Quid Pro Quo sexual harassment refers to the abuse of power over an employee by an employer or supervisor in exchange for the benefits of employment for sexual favor. This is a direct violation of provisions regarding discrimination in the workplace by gender.
Most retaliatory sexual harassment cases involve male perpetrators abusing power over female employees, but they can go in either direction. It is known that all types of gender, group and corporate roles participate in this program.
Here is an example of sexual harassment in return:
Elena’s boss tried with her several times. He keeps insisting while she keeps defeating him quickly, implying that he may make her difficult. Elena is known to all her colleagues as an excellent employee. When she left her organization, everyone expected her to assume the position of team leader Bonnie, but when the time came, she did not get her promotion. Instead, another less capable colleague was promoted to fill that position, even though her performance was much better than his. When Elena confronted her boss about this, he told she wasn’t a source of leadership.
Another example:
Sam is known for taking too much vacation in the office, everyone gets the impression that he is not on paid leave, and his salary is deducted due to his absence. I got the impression that I was there. One day, when HR was informing everyone of their vacation, one of the employees pointed out that Sam had no way to leave so much paid vacation and the documentation should be incorrect. But HR tried to distract from the subject by explaining that it was a long time and he had collected more leaves since then.
Identifying sexual harassment in Quid Pro quo
These issues are delicate in nature and these proposals are provided in a closed room, so it can be difficult to identify these cases from a third party perspective. This type of harassment is so insidious that employees are often confused as to whether something really happened. Even with clear clues, it is difficult to report a problem because the threat is not direct.
There are some recognizable signs even if the threat and behavior are invisible and the victim does not come forward.
Performance assessments appear to be biased towards specific employees. Some employees raise their salaries frequently, despite their poor performance. Give promotion to unsuitable employees. An informal task that is offered to someone on a regular basis. Outside the office, a romantic relationship between an employee and his manager. Burden of Proof
Unlike hostile work environments where victims must prove that their behavior is highly invasive or hostile, harassment is evidence that their behavior resulted from the refusal of unethical demands. This is because the behavior itself violates the terms of the employment relationship.
Dealing with Quid Pro Quo’s sexual harassment and complaints
It is the employer’s duty to properly handle employee complaints, either by itself or through an agent. Failure to address these concerns can lead to the most feared consequences for the company, including high turnover, loss of talent, poor reputation of the company, and millions of dollars in harassment proceedings. Most employees who appear before claim that their complaints will be investigated and treated in secret. This is due to fear of retaliation, fear of unemployment, embarrassment in front of peers, and psychological harm.
Do not promise anonymity unless you are certain that you can provide anonymity. While it is always ideal to comfort victims to do their best to deal with the problem without coming forward, let them know that their testimony may ensure a solution. Implement in your organization to allow employees to report these issues anonymously without revealing their identities. This allows victims to speak out who have otherwise kept these issues on their own. This will enable us to handle and deal with these complaints effectively and efficiently. In addition, these proceedings are prevented in the first place, reducing the risk that these millions of dollars will damage the company’s reputation.
Prevention of sexual harassment of Quid Pro Quo
To prevent mutual sexual harassment in the workplace, managers need to pay attention to all signs and work towards effective harassment prevention strategies. Here are some tips to prevent mutual sexual harassment in the workplace.
Establish a strict zero tolerance policy for harassment to ensure that everyone receives the message. Every room in the workplace should have a set of guidelines on the wall that outline the expected behavior of all employees in the organization. Conduct training and awareness sessions with employees to better understand the consequences and prevention of harassment in the workplace. You can also work with third-party organizations to provide professional training. These organizations are able to conduct a thorough and effective investigation of each submitted request. Very often, these issues have not been reported or approved due to their confidentiality.