1.1 Why Respectful Workplaces Matter (Ethics, Brand, Risk, Performance) 

Purpose of This Section 

This section explains why respect is the foundation of harassment prevention and high performance. It connects everyday behavior to ethics, brand reputation, legal/compliance risk, and business outcomes. By the end, you’ll see how moment-to-moment choices shape culture—and what “good” looks like at a Fortune‑100 standard. 

What You Will Learn 

• How dignity, fairness, and trust underpin ethical conduct at work. 

• Why sexual harassment prevention is inseparable from a culture of respect. 

• How disrespect and harassment harm brand reputation, recruiting, retention, and customer trust. 

• The major risk categories (legal, operational, financial) and why speed and consistency matter. 

• The performance case: psychological safety, collaboration, and innovation. 

• Concrete daily behaviors that build or erode respect across on‑site, remote, and off‑site settings. 

Ethics: The Non‑Negotiables 

• Dignity and Equality: Every person is entitled to be treated as an end in themselves, not as an instrument for jokes, commentary, or unwanted attention. Ethical cultures operationalize this by setting and enforcing clear boundaries. 

• Fairness and Due Care: Respect shows up in small decisions—meeting conduct, feedback phrasing, seating and travel assignments, and who gets stretch work. Over time, small inequities aggregate into exclusion. 

• Trust: People speak up when they trust leaders to act fairly and promptly. Trust collapses when complaints are minimized, delayed, or treated as personality conflicts. 

Bottom line: Ethical intent without consistent action equals risk. Respect is a daily practice, not a poster. 

Brand & Reputation 

• Employer Brand: Job candidates research culture. Patterns of disrespect or poor responses to complaints deter high-caliber talent and increase hiring costs. 

• Customer & Partner Trust: Clients and vendors evaluate whom they associate with. Misconduct—especially when mishandled—threatens deals, contracts, and long-term partnerships. 

• Public Perception: A single incident can cascade across internal chat, review sites, and social channels. The speed of response and fairness of process are as reputationally important as the outcome. 

Bottom line: Respectful workplaces are a competitive advantage—visible to candidates, customers, and investors. 

Risk: Where Problems Become Liabilities (High-Level Preview) 

Module 2 covers the legal framework; here we focus on the risk picture. 

• Legal/Regulatory Risk: Disrespect escalates to harassment when conduct is unwelcome and tied to sex or gender, or when it creates a hostile work environment. Even a single severe incident can trigger liability. 

• Vicarious Liability: Organizations can be liable for actions of supervisors and, in some cases, for third parties (vendors/clients) when the company knew or should have known and didn’t act promptly. 

• Retaliation Risk: Retaliation claims often outnumber underlying harassment allegations. Retaliation includes subtle acts (schedule changes, exclusion from meetings) that a reasonable person would view as harmful. 

• Documentation Gaps: Inconsistent records around complaints, actions, and follow-ups amplify exposure. 

• Operational Risk: Team disruption, unfilled roles, fractured collaboration, and leadership churn. 

Bottom line: Clear pathways to report, fast triage, documented action, and anti‑retaliation controls reduce risk dramatically. 

Performance: People and Business Outcomes 

• Psychological Safety: People contribute ideas and surface risks when they won’t be mocked, dismissed, or punished. Safety is the precondition for innovation and problem‑solving. 

• Cognitive Load: Targets and witnesses of disrespect lose focus and energy to rumination and avoidance. Multiply by team size, and productivity declines become significant. 

• Collaboration Quality: Respect enables healthy debate. Disrespect creates self‑censorship, groupthink, and lower decision quality. 

• Retention & Mobility: People leave managers who tolerate disrespect. Replacements cost time, knowledge, and money. 

Bottom line: Respect isn’t “soft.” It’s a hard driver of performance metrics you already track. 

Safety & Well‑Being 

• Psychological Harm: Anxiety, sleep disturbance, and stress are common consequences of disrespectful or harassing conduct. 

• Physical Safety: Harassment can escalate to stalking or physical contact, especially off‑site or after-hours. Proactive controls (buddy systems at events, clear alcohol policies) reduce risk. 

• Equity of Experience: Those in underrepresented groups often bear disproportionate impacts, making respect central to inclusion. 

Financial Impact: A Practical Cost Map 

Respect yields ROI; disrespect drains it. Typical cost buckets include: 

• Investigation & Resolution: Time from HR, Legal, managers, and witnesses; outside counsel when needed. 

• Turnover & Backfill: Exit costs, recruiting fees, onboarding time, productivity ramp. 

• Productivity Loss: Distraction, absenteeism/presenteeism, disengagement. 

• Leadership Time: Crisis meetings, communications, and remediation work. 

• Insurance & Litigation: Deductibles, premiums, settlements, and judgments. 

• Reputation & Revenue: Lost deals, customer churn, and recruiting headwinds. 

Remote, Hybrid, and Digital Etiquette 

• Channels Matter: Chat, email, DMs, comments, and emojis carry tone. What feels casual can be unwelcome or harassing. 

• Boundaries: Respect time zones, do-not-disturb signals, and off-hours. Avoid personal remarks about appearance or home environments on video. 

• Public/Private Spaces: Screenshots and message forwarding expand audience and impact. Assume permanence; write accordingly. 

Third Parties and the Extended Enterprise 

• Clients, Vendors, and Contractors: Respect obligations extend beyond your employee base. If a partner behaves inappropriately toward your staff, the company must act. 

• Attribution and Power: Employees may feel they must tolerate conduct from revenue-critical partners. Leaders must remove that pressure. 

Inclusion & Equity: Why Respect Sustains Diversity 

• Respect as Inclusion in Action: Policies promise fairness; respectful habits deliver it. 

• Consistent Standards: Apply norms consistently across roles, levels, and locations. 

• Language & Assumptions: Avoid gendered assumptions about roles, tasks, or capabilities. 

Retaliation Fear and Speak‑Up Culture 

• Why People Stay Silent: Fear of harm to career, relationships, or reputation. 

• Signals of Retaliation: Exclusion from meetings, workload shifts, performance scrutiny without cause, or social isolation. 

• Designing Safety: Anonymous and named reporting options, non‑gagging confidentiality, predictable timelines, and check‑ins after reports. 

Myths vs. Realities (Short List) 

• “It’s just a joke.” Impact—not intent—drives workplace analysis. 

• “They didn’t complain at the time, so it’s fine.” Delayed reporting is common; fear of retaliation is real. 

