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Table of Contents Company History………………………………………………………………………………….2 Mission Statement………………………………………………………………………………....3 Executive Résumé………………………………………………………………………………....4 Training Content Outline………………………………………………………………………….6 Training Content…………………………………………………………………………………10 Icebreaker, Introduction, & Objectives……………………………………………….....10 Ford’s Harassment Policies & Preventing Sexual Harassment………………………….11 Handling the Sexual Harassment Situation………………………………………………13 After-the-Situation……………………………………………………………………….14 Activity…………………………………………………………………………………………..19 PowerPoint Presentation…………………………………………………………………………20 Annotative Bibliography…………………………………………………………………………24 Group History……………………………………………………………………………………27

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Company History Consulting Connections, Inc. is an international management consulting firm based in Louisville, Kentucky. Established in 1954, the firm continues to be a trusted consultant in the dominating organizations around the world. Founded by James Anderson, he has built one of the top consulting firms. Anderson received his PH.D in Communication from Stanford University, and began working in a consulting firm. In 1945, he left his job in the consulting firm and decided to start his own consulting company. Consulting Connections, Inc.’s main objective is bringing the employer and employee together in a shared understanding. Preserving the heritage and values set in place by James Anderson during the birth of Consulting Connections, Inc.; communication on a personal level among personnel is key. The values of open communication, education and advancement for employee and employer alike make up the cornerstone of Consulting Connections, Inc. As technology advances and our ways of communicating change, one principle still held by Consulting Connections, Inc. is embracing the value of effective communication within the organization. Keeping the trust, respect and good nature of those who make up the organization is the first step in serving customers in the most efficient and productive way possible. While welcoming the benefits of new technology, along with always being mindful of the traditions responsible for forming this company, Consulting Connections, Inc. strives to be the most productive and efficient organization in the field. Fostering the growth of employees by embracing higher education and communication skills; keeping employee satisfaction still remains a key value for the company in order to accomplish the main goal.

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Mission Statement Consulting Connections, Inc. strives to bring people together. We create unity and friendship in a working environment that can be taken home. We value a fun environment that strengthens relationships. At Consulting Connections, Inc. we believe in colleagues and peers rather than supervisors and bosses.

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Executive RĂŠsumĂŠ

Zenena Moguel Chief Executive Officer

Zenena Moguel became chief executive officer of Consulting Connections, Inc. in August 2013. Serving on the executive committee for 18 years, she has been a valuable part of the firm. She got her MBA at Murray State University in Organizational Communication with a BS in public relations. She has worked on the executive committee at multiple firms based in Belize, Kentucky, and Florida. Zenena has eight years experience training leaders on the relationship and communication strategies that companies can use to build the culture in their organization.

Gavin Wallace has been associated with Consulting Connections, Inc. for seven years. Gavin received his MBA in Human Resources at Yale University with a BS in Business Administration. He is currently working on his Business Law degree at the University of Louisville. Gavin has over 10 years of HR experience training new and covert employees. Gavin Wallace Executive Officer

Lee Gream has been working with Consulting Connections, Inc. for eight years. He obtained his undergraduate degree at the University of Kentucky studying Human Relations. Le continued his and obtained his masters in Intercultural Communication. He is the lead executive on Consulting Connections, Inc. conflict resolution team. He is currently working on his research portion of his PhD in communications focusing on conflict management. Lee Gream Executive Officer

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Executive Résumé

Cody Zirbel Executive Officer

John Fallon Executive Officer

Emma Wolf Executive Officer

Cody Zirbel graduated from Murray State University with his Bachelor in Interpersonal Communications. He then moved on to receive his Masters in Human Intelligence from American Military University. After being recruited by the C.I.A, he worked as a core collector and conflict deescalation in foreign countries. Helping to resolve disputes stemming from decades long ago in the Middle East have taught him the skills needed to be a successful business man. These skills translated into the civilian workforce while working for Consulting Connections, Inc. Having dealt with bullies from all cultures and genders, he knows how to both prevent and deal with the consequences felt by the victims. Having six years of practical experience will always trump classroom will always trump classroom learning, and that’s what Cody brings to both the company and clientele.

