in no uncertain terms, that this type of anti-social behavior in the workplace is not going to be tolerated.”
The place to start, David Perecman suggests, is the development of a very visible document that address the following general points of conduct:
* A commitment to eradicate and prevent sexual harassment in the workplace.
* A definition of sexual harassment that recognizes the two different sets of legal grounds for an employee to claim sexual harassment:
1. Quid pro quo, where a person in authority demands sexual favors of a subordinate as a condition of their employment, or to get a job benefit.
2. Hostile work environment, defined as generally unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature.
* An explanation of penalties, including termination, which the employer will impose for substantiated sexual harassment behavior.
* A detailed outline of grievance procedures employees should follow. List additional resources, or contact persons, available for consultation.
* A commitment to keep all sexual harassment complaints and personnel actions confidential.
“The matter of establishing clearly defined grievance procedures,” Perecman explained, “is very important, but it can be complicated, particularly in work environments like construction sites, where multiple employers often have employees working side-by-side with one another.” From the point-of-view of a New York construction accident lawyer, Perecman recommends that victims of sexual harassment should follow company policy. However, if one doesn’t exist, he advises victims to complain to their boss first. If the boss does nothing and the situation persists, the