• “High performers get leeway.” No. Standards apply consistently, regardless of revenue impact or seniority. 

What Great Looks Like (Hallmarks of a Respect‑First Culture) 

• Clear Standards: Plain-language policy and examples, reinforced in onboarding and refreshers. 

• Visible Leadership: Leaders model boundaries, correct missteps in the moment, and thank people who speak up. 

• Accessible Reporting: Multiple channels, including anonymous; zero tolerance for retaliation. 

• Consistent Response: Prompt triage, fair process, documented outcomes, and follow‑through. 

• Learning Loop: Themes from cases inform training, policy, and leadership messages. 

Daily Micro‑Behaviors That Compound into Culture 

All Employees 

• Keep comments task‑focused; avoid remarks about bodies, clothing, or personal lives. 

• Use names and pronouns correctly; apologize and correct quickly if you misspeak. 

• Default to consent for touch (e.g., hugs); “no” is a complete answer. 

• In meetings, invite quieter voices and avoid interruptions; attribute ideas fairly. 

People Leaders 

• Open every team meeting with behavioral norms; intervene on the spot (brief, respectful redirects). 

• After any concern is raised, escalate promptly—do not promise confidentiality or investigate on your own. 

• Document steps taken; schedule anti‑retaliation check‑ins. 

HR/Compliance (Preview) 

• Maintain neutrality, set expectations for privacy (not secrecy), and explain the process and timelines. 

Mini‑Scenarios with Reflection Prompts 

Scenario A: “It was just a meme.” A teammate posts a sexualized meme in a project chat. Some react with laughing emojis; one person goes silent. 

• Reflect: What’s the impact on the silent teammate? What two actions can you take now (as peer vs. as manager)? 

Scenario B: Off‑site Dinner A senior client repeatedly comments on your colleague’s appearance at a client dinner. Your colleague looks uncomfortable. 

• Reflect: What immediate, low‑risk interventions can you use (Direct/Distract/Delegate/Delay)? Who do you inform afterward? 

Scenario C: Video Call “Jokes” On a video call, a coworker comments on another’s home background and makes a suggestive pun. 

• Reflect: How do you redirect in the moment? What follow‑up keeps dignity intact for everyone? 

Personal Action Plan (Five Commitments) 

1. I will keep feedback task‑focused and avoid commentary on bodies or clothing. 

1. I will ask before initiating physical contact and respect “no.” 

1. I will redirect inappropriate content in team channels and follow up with HR/manager as appropriate. 

1. I will thank colleagues who raise concerns and avoid minimizing language (“I’m sure they didn’t mean it”). 

1. I will use available reporting channels if I experience or witness misconduct and cooperate fully without retaliation. 

Insert Your Company Resources: • HR/Compliance contact: [name/email/phone] 
• Ethics/Hotline: [link/phone] 
• Policy reference title: [policy name/version] 

Key Takeaways 

• Respect is the daily, observable behavior that prevents harassment and powers performance. 

• The business case is clear: ethical integrity, brand trust, risk control, and results. 

• Every role has micro‑behaviors that either reinforce or corrode a respectful culture. 

• Prompt, consistent responses—and anti‑retaliation—protect people and the organization. 

Extended Business Case: Quantifying the Impact 

Respect measurably improves outcomes. While exact figures vary, companies commonly see: 

• Reduced turnover when employees trust processes and feel safe. Even a 5–10% reduction in unwanted attrition can offset training and program costs. 

• Faster cycle times and fewer rework loops because ideas surface earlier and teams collaborate without fear. 

• Lower incident volume and severity over time when leaders intervene early and consistently. 

Illustrative cost map to anchor your ROI discussions (adapt as needed): 

• Turnover: Replacing a mid-level professional often costs 50–150% of salary (recruiting, onboarding, lost productivity). Reducing just a few preventable exits yields sizable savings. 

• Investigation time: HR/legal/manager time is expensive; early course-corrections prevent multi-week matters. 

• Opportunity cost: Leadership hours diverted to crises impact revenue, delivery, and strategy execution. 

• Insurance/litigation: Lower claim frequency/severity can stabilize premiums and deductibles. 

Leader Scripts: Real-Time Phrases for Common Moments 

Redirect a joke in a meeting (manager or peer): 

• "Let’s keep comments work-focused. Please move us back to the agenda." 

• "That misses our respect standard. Let’s reframe and continue." 

Shut down a sexualized meme in chat: 

• "Not appropriate for this channel. Please remove it. I’ll follow up offline." 

Support a colleague right after an incident: 

• "I noticed what happened. If you want, I can go with you to HR or help document it." 

Address a senior client’s inappropriate comment to your team member: 

• "We keep things professional here. Let’s stay on the work." 

• Then escalate internally per reporting channels. 

Coach privately after a minor first misstep: 

• "Impact matters more than intent. Here’s how it landed, and here’s what to do differently next time." 

Manager 30–60–90 Day Respect Plan 

First 30 Days 

• Set meeting norms (no interruptions, work‑focused comments, correct pronouns). 

• Review reporting options with the team; clarify zero tolerance for retaliation. 

• Model redirects in real time; thank people who speak up. 

Days 31–60 

• Spot-check team channels for tone; address patterns early. 

• Document interventions and check in with anyone affected. 

• Coordinate with HR on any themes or training refreshers needed. 

Days 61–90 

• Run a quick, text-based pulse (anonymous or named) to identify hotspots. 

• Share what changed based on feedback; close the loop. 

Failure Modes & Anti‑Patterns to Avoid 

• Excusing behavior due to performance or seniority ("They bring in revenue"). 

• Downplaying because no one complained in the moment. 

• Delegating complaints back to the team to "work it out" informally. 

• Promise of secrecy; instead set privacy expectations and escalate promptly. 

• One-and-done training with no reinforcement, no metrics, and no follow‑through. 

Measurement & Early Warning Indicators 

• Time to first contact after a report (hours/days). 

• Time to begin and complete triage. 

• Substantiation rate trends (watch for under/over‑correction). 

• Retaliation checks at 30/60/90 days and outcomes. 

• Repeat themes by location or function; corrective action taken. 

Industry & Workplace Variations 

• Remote/Hybrid: Tone in chat/DMs, camera boundaries, meeting recordings, after-hours expectations. 

• Client‑facing (sales, consulting, hospitality): Clear escalation when third parties harass; manager backup. 

• Field/Shift Work: Locker rooms, vehicles, shared devices; clear rules for jokes, images, and personal space. 