John Fallon is a founding member of Consulting Connections, Inc. He received his undergraduate degree in Human Relations. He went to the University of Louisville for his Masters of Business Administration. He has 10 years of HR experience working with new employee training. He is currently working on his PhD in Communications. John is currently working alongside Lee Gream researching conflict management for their thesis.

Emma Wolf received degree in Organizational Communication from Murray State University and specializes in conflict resolution and teaching effective communication skills to employees. With the knowledge and wide range of skills studying communication has provided her, she now has over 4 years of experience in dealing with resolving conflict and promoting efficient communication. The main professional goal she wishes to accomplish is working for an organization which fosters growth in interpersonal communication among employees and supervisors while embracing the value of communication education.

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Training Content Outline Introduction  Icebreaker and welcoming of participants 

Introduction of CEO & Executives

Explanation of objectives

Pre-test Assessment

What is Sexual Harassment?  Definition of Sexual Harassment 

How sexual harassment is used such as vocabulary, actions, gestures, etc.

How sexual harassment comes from a person’s interpretation

Ford’s sexual harassment policy

Preventing Sexual Harassment  Prevention of sexual harassment 

Employees are required to follow “The Golden Rule”

Employees must follow the dress policy

 The Golden Rule 

Definition of the Golden Rule

How Ford Motor Company uses The Golden Rule to prevent sexual harassment

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 Ford’s Dress Code 

Requirements for men and women on what is appropriate to wear at work

Business Casual Policy

 Ford’s Anti-Harassment Policy 

Policy Overview

Definition of achieving a respectful and inclusive work environment

 Core Requirements 

Ford’s requirements regarding ways to prevent sexual harassments, what to do in incidents of harassment, and what not to do regarding sexual harassment

 Ford’s Harassment Examples 

Examples of Ford Motor Company kinds of sexual harassment violations

 Penalties for Harassment 

How offenses will be handled during a sexual harassment incident?

Handling the Situation  Impact of Sexual Harassment in the workplace 

Statistics of sexual harassment

 Steps in Handling the Situation 

The 1st step is to: Acknowledge & Address the situation 

Addressing the problem 

Make the victimizer known their actions are not welcome

Documentation: Either email or by letter

o The most common mistake is ignoring the problem

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The 2nd step is Reporting the problem o If situation continues, victim must report the problem o Victim should look at Ford’s sexual harassment policies o Next is to contact either the supervisor or HR manager

The 3rd and final step is avoiding confrontation o Try to maintain a professional relationship o Victim must realize quitting is unnecessary and avoidable o Use Ford’s resources concerning employee’s concerns 

Utilizing these can be very effective

Also can prevent a situation from escalating

o There is no issue of Sexual Harassment that cannot be resolved if handled properly  Conclusion – Handling the Situation 

Challenge for employers & managers today? o Is to develop strategies or find ways to enhance the old strategies and prevent sexual harassment from happening o Handling the situation properly can be beneficial for the company and the employees o Sexual harassment arises from gender or even power inequalities o Studying other companies successful programs can also be very beneficial

After-the-Situation  What NOT to do after a sexual harassment situation? 

Ignoring the situation o Involvement and observation o Example situation - “Oh, that’s just how he is.”

Engaging in gossip

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o Incorrect details of the situation o Out of context situation o Wrong observation of a situation o Misconstrued situation of sexual harassment 

Engaging in a situation that can lead to sexual harassment o Example situation – “sexist jokes”

Overreacting o Keep calm and understand the situation

Retaliation o Taking revenge o Engaging in physical confrontation

 What to DO after a sexual harassment situation? 

