Quote:
Originally Posted by CaramonLS
So with this example, difficulty occurs when I now advise an employee to enter a situation where they feel unsafe. Not only could get me in a good deal of trouble, it possibly put this person's safety at risk.
The best course of action is to have that person not to have any more contact than necessary with that employee.
I think I get what you are trying to ask.
I guess that is the crux of the issue. Once we are aware of a potential situation with harassment, it has to stop immediately. The goal isn't to "catch" someone in the act like it is theft, this has to do with the safety of a person. What we do from that point on, such as separating their shifts, speaking to the individuals involved, putting plans for minimizing interaction in place, is all with the goal of making sure it doesn't happen again and providing a safe work environment for the individuals involved.
Even if there is no evidence supporting the allegation, a meeting with HR about it will scare the crap out of the accused and generally puts an end to most situations.
Most situations aren't quite as black and white as that in my experience. The chances that two perfectly innocent employees are implicated in something like this with no evidence is pretty unlikely. Generally there is a pattern, retaliation because of a disciplinary action, previous history, etc.
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Much like our justice system the goal shouldn't be punishment but rehabilitation. If someone is being harassed, presumably once you've had the conversation, if the behaviour stops and everyone gets along going forward isn't that the best possible outcome?