23674
CGIAR GENDER PROGRAM
WORKING PAPER, NO. 13
SEXUAL HARASSMENT IN THE WORKPLACE
How to Recognize It; How to Deal with It
A Guidelines Paper
Prepared by
Joan H. Joshi
and
Jodie Nachison
CGLAR Secretariat
World Bank
Washington, D.C.
October 1996
FILE COPY



CONTENTS
Table of contents                                                                 i
Abbreviations                                                                    ii
Acknowledgments                                                                  iii
Foreword                                                                          v
Part A - Introduction to the issue                                                1
1. Background
2. What is sexual harassment?                                                  2
3. Personal and organizational impacts                                         4
4. Elements of effective deterrence                                            5
5. Status in the centers                                                       8
Part B - Tools to deter sexual harassment                                        11
1. Examples of sexually harassing behavior                                    12
2. Sample policies and grievance procedures                                   14
2.1 ISNAR                                                                   14
2.2 CIFOR                                                                   16
2.3 IDRC                                                                    19
2.4 FAO                                                                     22
3. Sample communications from senior management                               27
4. Training workshop syllabus                                                 31
5. References and resources                                                   44


ABBREVIATIONS
CGLAR        Consultative Group on International Agricultural Research
FAO          Food and Agriculture Organization of the United Nations
IDRC         International Development Research Centre (Canada)
ELO          International Labour Organization of the United Nations
UN           United Nations
CGIAR-supported centers
CIAT         Centro Internacional de Agricultura Tropical (Colombia)
CIFOR        Center for International Forestry Research (Indonesia)
CIMMYT       Centro Internacional de Mejoramiento de Maiz y Trigo (Mexico)
CIP          Centro Internacional de la Papa (Peru)
ICARDA       International Center for Agricultural Research in the Dry Areas (Syria)
ICLARM       International Center for Living Aquatic Resources Management (Philippines)
ICRAF        International Center for Research in Agroforestry (Kenya)
ICRISAT      International Crops Research Institute for the Semi-Arid Tropics (India)
IFPRI        International Food Policy Research Institute (Washington, USA)
MIIM         International Irrigation Management Institute (Sri Lanka)
IITA         International Institute of Tropical Agriculture (Nigeria)
ILRI         International Livestock Research Institute (Ethiopia and Kenya)
IPGRI        International Plant Genetic Resources Institute (Italy)
IRRI         International Rice Research Institute (Philippines)
ISNAR        International Service for National Agricultural Research (Netherlands)
WARDA        West Africa Rice Development Association (Cote d'Ivoire)
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ACKNOWLEDGMENTS
We are grateful to the center staff members who have agreed to act as focal points with
respect to the Gender Staffing Program and who responded to our survey, especially to Elizabeth
Goldberg of CLMMYT who graciously provided examples of other useful policies. Bonnie
McClafferty shared her collection of materials on the issue and was generous with her suggestions
on both form and substance, while Sue Ricker's assistance with various communications and
production tasks was vital in meeting deadlines. Finally, we must acknowledge that the
thoughtful guidance of Deborah Merrill-Sands was, of course, the essential ingredient of this
guidelines paper.
Joan Joshi & Jodie Nachison
111


＿룁


FOREWORD
The work of the Gender Program of the Consultative Group on International
Agricultural Research (CGIAR) in gender staffing aims to assist the sixteen CGIAR-
supported international agricultural research centers in their efforts to strengthen the
recruitment of women scientists and professionals and to create work environments that
are equally supportive of the productivity, advancement, and job satisfaction of both
women and men. The program provides the centers with technical and advisory services,
information on priority topics relevant to gender staffing, grants to support centers' own
initiatives, and periodic forums for the exchange of ideas, lessons learned, and innovations.
The program was launched in 199 1, with special project funding from several of the
CGIAR members. The Program is coordinated by the CG Secretariat, based at the World
Bank. Since 1996, the Gender Staffing component has been implemented by the Simmons
Institute for Leadership and Change, based at Simmons Collage, Boston, MA., USA.
As part of its general services to the centers, the Gender Staffing Program prepares
guideline papers on topics designated as priorities by the centers. To date, these have
focused primarily on recruitment and spouse employment issues. This paper was prepared
in response to a request arising from a consultation with internationally-recruited women
from three centers held in early 1996. Given the increasing participation of women in the
centers, it is important that the centers pay focused attention to this issue which is so
integral to creating a supportive and productive work environment for both male and
female staff.
This guidelines paper is based on a review of the literature and of policies and
procedures from other international organizations. It is divided into two sections. The
first describes sexual harassment and its impact on individuals and on organizations. It
lays out the basic elements for deterring and addressing sexual harassment. It then
provides a brief review of the status of policies and practices for dealing with sexual
harassment in place in the centers. The second part provides a set of practical tools for
the centers to use as they seek to strengthen their approach to addressing sexual
harassment. This includes a sample of diverse policies and grievance procedures,
examples of communications from senior managers, a model training course, and a
selected list of references and resources.
We hope that this guidelines paper will assist the centers to address the issue of
sexual harassment explicitly and ensure that they have policies, procedures, and practices
in place for both deterring sexual harassment and dealing with it in an equitable and
confidential manner when it arises.
Deborah Merrill-Sands
Program Leader, Gender Staffing
CGIAR Gender Program
v



