint committees, defines sexual harassment, and outlines complaint and investigation processes. It aims to protect women's constitutional rights to equality, dignity, and profession by prohibiting sexual harassment, and establishing mechanisms for redressal and prevention across workplaces and dwellings.
This document provides an overview of sexual harassment awareness and prevention training. The objectives are to define sexual harassment, identify types of harassing behaviors, apply Commonwealth policy prohibiting it, and report harassment according to policy. It discusses what constitutes sexual harassment, reporting procedures, prevention strategies, and consequences for policy violations.
Sexual harassment is defined as unwelcome sexual advances, requests for favors, and other verbal or physical harassment of a sexual nature that explicitly or implicitly affects an individual's employment. It can take the form of quid pro quo harassment, where submission to sexual demands is required for a job or promotion, or create a hostile work environment. Victims are advised to report incidents to the chain of command or EO office to initiate the complaint process. Harassers may face administrative sanctions or UCMJ charges, while reprisals against victims are forbidden.
There are numerous associations that are exclusively founded on preparing organisations against individuals with predatory workplace behaviour. Preparing and workshops to form corporates PoSH agreeable. Yet, the essential point here is, are those workshops or preparing really leaving an impact on the disposition of representatives? Do the workshop modules depict the truth of Sexual Harassment? There are rare kinds of people that aren't kidding about really making the work environments safer for ladies representatives.
Sexual Harassment PowerPoint PPT Content Modern SampleAndrew Schwartz
136 slides include: what is and is not sexual harassment, 6 types of sexual harassment, various classes of harassment, who is the harasser, what sexual harassment causes, the complaint procedure, the consequences and effects of sexual harassment, statistics, sexual harassment policies in other countries as compared to those in the United States of America and more.
This training module covers sexual harassment policies for supervisors and managers. It defines sexual harassment and identifies federal laws and court cases related to harassment. It explains the difference between quid pro quo harassment, where employment decisions are tied to sexual favors, and hostile work environment harassment, involving unwanted conduct that interferes with work. The module discusses how harassment affects victims and the legal obligations of supervisors to address complaints, including conducting investigations. It aims to help supervisors recognize, prevent, and respond to harassment in the workplace.
The document provides an overview of sexual harassment prevention training. It defines sexual harassment and gives examples of blatant and pervasive harassment. It emphasizes that harassment can be unintentional and discusses how to avoid accidental harassment through appropriate workplace behavior and following company policies. Employees are advised to report any unwelcome conduct and not ignore potential issues.
Harassment & Discrimination in the WorkplacePam Howland
This document summarizes a presentation on harassment and discrimination in the workplace. It discusses current issues regarding discrimination based on sexual orientation and pregnancy. It also reviews a recent Idaho discrimination case and the Supreme Court's narrowing of the definition of supervisor in harassment cases. Finally, it provides tips for employers to prevent discrimination and harassment claims, such as implementing anti-harassment policies, training managers, conducting fair investigations, and keeping detailed employee records.
Sexual harassment training for supervisors and managersJudy Magee, J.D.
training for managers and supervisors on sexual harassment. What is it, how to handle. Includes scenarios to practice what was learned in the training class.
sexual harassment at work place ppt by parameshParameswar Rao
The document defines sexual harassment and provides examples of unwelcome conduct of a sexual nature that can create a hostile work environment. It notes that sexual harassment includes unwelcome behavior between any individuals in a work setting, regardless of sex or position. The document advises telling the harassing individual to stop, documenting incidents, and reporting issues immediately to a supervisor or designated official for investigation and corrective action.
The document discusses sexual harassment, including defining it as unwelcome verbal or physical behavior of a sexual nature, especially by a person in authority towards a subordinate. It notes that sexual harassment violates both state and federal law, and describes inappropriate behaviors that could constitute sexual harassment, such warning signs to watch out for, and appropriate behaviors that do not qualify as sexual harassment. The document provides information to help understand and prevent workplace sexual harassment.
Workplace harassment includes any unwelcome conduct that denigrates or shows hostility toward an individual based on protected characteristics like race, gender, or religion. Sexual harassment is a form of sex discrimination that involves unwanted conduct of a sexual nature. Harassment is illegal under federal and state civil rights laws, which require employers to prevent and address harassment. Employers must take prompt action to investigate complaints, discipline offenders, and ensure retaliation does not occur. Employees should report harassment to a supervisor or HR and fully cooperate with any investigation.
Robert frank - workplace molestation preventionrobertfrank895
Robert Frank says we are now in an age of social media, in which Imperious doesn’t forestall while children allowance the classroom. In a society that encourages modern human beings to be whatever they want, and to be unsnapped to explicit who they may be – culturally, sexually, philosophically, artistically – bullying is greater pervasive (and invasive) than ever.