Understand Ford sexual harassment policy o Rules of sexual harassment o Ask questions

Confidentiality o Keep between you and manager, supervisor, or HR manager o Avoidance

Ford Company Harassment Hotline (888) 735-6650 o Uncertainty of policies, situations, rules o Clarifications o It’s anonymous

Report o Go through levels of hierarchy o Make a change 

departments, floors, work area

o Follow-up 

Make sure something is being done

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Activity  A one and half minute video will be presented to the class 

Questions involving the video

Conclusion  Thank you and closing 

Post-test Assessment

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Training Content Icebreaker, Introduction, & Objectives The icebreaker begins as soon as the participants walk into the room. The executive that is doing the greeting will be showing some examples of the start of sexual harassment. The greeter may hug a female participant in a way that she does not approve, have a prolonged handshake with another female and rubbing her hand at the same time. The greeter may also touch a male participant on the shoulder and rub his back and even hold a female participant around the waist. While the greeter is engaging in this action, the rest of the executives will be walking around the room helping with seating procedures. Executives may also do a wink at someone or a rub on the back or waist. As the session is about to begin, the chief executive officer will ask the question if anyone realized what was going on and begin explaining that those are the actions that can lead to harassment. The chief executive officer will then introduce the training and the team. Welcome everyone! My name is Zenena Moguel, Chief Executive Officer of Consulting Connections, Inc. and this is my team of executives: Gavin Wallace, Lee Gream, Cody Zirbel, John Fallon and Emma Wolf. We know, today, that sexual harassment claims are increasing in a number of different places, and that is why we are here today to inform you on how to prevent, handle and report sexual harassment. Today, we will:  Be familiar with the policies of Ford Motor Company  Understand the different ways in preventing sexual harassment  Understand how to handle and manage a sexual harassment situation  Understand how to report sexual harassment  Know what to do and what not to do in a sexual harassment situation

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Pre-test: If you open your booklets, you will find a removable paper which is the pre-test. Take a couple minutes to answer these questions and just put them in a pile at the end of the table. Then, we will begin our presentation.

What is Sexual Harassment? Sexual harassment in 2012 was at 7,571 new cases. In those cases, we saw in the percentage reported by males from 16.1% in 2011 and 2010 to 17.8%. Not all cases resulted in a settlement, but a total of 43 million dollars were collected from the employer. This excludes the file cases that went through or are currently going through the litigation process. Sexual harassment cases are generally an emotionally charged case and can be hard to define. Sexual harassment involves one person or group of people talking or acting in a sexual manner towards or about another person or group making it uncomfortable by the actions of the party. It is a tricky issue because it stems from a person’s interpretation of the situation. For example, I could tell a joke about a woman to a group of men, and they could all find it funny. But, if a woman is in the group, she could take is as a verbal sexual assault towards her. Ford Motor Company define sexual harassment as “’Harassment in this Policy means conduct of a harassing nature, whether in the workplace or off-site, which has the effect of interfering with someone’s work performance, or which creates an intimidating, hostile, or offensive working environment.” The best way to manage any kind of harassment is to stop and think before you speak and remember the golden rule from elementary school. We all remember the golden rule from grade school; treat others the way you want to be treated. This is Ford’s Primary focus to preventing sexual harassment and harassment of any kind. As a representative of Ford, you all are required to act in a responsible manner and to face consequences for your own behavior. If someone asks you to stop what you are doing and you continue to do so, Ford views this as an intentional sexual harassment and termination will be strongly considered. Here at Ford, all employees have

