Excerpt from “Retaliation at the Highest Level: Why CEOs, Boards of Directors Need to Change the Culture” by Judy Foley.<\/div>\n<\/div>\n<\/div>\n

Article Author: <\/div>\n

Judy Foley<\/div>\n<\/div>\n<\/div>\n

\n\tHarassment in the workplace is often unreported due to financial or social concerns. Harassed employees: <\/p>\n

\n\t\tFear their claim will not be believed or taken seriously. <\/li>\n
\n\t\tWorry about losing their job and the economic impact it can have on their family or those who rely on them. <\/li>\n
\n\t\tWorry about social and professional retaliation and the perception of others that can result in being ostracized and tagged as a troublemaker.<\/li>\n
\n\t\tHarbor doubts about the confidentiality of internal grievances, and whether concerns voiced would be considered confidential and not later leaked or released. <\/li>\n
\n\t\tAre concerned that consequences of an investigation will be unsatisfactory to the employee, further discouraging reporting. <\/li>\n
\n\t\tAre uncertain of the sincerity of the company and whose best interest it will represent and support. <\/li>\n
\n\t\tWorry the organization will blacklist them.<\/li>\n<\/ul>\n
\n\tRegardless of the reason, the fact remains that victims of harassment, rarely report the situation. Per EEOC statistics, approximately 6 percent to 13 percent who experience harassment file a formal complaint. That means, on average, anywhere from 87 percent to 94 percent of individuals impacted by sexual harassment did not file a formal complaint. <\/p>\n
\n\tWhat Is The Impact on Your Company? <\/strong><\/p>\n
\n\tBeyond the emotional impact inflicted upon employees attempting to work in a problematic environment, if your company becomes party to a lawsuit involving any type of workplace harassment, your costs could be enormous for litigation and liability. Litigation and the potential for a settlement against a firm can have an impact in many areas. Employees begin to question the ethics and integrity of the organization they are a part of, and external perceptions of actions taken also can create undue pressure on an organization. Stock price impacts, overall reputation of the firm, and customers separating to avoid guilt by association are all lasting results of a pubic settlement against a firm that doesn’t maintain a fiduciary position in support of their employees. <\/p>\n
\n\tHistorically, some companies have believed that confidentiality agreements, non-disparagement clauses in settlements, and now forced arbitration agreements may save them from the actions of their employees and allow them to sweep sexual harassment under the rug without public dissemination. However, while these agreements have helped to protect a company’s reputation and settle claims without going to trial, the environment is changing, with transparency becoming the norm and the requirements of those with responsibility to manage and oversee corporate governance being held accountable for the culture and environment they oversee. The days of hiding behind agreements to avoid public oversight continue to decline as both employees and investors look for clarity and purpose in what they do or where they invest (Walters, Joanna, “#MeToo a revolution that can’t be stopped, says Time’s Up co-founder,” The Guardian. Retrieved 2018-10-21.)<\/em>1 <\/p>\n
\n\tWhat Is the Impact Of Harassment on Your Employees? <\/strong><\/p>\n
\n\tThe ultimate impact of harassment for employees in an organization that perpetuates this environment is personal discomfort, plus reduced morale and productivity within the organization. In addition: <\/p>\n