Xxx company sexual harassment trainingKimberlyRugg
This document provides a sexual harassment training for XXX Company employees. It defines sexual harassment and outlines a hostile work environment. Two types of sexual harassment are defined: quid pro quo and hostile work environment. Behaviors that could contribute to a hostile environment are listed, as well as the impact of sexual harassment on a company. Employees are instructed on how to recognize, prevent, and respond to sexual harassment, including reporting procedures. The training emphasizes XXX Company's zero tolerance policy for retaliation.
The document discusses sexual harassment in the workplace and provides guidance for managers. It defines sexual harassment and outlines behaviors that constitute it, such as unwelcome physical, verbal, and non-verbal conduct of a sexual nature. Sexual harassment can occur between any combination of colleagues, customers, and visitors in various locations at work. The document advises managers to prevent sexual harassment, address complaints confidentially, and understand the serious psychological and organizational effects it can cause like decreased productivity. It stresses the responsibility of managers to ensure a safe work environment and handle issues properly according to company policy.
This document provides an overview of workplace harassment training for managers and supervisors at the U.S. Department of Veterans Affairs. It defines harassment and discusses various forms of harassment including sexual harassment. It outlines anti-discrimination laws such as Title VII and the policies of the VA to prohibit harassment. The document discusses standards for employer liability in harassment cases, how to handle harassment complaints, and provides examples of hostile work environment harassment.
This document provides information from an EEO compliance training for managers and supervisors on workplace harassment presented by the Deputy Assistant Secretary from the Office of Diversity and Inclusion at the U.S. Department of Veterans Affairs. It discusses the definition of harassment, potential forms of harassment, an employer's liability for harassment, an employee's responsibilities regarding harassment, and case studies to test understanding of harassment issues.
Adventist Education Australia Online Training 2014petanowacki
This document outlines an organization's policies on equal opportunity, discrimination, harassment, bullying, and victimsation in the workplace. It defines key terms and concepts and explains employees' rights and responsibilities. All staff must treat each other with respect and not discriminate. Legislation protects against discrimination on attributes like age, disability, sex, and race. Sexual harassment, harassment, and bullying are prohibited. The workplace extends beyond physical boundaries to include work functions. Leaders are responsible for promoting respect and addressing issues, while staff can bring complaints to contact officers or external organizations.
Your employer prohibits harassment and is committed to maintaining a harassment-free work environment. Employees should read and understand their company's sexual harassment policy, complete any required training, and contact HR with any questions. Unwelcome sexual conduct that creates an offensive or hostile work environment can be considered sexual harassment under the law. Companies must investigate complaints according to their policies to remedy issues and prevent future harassment.
This document provides an overview of avoiding sexual harassment, including identifying legal foundations, key terms, types of harassment, examples of sexual harassment, employee and supervisor responsibilities, complaint procedures, and the investigative process. It discusses topics such as prohibited discrimination, retaliation, unlawful harassment, hostile work environments, and preventing sexual harassment in the workplace.
This document provides an overview of avoiding sexual harassment in the workplace. It defines key legal concepts and protections related to harassment, including what constitutes unlawful harassment and discrimination. Examples of harassment and guidelines for complaint procedures and investigations are also summarized to help employees and supervisors address harassment issues appropriately and in compliance with relevant laws.
Reading in Motion - Discrimination Presentation FINAL 2Andrea Alexander
This document provides an overview of harassment, discrimination, and sexual harassment training. It defines harassment and different types of harassment based on protected classes. Harassment creates a hostile work environment or negatively impacts employment. Sexual harassment includes unwanted sexual advances or favors. The training emphasizes that harassment is illegal and against company policy, and that all incidents should be reported to leadership without fear of retaliation. The goals are to promote a respectful work environment and comply with anti-discrimination laws.
This sexual harassment training document covers several key points in 3 sentences:
It discusses mandated learning objectives to change behaviors that contribute to sexual harassment and foster values to prevent incidents. Various emotional reactions to training are identified, and scenarios highlight the importance of open communication to avoid misunderstandings. Legal standards for harassment are explained, including that unwelcome conduct must unreasonably interfere with work or create a hostile environment, and examples of prohibited behaviors are provided.
The document discusses India's Prevention of Sexual Harassment (POSH) Act from 2013. It summarizes that the Act was established to prevent and address sexual harassment complaints in the workplace, founded on guidelines from a 1997 Supreme Court case. The Act defines sexual harassment and establishes a mechanism and timeline for handling complaints through an Internal Complaints Committee, including conducting inquiries and recommending punishments.
The document provides an overview of harassment and sexual harassment policies and training at ATS. It defines sexual harassment and other forms of harassment. It outlines prohibited behaviors like quid pro quo harassment and those that create a hostile work environment. It also describes ATS's anti-harassment policy, complaint procedures, and what employees should do if they experience or witness harassment. The training emphasizes ATS has zero tolerance for any type of harassment.