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the responsibility to treat others with respect and dignity, which will create a stable happy working environment. Another way Ford tries to prevent sexual harassment is by the use of a corporate dress code policy. Ford employees must follow a Business Casual Dress Policy. Men are required to wear a crisp clean collared shirt with dress pants and leather shoes or boots. Women can wear a pantsuit or skirt suit with a blouse and/or sweater. Women can also wear any type of shoes, besides sandals and tennis shoes. Here is an example of the different types of clothing that women and men can wear to work. Ford’s Anti-Harassment Policy included in their handbook. “As part of our commitment to having a respectful and inclusive work environment, the Company has long maintained AntiHarassment Policy. Harassment includes language or conduct that may be derogatory, intimidating, or offensive to others. All of us, as well as vendors and other visitors to our premises are protected under this policy and are expected to abide by it. Violations of the Company’s Anti-Harassment Policy will result in discipline, up to and including termination or release.” Ford requires all employees to prevent a hostile working environment. It is not allowed to make jokes, use language, or participate in activities that may be offensive to others. Employees are expected to discourage others from engaging n such behavior. As a precaution, always think about how something could be perceived by others. Intimidating others through bullying, threats, or practical jokes are discouraged. Employees should report and encourage others to report incidents of harassment or retaliation. Reporting may be to the HR personnel or the use of the company’s reporting system. Managers and supervisors do take all harassment complaints seriously. They should immediately address behavior or conduct that may be offensive, and should encourage an atmosphere in which everyone feels free to report potential violations. Retaliation against anyone making a good-faith complaint of harassment or who cooperates in a company investigation of complaint that alleges the harassment is discouraged. Ford Motor Company has a list of examples considered to sexual harassment such as unwelcomed flirtation, demands for sexual activity, offensive or insulting comments, unwanted

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physical contact, using your position to coerce sexual favors, sexually oriented entertainment in the workplace, and sending graphic material via company electronics or email. This list is to provide employees with a sample of different forms of harassment and sexual harassment is not limited to these specified examples. The following video is a collection of a variety of examples of sexual harassment in the workplace. There are different penalties for harassment at Ford Motor Company. Any employee found in violation of this policy will be dealt with in a manner that fits the nature of the offense. An offense can be handled ranging from a verbal warning up to and including discharge from the workplace.

Handling the Situation Sexual harassment can have a major impact both physically and mentally. Statistics showed that 63% of people who have been sexually harassed reported adverse physical symptoms and 94% experienced emotional distress. Victims of sexual harassment often experience symptoms such as decreased job satisfaction lowered organizational commitment, ill physical and mental health, and even signs of post-traumatic stress disorder. However, it does not only impact the person; it can also impact work performance. Although indirectly, impact can cause an increase of absenteeism, increase turnover rate, and decreased morale throughout the company. One of the most common mistakes of those suffering from sexual harassment is simply ignoring the problem. If you feel that you are the victim of sexual harassment in your place of work acknowledging and addressing the problem is crucial. After realizing the problem, the first step in addressing it is making it known to the victimizer that the behavior is not welcomed. Leave no for misinterpretation of your feelings is the first step in stopping the problem. Documenting that you disapprove of the behavior is also important. This can be done through writing, such as an email or letter. After this is done, if the harassment continues the victim must then report the problem. During the reporting process the victim should consult the organization’s policies concerning

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sexual harassment. After learning the specific policies the next step is to contact either the supervisor or Human Resources consultant to resolve the issue (documenting this step through writing is also important). After a superior has been notified the victim should avoid confrontation with their harasser and attempt to maintain a professional relationship. The most important thing for a victim of sexual harassment to remember is that quitting the job is unnecessary and avoidable. Remembering to use the company’s resources concerning employee concerns and utilizing them effectively can prevent a situation from escalating to that point; there is no issue of sexual harassment that cannot be resolved if handled properly.

Conclusion – Handling the Situation The challenge for employers and managers today is to develop strategies or find ways to enhance the old ones and to protect the organization from sexual harassment complaints. Handling the situation properly can prevent and can reduce the occurrence and damage of sexual harassment to the minimum. Oftentimes sexual harassment arises from gender or power inequalities. It may be helpful to consider the degrees of these factors when designing an approach to handle sexual harassment in a specific organization. It would also enhance the usefulness and effectiveness of an organization's approach to handle sexual harassment by studying other organizations that have successfully reduced or eliminated problems caused by this harmful misconduct.