Part A - Introduction to the issue
1. Background
The last two decades or so have engendered considerable discussion throughout much of
the world about issues of sexual harassment in the workplace. They have also witnessed legal and
other action initiated by local and national governments and by such international organizations as
the European Communities, the LO, FAO, the World Bank and the United Nations. It is not that
the problem is new, only that it has been exacerbated and made more visible as increasing
numbers of women have entered the workforce.
Research on the issue has been so spotty to date that prevalence rates can only be
estimated. Nonetheless, it is already clear that sexual harassment is internationally pervasive and
that it affects a substantial number of people, principally, but not exclusively, women. An ELO
report in 1992, for example, quoted from a study of 23,000 female employees of the U.S. Federal
Government that indicated a 42% incidence rate, while studies in the Netherlands and Norway led
to estimates of 58% and 41%, respectively, of female employees affected. (ILO, Part VI, 1992)
In a survey published by the CGIAR Gender Staffing Program in January 1995, in fact,
13% of the 87 internationally-recruited women respondents (representing a 65% response rate)
reported having experienced unwelcome verbal or physical conduct of a sexual nature from
supervisors or colleagues that caused personal offense and was, in many cases, very disturbing to
the woman involved. Most incidents were not reported, however, since few procedures were in
place to handle complaints of this nature and since the alleged perpetrators were in positions
senior to the women. Where reports were registered, none of the women were satisfied with
resolution of the situation. In fact, some of the women resigned their positions as a result.
Outside of the work environment, only the most egregious forms of sexual harassment--
acts of physical aggression, including rape--are issues dealt with in public policy, ordinarily via the
criminal code. Where an employment relationship is concerned, however, the issue is seen as
integral to concerns about sex discrimination, since a person is targeted for harassment because of
her or his gender. As a result, sexual harassment is tied to policies--and to relevant law--designed
to bar discrimination on the basis of sex.
For example, the 1979 United Nations Convention on the Elimination of All Forms of
Discrimination against Women sought to ensure women the right to the same employment
opportunities as men, as well as the right to health protection and safe working conditions. The
Nairobi Forward-Looking Strategies for the Advancement of Women, adopted in 1985 and
building on the Convention, called specifically for measures to prevent sexual harassment in the
employment context. In 1992, the U.N. Committee established to monitor implementation of the
Convention recommended legal and other measures to sanction and prevent sexual harassment on
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the grounds that equality in employment could be severely impeded by gender-specific abuse, such
as sexual harassment in the workplace. (ILO, Part II, 1992)
Attention to the issue of sexual harassment within the CGIAR System increases in
importance as the number of women on center staff at all levels expands. Although women are
not the only recipients of harassing behavior, they are victimized more frequently than are males.
It behooves centers, in their concern to attract and retain high quality staff and to ensure their
productivity, to ensure simultaneously that they will experience a comfortable and non-
discriminatory work environment. The World Bank has highlighted this concern in the foreword
to its widely distributed and excellent booklet on the subject:
Sexual harassment has no place within the World Bank Group. It should be
prevented and, where it exists, eradicated
Sexual harassment is neither a trivial offense nor a personal matter between
employees. It results in loss ofproductivity and is detrimental to staff morale.
A harassment free work environment is, therefore, essential to our effectiveness
as an institution and to maintaining staff morale. Staff members can expect
harassment complaints to be taken seriously and dealt with promptly. (The
World Bank, 1994)
In addition, the proliferation of legal remedies to sexual harassment in national law in
many parts of the world suggests it is good practice for center management to be aware of local
law as it relates to this issue and is applicable to both nationally-recruited and international staff.
2. What is sexual harassment?
Sexual harassment, in all its configurations, is not easy to define. Other than conduct that
involves physical violence, it is, to some extent, in the eye of the beholder. The Equal
Employment Opportunity Commission in the United States, however, has developed a useful
definition in the following:
Unwelcome sexual advances, requests for sexual favors, and other verbal or
physical conduct of a sexual nature constitute sexual harassment when
(1) submission to such conduct is made either explicitly or implicitly a term
or condition of an individual's employment,
(2) submission to or rejection of such conduct by an individual is used as
the basis for employment decisions affecting such individual, or
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(3) such conduct has the purpose or effect of unreasonably interfering with
an individual's work performance or creating an intimidating, hostile,
or offensive working environment. 29 C.E R. 1604.11(a) (1987) (Eskenazi
and Gallen, 1992)
This definition has come to be internationally accepted. FAO (see policy in Part B-2) uses
it almost verbatim, as does the World Bank in the following:
Sexual Harassment is any unwelcome sexual advance, request for sexual
favor or other verbal, non-verbal or physical conduct of a sexual nature which
unreasonably interferes with work, is made a condition of employment, or
creates an intimidating, hostile or offensive environment. (The World Bank, 1994)
The Bank's booklet on the subject then goes on to define physical conduct of a sexual nature as
"unwanted physical contact ranging from unnecessary touching, patting, or pinching, or brushing
against another person's body, to assault or coerced sexual intercourse." It notes that verbal
conduct may include "unwelcome sexual advances, offensive flirtations, suggestive remarks,
innuendoes or lewd comments, as well as propositions or pressure for sexual activity, and
continued suggestions for social activity outside the workplace after it has been made clear that
such suggestions are unwelcome." Finally, the booklet indicates that non-verbal conduct refers to
"the display of pornographic or sexually-suggestive pictures, objects or written materials, leering,
or making sexually-suggestive gestures."
The operative word in these definitions is "unwelcome," a factor that makes precise
definition of inappropriate conduct particularly difficult in the multicultural context in which the
centers operate. The fact that cultural norms touching upon sexual relationships may vary so
widely from region to region can lead to situations where the "alleged perpetrator" is legitimately
unaware of a possible offense and where the "victim" is unable to express discomfort with the
conduct in any manner that the offending colleague or supervisor can comprehend. The
centers' complex multicultural situation thus suggests an even greater need to deal explicitly with
the issue of sexual harassment than might be the case in a unicultural employment setting where
employees can be expected to share an understanding of what constitutes appropriate conduct in
the workplace and what does not. It is also worth noting that international organizations such as
the centers find little difficulty in dealing openly with issues stemming from cultural diversity;
where issues of a sexual nature arise, however, there is a sense of discomfort in bringing them
into public view. This argues, of course, for an even more deliberate effort on the part of
management to build staff understanding of sexual harassment and how to deal with it.
As embedded in the definitions, two forms of sexual harassment have been recognized.
.        One is referred to as "quid pro quo," alluding to situations in which a supervisor or other senior
official with control over a subordinate's employment status solicits sexual favors in exchange for
the position itself or for a job-related benefit. The second form is that in which a "hostile
environment" is created by unwelcome behavior on the part of anyone in the workplace, be it a
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subordinate, a peer or a senior official. Such behavior can be either deliberately offensive or
inadvertently so; behavior is sexual harassment if it unreasonably interferes with an employee's
work performance and overall comfort.
Research has shown that sexual harassment frequently stems from a confusion of gender
roles with work roles. It is known, for example, that women in traditionally female or male
occupations experience more sexual harassment than women in gender-neutral occupations. In
its more virulent form, however, it often stems from a strongly felt need for power or dominance,
the wish to exercise control over others. Individuals with disproportionate power can begin to
view those on a lower hierarchical plane as less worthy and thus deserving of treatment at the
whim of the power holder. In addition, the sense of power can lead in some cases to sexual
arousal that, in turn, can prompt behavior inappropriate to the time and place. (Stockdale, 1996)
It is important to note that, while cases most frequently involve a woman harassed by a
male peer or supervisor, harassment by a woman of a man, by a subordinate of a supervisor or by
a person of the same sex are scenarios that occur and must be viewed as equally serious.
Harassment perpetrated by a visiting consultant or by a collaborator on an employee is also
possible and is an issue appropriately demanding management's attention. Further, sexual
harassment can be a one-time occurrence of a serious nature or a behavioral pattern experienced
over an extended period.
To be clearly understood, sexual harassment is probably best defined in terms of specific
examples, all the more so in the context of cultural complexity. The CIFOR policy in Part B-2
includes a more detailed description of harassment than most others. The brief scenarios, in Part
B-1, may also offer guidance to center officers charged with implementing a policy on harassment
and ensuring a discrimination-free workplace.
3. Personal and organizational impacts
The impact on the individual who experiences sexual harassment in the employment
context can range from irritation to serious debility, with long-term physical and/or psychological
implications. Such harassment can create a work environment in which a person feels constantly
humiliated, degraded and angry. Some victims also experience guilt, the sense that they are
somehow to blame for the treatment they receive. Always, victims worry about recriminations if
they take action to report or otherwise speak out to discourage the treatment. Occasionally,
victims feel they have no choice but to resign, and thereby they may suffer permanent damage to
their careers.
In addition to the legal and ethical implications of sexual harassment, however, such
conduct, if at all pervasive, can have a serious impact on the organization that permits it--even
tacitly--to occur. Surveys have indicated that many harassed individuals resign, take undue sick
leave and reduce their own and their team's productivity as a result of poor job satisfaction and
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unhappy relationships with coworkers. Costs to an organization in refilling vacant positions (a
high cost activity for the centers), in work left undone or performed by other employees on
overtime and in paying medical claims of those who seek help for physical and emotional stress
can be substantial. (MacKinnon, 1992)
Other studies have shown that the number of women reporting sexual harassment
experiences is significantly correlated with the employees' impressions of organizational tolerance
of such harassment. Where management seemed to ignore the problem and/or discourage
reporting, employees tended to experience harassment more frequently. (Hulin et al., 1996)
Conversely, in organizations where management appeared to make good faith attempts to
prevent such behavior, indicated clearly that sexual harassment would have a negative outcome
for the perpetrator, had in place procedures that protect the victim from retaliation and other risks
of reporting, and where it was broadly understood that grievances would be dealt with promptly
and seriously, there is evidence that harassing behavior was inhibited. (Hulin et al., 1996)
4. Elements of effective deterrence
Effective deterrence of sexual harassment thus requires a number of elements:
1. A strong and broadly promulgated statement of policy, couched in clear,
understandable language, defining what is prohibited and including illustrative
examples without attempting to be all inclusive;
2. A grievance procedure that -
a) preserves confidentiality and protects both the complainant and the alleged
perpetrator from retaliation;
b) offers alternative channels of communication in the event that the first-line
supervisor is the alleged perpetrator;
c) provides specially trained personnel who can help the employee determine if there
has been harassment; and
d) ensures that the complaint will be resolved equitably for all parties involved;
3. A clear indication of the consequences for non-compliance;
4. A training exercise designed to clarify behavior included in sexual harassment and to
develop skills for coping with it, with special attention to the sensibilities inherent in a
multicultural environment;
5. A periodic review process to ensure that the policy is effectively setting the stage for a
non-discriminatory work environment; and
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6. Not least, an unequivocal indication from top management that sexual harassment will
not be tolerated in any form.
Part B-2 is comprised of four examples of policies and procedures pertaining to sexual
harassment that respond closely to points 1 and 2 above. Two are from CGLAR centers, CIFOR
and ISNAR, one from the Canadian IDRC, one from FAO.
With respect to ensuring equity both to the complainant and alleged perpetrator, the
World Bank indicates the following in its staff publication:
By what standard will sexual harassment be judged in the World Bank Group?
In a multicultural environment like the Bank, one must be sensitive to cultural
misunderstandings or differences of opinion based on differences of culture.
But cultural differences cannot be used as an excuse for sexually harassing behavior.
While sexual harassment is seen from the perspective of the victim, the standard for
judging sexual harassment is not a purely subjective one. Formal judgement on
whether conduct constitutes sexual harassment will be based on a determination of
the impact of the behavior on a reasonable person of the same gender as the victim
in the multicultural environment of the Bank Group. This means that the conduct
will need to be assessed in light of the facts and circumstances in which it occurs,
the reaction of the victim and the particular sensitivities required in the Bank Group
work environment. As a practical matter, once the recipient of the conduct has
clearly indicated to the perpetrator that the conduct is offensive and disruptive, the
perpetrator should stop the behavior even if there may be others who would not
react the same way as the victim. (The World Bank, 1994)
The Bank's booklet, recognizing the inherent sensitivity of reportage when an
offense of a sexual nature is concerned, also lists some nine sources of assistance, including the
employee's manager, the manager's manager, the personnel team, local harassment advisors
(volunteers trained to provide service in these cases), the Ethics Office in the Personnel
Management Department, the Staff Counselling Service in Health Services, the Ombudsman, a
security officer and the staff association.
FAO's procedures urge an initial effort to settle cases informally "through mediation
between the parties involved and by providing advice and counsel on a strictly confidential basis,"
but they naturally provide for more formal channels where needed. Both FAO and the World
Bank emphasize prevention in the first instance, however, by stressing the key role that must be
played by supervisors and managers in creating a work environment free of sexual harassment.
For example, the Bank charges managers with "establishing a tone" for a healthy environment by:
- setting a good example-avoiding even the appearance of improper conduct;
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- being aware of what is happening in the work unit-noticing when someone is
uncomfortable, watching for inappropriate exchanges and/or displays and
changes in behavior such as reduced efficiency and productivity, increased
absences, anxiety or depression;
- being informed-knowing how to deal with sexual harassment and understanding
the complaint procedure;
- being vigilant-letting others know quickly when their behavior is offensive,
ensuring their own behavior is not bothersome, making sure offensive pictures,
posters or signs are not displayed in the work area;
- being willing to consult and seek help from those who have more expertise
in this area; and
- acting quickly and effectively if a sexual harassment problem occurs.
Managers at all levels, at headquarters and infield offices, are expected to
communicate clearly andfrequently to their staff that there is a World Bank
Group policy against sexual harassment, that it is taken very seriously, and that
the Bank is prepared to take disciplinary action-up to and including termination
of employment-against individuals who violate the policy. (The World Bank, 1994)
Also included in Part B is an article that appeared in NewSplash, ICLARM's employee
newsletter, as well as an all-staff bulletin issued by a Vice President of the World Bank. These are
examples of useful ways to ensure that the institutional policy is well known and understood by
staff at all levels and to emphasize that the policy has management's full and attentive support.
With respect to consequences, the CIFOR example puts emphasis on conciliation that is,
to be sure, the desired outcome in all cases. IDRC's policy, however, spells out clearly several
levels of disciplinary action, including "a verbal warning, the placement of a record of the offense
on the personal file of the offender, suspension" and, ultimately, "dismissal." This specificity,
which is usual in the general grievance procedures of many institutions, makes clear the
seriousness of sexual harassment offenses and their significance for the institution.
A model workshop is included in Part B-4. Some form of training in this regard is an
important component of a discrimination-free workplace, if for no other reason than that an
understanding of the issue of sexual harassment creates a solid platform for the informal
resolution of instances of offense before they become serious.
A useful procedure relevant to the systematic review of the effectiveness of a sexual
harassment policy appears in the FAO document that stipulates: "the Supervisor concerned will
carry out a follow-up enquiry with staff members who have lodged a complaint concerning sexual
7