6. Sexual Misconduct.ppt by Akshit Jain .Akshit Jain
The presentation "Addressing Sexual Misconduct" provides comprehensive insights into understanding, preventing, and responding to sexual misconduct in various contexts. Through a combination of research findings, legal frameworks, survivor perspectives, and practical strategies, this presentation aims to empower individuals and organizations to create safer environments and support survivors.
Sexual harassment student packet power pointVilina Hutter
The document discusses sexual harassment in the workplace. It defines sexual harassment and outlines federal and state laws regarding different types of sexual harassment including quid pro quo, hostile work environment, and harassment by non-employees. Examples of inappropriate behaviors that could constitute sexual harassment are provided. The document also discusses why victims may hesitate to report harassment and provides advice on how to handle harassment if it occurs.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California. In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. William Allan Kritsonis, School Law, Student Sexual Harassment, Bullying, Due Process, Discrimination, Assault, Freedom of Expression, Legal Rights of Students, Teachers, Administrators.
In 2004, Dr. William Allan Kritsonis was recognized as the Central Washington University Alumni Association Distinguished Alumnus for the College of Education and Professional Studies. Dr. Kritsonis was nominated by alumni, former students, friends, faculty, and staff. Final selection was made by the Alumni Association Board of Directors. Recipients are CWU graduates of 20 years or more and are recognized for achievement in their professional field and have made a positive contribution to society. For the second consecutive year, U.S. News and World Report placed Central Washington University among the top elite public institutions in the west. CWU was 12th on the list in the 2006 On-Line Education of “America’s Best Colleges.”
The document discusses sexual harassment in education workplaces. It provides background on relevant legislation including Title VII, Title IX, and the 14th Amendment. It defines sexual harassment as unwelcome sexual conduct that creates a hostile environment. There are two types of harassment: quid pro quo, where favors are demanded in exchange for benefits, and hostile environment, involving severe or pervasive unwelcome conduct. The school district can be liable if it is deliberately indifferent to known harassment. Individual officials may also face liability for failing to address harassment brought to their attention. Employees and officials have a responsibility to protect students and staff from known harassment.
The document discusses sexual harassment in education workplaces. It provides background on relevant legislation including Title VII, Title IX, and the 14th Amendment. It defines sexual harassment as unwelcome sexual conduct that creates a hostile environment. There are two types of harassment: quid pro quo, where favors are demanded in exchange for benefits, and hostile environment, involving severe or pervasive unwelcome conduct. The school district can be liable if it is deliberately indifferent to known harassment. Individual officials may also face liability for failing to address harassment brought to their attention. Employees and officials have a responsibility to protect students and staff from known harassment.
Similar to Workplace Harassment Prevention by UT EAP (20)
The document discusses wellness and promoting a healthy lifestyle and culture at work. It describes wellness as involving 7 dimensions of wellness: emotional, environmental, intellectual, social, physical, spiritual, and occupational. It outlines benefits to employees and the organization of promoting wellness, including improved health, productivity and morale. It encourages making healthy choices by focusing on diet, exercise and avoiding smoking. Finally, it provides suggestions for integrating wellness at work, such as healthy meetings and events, physical activity breaks, and stress management resources.
This document discusses the intersection of workplace wellness and policy. It outlines how establishing policies can support a healthy workplace environment and successful wellness program. The HEAL model promotes nutrition, physical activity, breastfeeding, and stress reduction. Policies are more sustainable than practices or programs alone and should focus on areas like wellness, physical activity, nutrition standards, and mental wellness. Examples of effective policies provided include stretch breaks, healthy meetings guidelines, flexible work schedules, active transportation, and lactation accommodation. The presentation emphasizes gaining leadership support and using data to inform simple policies that make healthy choices easy.
This document discusses managing stress in the workplace. It raises awareness about the growing problem of stress and provides guidance on assessing and preventing psychosocial risks. Successful management of psychosocial risks can improve worker well-being, productivity and compliance with legal requirements while reducing costs from absenteeism and staff turnover. The document outlines practical support for stress management, including engaging employees in the risk assessment process, and focusing on positive effects like a healthier and more motivated workforce.
Stress can be triggered by environmental, social, physiological, and thought-related factors. The body responds to stress through the fight or flight response, which is controlled by the brain and hypothalamus activating the sympathetic nervous system. This increases heart rate, blood pressure, breathing, and muscle tension while impairing judgment. Chronic stress can negatively impact cognitive function, mood, health, relationships and quality of life. Managing stress requires identifying its sources, setting goals to respond more effectively, using cognitive rehabilitation techniques, emotional defusing activities, physical interaction, and healthy behaviors.
