Diversity and Human Rights Management e-Bulletin: Harassment Prevention - Knowing When Workplace Behaviour Might Be Unwelcome

Most employees know that harassing behaviour in the workplace consists of unwanted and unwelcome behaviour. But how can we tell WHEN our behaviour MIGHT BE unwelcome and unwanted?

This question is especially important and can be difficult when it comes to more personal remarks and invitations. We can help employees reduce the chances that their behaviour will be received as unwelcome if we raise awareness of the difference between someone who is a friend in the workplace and someone who is a friendly co-worker.

Lynda Ackroyd (Human Resources Guide to Managing Sexual Harassment, Canada Law Book, 1999) recommends employees ask themselves three questions. These questions can help an employee:

“determine that the relationship has become sufficiently familiar that (personal) comments can be made without generating discomfort”.

1. Do you socialize with the person outside of work?
2. Have you been to their home?
3. Have you met their family or non-work friends?


If not, be careful of assuming that the person is a friend rather than a friendly co-worker. Avoid making personal comments.”

Of course, supervisors and managers must be especially aware of this distinction between a friend and friendly co-worker. The imbalance of workplace power between a supervisor/manager and a subordinate employee means that an employee may not feel free to say “no” to unwanted invitations or remarks. In this case, even if a longer-term personal relationship has developed, the employee may later claim that consent to more personal relations was coerced and not freely given.

Charles Novogrodsky and Associates offers comprehensive one-stop consulting on diversity and human rights management.

For free and confidential telephone consultation or to receive free Special Reports, call (416) 534-5891.

Website: www.connectingwithdiversity.com.