• Labs/Healthcare: Uniforms, PPE, close quarters; scripted language to maintain boundaries during procedures. 

Case Study with Reflection 

A high‑performing sales director tolerates “edgy” humor to keep morale high. A new hire avoids team huddles and misses quotas. After a client dinner, the new hire considers resigning. A peer reports concerns. 

• Reflect: What should the manager do in the moment? What are the immediate safety steps? Which reporting paths apply? How do you protect against retaliation? What follow‑through restores the team? 

Self‑Assessment: Personal Baseline (Yes/No) 

• I avoid remarks on appearance or bodies at work and online. 

• I ask before initiating physical contact; I accept "no" without pressure. 

• I can name our reporting channels and how to use them. 

• I know phrases to redirect disrespect in meetings and chat. 

• I know who will monitor for retaliation and when. 

Key Terms Used in This Section (Quick Reference) 

• Psychological safety: A climate where people speak without fear of punishment or humiliation. 

• Retaliation: Any action that would dissuade a reasonable person from reporting or participating. 

• Vicarious liability: When the company is held responsible for actions of its agents (e.g., supervisors) in scope of work. 

1.2 Definitions: Civility, Respect, Discrimination, Bullying vs. Harassment 

Purpose of This Section 

Clarity on language prevents confusion, under‑reporting, and inconsistent action. This section sets shared definitions used across the course and in company policy. Where legal standards are implicated, you’ll see a plain‑language explanation here and a deeper treatment in Module 2. 

What You Will Learn 

• Clear, practical meanings of civility, respect, and professionalism. 

• How discrimination differs from harassment, and where sexual harassment fits. 

• The distinction between bullying and unlawful harassment. 

• How microaggressions and incivility can escalate into policy violations. 

• When to redirect behavior, when to document, and when to escalate. 

Civility, Respect, and Professionalism 

Civility is courteous, considerate behavior toward colleagues, customers, and partners. It includes listening without interrupting, using names and pronouns correctly, and keeping disagreement focused on ideas—not on people. 

Respect is the recognition of each person’s dignity and boundaries. It is demonstrated through everyday choices: refraining from comments on bodies or appearance, seeking consent before physical contact, honoring do‑not‑disturb statuses, and avoiding sexualized or gender‑based jokes. 

Professionalism is the consistent application of civility and respect in service of the organization’s work. It includes punctuality, appropriate tone, focus on task, and a willingness to correct mistakes quickly when impact does not match intent. 

Key idea: Professionalism does not require formality at all times; it requires alignment with standards that keep the workplace safe, inclusive, and focused on results. 

Discrimination (Plain‑Language Preview) 

Discrimination is adverse treatment of an employee or applicant because of a protected characteristic (such as sex, pregnancy, sexual orientation, gender identity, race, religion, disability, age, and others defined by law and policy). Examples include: 

• Unequal pay, assignments, or promotions tied to a protected characteristic. 

• Denying opportunities or benefits because of pregnancy or gender identity. 

• Applying policies inconsistently to disadvantage a protected group. 

Discrimination may be overt (explicit statements) or subtle (patterned decisions that disadvantage a group). Module 2 explains the legal framework; here, remember that discriminatory decisions are never “just interpersonal”—they alter someone’s employment terms or conditions. 

Harassment (Plain‑Language Preview) 

Harassment is unwelcome conduct based on a protected characteristic that creates an intimidating, hostile, or offensive work environment, or that results in a tangible employment action. Sexual harassment is harassment tied to sex or gender, including sexualized comments, unwanted sexual attention, sexual jokes, or gender‑based hostility. 

Two common forms of sexual harassment (explored in depth in Module 2): 

• Quid pro quo: A supervisor or person with power conditions job benefits on sexual conduct, or threatens harm if it is refused. 

• Hostile work environment: Unwelcome sexual or gender‑based conduct that is severe or pervasive enough that a reasonable person would find the environment hostile or abusive, and the person experiencing it does as well. 

Impact over intent: A comment intended as a joke can still be harassment if its impact meets policy or legal thresholds. 

Bullying vs. Harassment: The Crucial Difference 

Bullying is disrespectful, abusive, or intimidating conduct not linked to a protected characteristic. Examples: public humiliation, shouted criticism, or relentless nitpicking applied broadly. Bullying violates policy because it erodes safety and performance—even if it is not unlawful under anti‑discrimination statutes. 

Harassment is unwelcome conduct linked to a protected characteristic (sex, gender identity, sexual orientation, etc.). The link is the legal hinge. A manager who berates everyone may be a bully; a manager who targets women with sexualized comments is harassing. 

Why the distinction matters: Both require action. For bullying, leaders coach and correct behavior per policy. For harassment, leaders must also escalate promptly to HR/Compliance for formal handling. 

Incivility and Microaggressions 

Incivility is low‑intensity disrespect that violates norms of courtesy (interruptions, eye‑rolling, dismissive asides). 

Microaggressions are subtle slights or assumptions about a protected characteristic (e.g., comments implying a woman’s role is support, or surprise that a colleague’s gender identity doesn’t match someone’s assumption). A single microaggression may not equal harassment, but patterns can create a hostile environment. 

Practical approach: Treat incivility and microaggressions as early warning signs. Redirect promptly, check in with those affected, and document if patterns emerge. 

The Conduct Continuum 

Workplace behavior typically moves along a continuum: 

• Civility and Respect: Professional, inclusive conduct that meets standards. 

• Incivility: Low‑grade rudeness that corrodes trust. 

• Bullying: Abusive conduct not linked to a protected characteristic. 

• Harassment: Unwelcome conduct linked to a protected characteristic; sexual harassment is a subset. 

• Violence/Threats: Immediate safety and security intervention required. 

Early, consistent course‑corrections keep issues from escalating. 

Decision Guide: Redirect, Document, or Escalate 

Ask yourself: 

• Is the conduct linked to sex or gender (including pregnancy, sexual orientation, gender identity), or to another protected characteristic? If yes, escalate to HR/Compliance. 

• Is the conduct unwelcome and would a reasonable person see it as hostile or offensive in context? If yes, escalate. 

• Is this a first, low‑impact incident without protected‑status linkage? Consider a quick redirect and note the interaction; if it repeats, document and escalate. 

• Is anyone’s safety at risk? If yes, act immediately to secure safety and contact HR/Security. 

Document facts, dates, times, channels used (meeting, chat, email), witnesses, and any follow‑up. 