The document discusses various topics related to stress and worker safety. It defines stress and provides examples of both bad and good stressors. It also discusses daily stressors workers may face and various causes of stress. The document lists warning signs of stress, as well as checklists of potential stress symptoms. It covers the effects of stress, including burnout, and discusses studies that examined stressful occupations and common coping methods for dealing with stress. Finally, it proposes strategies for reducing stress, including stress management programs and developing a healthy lifestyle.
This situation requires sensitivity and care. Jessica and Joe should be reminded that maintaining a respectful workplace is important for all. Their supervisor could speak to each privately, explain that while personal relationships may form, certain behaviors make others uncomfortable during work hours and could be perceived as harassment. The supervisor should listen without judgment, help them understand other perspectives, and request they keep private matters private at work. If issues continue, mediation may help address underlying concerns in a constructive way.
This document summarizes updates to a workplace harassment policy and procedures based on Bill 132 legislation. It expands the definition of workplace harassment to include sexual harassment. It outlines new requirements for employers including developing a written policy in consultation with employees, conducting annual reviews, investigating all complaints, allowing external investigations, and informing parties of investigation outcomes. It discusses employee rights and duties such as reporting harassment and participating in investigations. It provides examples of harassment including yelling, threats, unwanted sexual advances, name calling and isolating behaviors.
This document provides an overview of welding safety regulations and guidelines. It summarizes OSHA regulations on gas welding (1926.350), arc welding (1926.351), fire prevention (1926.352), ventilation (1926.353), and preservative coatings (1926.354). Key safety topics covered include proper handling and storage of gas cylinders, use of protective equipment, fire hazards, ventilation requirements, and training on welding equipment and processes. The document aims to educate welders on health and safety risks and how to work safely according to OSHA standards.
Slips, trips, and falls are a major cause of workplace injuries. Proper prevention techniques include good housekeeping to clean spills and remove obstacles, using the right footwear for the environment, and practicing safe behaviors like not running or carrying items that block your view. Employers are responsible for providing a safe work environment, while all employees should take responsibility for working safely, such as using handrails and following ladder safety procedures to avoid falls.
This document discusses preventing falls, slips, and trips (FSTs) in the workplace. It notes that FSTs accounted for over $5 million in workers' compensation costs in Georgia in 2011 and were the leading cause of injuries. It identifies common causes of FSTs like wet or slippery surfaces, uneven walking areas, clutter, and poor lighting. The document provides guidance on prevention strategies like maintaining good housekeeping, wearing appropriate footwear, fixing hazards, and paying attention while walking. It emphasizes that FSTs can often be prevented through awareness of risks and applying basic safety practices.
The document discusses preventing workplace harassment. It defines harassment and outlines employers' and employees' responsibilities. Harassment includes unwelcome conduct based on characteristics like race, sex, or disability. It becomes unlawful if it creates a hostile work environment or is a condition of employment. The document describes types of harassment like sexual harassment, quid pro quo harassment, hostile work environment, and third-party harassment. It provides guidance on reporting harassment, protecting yourself, and supervisors' responsibilities to address harassment complaints.
This document discusses the function of warehouses and operational support equipment in emergencies. Warehouses serve as transhipment points and to store and protect humanitarian cargo. Key criteria for assessing warehouse sites include structure, access, security, conditions, facilities, and location. Emergency storage options include existing buildings, mobile storage units, and constructing new warehouses. Support equipment requirements depend on the operational set-up and may include mobile storage units, office/accommodation prefabs, generators, and forklifts.
This document discusses the prevention of sexual harassment (POSH) in the military. It defines sexual harassment and outlines inappropriate behaviors like lewd comments and unwanted touching that create a hostile work environment. Service members are expected to treat each other with dignity and respect. The Uniform Code of Military Justice establishes penalties for sexual harassment and retaliation. Leaders are responsible for addressing issues and complaints, whether through informal resolution or formal procedures.
This training document covers sexual harassment, defining it as unwelcome sexual advances, requests for favors, and other verbal or physical harassment of a sexual nature. It outlines two types - quid pro quo, where submission is required for a job or benefit, and hostile environment. Examples of verbal, non-verbal and physical behaviors are provided. The document also discusses the individual, organizational and economic effects of sexual harassment, and strategies for prevention and response, including training, assessments and addressing issues before escalation. Resources for assistance are listed.
The document summarizes the key findings and recommendations of a National Academies of Sciences, Engineering, and Medicine report on sexual harassment of women in academic sciences, engineering and medicine. The committee found that sexual harassment is common, negatively impacts women's careers and health, and is associated with male-dominated environments and climates that tolerate harassment. It recommends that institutions address gender harassment, move beyond legal compliance to change culture, and that professional societies help drive cultural changes. A system-wide effort is needed to create inclusive environments and prevent all forms of harassment.
