About the skill: Harassment, sexual or otherwise, is a major issue for todays organizations. Given the rulings at all court levels, organizations can and should limit their liability. Below are nine recommended steps.

Issue a sexual harassment policy describing what constitutes harassment and what is inappropriate behavior. Just stating that harassment is unacceptable at your organization is not enough. This policy must identify specific unacceptable behaviors. The more explicit these identifications, the less chance of misinterpretation later on. Institute a procedure (or link to an existing one) to investigate harassment charges. Employees, as well as the courts, need to understand what avenue is available for an employee to levy a complaint. This, too, should be clearly stated in the policy and widely disseminated to employees.

3. Inform all employees of the sexual harassment policy. Educate employees (via training) about the policy and how it will be enforced. Dont assume that the policy will convey the information simply because it is a policy. It must be effectively communicated to all employees. Some training may be required to help in this understanding.

4. Train management personnel in how to deal with harassment charges and in what responsibility they have to the individual and the organization. Poor supervisory practices in this area can expose the company to tremendous liability. Managers must be trained in how to recognize signs of harassment and where to go to help the victim. Because of the magnitude of the issue, a managers performance evaluation should reinforce this competency.

5. Investigate all harassment charges immediately. All means all even those that you suspect are invalid. You must give each charge of harassment your attention and investigate it by searching for clues, witnesses, and so on. Investigating the charge is also consistent with our societal view of justice. Remember, the alleged harasser also has rights. These, too, must be protected by giving the individual the opportunity to respond. You may also have an objective party review the data before implementing your decision.

6. Take corrective action as necessary. Discipline the harassers and make whole the harassed individual. If the charge can be substantiated, you must take corrective action, up to dismissing the harasser(s). If the punishment does not fit the crime, you may be reinforcing or condoning the behavior. The harassed individual should also be given whatever was taken away. For example, if the sexual behavior led to an individuals resignation, making the person whole would mean reinstatement, with full back pay and benefits.

7. Continue to follow up on the matter to ensure that no further harassment occurs or that retaliation does not occur. One concern individuals have in coming forward with sexual harassment charges is the possibility of retaliation against themespecially if the harasser has been disciplined. Continue to observe what affects these individuals through follow-up conversations with them.

8. Periodically review turnover records to determine if a potential problem may be arising. This may be EEO audits, exit interviews, and the like. A wealth of information at your disposal may offer indications of problems. For example, if only minorities are resigning in a particular department, that may indicate that a serious problem exists. Pay attention to your regular reports and search for trends that may be indicated.

9. Dont forget to privately recognize individuals who bring these matters forward. Without their courageous effort, the organization might have been faced with tremendous liability. These individuals took a risk in coming forward. You should show your appreciation for that risk. Besides, if others know that such risk is worthwhile, they may feel more comfortable in coming to you when any type of problem exists.