Examples: What Respect Looks Like vs. What Violates It 

Respectful 

• Feedback focused on work product: “To make this report clearer, add the summary up front.” 

• Neutral small talk: “How was your weekend?” without comments on bodies or clothing. 

• Asking consent: “Are you okay with a handshake?” and honoring the answer. 

Not Respectful (Incivility/Bullying) 

• Interrupting, eye‑rolling, or mocking accents; shouted criticism in front of others. 

• Repeated late‑night messages demanding instant replies without prior agreement. 

Harassing (Sex or Gender‑Linked) 

• Sexual jokes or memes in team chats; repeated comments on someone’s body or clothing. 

• Gendered assumptions: assigning note‑taking or hospitality tasks to women. 

• Misgendering after correction; derogatory comments about sexual orientation. 

Remote, Hybrid, and Digital Contexts 

• Channels carry impact: Emojis, GIFs, and reactions can sexualize a space or amplify a slight. 

• Video boundaries: Avoid commentary on home environments, bodies, or clothing; confirm consent before recording. 

• Persistence of messages: Chats and emails can be forwarded or screenshotted; write with the assumption of permanence. 

Third Parties and Power Dynamics 

• Customers, vendors, contractors, and clients can create hostile environments for your employees. The organization must intervene when it knows or should know about issues. 

• Power and dependency (seniority, supervisory authority, influential experts, revenue owners) increase the pressure on targets to “go along.” Leaders must remove that pressure and provide safe reporting paths. 

Manager and HR/Compliance Call‑Outs 

Managers 

• Do not promise confidentiality. Set privacy expectations and escalate promptly when conduct may be harassment. 

• For incivility or bullying without protected‑status linkage, coach immediately and document. If it repeats or worsens, escalate. 

HR/Compliance 

• Maintain neutrality, explain process and timelines, and issue preservation instructions when appropriate. Track retaliation risks. 

Language and Everyday Habits 

• Use names and pronouns correctly; apologize and correct promptly if you err. 

• Avoid sexualized compliments or comments on appearance. 

• Keep humor inclusive and work‑appropriate. 

• Ask before physical contact; “no” is final and requires no explanation. 

Quick Scripts for Common Moments 

• Redirect in a meeting: “Let’s keep comments work‑focused and move forward.” 

• Shut down a sexualized meme in chat: “Not appropriate for this channel. Please remove it.” 

• Support a colleague after an incident: “I saw what happened. If you want, I can help you document or go with you to HR.” 

• Coach privately after a first misstep: “Impact matters more than intent. Here’s how it landed and what to do differently.” 

Myths and Realities 

• “It was only once” can still be severe. 

• “No complaint means no problem” is false; fear of retaliation is real. 

• “High performers get leeway” contradicts policy; standards apply to everyone. 

Self‑Assessment: Can You Distinguish the Terms? 

Answer yes or no for each statement: 

• I can explain the difference between bullying and harassment. 

• I know that harassment must be linked to a protected characteristic. 

• I can identify early signs of incivility or microaggressions. 

• I know when to redirect versus escalate to HR/Compliance. 

• I can document facts neutrally (who, what, when, where, how). 

Key Terms Quick Reference 

• Civility: Courtesy and consideration that enable productive work. 

• Respect: Recognition of dignity and boundaries; observable in daily behavior. 

• Professionalism: Consistent application of civility and respect to achieve results. 

• Discrimination: Adverse treatment because of a protected characteristic. 

• Harassment: Unwelcome conduct based on a protected characteristic; includes sexual harassment. 

• Bullying: Abusive behavior not linked to a protected characteristic. 

• Microaggressions: Subtle slights tied to identity; often cumulative in impact. 

1.3 Protected Classes Overview; Sex‑Based vs. Gender‑Based Harassment 

Purpose of This Section 

This section clarifies what “protected classes” are, why they matter to harassment prevention, and how to recognize sex‑based and gender‑based harassment in everyday work. You will learn how protections apply not only to employees but also to applicants, interns, and in many contexts, contractors and third parties in your workplace. 

What You Will Learn 

• The concept of protected classes and how they appear in policy and law. 

• The difference between sex‑based and gender‑based harassment, with practical examples. 

• How pregnancy, sexual orientation, gender identity, and gender expression fit into protections. 

• How “association,” “perceived status,” and intersectional identities factor into analysis. 

• When and how to escalate concerns and what to document. 

Protected Classes: The Core Idea 

A protected class is a characteristic or identity that policies and laws shield from discrimination and harassment. At the federal baseline, protections commonly include: 

• Sex (including pregnancy and related conditions) 

• Gender identity and sexual orientation (addressed under sex protections) 

• Race, color, and traits historically associated with race 

• National origin and citizenship status (as permitted by law) 

• Religion (including sincerely held beliefs and reasonable accommodation) 

• Age (for those 40 and over) 

• Disability (physical or mental, including reasonable accommodation) 

• Genetic information 

• Veteran or military status 

Policies may also protect additional characteristics depending on state or local law and company standards (for example, marital status, family or caregiver status, political affiliation where permitted, or hair texture and protective hairstyles). Your company policy will typically follow the strictest applicable standard. 

Key point: Harassment becomes a policy or legal issue when it is linked to a protected characteristic. The linkage may be explicit (words, images, stereotypes) or implicit (patterns, coded language, selective targeting). 

Forms of Linkage: How Conduct Connects to a Protected Class 

Recognize linkage through any of the following: 

• Direct references: Slurs, sexualized comments, derogatory terms about a group, or explicit statements about sex, gender, pregnancy, or sexual orientation. 

• Stereotypes and role assumptions: Assigning note‑taking or hospitality tasks to women, questioning a person’s competence based on gender identity, or presuming childcare responsibilities based on sex. 

• Coded language or “dog whistles”: Euphemisms, nicknames, or emojis that are understood within the team as referring to protected characteristics. 

• Disparate pattern: Similar behavior is directed at one group and not others (e.g., mocking accents only of certain national origins; sexualized remarks focused on one gender). 

• Misgendering or deadnaming: Persistently using the wrong name or pronouns for a colleague after being informed of the correct ones. 

Document the exact words, images, dates, channels, and witnesses to make the linkage clear. 

Sex‑Based Harassment: What It Is 

Sex‑based harassment is unwelcome conduct because of a person’s sex, which includes pregnancy and related conditions, sexual orientation, and gender identity. Examples include: 

• Sexual comments or jokes; remarks about bodies, clothing, or attractiveness. 