harassment after a reasonable period of time (normally 6 months) has elapsed from the time when
the case was decided upon, regardless of the outcome. The enquiry will be made for the purpose
of ascertaining that the complainant has not been the object of retaliation or threat of retaliation
by the offender, alleged offender or any staff member in the work place." (FAO, 1996)
Additionally, however, a periodic survey, possibly embedded in a review of other staff attitudes
and concerns, would likely yield information as to the degree the workplace is harassment-free.
As is the case with any element of a code of conduct, clear evidence that top management
takes compliance seriously is a sine qua non of its successful permeation of the organization. In
the case of sexual harassment, explicit support of a policy of non-toleration is essential. The
participation of the Director General in IFPRI's training workshop has been an effective way to
demonstrate support, as have the actions represented by the sample communications in Part B-3.
5. Status in the centers
A September 1996 survey of the CGIAR centers indicated that just nine currently have
policies regarding sexual harassment. Seven of the respondents thus have not yet incorporated
such a policy in their personnel manuals, although three of these have a policy in draft. Of the
nine existing policies, four refer to sexual harassment briefly in a general code of conduct; five are
more detailed, sometimes appearing in a separate section of the personnel manual, sometimes as
part of a code of conduct.
Only a few centers have adopted procedures for the review of grievances stemming from
harassment that include most of the points under deterrence element 2 described above. For the
most part, a complainant is referred to the standard grievance procedures. The policies and
procedures of ISNAR, CIFOR, IDRC and FAO in Part B-2 are illustrative of procedures
specifically adapted to the sensitivities of sexual harassment cases.
Just one center, IFPRI, has undertaken any formal training on the issue. The Institute's
Head of Human Resources and Administration conducts a seminar (see syllabus in B-4) of some
two hours duration that is mandatory for all employees and is repeated twice a year. The seminar,
involving a video, question and answer sessions and small group discussions, is ordinarily
introduced by the Director General. Reports are that staff at IFPRI have gained a greater
awareness of how the same situation can be viewed differently by persons of different cultures and
have learned to modify their behavior accordingly.
The findings of the survey are reported on the following page. In addition to questions
about policy, procedures and training, however, respondents were asked to indicate whether or
not sexual harassment had been an issue at their center. Few reported official complaints that had
proceeded through formal grievance procedures, but five described instances of harassment that
had been resolved, with varying degrees of success, unofficially. At least five reported a
knowledge of unresolved situations
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Sexual Harassment Survey - September 1996
Policy
Center           Yes/No   Type 1   Type 2    Grievance Procedure    Training
CIAT               No*                             General             No
CIFOR              Yes                 X            Specific           No
CIMMYT             Yes        X                     Specific           No
CIP                No                              General             No
ICARDA             No                              General             No
ICLARM             Yes                 X           Specific            No
ICRAF              Yes                 X           Specific            No
ICRISAT            No                              General             No
IFPRI              Yes                 X           Specific            Yes
IIMI               No                              General             No
HTA                No                              General             No
ILRI               Yes        X                    General             No
IPGRI              Yes        X                    General             No
IRRI               Yes        X                    General             No
ISNAR              Yes                 X            Specific           No
WARDA              No                               General            No
* A policy is scheduled to go before the Board of Trustees in November.
Key: - Type 1 indicates that a brief mention of sexual harassment is included in a general code of
conduct;
- Type 2 indicates the presence of a more detailed policy, sometimes in a separate section,
sometimes as part of a code of conduct.
- Where a grievance procedure is noted as "specific," its terms refer to sexual harassment
per se; in other cases, a general grievance procedure would apply to a harassment case.
9


