D
Deuce
Guest
Maybe some extent, but I think guys like Glazer who work for major networks that show games are worse.
Report: Jonathan Martin “gone AWOL” from Dolphins
- Thread starter boozeman
- Start date
- Joined
- Apr 7, 2013
- Messages
- 123,074
Written by Martin's mother in 2002:
Stop workplace harassment in your company
By Jane Howard-Martin, special for USATODAY.com
Workplace harassment suits are extremely common. In 1999 over 14,000 people filed harassment charges with the Equal Employment Opportunity Commission alleging workplace harassment. Most of these cases involve sexual harassment, but a growing number result from other issues, such as racial, religious, age or disability harassment.
Harassment cases often result in significant awards for the employee, so it's important for employers to take steps to prevent workplace harassment.
Step one: Drafting the policy
An effective workplace harassment prevention program starts with a policy. It should begin with a statement that the company has zero tolerance for any kind of harassment. The policy should describe workplace harassment in non-legal terms that even the least sophisticated employee will understand.
Don't just state the legal definition of harassment. Instead, provide examples of inappropriate behavior to explain the concept. Also clarify that the workplace is not limited to the company's physical premises but extends to any place where work-related activity occurs, including conventions and holiday parties.
Many harassment cases result from soured workplace romances, so consider including a statement regarding consensual romantic relationships. Since harassment by supervisors creates the greatest legal risk, you may want to discourage romantic relationships with subordinates and require managers to report such relationships when they begin so appropriate measures can be established to minimize the possibility of a harassment suit later.
The policy should explain how to report inappropriate or questionable behavior. The complaint procedure must be perceived by employees as readily accessible, non-intimidating and responsive. Employees should be able to report concerns during their shifts either to a person on duty at their place of work or through a free phone call.
The policy should also describe the employer's investigative process and procedure for resolving issues. Employees should be advised that while absolute confidentiality is not possible, only those with a need to know will be made aware of the complaint.
Clearly advise employees that violations of the policy will be punished, with termination as a possibility for severe or repeated infractions. The policy should also include a statement that prohibits retaliation against an employee for reporting incidents.
Step two: Developing the internal structure
An individual or department within the company should have responsibility for implementing and overseeing the harassment-prevention program. Designate specific individuals to be responsible for receiving internal complaints and for investigating the complaints when appropriate.
In selecting the employees who will be responsible for the investigation, an employer should consider their background, personality, expertise and training. Ideally, they will both men and women who are approachable, trained in conducting investigations, have the time and the inclination to respond promptly and will make good witnesses if they have to testify about an investigation.
As part of implementing the program, make sure all the legally-required Equal Employment Opportunity notices (both state and federal) as well as the company's policy are posted prominently in the workplace.
Step three: Educating employees
The employer's policy against harassment should be disseminated through the workforce as broadly as possible. It should be included in personnel manuals, posted on employee bulletin boards and distributed to all employees upon hire. The company may want to periodically mail the policy to employees with a cover memo from the CEO stating a commitment to enforcing the policy.
Often employees do not read company policies, and even if they do, they may not fully understand them. All employees should receive training on the policy. Training session provides an opportunity for employees to ask questions and ensures everyone gets the message. Attendance at the sessions should be mandatory. Redistribute the policy at that time.
Appeal to employeess' sense of professionalism and desire to avoid workplace hassles. If the training is too preachy it could turn off the participants most likely to cause problems and therefore need the training most. Customize the training to suit your workplace by paying attention to the kinds of inappropriate behavior most likely to occur there. In some divisions, it's distribution of dirty jokes via e-mail. At others, it might be after-hours socializing, profanity or horseplay.
Managers are the company's first line of defense. To enforce the policy, they must understand it. They need to be trained in the appropriate response so they don't create further liability. For example, they not treat a complaint as a misunderstanding which can be cleared up by calling the parties together to discuss it. They should not promise confidentiality or honor a request to not act on a complaint. Also, as managerial harassment creates much more legal exposure, it is vital for managers to understand what is prohibited so their own conduct doesn't create a lawsuit.
A policy against harassment is not valuable unless employees believe it will be enforced. The company must use discipline when appropriate to ensure that harassment is not a part of the work environment. The company should monitor the volume and types of issues that arise to determine whether there are recurring issues that need to be more specifically addressed. In order to ensure its effectiveness, the policy should not be disseminated once and then forgotten. Rather, it must be circulated frequently to remind employees of its contents.
Stop workplace harassment in your company
By Jane Howard-Martin, special for USATODAY.com
Workplace harassment suits are extremely common. In 1999 over 14,000 people filed harassment charges with the Equal Employment Opportunity Commission alleging workplace harassment. Most of these cases involve sexual harassment, but a growing number result from other issues, such as racial, religious, age or disability harassment.
Harassment cases often result in significant awards for the employee, so it's important for employers to take steps to prevent workplace harassment.