• Repeated requests for dates after a clear “no.” 

• Sharing sexualized content in chats, emails, slides, or group texts. 

• Rumors about sexual activity or comments about pregnancy or fertility choices. 

• Penalizing or sidelining someone because they are pregnant or returning from parental leave. 

Quid pro quo demands or threats tied to sex are also sex‑based harassment. Those are covered in detail in Module 2 (Types of Sexual Harassment). 

Gender‑Based Harassment: What It Is 

Gender‑based harassment targets someone because of their gender, gender identity, gender expression, or nonconformity with gender stereotypes. Examples include: 

• Comments policing gender expression (e.g., clothing, voice, mannerisms). 

• Misgendering or deadnaming, especially after correction. 

• Jokes or hostility about transgender or nonbinary identities. 

• Assigning or denying work based on gender stereotypes (e.g., travel, client presentation roles, strength‑based tasks). 

• Enforcing dress codes differently by gender, or criticizing people for not conforming to gendered expectations. 

In policy and in many legal contexts, gender‑based harassment is treated as a form of sex‑based harassment. For training and workplace action, treat both as prohibited and escalate promptly. 

Pregnancy, Lactation, and Related Conditions 

Treat comments, limitations, or assignments related to pregnancy, childbirth, postpartum recovery, or lactation as sex‑based. Examples include: 

• Negative remarks about pregnancy or parental leave. 

• Pressure to change roles or travel against medical guidance. 

• Refusing reasonable time or space for lactation or making jokes about pumping. 

Escalate concerns to HR/Compliance and ask about available accommodations. 

Sexual Orientation 

Harassment because of sexual orientation (actual or perceived) is prohibited. Examples include: 

• Jokes or slurs about being gay, lesbian, bisexual, or asexual. 

• Pressuring someone to disclose orientation; intrusive questions about intimate life. 

• Excluding a person from client meetings or social events because of orientation. 

Remember that harassment may be based on perceived orientation; the perception itself triggers protection. 

Association, Perception, and Intersectionality 

• Association: Protections extend when harassment targets a person due to their relationship with someone in a protected class (e.g., a partner, child, or friend). 

• Perceived status: Even if the assumption is wrong, conduct based on the perception of a protected characteristic is treated as if it were accurate. 

• Intersectionality: People hold multiple identities at once (e.g., sex, race, disability). Harassment may operate at the intersection, combining stereotypes or hostilities (for example, sexualized comments directed at women of a particular race). Document all relevant dimensions. 

Remote, Hybrid, and Off‑Site Contexts 

• Digital spaces: Sexualized memes, pronoun policing, or derogatory jokes in chat channels are covered just like in‑person conduct. Emojis and GIFs can carry sexualized or gendered messages. 

• Video calls: Avoid commentary on bodies, clothing, or home spaces; confirm consent before recording. Use correct names and pronouns in display names and introductions. 

• Travel and client events: Power dynamics and alcohol increase risk. Leaders must step in and support safe exits and reporting when issues arise. 

Third Parties: Vendors, Clients, Contractors 

Organizations must protect workers from harassment by third parties when they know or should know about it. If a client, vendor, or contractor targets an employee based on sex or gender, managers must: 

• Intervene to stop the behavior in the moment when safe to do so. 

• Support the affected person and offer reporting options. 

• Escalate to HR/Compliance the same day with details for follow‑up and potential vendor remediation. 

Manager and HR/Compliance Call‑Outs 

Managers 

• Do not promise confidentiality. Set privacy expectations and escalate promptly if conduct appears linked to sex or gender, even if the person says they are “okay.” Impact governs analysis. 

• Apply dress code and conduct standards consistently, regardless of gender identity or expression. If unsure, ask HR before acting. 

HR/Compliance 

• Issue preservation instructions when digital evidence is involved (chat logs, messages, shared drives). 

• Track retaliation risk, especially after pronoun changes, parental leave, or accommodation requests related to pregnancy. 

Scripts for Everyday Moments 

• Correct misgendering: “Jordan uses they/them. Let’s make sure we use the right pronouns.” 

• Shut down sexualized humor in chat: “That content isn’t appropriate for work channels. Please remove it.” 

• Address pregnancy‑related comments: “Let’s keep health and family topics private unless the person raises them. Focus on the deliverables.” 

• Support after an incident: “I saw what happened. If you’d like, I can help document it or go with you to HR.” 

Documentation: What Helps 

When you experience or witness sex‑based or gender‑based conduct, note: 

• Who was involved; exact words, images, or actions; date/time; location or channel. 

• Whether a protected characteristic was referenced or implied (e.g., pronouns, pregnancy, sexual orientation). 

• Impact on work or well‑being, and any immediate steps taken. 

Bring these notes to HR/Compliance. Do not investigate on your own. 

Myths and Realities 

• “If no one objected immediately, it’s fine.” Delayed reporting is common due to fear of retaliation. 

• “It was just one comment.” A single incident can be severe enough to violate policy. 

• “Intent matters most.” Workplace analysis focuses on impact and context. 

Self‑Assessment: Can You Spot Linkage? 

Answer yes or no for each statement: 

• I can explain the difference between sex‑based and gender‑based harassment. 

• I know that pregnancy, sexual orientation, and gender identity fall under sex‑based protections for workplace analysis. 

• I can identify coded language or patterns that link conduct to a protected class. 

• I know when to redirect, document, and escalate to HR/Compliance. 

Key Terms Quick Reference 

• Protected class: A characteristic safeguarded from discrimination and harassment. 

• Sex‑based harassment: Unwelcome conduct because of sex, including pregnancy, sexual orientation, and gender identity. 

• Gender‑based harassment: Hostility or policing of gender identity or expression; often treated as sex‑based for policy analysis. 

• Misgendering/deadnaming: Using incorrect pronouns or a former name after being informed of the correct ones. 

• Association and perceived status: Protection triggered by relationships or assumptions about identity. 

• Intersectionality: Overlapping identities that compound impact. 

1.4 Culture Levers: Leadership Modeling, Norms, Psychological Safety 

Purpose of This Section 

This section shows how leaders and teams create the daily conditions that prevent harassment and make speaking up routine. You will learn specific levers leaders control, how to co‑create team norms everyone can follow, and how to build psychological safety so concerns and ideas surface early. 

What You Will Learn 

• The leadership behaviors that predict culture outcomes. 

• How to write and maintain clear team norms for meetings, chat, travel, and events. 