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Part B - Tools to deter sexual harassment
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1. Examples of sexually harassing behavior
The following examples help to define sexual harassment in the workplace. It is always
important to remember that, what may not be offensive to one person may seriously offend
another, particularly one of a different age, from a different culture or in a more vulnerable
position in the workplace. It is also important to note that harassment may be perpetrated by a
man of a woman, by a woman of a man, by persons of the same sex, by a supervisor of a
subordinate, by a subordinate of a supervisor or by peer colleagues. It may also be perpetrated
upon center employees by a visiting consultant or a collaborator.
1.1 A group of international stafl all good friends, gathered over coffee on Monday mornings to
discuss their weekend activities. Not infrequently, one or another of the mixed gender group
would describe sexual exploits in full voice, amidst much laughing and joking from his colleagues.
Several of the IRS women eventually ceased their participation in the gathering. Young assistants
in the office, unaccustomed to such open talk, made it a habit to leave their desks while the group
was assembled.
1.2 A visiting consultant persisted in asking an employee for a date, despite repeated, polite
refusals. The employee experienced the same offense when working with a collaborator during a
lengthy field trip.
1.3 A particularly well endowed woman on the staff was the frequent object of comments about
her anatomy. Some of the remarks were made to her directly; others were directed elsewhere but
in a voice loud enough to command her attention as well as that of many others in the office.
The comments were occasionally non-verbal, that is, a colleague would make a sexually explicit
gesture clearly directed at her.
1.4 A female staff member hung a calendar in her office that included large pictures of handsome,
but scantily dressed men. She made a great joke of this as a counterbalance to the more common
calendars of women similarly unclad. However, her assistant, a young man from a conservative
society, found it necessary to avert his eyes whenever he entered her office.
1.5 A staff member, addicted to his computer, had a habit of incorporating sexually explicit
messages and/or jokes in most of his inter-office e-mail. Occasionally these were sent
anonymously to some of the prettier young women on the staff.
1.6 One supervisor had a constant habit of touching the women who worked with him.
Sometimes he would pat them on the buttocks as he walked by; at other times, he would stroke
their arms. On several occasions, his hand would "inadvertently" touch their breasts. These
gestures were always accompanied by a friendly, good-natured smile. They were particularly
offensive, however, to the nationally-recruited women from a society that carefully circumscribes
physical contact between males and females.
12


1.7 In interviewing candidates for a lab assistant's position, a scientist made it clear by subtle
comments that the position would require extra-curricular activity of a sexual nature on the part
of the employee, particularly when they were both in travel status.
1.8 A colleague of the scientist made similar suggestions to his already employed assistant.
When she did not respond as he wished, he began to assign her the less desirable tasks and denied
her request to attend a program of training appropriately related to her work. When she
protested, he wrote a negative performance evaluation that resulted in denial of a raise in that
year.
1.9 A newly recruited international staff woman met with a senior administrative official to
discuss her assigned housing and automobile. She received a clear indication that her cooperation
in outside social activities could bring about a generously upgraded result in both areas.
(It should be noted that, in cases 1. 7, 1.8 and 1.9, sexual harassment occurred when the initial
suggestion was made, whether or not the position was denied or the other retributive action
taken by the person in authority.)
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2. Sample policies and grievance procedures
ISNAR
ISNAR embeds its policy on sexual harassment within its general code of conduct but
covers the issue with specificity. The code includes a prohibition against other forms of
harassment and includes procedures adapted to such behavioral matters.
Article 9.16 - Standards of conduct and behavior
1. ISNAR requires all staff members to conduct themselves in a manner that will foster and
preserve ISNAR's high standard professional image. They are expected to treat other staff
members, as well as all other persons with whom they come into contact on ISNAR business,
with courtesy, respect, equality, and cultural sensitivity. ISNAR strictly prohibits any kind of
prejudicial behavior or harassment on the grounds of sex, race, ethnic origin, religion, health or
age.
2. All staff members should be able to enjoy a work environment free from all forms of
harassment on the grounds of race, color, religion, sex, ethnic origin, political affiliation, sexual
orientation, age or marital status in all aspects of ISNAR's personnel policies and practices.
ISNAR's policies in this regard include but are not limited to promotion and transfer, recruitment
and recruitment advertising, redundancy, training and development, and rates of pay and other
forms of compensation. Every effort will be made to ensure that management and staff act
responsively and sensitively to the cultural diversity among ISNAR staff, provided that it does not
contradict ISNAR's policies and staff regulations.
3. ISNAR prohibits action or conduct by any staff member that could reasonably be viewed as
sexual harassment. Sexual harassment is unwelcome verbal or physical conduct of a sexual
nature, which causes personal offense, and the abuse of the authority conferred on staff members
by their position or the use of pressure to obtain favors of a sexual nature. This includes, but is
not limited to, a word, gesture, attitude or behavior by a hierarchical superior with a view to
compelling another staff member to respond to a solicitation of a sexual nature.
4. If a complaint regarding prejudiced behavior or harassment cannot be resolved informally, such
complaint (oral or written), against other staff members or any other person with whom staff
members come into contact on ISNAR business, should be promptly brought to the attention of
the Director, Administrative Services, or if so preferred, to the Personnel Assistant, who will
endeavor to investigate all such complaints in a manner that is equitable to all involved parties.
The Director, Administrative Services, will report his/her findings to the Director General, who
will decide on the appropriate remedial and/or disciplinary action. The complainant may submit a
formal complaint, in writing, directly to the Director, Administrative Services. The formal
complaint should include a statement of the alleged wrongful action and injury causes, the name
of the person(s) involved and all pertinent facts (documented, if possible). The Director,
14