After-the-Situation What not to do in the situation? In a sexual harassment situation, there are many things that you should not engage in. One of the most common actions that a person can do is ignoring the situation. This involves both the person directly involved in the situation and the person that could just be the observer. A common overlooked example is an elder employee in a senior position that refers to female employees as “his girls” or “honey” and pats them on the buttocks. This is still sexual

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harassment. However, people dismiss it as “Oh, that’s just how he is.” In this situation, the female employees were the ones that were ignoring the situation. Another action that a person should not engage in is gossip especially if you are the observer in a situation. Expressing a sexual harassment and not knowing the details can cause problems to those involved. For example, if you happen to walk into a room at the tail end of the conversation and pick up on some interesting conversation that is out of context, do not go around telling others that this person was harassing another person. Make sure that what you are seeing is actually sexual harassment because it can cause trouble for not only those involved, but also for yourself. Another example is situations that may be construed for sexual harassment such as seeing a male worker give a female co-worker a shoulder rub. Also, avoid engaging in the situation if you are the one observing. It is common for observers to take matters into their own hands and intervene in the situation. This can cause an even greater conflict between those involved and the person intervening. This can also relate to conversations in the workplace. For example, if fellow employees are making sexist joke, avoid this type of association. Lastly, avoid overreacting and retaliating. If you are the person in the situation, do not overreact. For example, do not start screaming when in reality nothing is happening. Because a sexual harassment situation can be intense and unexpected, people’s first reflex is to scream and run away. Sometimes a situation can be misunderstood. When it comes to retaliation, whether you are the person involved in the situation or the observer in the situation, try not to engage in taking revenge on the person. What to do in the situation? These are just actions that you should not engage in, however there are actions that you can engage in. Firstly, you must understand Ford’s sexual harassment policy. At the beginning of your employment at For Motor Company, your supervisor presented you with a packet about the rules of sexual harassment. Look over that packet, if there is issues bring it up with your supervisor.

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After complete review and understanding of the policy, make sure that you actually understand the policy and always ask questions. Secondly, keep the situation confidential. If you are involved in a sexual harassment situation, whether you are the observer, the doer, or the person it’s occurring to, do not go around telling everyone in the workplace. As stated in what not to do section, avoid engaging in gossip. Keep the situation between you and the person that you are suppose to tell whether it be your boss, supervisor, or HR manager. Thirdly, you can call Ford Company Harassment Hotline (88) 735-6650. Ford provides a 24/7 hotline that you can call if you are uncertain of the company’s policies. The hotline is completely anonymous so you can call about a sexual harassment situation, and they can provide you about information on what to do. Although it is anonymous, try not to mention specific names to the person on the other end of the hotline. The hotline is specifically made to clarify procedures as well as any other questions about harassment that may arise. Fourthly and lastly, reporting the situation. If someone is harassing you, go to your supervisor or manager. Make sure that you follow that level of hierarchy. You do not want to go to the HR manager, and when he/she ask your supervisor about the situation, your supervisor has no idea what the HR manager is talking about. While investigation is going on and you are still uncomfortable working around the person, ask for a department or work area change. For example if you are working in the marketing department asks if you can be changed to the advertising department. Most of all make sure that you follow-up on the investigation. Make sure that your situation is not being taken for granted and something is being down about it. Sometimes it may slip an HR manager’s desk or an honest mistake was made; however in any case you always want to verify that you are not being forgotten. You are the employees, and Ford tries to build an environment where you can be comfortable in so do not be afraid to followup.

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Conclusion When session is over, an activity will be given to the participants. Thereafter, the chief executive officer will thank the participants for participating in the activity and the session. A post-test will be given to the participants to answer. Post-test: If you open your booklets to the end, you will find a removable paper which is the post-test. Take a couple minutes to answer these questions and just put them in a pile at the end of the table. Once again, thank you for participating in this training session.

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Activity The training will entail an activity that will show how effective the participants understand sexual harassment in the workplace. The activity will approximately take seven minutes. It will involve a one and half minute video that includes a sexual harassment situation. After the video, the participants will be broken up into four groups. Each group will be given a number which will have a question for the group to answer. The question and the information for the activity will be found in the pamphlet. The groups will be given a three minutes to discuss and answer the question. Thereafter, the chief executive officer and executives will ask each group to share their answers with the other participants. As the activity is being implemented, the chief executive officer and executives will be able to answer any questions that may arise. Video: A YouTube video involving a commercial from Make Things Right with Pete and Red. Questions: 1. In your opinion, do you consider this situation to be a hostile environment? 2. Did the men handle the situation appropriately? 3. What were the three women doing improperly? 4. If the harassment continues, what should the men do?