1) A scaffold is a temporary elevated work platform used in construction. There are three main types: supported, suspended, and aerial lifts.
2) Scaffolds must be designed by a qualified person to support at least four times the intended load. They must have a sound footing and be properly inspected before each use.
3) Scaffold safety requires fall protection such as guardrails if a fall could be over 10 feet, and the supervision of a competent person during erection, alteration or dismantling. Hazard prevention includes securing scaffolds in high winds and keeping them clear of ice and snow.
The document discusses the role and qualities of a supervisor. It defines a supervisor as someone primarily in charge of a section and its employees, who is responsible for production quantity and quality. A supervisor derives authority from department heads to direct employees' work and ensure tasks are completed according to instructions. Effective supervision requires leadership, motivation, and communication skills. The supervisor acts as a link between management and workers, communicating policies and opinions in both directions. To be effective, a supervisor must have technical competence, managerial qualities, leadership skills, instruction skills, human orientation, decision-making abilities, and knowledge of rules and regulations.
Oregon State University provides a safety orientation for new employees that covers the following key points:
1) OSU is committed to ensuring a safe work environment and holds supervisors accountable for safety responsibilities. Disregard of safety policies may result in discipline.
2) The Office of Environmental Health and Safety (EH&S) oversees compliance with regulations from agencies like OSHA and ensures expertise in areas such as radiation, biological, and chemical safety.
3) New employees must review materials on hazard communication and complete any required job-specific safety training with their supervisors. Documentation of all training is mandatory.
This document provides information on safe lifting and rigging practices. It discusses major causes of crane accidents like power line contact, overturns, falls from cranes, and mechanical failures. It also describes how to properly inspect hoisting and rigging equipment like slings, wire ropes, hooks, and chains. Specific criteria for when this equipment should be removed from service are provided. The document also outlines safe practices for manual lifting, carrying loads, and operating forklifts.
1. This document provides an overview of crane rigging basic safety. It discusses general safety practices, inspection requirements, equipment limits, hitches, sling types, and environmental factors that can impact rigging operations.
2. Proper rigging requires using the right equipment for the job, inspecting all gear for defects, and understanding how factors like load weight, center of gravity, sling angles, and conditions can impact safety.
3. Riggers must be trained to identify rated capacities, use inspection results to remove unsafe equipment from use, and apply angle de-rating factors appropriately based on the specific lift configuration. Following proper procedures is key to conducting rigging operations safely.
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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2. This presentation is not legal advice. The examples
and case studies offered here are for educational
purposes only. If you are involved in a potential
workplace harassment situation, you should report
the incident to Human Resources or another
appropriate member of management.
This training was developed in cooperation with
oversight of legal counsel, however, certain laws may
differ from state to state. Please review the specific
laws relating to workplace harassment in your state.
You will find a wealth of information on Federal and
State sexual harassment policy and can submit
questions at
www.eeoc.gov/laws/types/sexual_harassment.cfm
3. Define harassment in the
workplace
Review solid policies related to
harassment
Please review your organization’s
specific harassment policy.
Discuss case examples involving questionable
workplace behavior and learn how to prevent
and respond to harassment
Pass the post-training quiz
4. Please review your organization’s policy
regarding harassment.
In general, such policies include:
“Our organization will not tolerate workplace
harassment by any employee toward another
employee or toward any persons with whom
our organization does business nor by anyone
who does business with our organizations
toward any of our employees”
5. 1964 Congress passed
Title VII of the Civil Rights
Act
1972 Congress passed the
Equal Employment
Opportunity Act giving the
EEOC power to enforce
Title VII
1976 The concept of Quid
Pro Quo was recognized
by the US Supreme Court
1992 A steadily increasing
number Harassment filings
began to emerge
1993 The US Supreme Court
defined the elements of a
“hostile environment”
harassment claim
1994 A Trial Court in
California ruled that a law
firm failed to end
harassment and awarded
plaintiff $7.1 million
6. 1998 Supreme Court
ruled employees who
refuse sexual advances
of a supervisor, yet
suffer no adverse,
tangible job
consequences may still
recover damages against
the Employer without
showing the Employer is
negligent or at fault for
the supervisor’s actions
1998 The US Supreme
Court ruled same-sex
harassment is actionable
under Title VII therefore
protecting men as well as
women
2005 The State of
California requires that all
supervisors receive two
hours of sexual
harassment prevention
training every two years
(AB 1825)
7. Hostile work environment sexual
harassment is defined as unwelcome sexual
conduct which creates an intimidating or
abusive work environment on the basis of
sex
Sexual Harassment is a form of employment
discrimination prohibited under Title VII of
the Civil Rights Act of 1964 and under the
laws of many states
8. Harassment refers to behavior which is
personally offensive, impairs morale and
interferes with the work effectiveness of
employees
Harassment is usually an issue of one person’s
abuse of power over another
In 1998, the Supreme Court ruled that “An
employer can be held liable even if there was
no knowledge of the harassing behavior”
An Employer/Supervisor is required to provide
a safe and hostile-free work environment in
compliance with applicable law
Harassment is a form of discrimination related
to one or more legally protected personal
characteristics of an employee
9. AGE: Derogatory comments about someone over/under a certain age
RACE/COLOR: Comments about the color of a person’s skin or the use
of slang expressions to describe someone’s race
NATIONAL ORIGIN/ANCESTRY: Comments about an individual from
another country – using ethnic slurs or telling ethnic jokes
DISABILITY (mental/physical): Making reference to or labeling the
handicapping condition or limiting the individual’s activities on the
job – talking softly to the hearing impaired, placing obstacles in the
path of a blind person, putting items out of reach for someone in a
wheelchair
SEXUAL: Comments, jokes, brushing against, blocking way, touching,
asking out, printed material or dominant behavior
GENDER & GENDER STEREOTYPING: Harassment based on perceived
differences from typical gender expectations
10. “ Just how many times a
week do you have sex?”
