Sexual harassment at work: employees have a right to protection

After the reopening last month of Parliament’s Strangers Bar following allegations of drink-spiking Mike Clancy examines how employers can protect their employees against sexual harassment.

The introduction of CCTV in bars on the Parliamentary Estate following reports of alcohol-spiking, is a welcomed move. The introduction of basic security measures will help to equalise the safety and dignity for Parliamentary staff, with standards that we would expect at any workplace or in public life.

It’s a step in the right directions, but there isn’t much to brag about. Instead of following their lead, our elected leaders should set the standards.

This incident should serve as a catalyst for the proactive and protective culture Westminster owes to its employees.

Health and Safety Concerns

Trade unions’ main focus is on health and safety, but sexual harassment, which has recently been brought to the forefront, not only at Westminster, but also across the economy, is also a major concern.

Prospect has stepped up its efforts in tackling sexual harassment at our member’s workplaces since the beginning of the MeToo Movement.

We have invested in our staff’s training, legal resources, a new policy and guidance and a special advice line for those members who have been sexually harassed at work.

We have also established ourselves as an employer’s partner that is trusted by employers who are serious about protecting the staff they employ. Not only have we been asked to provide advice to executive teams, but also to organisations who are new to working with unions.

While employers are getting used to the , new legal duty of taking “reasonable measures” to prevent sexual harassing their employees, I encourage employers to check us out and see how a union can be your greatest ally in this quest.

Do not be mistaken, we are designed to challenge. And there is no other issue that I am as ready to tackle than workplace sexual harassment. We won’t give you any shortcuts, simple checklists, or empty assurances.

Culture of change

Be prepared to work hard on culture change. Sexual harassment is a dysfunctional cultural practice. To my fellow leaders in organisations: Be prepared to take responsibility for it.

We believe in a principle-driven approach.

• Sexual harassment is a spectrum, ranging from the ubiquitous “banter” and sexist humour to the overtly and physically sexual forms. We must stop sexual harassment in its various forms .

• Culture change is collective. Prospect’s ability to provide trusted, independent mechanisms for to engage grassroots is a major advantage. We can identify risk factors, restructure the assumptions that drive culture and define a respect workplace culture collectively as a “social contract”.

• must be the priority for employers to support their targets. The MeToo movement has taught us that the majority of sexual harassment is not reported because employees aren’t confident enough in their workplaces. We need to learn to accept sexual harassment disclosures as a chance to make things right.

• All employees should be confident that they will receive a fair, transparent and robust justice system . CCTV tools, used in an investigation, can be a valuable tool to help prevent misconduct.

Leaders have a role to play

We call for a strong and accountable leadership at all levels, beginning with the top.

As a leader, I am aware that my priorities influence the priorities of those who report to me. A MIT Sloan Framework describes organizations through Three Lenses – the strategic, cultural and political – each resisting any change in the other. We know that strategy is a stale food, but a culture-change programme requires that the power structures and authority are aligned with the mission.

I personally challenge the leaders of organisations with whom Prospect works to be ready to take ownership of the mission to eliminate sexual harassment. It is important to share the responsibility of culture leadership, but this cannot be delegated.

This is a double challenge for our elected leaders at Westminster. As the general secretary of the union that represents parliamentary staff I can assure you that I will be watching every move they make.

They must also take on their responsibility of leading and embodying standards for all other workplaces in the country. We need a strong political establishment with the moral authority and credibility necessary to influence positive change in public life.

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