Mandated Training: Sexual Harassment and Diversity Training

370 words | 2 page(s)

Within a company setting, when reports of harassment are on the rise, it may become necessary to require additional mandatory training in the areas of sexual harassment and diversity training to ensure that employees are aware of all legal compliance requirements (Kath & Magley, 2014; Kirton & Greene, 2016). In situations where online training has become insufficient, in person training can improve employee cognizance of the severity of failure to adhere to sexual harassment or diversity policies within the workplace, decreasing their occurrence (Kath & Magley, 2014; Kirton & Greene, 2016). In planning the in-person retraining events, there are certain factors that must be taken into consideration.

While mixed training can be beneficial, as it can reinforce the notion that no individual, regardless of company position, is above adherence to these policies, the fact is that employees and managers must respond differently to reports of sexual harassment or failure in diversity (Kath & Magley, 2014; Kirton & Greene, 2016). Employees must know what actions are not acceptable and be aware of the reporting process, while managers must be aware of these aspects as well as how to respond to reports of failure to adhere to diversity training or the presence of sexual harassment (Kath & Magley, 2014; Kirton & Greene, 2016). Due to the differences in focus and awareness present at different employee levels within the company, separated training sessions will allow for coverage of the subjects specific to employee level within the company (Kath & Magley, 2014; Kirton & Greene, 2016).

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Additionally, human resources staff members must have a separate training, given that they must be aware of how to handle reports received (Kath & Magley, 2014; Kirton & Greene, 2016). By ensuring that each individual within the company has access to the information that he or she would need in order to do his or her job, the company can ensure that all employees will be both fully versed in the appropriate actions to take when it comes to issues of sexual harassment or diversity harassment. Separation of training programs works to limit the amount of information provided, increasing engagement with presented information.

  • Kath, L., & Magley, V. (2014). Development of a theoretically grounded model of sexual harassment awareness training effectiveness. Wellbeing, 1-20. doi: 10.1002/9781118539415.wbwell031
  • Kirton, G., & Greene, A. (2016). The dynamics of managing diversity: A critical approach (4th ed.). New York, NY: Routledge.

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