“Why don’t you meet me
after work to discuss this
problem?”
“Wow, you look great!
Did you lose weight?”
“We were just treating
her like one of the guys!”
“How about if I call you at
home tonight?”
“I usually take all the
people who work on my
team out for a beer on
Friday nights; you should
join us.”
“Did you hear the joke
about…?”
11. Would a reasonable person
perceive this as sexual
harassment or a hostile work
environment?
This is the standard used by
the courts to determine
whether or not unlawful
conduct as occurred
12. Suppose a coach
smacks his player on
the buttocks as he
heads onto the field.
Is this unlawful
harassment?
13. Suppose the coach
smacks his secretary
on the buttocks in the
privacy of his office. Is
this unlawful
harassment?
14. The Organization/Employer
The organization can be held liable for the conduct of
its supervisors even if it does not know that harassment
is taking place. The organization is responsible for
proving a safe work environment
The organization is also responsible for the conduct of
non-supervisors if they know or should have known
that the harassment is taking place
Supervisors
The supervisor/manager can be held personally liable
for their own harassment of co-workers or employees
that they supervise
Employees
The offending employee(s) can be held individually
liable for harassing actions towards a co-worker
Damages could include: actual damage, emotional distress, punitive
amounts and attorney’s fees.
15. An employer is subject to vicarious liability for
unlawful harassment if the harassment was
committed by “a supervisor with immediate
authority over the employee”
The actions of the supervisor are imputed to the
employer
An individual qualifies as an employee’s
supervisor if:
The individual has authority to undertake or
recommend tangible employment decisions
affecting the employee; or
The individual has authority to direct the
employee’s daily work activities
16. An employer also may be subject to
vicarious liability for harassment by a
supervisor who does not have actual
authority over the employee
Liability is present if the employee
reasonable believes that the harasser had
such supervisory power
Example: Chain of command may be unclear
Not a direct supervisor but responsible for the
employee’s work
17. An employer is always liable for harassment
by a supervisor that culminates in Tangible
Employment Action
Examples of Tangible Employment Action
Any action that inflicts economic harm
(termination, failure to promote, reassignment
or shift change)
Tangible Employment Action can only be
caused by a supervisor or other person
acting with authority of the Employer
18. Harassing conduct may also result in claims
for:
Assault and battery
Intentional infliction of emotional distress
Constructive termination
Defamation
Remember that individual liability can also exist!
19. QUID PRO QUO: “This for That” or
“Something for Something” – also refers
to an exchange
HOSTILE WORK ENVIRONMENT:
Unwelcome conduct of a sexual nature
and severe enough to create an
intimidating, offensive, abusive or
disruptive work environment
20. Occurs when an employment decision or
condition is based upon whether an
employee is willing to grant sexual favors
“Have sex with me and I will give you that
promotion you want.”
“If you want to stay with this company, you will
meet me after work and convince me why you
should keep this job.”
“If you are…you know…nice to me, I will change
your shift.”
21. John supervises Irene at the company.
They are traveling to a training seminar.
They go to dinner together and later
have several drinks. John then asks
Irene to join him in his room for a few
minutes to talk about a new position
she has applied for. They have more to
drink and John becomes more friendly.
He tries to embrace Irene. She refuses
his advances and returns to her room.
Three weeks later, John announces that
that promotion goes to another
employee.
22. Since John is Irene’s supervisor, he has to take
extra care that his actions will not be
misinterpreted.
It’s important to remember that traveling for
company business or in the role as a company
employee means you are always in the
workplace.
