How to use communication to tackle sexual harassment in the workplace

By Sheila Murithi

It was not long ago that we watched in utter fear and disbelief what happened to the young lady on Forest Road in broad daylight as she lived through her worst nightmare. Being sexually assaulted by a gang of boda boda riders was the last thing, wait, the thought did not even cross her mind earlier that day but sadly it is the harsh reality that most women and men live in; that sexual harassment is widely rampant today. In this day and era, the world is indeed a dangerous place to live in.

According to Section 23 (1), Sexual Offences Act (Act No. 3 of 2006) an employee is sexually harassed at the workplace if an employer, his representative or a co-worker makes unwelcome sexual advances or requests. Furthermore, an employee is sexually harassed if the employer, their representative or co-worker shows physical behavior of a sexual nature that directly or indirectly subjects the employee to behavior that is unwelcome or offensive to that employee. Globally, an article published on 26 Shocking Sexual Harassment in the Workplace Statistics [2021 Update] demonstrates the severity of the matter as illustrated below: • 44% of women in the restaurant industry have experienced sexual harassment from someone in a management or ownership role. • Only 17% of sexually harassed male nurses report it to their employer. • Roughly 58% of women harassed at work don’t file a complaint. • Only 1% of sexually harassed victims confront their perpetrators. • 7 out of 10 disabled women have experienced sexual harassment in the workplace. • 140 countries have laws on sexual harassment in the workplace. • $22,500 per person is the

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average cost of lost productivity. • 31% of all victims feel depressed and anxious upon experiencing sexual harassment or assault. (Source:https://whattobecome. com/blog/sexual-harassment-inthe-workplace-statistics/)

Workplace sexual harassment is prevalent in Kenya. This is evidenced, in part, by the results of a study conducted on 356 participants in the Medical College of Nairobi that revealed that 43 percent of the students and 27 percent of the staff had experienced various forms of sexual harassment. (Source: Koi V, Auka J and Kilaha S, ‘Perceived magnitude of sexual harassment in learning institutions: A case study of Kenya medical training college, Nairobi’ 2(1) International Academic Journal of Social Sciences and Education, 2018, 70-71.)

All institutions must create and maintain a workplace that is free of sexual harassment. The communication strategies below can be instrumental in getting this vital information out to staff:

1. Demonstrating that sexual harassment prevention is the Hospital’s priority

Growing the awareness of the need to be even more proactive in taking steps to educate and inform staff about the types of behaviors that will not be tolerated in the workplace. The harassment policies should not only be communicated during on-boarding and training cycles but in staff meetings and internal communications. But not all communications are created equal. To help prevent sexual harassment at work, research shows that communications should not be lukewarm in tone, rather, they should include strong, undisputable statements that preventing harassment is a high priority for the institution. It is critical that these communications come from leaders throughout the institution, preferably top executives, and not just Human Resources. If the leadership regularly and authentically communicates that sexual harassment prevention training is a high priority then it will be taken seriously, managers and employees will follow suit.

2. Unequivocal understanding of what sexual harassment entails by all staff and management.

It is essential to clearly outline what is considered as sexual harassment, types of actions and behaviors that are inappropriate. Equally important is educating executives, managers, and employees about the more elusive forms of sexual harassment. These lower-stake behaviors or comments not only damage working relationships and team culture but also if left unchecked, may escalate into more serious harassment. Therefore being clear and direct is key.

3. Keep Sexual Harassment Prevention Training Positive

Considerable trainings on sexual harassment is focused on the negative which can signal to employees a belief that they may be part of the problem. Instead, prevention research shows that taking a positive approach is a better way to get the message across and engage employees in helping to create and nurture the desired environment. Using positive messaging that assumes employees want to do the right thing, engages them to be a part of the sexual harassment prevention solution, and motivates them to help promote a respectful culture can be far more effective in shaping employee conduct than a “stick” approach that focuses on bad behavior and consequences to be avoided.

4. Avoid using legal jargon

Most employees are not employment law experts, so using legal language as the index against which acceptable workplace conduct is measured and guide daily actions can drive behavior standards to the lowest levels. In contrast, a focus on professional, respectful behavior is more likely to engage and influence employees and managers than a focus on identifying legal violations.

5. Encourage employees to own the process and be part of the solution

By enlisting the assistance of employees themselves can boost the probabilities that incidents or warning signs of harassment will be seen, reported and acted upon and even prevented. HR is not responsible for preventing sexual harassment at work, all employees are. All employees can be trained to serve as good onlookers by helping to support a positive and respectful culture by: • Interrupting incidences of harassment or its warning signs • Supporting others who have experienced harm after the fact • Formally reporting harassment • Encouraging others to join in advocating for the change

6. Take Swift and Decisive Actions as Issues Arise

If employees feel that nothing will be done if sexual harassment issues emerge, they will stop reporting these incidents; further, those employees who may commit harm may feel bolstered to continue. Thus, it is critical that employers respond promptly to reports of harassment, engage in a thorough and objective review/ investigation of the matter, impose meaningful consequences as appropriate, and let the reporter know that they have done so. The reporters will act as advocates of the set policies and the desired change and other employees will buy-in. The work environment will improve and this will benefit both the staff and the institution.

Putting these preventative strategies to work can help prevent sexual harassment at the workplace while building a culture that is respectful and supportive.