Jennifer Newman: Culture of sexual harassment can be changed

Organizational sexual misconduct and its mishandling have come under fire recently, with the CBC's handling of former host Jian Ghomeshi's behaviour being scrutinized, and the Canadian Armed Forces, the subject of a scathing report that says a cultural shift is required to address sexual harassment in the force.

The Early Edition's workplace columnist Jennifer Newman says changing a culture of sexual harassment can be an uphill battle, but it can be done.

• Harassment in Canada's military tolerated by leadership, former justice finds
• CBC inquiry concludes management mishandled Jian Ghomeshi

It requires commitment from people in leadership roles because otherwise, even if there are policies in place, sexual joking and innuendos can escalate into harassment and assault, said Newman.

Here are some of Newman's recommendations on how to enact a shift away from a workplace culture where sexual harassment and bullying are normalized.   

Nip it in the bud

"First the leaders, the managers, have to become aware of [sexual harassment] in its infancy," Newman said.

"If you've routinely let sexual innuendos and toilet humour go in your presence, then the commitment has to be not let it go anymore."

Managers who let sexual harassment go, as well as anyone who routinely harasses others, should also have to leave the organization, said Newman.

Know where to draw the line

Newman says some leaders worry that if they crack down on sexual harassment, the workplace may turn into a humourless, dull place.

"Leaders do need to know that they can tell people, 'Look, it's ok to have a funny workplace and enjoy humour and have a laugh,' — that's important," said Newman.

"But joking about somebody and having it at their expense doesn't belong at work, and respectful workplace policy will actually be followed in those cases where it's harmful humour."

Learn from "pockets of health"

Newman says even organizations that typically have a culture of bullying and harassment have "pockets of health" where the problem just somehow doesn't exist.

"You have to find those areas, ask people to come forward when they know they work in a unit, they work with another person, a boss, a job site, a department where this isn't happening," she said.

"Study what that area is doing right, distill those lessons and apply them to other spots in the organization."

To hear the full interview, listen to the audio labelled: Jennifer Newman on sexual misconduct at work