• How to build psychological safety and handle mistakes without excuses or denial. 

• Practical scripts, rituals, and routines for reinforcing respect across locations and roles. 

Leadership Modeling: The Shadow You Cast 

• Visible standards: Leaders set the behavioral bar by what they tolerate, reward, and correct in real time. Quick, calm redirects are culture‑defining. 

• Consistency under pressure: Deadlines and travel are stress tests. Hold the line on norms during crunch periods, off‑sites, and client events. 

• Public accountability: Own missteps, apologize, and state the improved behavior going forward. Model learning without defensiveness. 

• Protection from retaliation: Thank reporters, separate performance feedback from complaint activity, and schedule structured check‑ins. 

• Resource allocation: Budget time for 1:1s, onboarding, and training refreshers. If it’s not on the calendar, it is not a priority. 

• Escalation discipline: Do not promise confidentiality. Set privacy expectations and escalate promptly according to policy. 

Leader phrases for the moment 

• “Let’s keep this work‑focused. Please remove that meme.” 

• “Impact matters more than intent. Here’s how it landed; here’s the better approach.” 

• “Thank you for raising this. I’m escalating to HR today and will update you on next steps.” 

• “I’m sorry for my comment. I should have kept it work‑focused; here is how I’ll handle it next time.” 

Team Norms: A Practical Social Contract 

Create a short, living set of norms and revisit quarterly. Keep them text‑based and simple enough to remember. 

Meetings 

• Start with expectations: one voice at a time, no interruptions, correct names and pronouns, work‑focused humor. 

• Roles: designate a facilitator, note‑taker, and timekeeper; rotate roles to avoid gendered assumptions. 

• Inclusion: invite quieter voices, attribute ideas accurately, and ask for dissent before decisions. 

• Boundaries: no comments on bodies, clothing, or home environments; avoid side chats that exclude. 

Chat and Email 

• Work‑only channels for work content; no sexualized jokes, images, or emojis. 

• Avoid piling on with reaction emojis that amplify questionable posts. 

• If in doubt, do not send. Assume permanence and a broad audience. 

Events, Travel, and Client Settings 

• Alcohol is optional; never a condition of inclusion. Provide alternative activities and transport. 

• Buddy system for late events; managers ensure safe travel arrangements. 

• Step in when third parties cross lines; relocate or end the interaction and escalate. 

Remote and Hybrid Etiquette 

• Respect do‑not‑disturb and time zones; avoid after‑hours pings without prior agreement. 

• Confirm consent before recording; use correct display names and pronouns. 

Updating Norms 

• Review norms after incidents, team changes, or new risks. Keep track of what improved and what remains. 

Psychological Safety: Conditions That Make Speaking Up Normal 

Psychological safety exists when people can raise concerns, ask questions, and admit mistakes without fear of punishment or humiliation. It is built through predictable behaviors and transparent processes. 

Core ingredients 

• Inclusion: Everyone is greeted and invited to contribute; names and pronouns are used correctly. 

• Learning: Mistakes are treated as information; leaders model curiosity and corrective action. 

• Contribution: People can challenge ideas and propose alternatives without payback. 

• Challenge: Teams can question norms and leaders respectfully when something seems off. 

Leader routines that build safety 

• Begin meetings with a quick norms reminder and an explicit invite for concerns. 

• Use after‑action reviews for incidents and near misses; focus on process, not blame. 

• Separate performance coaching from complaint handling; document both clearly. 

• Close the loop on reports with timelines, what will happen next, and check‑ins. 

Rituals and Routines That Reinforce Respect 

• Norms check: One minute at the start of weekly meetings to restate two key norms and ask for additions. 

• “Pause and redirect” protocol: Anyone can say “pause” to flag tone or content; facilitator redirects and moves forward. 

• Monthly culture pulse: A short text question to the team about what’s working and what needs attention. 

• Recognition: Call out respectful behaviors publicly—e.g., someone redirecting a joke or inviting a quieter voice. 

• Office hours: Leaders set predictable windows for confidential conversations about culture and concerns. 

Handling Mistakes Without Excuses 

• Acknowledge impact: “I can see how that landed.” 

• Apologize without caveats: Avoid phrases that shift blame (“if you were offended”). 

• State the change: “Next time, I’ll keep comments to the work product.” 

• Repair: Follow up with the person affected and, if appropriate, the team. 

Common deflections to avoid 

• “That’s just how we talk here.” 

• “We’re all friends.” 

• “It was only once.” 

• “They should know I didn’t mean it.” 

Accountability and Reinforcement 

• Performance linkage: Respect and anti‑retaliation are part of manager performance reviews. 

• Consistent response: Similar conduct yields similar consequences regardless of seniority or revenue impact. 

• Documentation: Keep notes of redirects, coaching, and escalations; partner with HR on patterns. 

• Transparency: Share anonymized themes and fixes after incidents to reinforce learning. 

Scripts for Common Culture Moments 

• Redirect in the moment: “Let’s keep comments professional and move on.” 

• Support a reporter: “Thank you for trusting me. I’ll escalate to HR today and follow up with timelines.” 

• Address third‑party conduct: “We maintain professional standards. We’re ending this conversation now.” 

• Coach a high performer: “Results are strong, but the behavior falls short. Here’s what must change now.” 

Anti‑Patterns That Quiet Voices 

• Brilliance exemptions: Allowing star performers to ignore norms. 

• Banter exceptionalism: Excusing sexualized jokes as bonding. 

• Forced fun: Alcohol‑centric events that exclude or pressure people. 

• Open‑door theater: Claiming availability while calendars and responses say otherwise. 

• Confidentiality promises: Offering secrecy you cannot keep; always set privacy expectations instead. 

Early Warning Indicators and Simple Measures 

• People hesitate to ask clarifying questions or raise risks. 

• One or two voices dominate meetings; ideas from others are ignored or re‑attributed. 

• Side conversations increase; jokes drift into personal territory. 

• Reports do not progress, or timelines are unclear. 

• Retaliation rumors appear after someone speaks up. 

Leaders should act on early signals by revisiting norms, inviting feedback, and partnering with HR. 

Self‑Assessment: Your Culture Levers 

Answer yes or no for each statement: 

• I correct missteps in real time and thank people who speak up. 

• My team has written norms for meetings, chat, and events that we revisit. 

• I separate complaint handling from performance coaching and document both. 

• I never promise confidentiality; I set privacy expectations and escalate promptly. 

