In the wake of widespread media reports of sexual harassment, what is your business doing ensure a safe and accountable workplace? Consider this: the #MeToo hashtag was shared more than 1 million times in just 48 hours after being posted to social media. The public debate continues as others are empowered to share their stories.
This is not a new issue. According to the Society for Human Resource Management, 94% of U.S. companies have harassment and/or bullying policies that outline conduct that is prohibited. But if you think having a policy is enough, think again. A 2016 EEOC study of workplace harassment revealed that policies alone do not encourage appropriate behavior. The study reported that approximately 90% of survey participants who experienced sexual harassment never file a complaint.
This is a unique, timely moment to be very clear about workplace harassment. It benefits everyone to make this a priority in your business. When employees experience a safe and welcoming workplace, they perform at their best and drive business performance. As you review this issue internally, consider these communication best practices.
Review and update the existing Harassment Policy
Start by examining the current policy. When was the last time it was reviewed and updated? If it’s been more than five years, it’s too old. The policy should, at a minimum, list examples of prohibited conduct, detail the process for reporting objectionable conduct, and be signed by the current CEO. Then ensure that the policy, and the reporting process, is accessible. Bottom line: let employees know where to go for help.
Time for leaders to speak out
Every leader must be accountable. Let employees hear directly from the C-Suite that harassment will not be tolerated. Human Resources can support this endeavor, but can’t shoulder it alone. Executives must step up and commit that when allegations are brought, they will be investigated immediately and that appropriate actions will follow. Convey that retaliation is prohibited since many cases are unreported due to fears of job loss or reprisals.
Train. Train. Train.
Most companies provide online harassment training, but do you mandate that training is completed? Is harassment addressed in new employee orientation? Training will ensure a better understanding of the behaviors that comprise harassment. Additionally, the HR team must be prepared and ready to conduct prompt, objective and thorough investigations.
Amplify the message through internal communications
If an employee experiences sexual harassment–or witnesses it–do they know what steps to take? Make it easy for individuals to report. Use multiple channels to share the harassment policy and reporting procedure. Talk about it in town halls, blogs, create a video from the CEO and put a link to the policy on the home page of your company intranet. Make it loud so that everyone understands that harassment is unacceptable in your company culture.
Erin Andrews’ civil suit against the owner and former operator of the Nashville Marriott at Vanderbilt, and the resulting award of $55 million, should set off alarm bells for every business. In raw, gut wrenching testimony, Andrews recounted the emotional impact of being videotaped in her hotel room by a stalker. While the verdict assigned 51% of the penalty on her stalker, the hotel was found to be at fault and liable for 49% of the amount.
The verdict may be reduced or overturned on appeal, but the reputation damage is done. Guests don’t make the distinction between a company-owned or franchised business. They know the brand. In this case, they know that Andrews’ privacy, safety and security was violated at a Marriott hotel.
The individual who videotaped Andrews has already been convicted. The heart of this case was Andrews’ contention that hotel personnel gave out her room number to the stalker and did not tell her that he had asked to be put in a room next to hers.
That sounds like a training issue.
Well trained hotel personnel know to never say a guest’s room number out loud. They do not honor requests for rooms adjacent to members outside their travel party. Was the hotel employee who provided information to the stalker trained? We’ll never know. But the monetary penalty for the error is evident and the impact to the brand’s reputation is evolving.
Employee training in any business is an investment, not an expense. When employees are well trained, they perform with skill and confidence. They treat customers well and create an experience that builds brand love. Productivity and efficiency improve and turnover declines. Sure, training requires time away from operations, but that’s time well spent when employees understand their role. Knowing what not to do is as important as knowing what to do.
Companies that support employee training and development make an investment in business success.
It’s Open Enrollment season and that sound you’re hearing is not a cheery holiday carol, but the collective shriek of millions who are reviewing their medical benefit costs for 2016.
According to the Healthcare Cost Institute, a non-partisan non-profit entity, health care spending among those with employer-sponsored insurance increased 10 % from 2011-2014. The Milliman Medical Index (MMI) calculates the annual cost of healthcare for a typical family of four with employer-provided PPO insurance coverage. According to Milliman, this year’s Index is $24,671, an increase of 6.3% over 2014. Employers still pay the majority, but as cost sharing for medical benefits continues to climb, employees may be paying over 40% of the tab.
For internal communicators, there is no way to spin this. Businesses must manage their benefits costs, and since medical service is becoming more expensive, cost sharing is the prevailing technique to manage the company budget. But there is a way to make it less painful for employees and the business. There are 11 months leading up to Open Enrollment. Each month is an opportunity to inform and educate about the value of your company’s benefit plan. The good news is you don’t have to spend a lot of money to do it.
Start with a survey—Let’s get really basic: Do your employees know what benefits you offer? Design a simple survey (easy to develop on Google or through providers like Survey Monkey). Determine the awareness of all your benefits. Include Employee Assistance Programs, discounted purchase programs and retirement plans. Anything and everything. You’ll have a good foundation for the second step of this plan: education.
Develop a 12-month communication plan—Many companies cover all their benefits communications once a year to meet compliance requirements. Think about this from the employee’s perspective. No information for 11 months, then lots of information when decisions must be made immediately. It can be overwhelming. Use multiple channels to promote your benefits programs: news items, Lunch and Learns, posters. Consider highlighting one personal employee story every month. A consistent flow of communications about your benefits will increase understanding and engagement.
Be transparent—No one likes higher fees. However, if employees understand what’s driving cost increases, when the prices go up they’ll be more prepared. The time to share this information is mid-year, so the foundation is prepared for Open Enrollment. Telling that story during Open Enrollment is ineffective because your employees will be focused on their out of pocket costs. Get out in front of the issue.
Want more benefits communications ideas? Let connect.
Anyone who has ever been on a job hunt is familiar with sifting through hundreds, if not thousands, of job descriptions looking for the perfect match. Every day, job applicants around the world go into an interview thinking they are a perfect fit for a role, only to find that the position isn’t exactly what was described. From the hiring employer’s perspective, it’s a waste of time to use years-old job description sheets for positions that are new or have had a recent change in role or scope. It’s a waste of time and energy for both parties, but for the employer there’s also a financial cost, which twists the knife. Yet this continues to happen. Why?
The answer is simple. It’s boring! It’s a tedious exercise that needs to be given careful consideration and planning. Taking these steps on the front end will reduce the length of the hiring process and increase the retention rate of new employees. But it’s understandably difficult to afford so much time to a task so dull and time consuming.
I’ve talked to some managers about this, and while they understand it makes sense to revise and update job descriptions, they say it’s not totally necessary because “I have more pressing matters to focus on, and I can use interviews to make sure I hire the right candidates.” There’s no doubt that interviewing job candidates is a skill that will help you select the best option — the manager is right about that. But this rationale doesn’t account for the possibility that the manager will probably have to block off more time for more interviews. Using inaccurate job descriptions increases the chances of you bringing in the wrong candidates, costing you time and money.
Here’s an analogy. On your way home from work, your significant other asks you to stop by the store to pick up some bread. You pick up a loaf and bring it home. As it turns out, your SO failed to be clear that dinner rolls would have been ideal. The loaf of bread will work, but it’s not the best choice. If you need dinner rolls again tomorrow, you’re going to go back to the store to pick them up instead of using slices of bread again. The slices of bread will be…. reassigned, as they say, to lunch duty.
The best solution for updating job descriptions might be hiring outside consultants like us here at Insight to help you take it off your plate. We have experience creating and amending job descriptions for publically traded companies. If you feel you could use some help, email me at email@example.com.