Administrative Services, will conduct a prompt and confidential investigation of all such
complaints. All of the facts related to a reported incident will be carefully examined in an
objective manner to determine whether the incident does indeed represent a breach of ISNAR
policy.
The investigation will include interviews with involved parties, as well as with possible witnesses
to the incident or other related incidents in an effort to obtain a balanced representation of the
facts pertaining to the alleged incident. All information received regarding the facts and
circumstances, as well as actions taken, will be documented and will be treated with the utmost
confidentiality. During the investigation process, the rights of both the complainant(s) and the
defendant will be protected as far as is practicable. To this end, any staff member interviewed in
connection with the incident will be requested to keep confidential the contents of the interview.
5. In the event that a breach of ISNAR policy on standards of conduct and behavior is
established, the disciplinary measures taken in accordance with Section 10 of the staff regulations
may include an oral or written warning, suspension from duty with or without pay, or termination
of contract. A staff member may be suspended from duty with pay, without prejudice, pending
investigation of a charge. There will be no recriminatory action against any complainant or any
person who has participated in or provided information pertaining to the investigation. However,
a pattern of claims made in bad faith may warrant disciplinary action.
6. A staff member who believes that a disciplinary action is unfair may take advantage of
ISNAR's grievance procedure (see staff regulations Section 16). ISNAR trusts that all its staff
will continue to act responsibly in maintaining a pleasant working environment free of all forms of
discrimination. Staff members are encouraged to raise questions they may have regarding any of
the points above with the Director, Administrative Services.
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CIFOR
CIFOR has optedfor a separate and very detailed policy with respect to sexual
harassment. The policy includes a clear definition of what constitutes such harassment and
specifc procedures relative to a complaint in this area. In CIFOR's case, emphasis is placed on
resolution through conciliation, but there is clear access to more formal grievance procedures
should they become necessary.
3.4    Sexual harassment
All staff in the Center have the right to be treated fairly and with respect. Accordingly, CIFOR
prohibits action or conduct by any staff member which could reasonably be considered as sexual
harassment.
Sexual harassment can include a wide range of behaviour of a sexual nature which causes another
person distress. The distress caused by it may be intentional or unintentional. Sexual harassment
is unwanted, unsolicited and unreciprocated conduct of a sexual nature and may be just one
incident or a series of incidents. Men and women can be subjected to sexual harassment from
either a person of the same or the opposite sex. Harassment may be:
- coercive sexual behaviour used to control, influence or affect the career or job of another
person;
- co-workers and subordinates submitting a colleague or a superior to humiliation or offensive
behaviour on the basis of the person's sex or sexuality.
Sexual harassment may take the following forms:
- the display of sexist or sex-oriented material which causes offense; this could include posters,
calendars and even works of art which would be inappropriate when displayed in the work place;
- sexually-oriented kidding, innuendo, jokes or verbal abuse;
- non-verbal acts like leering or sexual gestures;
- repeated questioning about aspects of a person's private life;
- exertion of pressure or requests for sexual favors with implied or overt promises of preferential
treatment, or threats concerning an individual's employment status;
- physical contact such as patting, pinching or touching, hugging and brushing against another
person's body;
16


- sexual assault or rape.
Not surprisingly, aspects of behaviour can be seen quite differently by different individuals. What
one person may accept as reasonable, another person could find offensive. Courtesy and common
sense should prevail in the working environment.
The elimination of sexual harassment from the workplace is particularly important because of the
seriousness and sensitivity with which such a threatening situation is viewed by individuals. A
person subjected to sexual harassment may believe that there is little choice but to leave a stressful
work situation at great cost to his/her own employment or career.
The consequences of sexual harassment can range from actual or possible disadvantage to an
individual's opportunities in appointment, promotion or transfer; lack of self-esteem or confidence
in carrying out tasks, to poor performance in regard to work output. Sexual harassment can also
create an intimidating, hostile environment where people other than the victim may also suffer.
3.5   Reporting sexual harassment concerns
Any staff member or applicant who feels he/she has been sexually harassed by CIFOR staff should
report his/her complaint to either the Human Resources Officer or the Director of Administration
and Finance. Should any CIFOR staff member or applicant for appointment feel that he/she has
been harassed by non-CIFOR staff (such as a client, collaborator, or service provider) while
conducting CIFOR business, the staff member or applicant should report the complaint to either
the Human Resources Officer or the Director of Administration and Finance.
3.6   Investigation of sexual harassment complaints
Complaints of sexual harassment will be examined promptly and confidentially. If a complaint
about sexual harassment is received, the Human Resources Officer or the Director of
Administration and Finance will:
I) hear out the complaint;
ii) counsel the complainant not to discuss the situation with others in the work place;
iii) maintain confidentiality concerning the complaint;
iv) take all reasonable action to ensure that the complaint does not become an item of office
gossip in order to prevent the victimization of the complainant or the possibility of legal action
for defamation;
v) hear out the alleged offender; and
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vi) conduct appropriate counseling or conciliation.
The emphasis in resolution of sexual harassment cases should be conciliation.
The aim of conciliation is to enable both parties to understand each other, and to reach a mutually
agreeable settlement of the matter without lodging a formal complaint. For example, the person
about whom a complaint has been made might agree to apologize for any distress his/her
behaviour has caused, whether intended or not, and to avoid giving offense in the future. This
type of approach can put future working relationships on a proper basis by clarifying what is
regarded as acceptable behaviour. There is no need to label the person complained of as a "sexual
harasser"; indeed he/she may not have intended to harass, even if the behaviour has been
perceived as harassment.
The investigation by either the Human Resources Officer or the Director of Administration and
Finance will be conducted in a confidential manner, in order to protect the rights of both the
complainant and the alleged harasser. No retaliation will be allowed against a complainant; no
defamation will be allowed against an alleged harasser. All persons interviewed during the
investigation will be informed that they are required to keep the nature of the interview, and the
fact that it has occurred, strictly confidential. Any staff member who believes that he/she was
unjustly treated as a result of the investigation, may take advantage of CIFOR's grievance process
to seek resolution of his/her concern (see 4.0 Grievance Procedure).
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IDRC
IDRC's policy, again, appears in a separate statement. It is particularly detailed in its
grievance procedure that is specific to the issue of sexual harassment and in defining
disciplinary measures. Of note, it outlines multiple channels through which an employee may
report a complaint.
4.34 POLICY ON SEXUAL HARASSMENT
(a) Definition of Sexual Harassment
Sexual harassment is comprised of offensive sexual comments, gestures or physical contact that
may be deemed objectionable or offensive, either on a one-time basis or in a continuous series of
incidents, at or away from the usual workplace. Generally, sexual harassment is behavior of a
sexual nature that is deliberate and unsolicited. Sexual harassment is one-sided and both males
and females can be victims of it.
(b) Policy
It is the policy of the International Development Research Centre that its employees can expect to
be treated fairly in the workplace in an environment free of sexual harassment. Any behaviour
that denies individuals their dignity is offensive, embarrassing, humiliating and will not be
tolerated. Harassment of another employee in the carrying out of Centre duties constitutes a
disciplinary infraction and will be dealt with severely. All complaints of sexual harassment will be
responded to immediately and, if founded, remedied without delay.
c) Implementation of the Policy
Both Management and employees must be aware of the sensitivity and confidentiality of any
complaint made. Therefore, all persons dealing with a complaint of sexual harassment must be
cognizant of the seriousness of such a charge and be sensitive to the dignity and self-respect of all
persons involved. To ensure the consistent and vigorous implementation of the policy, the
Director of Human Resources and the Secretary and General Counsel are named as "designated
authorities."
Where both of these positions are occupied by persons of the same sex, the President shall also
name a senior staff member of the opposite sex as a "designated authority." This latter
appointment will be for a one-year renewable term and will be announced to all Centre staff The
role of the designated authorities is set out in ii), iii), and iv) below.
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(I) The Responsibility of the Employee
Employees have the responsibility to take assertive action should they feel they are being
subjected to sexual harassment, regardless of who the alleged offender is or the nature of
the harassment. The practical steps to follow are:
- make the disapproval and/or unease known to the offender immediately;
- if the conduct of the offender is deemed serious by the employee, the incident should
be reported to either his/her responsible Officer, director or one of the designated
authorities. (At this stage, the employee may seek the assistance of a colleague in
reporting the incident to either his/her supervisor, director or one of the designated
authorities);
- if there is more than one incident, the employee should keep a written record of
dates, time, and nature of the behaviour and witnesses to it, if any.
(ii)   The Responsibility of Management
The primary responsibility for investigating the complaint lies with the responsible Officer
except in a case where this person is the alleged offender. In the latter case, the
designated authority has the primary responsibility for the investigation. Where a
supervisor has received a complaint about sexual harassment, he or she must report it by
confidential memo to the responsible Officer and/or one of the designated authorities.
Where the responsible Officer has received the complaint, he or she must report it to one
of the designated authorities. Where one of the designated authorities has received a
complaint, he or she must report it to the responsible Officer. Since failure to act could be
interpreted as condoning the prohibited behaviour, all those involved must act promptly.
(iii)  Investigative Procedure
The individual primarily responsible for investigation must adhere to the following steps:
- both the complainant and the alleged offender must be interviewed as soon as possible;
- all witnesses must be interviewed;
- the investigation must be documented accurately and completely;
- all parties including the designated authority must be advised of the proposed action;
- in cases where the responsible Officer has the primary responsibility for investigating the
complaint, either the complainant or the alleged offender may ask for the designated
20