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PowerPoint Presentation

Employees are asked to: ◦ Follow The Golden Rule regarding sexual harassment

Sexual Harassment in Workplace Training Session PREVENT.HANDLE.REPORT

All employees must adhere to the: ◦ Company’s Dress Policy

Ford Motor Company November 21, 2013

“Treat others the way you want to be treated”

Sexual harassment: ◦ an emotionally charged topic that can be confusing and hard to define ◦ comes from one party using sexual vocabulary, actions, gestures, etc., which in turn makes another party feel uncomfortable or irritated ◦ tough subject and can be hard to manage because it comes from a person’s interpretation of the situation

This is the primary focus to preventing sexual harassment. As a representative of Ford: ◦ All employees are required to act in a responsible manner. ◦ Face consequences for their own behavior.

All employees have the responsibility to: ◦ treat others with respect and dignity to create a stable working environment

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Annotative Bibliography Ford Motor Company. Anti-Harassment Policy. Corporate Policy. http://www.academia.edu/4064058/EEOC_Ford_Policy This source is the sexual harassment policy made by Ford Motor Company them. This policy outlines the exact definition of sexual harassment, the zero tolerance policy, which is protected, the procedure recommended for handling the situation and their confidentiality policy. This source is reliable because it comes directly from Ford Motor Company them. It is useful for this project because it gives in great detail, exactly what their policy is for sexual harassment. It details how their zero tolerance policy protects employees and employer alike.

U.S. Equal Employment Opportunity Commission, (2012). Sexual harassment charges fy 20102012. Retrieved from website: http://www.eeoc.gov/eeoc/statistics/enforcement/sexual_harassment_new.cfm

This source is from the U.S. Equal Opportunity Commission. It provides data and statistics on sexual harassment incidents reported to the ECC from 2010-2012. This source is reliable because it comes from a U.S. Government agency and gives concrete statistics about cases of sexual harassment reported by employees. This is useful for this project because it puts into perspective how widespread the problem may be and shows how many employees have taken the right approach by reporting it to the ECC. Having these statistics also provides grounds for assuring people suffering from sexual harassment that they are not alone.

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Code of conduct handbook; corporate policies and directives. (2007). Retrieved from http://corporate.ford.com/doc/corporate_conduct_standards.pdf

This source is another from Ford Motor Company and uses their employee handbook. This source is useful because it outlines Ford’s expectations and requirements it asks of its employees to avoid sexual harassment. This source is reliable because it comes directly from Ford Motor Company and is the actual handbook its employees receive. This source is useful because it outlines how to prevent sexual harassment from occurring in the first place. Learning how to avoid the conflict all together is an important tool for employees to learn. Sung , S. (2008, 09 15). Handling sexual harassment in the workplace. Retrieved from http://www.scribd.com/doc/6388101/Handling-Sexual-Harassment-in-the-Workplace This source outlines potential steps for handling situations of sexual harassment. This source is reliable because it pays full attention to all the various aspects of sexual harassment, highlighting on two areas for solutions. This source is useful because it not only provides solutions, but also methods of prevention and correction for the situation. Top 10 things to do if you are the victim of workplace sexual harassment. (2010). Retrieved from http://www.workharassment.net/index.php/top-10-things-to-do-if-you-are-a-victim-ofworkplace-sexual-harassment.html This source provides a step-by-step procedure for what a victim should do if they are sexually harassed. This source is reliable Sexual Harassment Group of Otten & Golden LLC focuses on the issue of sexual harassment in the workplace specifically. It provides a detailed

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guide for what steps someone should take if they feel they are being sexually harassed in the workplace. This source is useful because this can be used in the project to educate people on their options for response if they are the victims of harassment. Guerin, L. (2013). Preventing sexual harassment in the workplace: Learn what sexual harassment is and how to prevent it. Retrieved from: http://www.nolo.com/legalencyclopedia/preventing-sexual-harassment-workplace-29851.html This source gives guidelines for prevention, policy adoption and effective handling for sexual harassment for employers. This source is reliable because it draws from previous works dealing with the issue of sexual harassment, and creates its own idea for how it should be addressed. This source is useful because it provides information to employers on sexual harassment and educates them on how to prevent it in their workplace. Educating the employers first is critical in preventing a conflict arising in the first place. This source also provides help in formulating a sexual harassment policy for a workplace.