By inviting Irene to his room and making
advances, a reasonable person could conclude
that Irene was denied the promotion based on
her rejection of John’s advances.
23. In which unwelcome conduct
of a sexual nature creates an
intimidating, offensive or
disruptive work
environment.
Sexually explicit talk or email,
provocative images or screen
savers, comments about physical
attributes or inappropriate
touching
24. Rhonda is the only female working at the company.
At times, she wears very tight clothing (although it
does not violate company dress code) and other
co-workers think it is amusing to make sexual
comments about her dress and her relationship
with her boyfriend. At one time, someone left sex
toys in her work area. Rhonda complained to her
shift supervisor and his response was to counsel
her on dressing in a less revealing manner. Rhonda
feels she is following the written dress code and
the behavior and comments continue.
25. Rhonda’s rights may be violated when her
physical attributes (protected
characteristics) are being discussed.
Sexual comments and sex toys should never
be tolerated in the workplace.
Rhonda’s supervisor did not take her
complaint seriously and is not doing his job.
His job is to stop the harassing behavior.
26. Unwelcome behavior is a major
component of sexual harassment
It is behavior that is uninvited,
unacceptable, and offensive in the
eyes of the other person
It is important to think carefully
about how others may react
As an employee, it is your job to be
aware of how you respond to and
approach others
27. The Supreme Court has given
employers a defense in some hostile
environment cases. To take advantage
of the defense, an Employer must show
that it exercised reasonable care to
prevent and correct promptly any
sexually harassing behavior.
28. The conduct must be unwelcome and
either:
Result in a tangible employment
action, or
Be sufficiently severe or pervasive
“to alter the conditions of
employment and create an abusive
working environment”
Severe and pervasive means the more
serious the conduct, the less frequently
it has to occur to meet the standard
29. How frequent is the conduct?
How severe is the conduct?
Is the conduct sexual in nature?
Is the conduct physically threatening or
humiliating?
Is it a “mere offensive utterance?”
Does it interfere with work performance?
30. VERBAL: Offensive jokes, asking personal questions, language, threats,
comments about appearance or body, spreading rumors or lies, sexual
slurs, pet names, graphic language or descriptions of sexual encounters
or innuendos
NON VERBAL: Leering or staring at a person’s body, offensive gestures,
blocking a person’s path, facial expressions such as winking, throwing
kisses, giving gifts, having “elevator eyes”
PHYSICAL: Stalking, touching a person’s hair, blocking a person’s path,
giving a massage, brushing against someone, giving back rubs, “hanging
around” a person, holding or grabbing, sexual relations
ENVIRONMENTAL: Voice mail, email, screen savers, blogs, website
postings, suggestive or sexually oriented posters, calendars, cards,
notes, etc.
31. Jesse has a habit of touching people on the shoulder
or arm when he talks to them and most people see
him as a friendly outgoing person. Jesse has worked
with Joan for over two years.
Jesse comes over to Joan and tells her how nice her
hair looks. He begins to touch her hair and also tells
her how soft it feels. Joan walks away and later tells
another employee what Jesse did and that it made
her feel uneasy.
32. Jesse needs to be made aware that his behavior
might be offending someone.
Joan may have encouraged the behavior in the
past, but that no longer matters. If the behavior
offends her today, it must stop.
Sometimes we do not know what might be
offensive to someone else; once we learn that
our actions have been improperly interpreted,
it’s best to apologize and not repeat the
offensive action.
33. Jerry, Ed and Lisa all work at
the same company and eat
lunch together. During a
lunch break, they ask Lisa if
she has heard the joke
about what blondes say
when they have sex. Lisa,
who has blonde hair, has
had it with Jerry and Ed’s
jokes. She shakes her head,
gets up, and moves to
another table.
34. Lisa may not have told Jerry and Ed that she
is offended, but her response needs to be
properly interpreted.
If Lisa is supervised by Jerry or Ed, she might
not feel she can tell them she is offended,
for fear of retaliation.
Jerry and Ed are making references to sex in
the workplace and this should not be
tolerated.
35. You have a screen saver on your
computer of your wife in a bikini.
Welcome
Unwelcome
Depends
36. Standing behind someone and putting
your hand on their shoulder.
Welcome
Unwelcome
Depends
37. You feel very strongly about your political
opinions and talk about them at work.
Welcome
Unwelcome
Depends
38. Sexual Harassment may occur in and under a variety of
circumstances:
PEER TO PEER HARASSMENT: Effective complaint procedure
needed
SUBORDINATE HARASSMENT OF A SUPERVISOR: As a supervisor,
you must seek help from a higher level of management
MEN CAN BE SEXUALLY HARASSED BY WOMEN
SAME SEX HARASSMENT: Harassment is unwelcome sexual
behavior regardless of gender
THIRD PARTY HARASSMENT: Non-employees can harass your staff
or vice versa (customers, the soft drink vendor, or delivery
person)
OFFENDERS CAN BE: Supervisors, co-workers, vendors, and/or
customers
39. Everyone interprets events based upon their own
background, experiences, and sense of personal
space and privacy.