authorities to review and modify, if necessary, the action proposed by the responsible
Officer.
iv) Disciplinary Measures
In those cases in which the offender is found to have committed sexual harassment, one of
the following measures will be taken;
- a verbal warning;
- the placement of a record of the offense on the personal file of the offender;
- suspension;
- dismissal.
v)    Review by the President
The complainant may, at the conclusion of the investigation, ask the President to review
the case and take further action if warranted.
(d)   Other Course of Action
It should be noted that the option of proceeding to the Canadian Human Rights Commission is an
option that is always available to the employee.
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FAO
FAO has also chosen to promulgate its policy on sexual harassment in a separate
document with an extensive definition of the issue. Of interest is FAO's detailed outline of
informal resolution, with emphasis on mediation, as well as formal. FAO also requires afollow-
up enquiry six months after closure to ensure that none of the persons involved have experienced
retaliation.
POLICY ON PREVENTION OF SEXUAL HARASSMENT
Staff members are informed that the Director-General, in line with the decisions taken by
the Administrative Committee on Coordination (ACC), has approved a policy on prevention of
sexual harassment in FAO and also a procedure for dealing with complaints of sexual harassment.
The policy and the procedures in question are set out herebelow in Part I and II
respectively.
1. POLICY ON THE PREVENTION OF SEXUAL HARASSMENT
The Staff Regulations and Rules of FAO require the highest standards of integrity from
staff members. The Organization thus has the duty to ensure that its staff is treated, and treats
one another, with dignity and respect, free from abuse or harassment.
The Organization will not tolerate any type of harassment, particularly sexual harassment,
within the work place or associated with the work performed on behalf of the Organization.
All allegations of sexual harassment will be fully, fairly and promptly investigated and dealt
with in a confidential manner. Any retaliation or threat of retaliation against individuals making
formal or informal sexual harassment complaints or assisting in the investigation or complaints
will be considered as a violation of standards of conduct and will result in disciplinary action.
What is sexual harassment
Sexual harassment is any unwelcome sexual advance, request for sexual favor, or other
verbal or physical conduct of a sexual nature, when it interferes with work, is made a condition of
employment, or creates an intimidating, hostile or offensive environment. In all cases it refers to
conduct that is not welcomed by the recipient.
When behaviour of this kind is engaged in by any official who is in a position to influence
career or employment conditions (including hiring, assignment, contract renewal, performance
evaluation or promotion) of the recipient, it also constitutes an abuse of power.
22


Sexual harassment can occur regardless of whether the harasser considers the behaviour to
be offensive or not. Sexual harassment is distinguished from other forms of mutual contact by its
unwelcome, unreciprocated and coercive nature. Conduct becomes sexual harassment when it is
forced upon a recipient against his/her will and, even though the recipient makes it clear to the
harasser that he/she does not approve of the behaviour, the harasser still persists.
Mutually acceptable social behaviour is not sexual harassment regardless of the
employment relationship.
The Role of Supervisors and Managers
Creating a work environment which is free of sexual harassment is every staff member's
responsibility. Supervisors and managers can play a key role in this effort by ensuring that any
incident of unacceptable behaviour, including sexual harassment and intimidation, is promptly
dealt with and corrective action taken.
Managers and supervisors bear added responsibility in the process (a) by their example,
(b) by clearly communicating to all their staff the policy outlined in this statement, c) by
enhancing a positive working environment in which sexual harassment does not occur, and (d) by
ensuring prompt attention to the adherence to the policy.
II. PROCEDURES FOR DEALING WITH SEXUAL HARASSMENT
The cardinal rule for dealing with unwelcome behaviour is to discourage it at an early
stage. Staff members should make it clear to the offender that his/her behaviour is unwelcome,
that it is offensive and that it should immediately cease.
In the event that the offensive behaviour does not cease after its being discouraged or if
the aggrieved staff member is not comfortable in handling the situation on his/her own, the
following informal and formal means of resolving the problem are available.
The Informal Approach
The informal approach is intended to resolve a complaint of sexual harassment through
mediation between the parties involved and by providing advice and counsel on a strictly
confidential basis.
Aggrieved staff members may seek advice and help from a Personnel Officer or from a
senior staff member who can advise them and who may be able to discuss the matter discreetly
with them and the offender with a view to achieving an informal resolution of the problem.
23


When posted at Headquarters, staff members may approach a senior member of their
division or office or Personnel Division (AFP). They may also contact the designated officer in
the Medical Service, AFPM, for information, informal guidance and counseling.
Staff members in duty stations outside Headquarters may seek advice from a senior staff
member in the field office/project concerned. They may alternatively contact a Personnel Officer
at Headquarters or the designated officer in the Medical Service in writing or by telephone. The
Officer will explain the FAO policy and suggest ways for the staff member to deal with the
situation. If necessary, the officer contacted will, in consultation with the complainant, nominate a
member of the FAO management in the field office or, if there is a perceived conflict of interest, a
senior manager from one of the UN agencies represented at the field level to review the matter
and approach the alleged offender on a strictly confidential basis to resolve the situation.
The Formal Approach
Staff members are encouraged to use informal means in order to resolve problems.
However, where such informal means are not appropriate, cases may be pursued through more
formal channels.
Formal complaints will be dealt with rapidly, in the strictest of confidence, and where
warranted, appropriate disciplinary action will be taken.
1.     Lodging a Complaint
The aggrieved staff member should address the complaint on a strictly confidential
basis, to the Chief, AFPE.
The complaint should describe the specific offensive act or acts, the time,
location and circumstances under which they took place, and any other
information relevant to the case. The complaint should also specify whether
and in which circumstances the staff member made it clear to the alleged
offender that his/her behaviour was unwelcome.
The complaint should identify the alleged offender as well as any witness to the
act(s) or anyone else to whom the incident might have been mentioned. The
complaint must be signed and dated by the staff member.
2.    A copy of the complaint will be forwarded by the Chief, AFPE to the alleged
offender who will be given the right to respond in writing to the allegations within
a specified time.
3.    On the basis of the information received, the Chief, AFPE will review the matter
and decide whether to:
24


