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dignity: harassment and discrimination
:
The individual's options
1 Individual action by the staff member who is experiencing inappropriate workplace behavior may be the most effective way to stop that behavior with a minimum of conflict:
- when the objective is simply to stop the behavior (i.e. not to pursue a formal complaint);
- when the offender is unaware that her/his behavior is offensive; and/or
- when the behavior is at a comparatively low level of severity.
2 There are three principal options for an individual who is confronted by inappropriate behavior:
- speak up;
- write a letter; and/or
- report the behavior to her/his manager.
Speak up
3 In many circumstances, the inappropriate
behavior will stop if the staff member tells the offender to stop.
4 The staff member should describe the behavior
in a way that the offender can clearly understand, for example:
- “Please don’t raise your voice.”
- “Please don’t insult my competence; tell me what to fix. Don’t tell me I’m lucky to be here.”
- “I don’t find jokes about religions/races/nationalities/sex funny. Please don’t tell jokes like that when I’m around.”
- “It makes me uncomfortable when you talk to me/touch me/look at me that way. Please don’t do it again.”
- “As I’ve indicated previously, I am not interested in
going out with you. Please don’t ask me again.”
A template for saying “no”
to unwanted behavior
When you
call me “dear”, raise your voice, touch me, joke about my
country, etc.
(describe the behavior you don’t like)
I feel
embarrassed, angry, offended, uncomfortable, demeaned, etc.
(describe your feelings)
Because
I want to be taken seriously, be respected, be treated as a professional,
etc.
(say why the behavior bothers you)
Please
call me by my name, don’t tell offensive jokes, don’t touch
me, etc.
(request the behavior you want)
- from World Bank “Working with Respect in the World Bank Group”
Write
a letter
5 If the staff member finds
it difficult to speak to the offender directly, she/he may prefer to write
a letter.
6 Putting the complaint in writing helps the
individual clarify the facts and determine which options she/he will pursue
to deal with the situation. A letter given to the offender provides:
- clear notice that the individual finds a behavior offensive;
- an opportunity to stop the behavior without formal intervention; and
- a disincentive for the offender to retaliate.
7 The letter should succinctly describe:
- the person’s offensive behavior in a factual way;
- the impact of that behavior as it relates to the individual’s dignity, career or performance; and
- what the individual wants the offender to do – or not do – in the future.
8 Once the letter is written,
the individual should weigh the pros and cons of all options, including
whether or not to send the letter to the offender. She/he may decide that
sending the letter is not the right option. She/he may want to place a
sealed copy of the letter on file with the HR Manager, along with a request
that it remain sealed until and unless she/he asks otherwise. Such an
action can help build a record if the inappropriate behavior does not
stop and the individual chooses to lodge a formal complaint.
Discuss inappropriate behaviors with the manager
9 If an individual decides to consult her/his
manager, she/he should communicate clearly what she/he wants to happen
as an outcome of the discussion. For example, she/he might want the manager
to speak to the offender directly or to accompany her/him when she/he
speaks to the offender. If the individual does not want the manager to
intervene directly, she/he could ask that more general actions to reinforce
(or establish) a workplace of dignity be taken
in the work unit.
© CGIAR Gender & Diversity
Program 2006