• I can point to a recent change we made because of feedback or an incident. 

Key Terms Quick Reference 

• Leadership modeling: The way leaders’ behavior sets the standard others follow. 

• Team norms: Explicit agreements on how we work together in meetings, chat, and events. 

• Psychological safety: A climate where people speak up without fear of punishment or humiliation. 

• Anti‑retaliation: Protections and practices that prevent harm to those who report or participate. 

1.5 Course use, support contacts, and how to get help 

Purpose of This Section 

This section shows you how to use this course effectively, where to go for content questions or reporting, and what to expect when you ask for help. It also clarifies the difference between technical support, policy guidance, and formal reporting so you choose the right path quickly and safely. 

What You Will Learn 

• How to navigate, pace, and complete this course. 

• Who to contact for content questions, policy clarification, and confidential reporting. 

• What to expect after seeking help, including privacy and anti‑retaliation protections. 

• How to document concerns and preserve information responsibly. 

• How managers and HR use their role-specific call-outs during the course. 

Using This Course Effectively 

• Read in order. Each module builds on the last so that definitions, roles, reporting, and investigations are clear when you need them. 

• Pause to reflect. Short reflection prompts appear throughout. Use them to rehearse what you would say or do. 

• Practice scripts. Where you see sample phrases, say them aloud and adapt them to your own voice so you can use them in real situations. 

• Capture actions. Keep a running list of personal commitments and questions to raise with your manager or HR. 

• Complete knowledge checks. Brief text questions at the end of modules reinforce concepts and help you prepare for the final exam. 

• Use role call‑outs. Sections specifically marked for managers or HR are there to clarify duties. If you are not in those roles, skim for awareness. 

Accessibility and Focus Tips 

• Screen-reader friendly. Headings and lists are structured for assistive technologies. 

• Reading comfort. Adjust your browser zoom and line spacing settings as needed. If you require an accommodation, contact HR for support. 

• Distraction control. Silence notifications and schedule study blocks to finish each module without interruption. 

Technical Basics 

• Sign-in. Use your standard company credentials. If you cannot sign in, contact IT support. 

• Saving progress. Progress saves automatically when you complete a page or knowledge check. 

• Browser guidance. Use a current browser version and enable cookies for session continuity. 

• Troubleshooting. If pages do not load, refresh, clear cache, or try another approved browser. Persistent issues go to IT support. 

IT Support (technical issues only) 

• Email: [IT support email] 

• Phone: [IT support phone] 

• Hours: [IT hours] 

Choosing the Right Path: Question, Coaching, or Formal Report 

• Content or policy question. If you are unsure how a standard applies, contact HR or your manager for guidance. This is not the same as a formal report. 

• Coaching for low‑level issues. If you observe minor incivility without a protected‑status link, a quick redirect may resolve it. If it repeats, document and escalate. 

• Formal report. If conduct may be harassment or retaliation, or if you are unsure, use a reporting channel immediately. You do not need perfect information to report. 

Reporting Channels (Company‑Configurable) 

• Manager or supervisor: [manager contact method]. Managers must escalate promptly and should not promise confidentiality. 

• HR/Compliance: [HR email/phone]. HR will explain process, timelines, and privacy expectations. 

• Ethics or hotline: [hotline link/phone]. Anonymous options may be available where permitted. 

• Security/Emergency: [security phone]; if anyone is in immediate danger, call 911 or local emergency services. 

Important 

• Privacy, not secrecy. The company will share information only with those who need to know to address the concern. 

• Anti‑retaliation. Retaliation is prohibited. Report suspected retaliation immediately to HR or the hotline. 

What to Expect After You Ask for Help 

• Acknowledgment. You receive confirmation and next steps within a reasonable timeframe. 

• Safety first. If needed, interim measures (for example, schedule or seating changes, no‑contact directives) are considered promptly. 

• Process overview. HR explains interview and documentation steps and who may be involved. 

• Follow‑up. You receive updates at key points. Some details may be limited to protect privacy and fairness. 

How to Document Concerns 

• Capture facts. Record who, what, when, where, and how (including chat, email, or meeting). 

• Preserve messages. Do not delete relevant emails, chats, or texts. Take screenshots if appropriate under policy. 

• Note impact. Include how the conduct affected your work or well‑being. 

• List witnesses. Include names and contact information if available. 

• Share with HR. Provide your notes during intake. Do not conduct your own investigation. 

Getting Help for Yourself or Others 

• If you experience or witness conduct. Use any reporting channel, including anonymous options if available. If you prefer, ask a trusted colleague or manager to accompany you. 

• If you are a bystander. Use safe intervention strategies. Afterward, check in with the affected person and offer to help document or report. 

• If you are a manager. Thank the person for coming forward, set privacy expectations, and escalate to HR the same day. Do not promise confidentiality or attempt to investigate on your own. 

Role‑Specific Call‑Outs 

Employees 

• Know at least one reporting path by heart and store it in your phone. 

• Keep your notes factual and avoid debate in public channels. 

Managers 

• Escalate promptly, avoid ad‑hoc fact‑finding, and schedule anti‑retaliation check‑ins at appropriate intervals. 

HR/Compliance 

• Maintain neutrality, explain timelines, issue preservation instructions, and monitor for retaliation. 

Frequently Asked Questions 

• What if I’m not sure it’s harassment? Report anyway. HR will help assess. 

• Can I report on behalf of someone else? Yes. Provide what you observed and any documentation you have. 

• Will I be told the outcome? You will receive appropriate updates. Some details may be limited to protect privacy. 

• What if the person involved is a senior leader or a high performer? Standards apply equally. Use the hotline or HR. 

• What if a client or vendor is involved? Report through the same channels; the company will address it with the third party. 

Contact Cards to Configure 

• HR/Compliance: [name/title], [email], [phone] 

• Ethics/Hotline: [link or phone], [availability] 

• Security/Emergency: [onsite security phone], [location coverage] 

• IT Support: [email], [phone], [hours] 

• Local resources: [employee assistance program], [counseling resources] 

Replace placeholders with your company details before publishing. 

Self‑Check: Are You Ready to Use the Course and Get Help? 

Answer yes or no: 

• I know where to find HR and the hotline contacts. 

• I understand the difference between a content question and a formal report. 

• I can document facts and preserve relevant messages without investigating. 

• I know that privacy is maintained and retaliation is prohibited. 

• I know what to expect after I ask for help. 

Key Terms Quick Reference 

• Reporting channel: Any official path to share concerns (manager, HR, hotline). 

