The political and cultural climate surrounding workplace sexualharassment is evolving faster than many companies can address or adapt to on their own.Internal and external stakeholders (management, employees,customers, clients and business partners) have new and heightenedexpectations about what companies should be doing to prevent andrespond to harassment—whether reported or not.

Moreover, recent public campaigns against sexual harassment andassault (e.g., #MeToo, Time's Up) reflect a sea change in howindividuals make allegations, how the media covers them, and howthe general public views the remedy or response. While corporatepolicies and practices have long recognized the need for publicaccountability, today's companies now must prepare for directpublic scrutiny of how they address workplace sexualharassment.

Companies are best served by looking at this evolving climatethrough a proactive lens. Board members and CSuite executivesshould be asking the hard questions: To what extent is workplacesexual harassment present in your company? Are there structuralimpediments to individuals reporting harassment, or to your companyeffectively responding to such reports? Beyond baseline policies,procedures and training, what other interventions might helpfacilitate a culture of respect, diversity and inclusion?

Complete your profile to continue reading and get FREE access to BenefitsPRO, part of your ALM digital membership.

  • Critical BenefitsPRO information including cutting edge post-reform success strategies, access to educational webcasts and videos, resources from industry leaders, and informative Newsletters.
  • Exclusive discounts on ALM, BenefitsPRO magazine and BenefitsPRO.com events
  • Access to other award-winning ALM websites including ThinkAdvisor.com and Law.com
NOT FOR REPRINT

© 2024 ALM Global, LLC, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to [email protected]. For more information visit Asset & Logo Licensing.