(a)   Recommend to the Director, AFP that the matter be closed.
(b)   Initiate disciplinary proceedings in accordance with Manual para. 330.32;
the matter will thereafter be dealt with in accordance with the provisions set
out under Manual Section 330.
(c)   Refer the matter to the Investigation Panel.
(d)   The complainant and the alleged offender will receive a copy of the Chief's
AFPE recommendation.
(e)   In cases where the complainant does not agree on the recommendation that
the matter be closed, he/she may request that if be referred to the
Investigation Panel. The Chief, AFPE will take action on such a request.
4.    (a)   The Investigation Panel will be comprised of three staff members appointed
by the Director-General after consultation with Staff Representatives.
Members will be appointed for two year terms and will serve in their
personal capacity. AFP will provide the Secretariat for the Panel.
(b)   The Panel will conduct the investigation and fact-finding which normally
will
include interviews with the complainant, the alleged offender, any witnesses
and others who could be able to provide relevant information. It will assess
the reliability of the source or sources of information and the evidence
submitted.
(c)   In cases of alleged sexual harassment in duty stations outside Headquarters,
the Investigation Panel will select one member of the panel to conduct the
investigation together with two designated staff members assigned to the
field
duty station. Cases involving senior management in the field will be dealt
with by the Investigation Panel which may select one of its members to
personally carry out a fact-finding mission.
(d)  The Panel will submit a written report on its findings to the Director, AFP,
normally no later than one month from receipt of the complaint.
(e)   The Director, AFP, may decide to close the case if the facts established by
the investigation do not indicate that misconduct has occurred. The
complainant and the alleged offender will be informed of the decision and
receive a copy of the findings of the Investigation Panel.
25


(f)  If the facts appear to indicate that misconduct has occurred, the Director,
AFP, will transmit the findings of the Panel to the alleged offender together
with his/her recommendation on the proposed disciplinary action. The
alleged offender will be given the opportunity to submit comments within
five working days.
(g)   The Director, AFP, will then submit the Report of the Investigation Panel
and the comments of the alleged offender together with his/her
recommendation to the officer authorized to impose disciplinary measures
(Manual para. 330.14 refers) for decision.
5.    Follow-up action after complaints
The Chief, AFPE or, on his/her recommendation, the Supervisor concerned will
carry out a follow-up enquiry with staff members who have lodged a complaint
concerning sexual harassment after a reasonable period of time (normally 6
months) has elapsed from the time when the case was decided upon, regardless of
the outcome. The enquiry will be made for the purpose of ascertaining that the
complainant has not been the object of retaliation or threat of retaliation by the
offender, alleged offender or any staff member in the work place.
Khalid Mehboob
Assistant Director-General
Administration and Finance Department
26


3. Sample communications from senior management
Two examples follow to demonstrate ways in which senior management can
contribute to an understanding of sexual harassment in the workplace and can make
clear to staff management's determination to prevent its occurrence and ensure an
equitable, non-discriminatory work environment. The first is an article that appeared in
the ICLARM staff newsletter, authored by the Associate Director General/Corporate
Services; the second a notice distributed to World Bank staff by the Bank's Vice
President, Management and Personnel Services.
27


SEXUAL HARASSMENT
by Susan Bonetto
In my overseas travel and work experiences, I have come to realize that sexual
harassment, though shown in different forms, crosses all cultures and nations. Inside
the US, the law requires that employees must be extremely careful about their work
behaviors and conversations so that they do not intentionally or unintentionally create
an intimidating or uncomfortable working environment for colleagues of the other (or
same) sex.
I believe that in ICLARM, whether in the Philippines, Bangladesh, Malawi or Solomons,
we must behave in the same way.
There are generally two broad categories of sexual harassment. One is intentional
harassment, whereby one staff member, due to a perceived or actual position of power
or influence, creates an uncomfortable situation for another. Examples might be
making jokes at other's expense, demanding or encouraging sexual activities or
relationships. A more benign seeming but equally concerning type of harassment is
the unintentional 'meant in fun' behaviors such as sexual jokes, pictures or
conversations amongst staff. Examples might include pictures in the office of scantily
clad or nude people, jokes about one's looks, sexual preferences or activities and other
personal or private matters being discussed or joked about openly.
It is correct to say that not everyone objects to these sorts of activities. But it is also
possible and likely that not everyone enjoys these things. And, the bottom line is they
HAVE NO PLACE in our WORKPLACE!
ICLARM believes in and supports a harassment-free workplace. While we encourage
fun in our work, we must be aware of the limits of what type of 'fun' is acceptable in the
workplace. Supervisors or others in positions of authority must refrain from inviting
staff out on what may be considered 'dates'. If you consider this situation, a staff
member who is asked out by his/her supervisor may feel obliged to say 'yes,' feeling
that their work situation could be threatened if they fail to do as requested. All staff
members must refrain from sexual topics in their casual, at work discussions and jokes.
We should not discuss our own or other's sexual activities nor make related jokes. And
it is important to note that these guidelines apply to all work related activities including
work lunches, parties and outings.
By the standards which I have outlined here, we are not 'sexual harassment free' at
ICLARM. It is possible (we prove it everyday) to enjoy a work environment in which we
visit, discuss and even joke about a number of topics which are unrelated to sex. With
this in mind I hope everyone will assist ICLARM in maintaining its workplace values by
acting in accordance with the beliefs described in this article.
From: NewSplash, ICLARM, August 1996
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For Your Information
FYI/94/020
September 15, 1994
ERADICATING HARASSMENT IN THE WORLD BANK GROUP
The World Bank Group recognizes the right of every staff member to be treated
with dignity and respect and to work in an atmosphere free of harassment and
intimidation. A harassment-free environment is essential to our effectiveness as an
institution and to maintaining staff morale. It is totally unacceptable for any staff
member to be subjected to harassment. Staff members can expect harassment
complaints to be taken seriously and dealt with promptly.
To achieve a workplace free of harassment, our conduct should ensure an
atmosphere which is positive, productive and motivating, and in which staff members
feel their talents and skills are well-utilized. The Bank's multicultural staff adds a
special challenge because behavior that might be regarded as harmless or acceptable
in one culture may give embarrassment or offense in another. All of us should be
sensitive to the effect of our words and actions on others. We should not take it for
granted that our cultural norms and values are understood and shared by our
colleagues.
Harassment is speech or conduct which unreasonably interferes with work or
creates an intimidating, hostile or offensive work environment, whether on the basis of
race, religion, color, gender, sexual orientation, national origin or other like factors. It
will be subject to sanctions as are other types of misconduct. Harassing behavior by a
person in a position to influence the recipient's career or employment conditions is also
abuse of authority.
One form of harassment, sexual harassment, is of particular concern. Sexual
harassment is any unwelcome sexual advance, request for sexual favor, or other
verbal, non-verbal or physical conduct of a sexual nature, which unreasonably
interferes with work, is made a condition of employment, or creates an intimidating,
hostile or offensive environment. In the 1993 Attitude Survey more than 10 percent of
our staff--1 8 percent of our women staff--indicated that they had experienced such
harassment in the past two years.
We are placing a strong emphasis on preventing sexual harassment, through
better training and guidance on behavior to be avoided and by raising general
awareness f offensive behavior in the workplace. Managers at headqLarters and in
field offices must take all necessary action to eradicate sexual harassment. They must
29


communicate clearly to staff that sexual harassment will not be tolerated, and that the
Bank will take firm disciplinary action against individuals who engage in such
harassment.
We are establishing an education and training program to ensure that the Bank's
policy on sexual harassment is well understood and to provide advice and guidance
when sexual harassment occurs. You will separately receive a booklet which provides
details about what to do if sexual harassment occurs. Thereafter, the booklet and a
copy of this notice will be included in all orientation packages for new staff.
The Bank will continue to provide channels through which individuals who feel
they have been or are being sexually harassed can seek advice and assistance or
register a complaint and is expanding those channels to include volunteers as advisers
on harassment; these channels are described in the booklet. Anyone attempting
retribution against an individual who has reported sexual harassment, or a witness in a
sexual harassment investigation, or an advocate, will be subject to disciplinary
measures.
Our concern about sexual harassment does not imply tolerance for other forms
of harassment. All Bank staff are responsible for fostering a productive workplace free
from harassment in which the dignity of each individual is fully respected to enable the
Bank and its staff to operate at their full potential.
S. Shahid Husain
Vice President
Management and Personnel Services
30


