Preventing Harassment in the Workplace

Creating and Maintaining a Harassment-Free Workplace

Class Summary

There are three types of people in the workplace:

1. Those who would never harass someone but who may encounter harassment either of themselves or of others and need to know how to respond.
2. Those who don’t know where the boundaries are and who may inadvertently commit–or fail to prevent–a form of harassment.
3. Those who don’t care about the consequences of harassment and who, in fact, may be guilty of harassment.

All three of these types can benefit from a no-nonsense workshop that, through the active use of case examples, gives clear guidance on how to head off and discourage harassment. This fast-paced class addresses the full range of harassment types and shows the specific danger zones. It gives participants the information that is needed to gain control of what can seem to be an unpredictable and hyper-sensitive subject.

The instructor–management consultant Michael Wade–brings over 30 years of experience in advising employers on sensitive personnel issues. His background includes service as the Command Equal Opportunity Officer for the U.S. Army Criminal Investigation Command in Washington, D.C. and the EEO Administrator for the City of Phoenix. He holds a Juris Doctorate from the University of Arizona College of Law and is the author of four books. Michael is a highly-rated instructor with a talent for translating complicated topics into plain language.

PSL508 3.0 Uncombinable
One 3.5-hour session
Michael Wade

Employees from all levels of the organization.

  • Increased knowledge of the elements of harassment.
  • Increased knowledge of harassment prevention responsibilities.
  • Greater confidence in your ability to respond to harassment scenarios.

By the end of this program, you will be able to:

  • Explain what courts and investigators look for in harassment cases.
  • Know how to operate effectively when confronted with harassment.
  • Know the importance of the duty to act and the danger of omission.
  • Describe how hostile work environment differs from quid pro quo harassment.
  • Know types of behavior that would not fit the definition of harassment.
  • Know the communication styles that can spark harassment allegations.
  • Overview
  • Team values
  • Different communication styles
  • Discrimination and harassment
  • Case examples
  • Important considerations in harassment cases
  • Dealing with harassment when you are the victim, the perpetrator, or the co-worker