Step one: Drafting the policy
An effective workplace harassment prevention program starts with a policy. It should begin with a statement that the company has zero tolerance for any kind of harassment. The policy should describe workplace harassment in non-legal terms that even the least sophisticated employee will understand.
Don't just state the legal definition of harassment. Instead, provide examples of inappropriate behavior to explain the concept. Also clarify that the workplace is not limited to the company's physical premises but extends to any place where work-related activity occurs, including conventions and holiday parties.
Many harassment cases result from soured workplace romances, so consider including a statement regarding consensual romantic relationships. Since harassment by supervisors creates the greatest legal risk, you may want to discourage romantic relationships with subordinates and require managers to report such relationships when they begin so appropriate measures can be established to minimize the possibility of a harassment suit later.
The policy should explain how to report inappropriate or questionable behavior. The complaint procedure must be perceived by employees as readily accessible, non-intimidating and responsive. Employees should be able to report concerns during their shifts either to a person on duty at their place of work or through a free phone call.
The policy should also describe the employer's investigative process and procedure for resolving issues. Employees should be advised that while absolute confidentiality is not possible, only those with a need to know will be made aware of the complaint.
Clearly advise employees that violations of the policy will be punished, with termination as a possibility for severe or repeated infractions. The policy should also include a statement that prohibits retaliation against an employee for reporting incidents.
Step two: Developing the internal structure
An individual or department within the company should have responsibility for implementing and overseeing the harassment-prevention program. Designate specific individuals to be responsible for receiving internal complaints and for investigating the complaints when appropriate.
In selecting the employees who will be responsible for the investigation, an employer should consider their background, personality, expertise and training. Ideally, they will both men and women who are approachable, trained in conducting investigations, have the time and the inclination to respond promptly and will make good witnesses if they have to testify about an investigation.
As part of implementing the program, make sure all the legally-required Equal Employment Opportunity notices (both state and federal) as well as the company's policy are posted prominently in the workplace.
Step three: Educating employees
The employer's policy against harassment should be disseminated through the workforce as broadly as possible. It should be included in personnel manuals, posted on employee bulletin boards and distributed to all employees upon hire. The company may want to periodically mail the policy to employees with a cover memo from the CEO stating a commitment to enforcing the policy.
Often employees do not read company policies, and even if they do, they may not fully understand them. All employees should receive training on the policy. Training session provides an opportunity for employees to ask questions and ensures everyone gets the message. Attendance at the sessions should be mandatory. Redistribute the policy at that time.
Appeal to employeess' sense of professionalism and desire to avoid workplace hassles. If the training is too preachy it could turn off the participants most likely to cause problems and therefore need the training most. Customize the training to suit your workplace by paying attention to the kinds of inappropriate behavior most likely to occur there. In some divisions, it's distribution of dirty jokes via e-mail. At others, it might be after-hours socializing, profanity or horseplay.
Managers are the company's first line of defense. To enforce the policy, they must understand it. They need to be trained in the appropriate response so they don't create further liability. For example, they not treat a complaint as a misunderstanding which can be cleared up by calling the parties together to discuss it. They should not promise confidentiality or honor a request to not act on a complaint. Also, as managerial harassment creates much more legal exposure, it is vital for managers to understand what is prohibited so their own conduct doesn't create a lawsuit.
A policy against harassment is not valuable unless employees believe it will be enforced. The company must use discipline when appropriate to ensure that harassment is not a part of the work environment. The company should monitor the volume and types of issues that arise to determine whether there are recurring issues that need to be more specifically addressed. In order to ensure its effectiveness, the policy should not be disseminated once and then forgotten. Rather, it must be circulated frequently to remind employees of its contents.
- Joined
- Apr 7, 2013
- Messages
- 120,277
Incognito files grievance vs Dolphins
By BARRY WILNER – AP Pro Football Writer - Thursday, November 14, 2013 4:42 p.m. CST
Richie Incognito filed a grievance Thursday against the Miami Dolphins over his suspension.
A person familiar with the situation told The Associated Press that the guard filed the grievance over his suspension for conduct detrimental to the team. The person spoke Thursday on condition of anonymity because the grievance has not officially been announced....
By BARRY WILNER – AP Pro Football Writer - Thursday, November 14, 2013 4:42 p.m. CST
Richie Incognito filed a grievance Thursday against the Miami Dolphins over his suspension.
A person familiar with the situation told The Associated Press that the guard filed the grievance over his suspension for conduct detrimental to the team. The person spoke Thursday on condition of anonymity because the grievance has not officially been announced....
- Joined
- Apr 7, 2013
- Messages
- 19,643
I agree.
dallen
Senior Tech
- Joined
- Jan 1, 2000
- Messages
- 8,466
I'm thinking Martin might have legit mental issues. Icognito definitely comes off as a bit of an asshole, but I don't get the impression that he is being hateful. The entire situation is hard to get a read on.