You cannot be sure that someone will interpret
your questionable behavior as innocent.
Remember the reasonable person standard –
other people will get to decide.
Current events will be interpreted in light of
subsequent events – very important for
supervisors.
40. You are encouraged to tell the individual causing the
harassment that his or her behavior is offensive and must stop.
If the behavior does not stop immediately or you are
uncomfortable telling the individual to stop, you must
immediately report the incident to your supervisor, the Human
Resources department, or another appropriate supervisor.
The Human Resources department will investigate all reports of
harassment. Investigations will be kept confidential, consistent
with the organization’s need to investigate.
No retaliation will be tolerated against any employee who
makes a good faith complaint of harassment to the company.
41. Confidentiality is protected within certain limits.
Those involved in the incident or investigation will
be interviewed.
Confidentiality will be protected where possible with only
those having a “need to know” having access to
information.
Those with a “need to know” are required to keep matters
confidential and are not to discuss with co-workers, other
supervisors, etc.
If the issue later becomes a legal proceeding, applicable
law will determine the scope of confidentiality regarding
any released information that the company can provide.
42. PROTECT THE VICTIM: No contact with aggressor; defuse the
situation
CONTACT HUMAN RESOURCES: Immediately alert personnel of the
situation to determine action to be taken.
SEPARATE THE PARTIES: Physically separate the parties from sight
and hearing.
DOCUMENT CAREFULLY: There will be an investigation. Listen
seriously to the complaint (witnesses, time, etc). Take notes and
don’t make light of the situation or defend the aggressor.
OFFER THE EAP: Advise both parties that the EAP is available to them
in talking about the event. May be mandatory for the aggressor.
Draw no conclusions until you have all the facts!
43. By making it safe for an employee to speak up
By setting an example of how to behave
By being receptive to employee concerns
By reminding employees of policies related to
harassment
By reminding employees of the various ways they can
raise concerns
By reminding employees of the protections against
retaliation
By educating employees about harassment in the
workplace as a measure of prevention
44. Fear of retaliation
Fear of job loss
Fear of not being believed
Fear of humiliation
Fear of being blamed
Fear of ostracism by co-workers
Embarrassment or shame
Lack of understanding about the complaint procedure
of policies about harassment in the workplace
45. Where did the behavior occur?
Who was involved?
Were there any witnesses?
Did the employee talk with anybody else about what
happened?
Has this happened before? How long has this been
occurring?
Was the person told the behavior was unwelcome?
Is there anything else that the person has done that has
not been reported or discussed?
What does the employee want to have happen?
46. DEFEND THE SITUATION: “That’s just the way Charlie is; we just
tolerate him.” “Perhaps you are overacting to this.”
WHY QUESTIONS: “Why didn’t you do something about this before?”
Why questions are often considered judgmental.
MULTIPLE CHOICE QUESTIONS: “Did she touch you on the arm, the
shoulder, or the face?” Instead ask “Where did the person touch
you?” or “Can you be more specific?”
LEADING QUESTIONS: “I think we can handle this informally, don’t
you?”
MINIMIZE THE PERSON’S EXPERIENCE
47. Just like harassment and
discrimination, retaliation in
response to a complaint is
against state and federal law.
Retaliation is conduct by the
Employer that would discourage a reasonable person from
reporting harassment.
Retaliation against an employee after a complaint or
threatening to retaliate if he or she complains or
participates in an investigation is ILLEGAL.
Once a potential harassment situation is raised, all persons
who have knowledge are responsible for ensuring an
investigation is undertaken.
48. Both men and women sometimes attempt to
file false claims of discrimination or
harassment.
Once harassment is reported, the organization,
MUST investigate all claims, including those
that later turn out to be false.
False claims can lead to disciplinary and
financial costs for the accuser.
49. Would I want my behaviors to be the
subject of public discussion or appear on
the evening news?
Is there equal power between me and the
person that I’m interacting with?
Would I behave the same way if my spouse or partner
were standing next to me?
Would I want someone to act the way I’m acting toward
someone in a relationship?
Has the person told me to stop the behavior?
Do I want to be personally responsible for my behavior
and face financial and legal consequences?
50. Most people do not want to file a harassment
complaint.
Most people do not want to bring legal action against
their employer or supervisor.
Most people want to come to work and do a good job
and then go home.
Most people expect employers to provide a safe and
harassment-free workplace.
Most people, from time to time, make mistakes in
comments, behavior, and interactions with others
and a simple “I’m Sorry” is appreciated.