• Privacy vs. confidentiality: Information is shared on a need‑to‑know basis; secrecy is not promised. 

• Interim measures: Temporary steps to support safety and fairness during a review. 

• Retaliation: Any action that would dissuade a reasonable person from reporting or participating. 

1.6 Responsibilities Shared by All Employees 

Purpose of This Section 

Every person helps create a workplace where sexual harassment is prevented, concerns surface quickly, and retaliation has no oxygen. This section lays out clear, practical responsibilities that apply to everyone, regardless of seniority, location, contract type, or function. 

What You Will Learn 

• The everyday standards that signal respect and prevent harassment. 

• How to act when you see or experience concerning conduct. 

• How to document and report concerns without conducting your own investigation. 

• Your anti‑retaliation obligations after any report or participation. 

Core Responsibilities 

• Treat every colleague, applicant, intern, contractor, client, and vendor with dignity and professionalism. 

• Keep communication and humor work‑focused; avoid sexualized content and gendered assumptions. 

• Use correct names and pronouns; if you misspeak, apologize and correct. 

• Ask for consent before physical contact; “no” does not require justification. 

• Speak up early when boundaries are crossed; silence is not the standard. 

• Use reporting channels promptly when conduct may violate policy or law. 

• Do not retaliate—ever—against anyone who raises a concern or participates in a review. 

• Cooperate truthfully and promptly if HR/Compliance requests information. 

Everyday Standards That Prevent Problems 

Civility and respect 

• Listen without interrupting; attribute ideas accurately; invite quieter voices. 

• Keep feedback about work product and process, not bodies or personal life. 

Digital conduct 

• Work channels are for work. Do not post sexualized jokes, memes, GIFs, or images. 

• Avoid reaction emojis that amplify questionable posts; ask for removal when appropriate. 

• Assume permanence and a broad audience for anything sent electronically. 

Physical boundaries 

• Ask before initiating touch; handshakes are optional. 

• Respect personal space in offices, labs, vehicles, and shared areas. 

Meetings and video calls 

• No comments on bodies, clothing, or home environments. 

• Confirm consent before recording; use correct display names and pronouns. 

Social settings and travel 

• Alcohol is never required for inclusion. Offer and choose alternatives. 

• Step in or seek help when third parties cross lines; safety first. 

When You Experience or Witness Concerning Conduct 

• Prioritize safety. If anyone is at risk, contact Security or emergency services. 

• Redirect if safe. Short, clear prompts help: “Let’s keep this work‑focused.” 

• Check in with the person affected. Offer support and options. 

• Document promptly. Capture objective facts: who, what, when, where, how; save messages. 

• Report through an official channel. You do not need complete proof to report. 

Important 

• Do not investigate on your own. Do not question others beyond capturing what you observed. 

• Do not gossip. Keep details private and share only through reporting paths. 

Bystander Responsibilities 

Use any of the following, depending on safety and context: 

• Direct: Name the behavior and redirect. “Not appropriate here—please stop.” 

• Distract: Change the subject or move the conversation. 

• Delegate: Ask a manager or HR to assist; involve Security if needed. 

• Delay: If real‑time action is unsafe, check in afterward and help report. 

After any intervention, document what you saw and escalate if warranted. 

Reporting and Documentation 

• Use the channels listed in 1.5: manager, HR/Compliance, hotline, or Security. 

• Include facts, screenshots, emails, or file names; list witnesses. 

• Note impact on work or well‑being, even if you continued with tasks. 

• Preserve evidence. Do not delete or alter relevant messages or files. 

You are not expected to label conduct legally. Describe what happened; HR will assess. 

Anti‑Retaliation: Your Obligations 

Retaliation is prohibited and includes any action that would dissuade a reasonable person from reporting or participating. 

Examples of retaliation to avoid 

• Excluding someone from meetings or information they need to do their job. 

• Changing schedules, duties, or accounts as payback. 

• Negative commentary, jokes, or social shunning related to the report. 

Your responsibilities 

• Treat reporters, respondents, and witnesses professionally. 

• Raise any concerns about team dynamics to HR rather than self‑managing consequences. 

• If you suspect retaliation, report it immediately via HR or the hotline. 

If You Are Told You Affected Someone 

• Listen. Do not interrupt or argue intent. 

• Acknowledge impact and apologize without caveats. 

• Ask what would help repair the situation; avoid pressuring for forgiveness. 

• Adjust behavior immediately and follow any guidance from HR or your manager. 

If You Are the Subject of a Report 

• Cooperate fully and promptly with HR/Compliance. 

• Do not discuss the matter broadly; respect privacy instructions. 

• Do not contact the reporter or witnesses about the concern unless HR directs you to do so. 

• Continue performing your role; ask your manager about interim measures if needed. 

If You Are a Witness 

• Share what you observed directly; avoid speculation. 

• Provide any documentation you have. 

• Keep the process private; do not discuss interviews or documents in team channels. 

Third‑Party Interactions (Clients, Vendors, Contractors) 

• Hold partners to the same respect standards; report issues involving third parties. 

• If safe, end or relocate the interaction and notify a manager immediately. 

• Document what occurred, including names, company, and contact information. 

Common Missteps to Avoid 

• “It was just a joke.” Impact, not intent, governs workplace analysis. 

• “No one complained in the moment.” Delayed reporting is common. 

• “They’re a high performer.” Standards apply to everyone. 

• “We’ll sort it out ourselves.” Use formal channels; do not run side processes. 

Everyday Scripts 

• Redirect: “Let’s keep comments professional and get back to the agenda.” 

• Remove content: “That post isn’t appropriate for this channel. Please take it down.” 

• Support: “I saw what happened. If you want, I can help you document or go with you to HR.” 

• Boundaries: “I don’t do hugs at work—handshake works for me.” 

Self‑Check: Are You Meeting Shared Responsibilities? 

Answer yes or no: 

• I keep humor and comments work‑focused and avoid sexualized content. 

• I know at least one reporting path by heart and can use it. 

• I can redirect respectfully and safely if needed. 

• I can document facts and preserve messages without investigating. 

• I avoid retaliation and report suspected retaliation immediately. 

Key Terms Quick Reference 

• Bystander intervention: Safe actions peers can take to interrupt or address conduct. 

• Retaliation: Any adverse action that would discourage a reasonable person from reporting or participating. 

• Preservation: Keeping relevant messages, files, and notes intact for HR/Compliance.