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Group History Com 384-02 October 3, 2013 Meeting Location: Wells Hall Time: 1:00 PM- 1:30 PM Members Present: John Fallon, Zenena Moguel, Lee Gream, & Cody Zirbel Members Absent: Emma Wolf & Gavin Wallace Meeting Purpose: 

 

Discussed an outline for our presentation to include the following: introduction, prevention (John & Lee), handling the situation (Gavin and Emma), what to do after the fact (Zen & Cody), and a conclusion. Mentioned working on presentation topics in 2 people groups. Discussed having a brief video and small quiz to conclude our presentation.

Responsibilities for next meeting:  

Come up with a name and motto for our group. Write an executive summary for yourself. Dr. Miller said to hold off on this.

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Com 384-02 October 6, 2013 Meeting Location: Waterfield Library Time: 8:30 PMMembers Present: John Fallon, Emma Wolf, Zenena Moguel, & Gavin Wallace Members Absent: Lee Gream, & Cody Zirbel Meeting Purpose:       

 

Consulting Connections INC-possible company name? Motto- “Bringing employers and employees together.” Mission Statement: To be Company History: Based out of Louisville? John will be at class early on presentation day to set up and close classroom off. Who’s working on the topics: prevention (John & Lee), handling the situation (Gavin and Emma), and what to do after the fact (Zen & Cody). Times for topics: o Intro and Conclusion: 5 minutes o Prevention: 15 minutes o Handling the situation: 10 minutes o What to do after the fact: 10 minutes o Video and Quiz: 7-8 minutes Someone bring a watch for time purposes Introduction to include: definition of sexual harassment, who we are (individually), Company history, company motto, why we are here

Responsibilities for next meeting:     

Binder and Training Packet Due November 14th Presentation due November 21st Gavin: working on Company Logo John Fallon: Mission Statement Zenena Moguel & Emma: Company History

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Com 384-02 October 13, 2013 Meeting Location: Waterfield Library Time: 8:30 PM- 9:30 PM Members Absent: Meeting Purpose:  To check and see how people’s sections are progressing  Brainstorm ideas for the topics assigned Responsibilities for next meeting (October 27, 2013):  

Work on training content for presentation with assigned team member Work on PowerPoint slides for presentation

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Com 384-02 October 27, 2013 Meeting Location: Waterfield Library Time: 8:30 PM- 9:30 PM Members Present: John Fallon, Lee Gream, & Zenena Moguel Members Absent: Gavin Wallace, Emma Wolf, & Cody Zirbel Meeting Purpose:  to address any issues with the content of our presentation  to think of topics for our ice breaker activity  plan a layout of the room for the presentation Responsibilities for next meeting (November 3, 2013):     

work on power point presentation for the topics (next meeting) 1 question for handling and after the fact and 3 for prevention Look up 2-3 minute video example for sexual harassment Finalized copy of content for binder Emma- Complete company history and bio

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Com 384-02 November 10, 2013 Meeting Location: Waterfield Library Time: 8:30 PM- 9:30 PM Members Absent: John Fallon Meeting Purpose:  Review all work that has been completed  Ensure that all uncompleted work is going to be completed and ready to present by next meeting Responsibilities for next meeting (November 17, 2013):  

Have all work completed Be prepared to present at Racer ORG COM Center Monday November 18,2013 @ 2:30

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Sexual harassment training plan  

Sexual Harassment Training plan that my team and I created and designed for communication class. Each group was given a company to hypothe...

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