Recent, highly publicized sexual abuse scandals have shown that hiding the problem by simply transferring abusers often doesn’t work.
The same is true for supervisors with a penchant for sexual harassment. Problems often crop up again, despite a “fresh start.”
Recent case: Samantha and several other women who worked as waitresses for a nightclub chain sued after their boss allegedly sexually harassed and assaulted them. They demanded access to records from each of the four clubs the man had run in order to show that he was a serial harasser who should have been fired years ago.
The court granted their request, ruling that what happened at other clubs was relevant to their claims. (Henderson, et al., v. Classic Affairs, et al., No. 12-2550, DC MN, 2013)
- How to Fire an Employee the Legal Way: 6 Termination Guidelines
- If pay varies widely, document rationale for disparity
- Handle supervisor harassment with a good policy, timely investigation and independent review
- Watch out for overt harassment, but don't sweat isolated--possibly misinterpreted--comments
- Track rationale for all salary increases