4. Training workshop syllabus
A workshop, developed and presented twice annually by the Head, Human Resources and
Administration, IFPRI, is presented on the following pages. It is designed to be facilitated by
any center officer, not necessarily one who is especially knowledgeable about sexual harassment
in the workplace, although the facilitator must be a person who has credibility with respect to
this issue. It is suitable for all staff levels and can be offered to groups ranging in size from 6 to
20 participants.
The workshop requires about two hours to complete. However, not all sections need to
be used as presented The parts can be adapted and others added in order to tailor the program
to the needs of individual centers, but the full two hours are necessary if the facilitator plans to
show a video. Since it is a good idea to vary the format between large and small group
discussions, it is important to plan time for reporting back when the latter form is used The use
of lecture or video alone is not appropriate.
The scenarios presented in Part B-1 might make an effective addition to the program,
used as the basis for small or large group discussion or for a role playing exercise.
The facilitator should gather or prepare in advance:
- large index cards
- photocopies of the center 's policy
- photocopies offorms proposed in parts 4, 10, 15 and 17
-flip chart
- masking tape
- VCR and video (optional)
- pens
- magic marker
In the following pages, the facilitator 's instructions appear in italics. Exercises and
material to be included in presentations appear in regular type. The facilitator should
familiarize herselffhimself with the presentation material and communicate the content in
her/his own words.
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TRAINING WORKSHOP ON SEXUAL HARASSMENT
Part 1: INTRODUCTION
It would be ideal for the Director General or another person in an executive management
position to introduce the workshop. By doing so, the center is affirming its values and
commitment to a gender-friendly workplace. This commitment is also affirmed by the active
participation of other key personnel within the center.
Part 2: PRESENTATION AND DISCUSSION (Workshop goals)
Distribute copies of your center's policy on sexual harassment and ask participants to tell you
voluntarily what they would like to get out of the workshop. After you have heardfrom a
sufficient number of staff tell them the goals the center has set. You can refer to the points
noted below.
You may wish to build on this exercise by asking participants what they hope this workshop will
not become. For example, the workshop should not be an opportunity to discuss the issues of
specific individuals in a large group context.
ORGANIZATIONAL GOALS
This workshop is a tool to begin to address the topic of sexual harassment in the center with a
broad cross-section of staff It is designed with several goals in mind:
1. The first goal is to provide a vehicle to discuss a difficult topic in a professional and
sensitive manner. By discussing the topic forthrightly, the center can reduce some of
the emotionalism associated with it.
2. The second goal is to create an instrument that will serve as a basis for additional work
on sexual harassment in the center. To this end, the training program includes both
problem identification and problem solving components.
3. The third goal is to provide an opportunity to learn how staff view different
communications and encounters with each other.
4. The fourth goal is to provide management with a way to learn about staff perceptions
of what is actually happening at the center from a sexual harassment perspective.
32


Part 3: EXERCISE (Why address the topic)
Ask the entire working group to suggest reasons why the center should address the topic of
sexual harassment. You could go around the room and ask each participant to suggest a reason.
Another option is to distribute large index cards and ask participants to submit their confidential
reason(s) in writing to you. You, or another person, should write each of the reasons on a flip
chart.
Some possible reasons include:
- to promote a gender-friendly workplace
- to promote increased communication
- to reduce barriers that prevent stafffrom reaching full productivity,
career potential and job satisfaction
- to reduce misunderstandings that arise because of cultural differences
- to clarify the center's policies
- to increase understanding of sexual harassment and how it impacts
individuals and the workplace
- to give staff tools to use if they feel harassed
- to help staff be aware of the impact of their own behavior
- to provide a vehicle to surface problems and identify solutions
- to clarify center norms and values
- to provide groundwork for writing policies and procedures
- to promote a culture of learning at the center
Part 4: EXERCISE (How much do participants know)
The goal of this section is to gauge each participant's knowledge of sexual harassment.
Distribute questionnaire. (You may want to add afew additional questions that are specific to
your center.) Have participants answer and discuss answers. In addition, hand participants an
index card and have each participant write one question about sexual harassment to be
presented as a question to the group. After unsigned cards are passed in, select some (or all)
for discussion.
WHAT IS SEXUAL HARASSMENT?
True or False
1. If I dor t intend to offend anyone, I am not sexually harassing them.
T       F
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2. Asking my colleague out for dinner is not sexual harassment.
T       F
3. If I compliment someone about how nice they look, and they are offended, that is their
problem, not mine.
T       F
4. My colleagues openly discuss their sex lives in front of me. To me this is sexual harassment.
T       F
5. People who are sexually harassed have invited the attention in some way.
T       F
Facilitator answers:  1. F      3. F         5. F
2. T        4. T
Part 5: PRESENTATION
Ifyou have made an overhead or poster of the definition (see below), show it at this point as you
read it. Then proceed to present the following material.
WHAT IS SEXUAL HARASSMENT?
Sexual harassment is any unwelcome sexual advance, request for sexual favor or other verbal,
non-verbal or physical conduct of a sexual nature which unreasonably interferes with work, is
made a condition of employment, or creates an intimidating, hostile or offensive environment.
There are two general criteria for sexual harassment: the conduct, whether physical or verbal, is
both unwelcome and of a sexual nature.
Unwelcome conduct is:     - not invited
- unsolicited
- victim has done nothing to incite it
- victim views conduct as undesirable and offensive
To judge if conduct is unwelcome, one must:
- look at what people do and say
- look at the kinds of interactions they have with the harasser
- look at the relationship at issue
- look at whether the conduct would be considered
inappropriate by any reasonable person
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Conduct of a sexual nature is summarized as follows:
"but for" the sex of the individual, the harassing behavior would not occur
There are two types of sexual harassment
1. Quid pro quo:   - "this for that"
- an exchange of a job benefit for expressed or implied
sexual favors
- "if you want X, you will have to Y"
Characteristics:  - harasser is in a position of either actual or perceived authority
- real losses are involved (income, promotion, training)
Facts:          - one incident is enough to establish quid pro quo harassment
- quid pro quo harassment can result in liability for the center,
regardless of whether the employer knew of the problem and
despite prohibitive policy statements
2. Hostile Environment
- failure on the part of an organization to correct unwelcome sexual behavior that is
having a disruptive effect on a staff member or group of staff in the workplace
- sexual actions that make staff feel embarrassed, uncomfortable, threatened, humiliated
and/or unsafe
- sexual conduct that creates an aura of intimidation
Sexual harassment exists under the following conditions:
Condition One:     It is made a term or condition of employment.
Examples:          - a decision to hire or not is made on the basis of or influenced
by the applicant's response to unwelcome sexual behavior
- a decision to terminate employment or create working conditions
leading to resignation is made or influenced by an employee's
response to unwelcome sexual behavior
Condition Two:      It is used as the basis for employment decisions.
Examples:          - a promotion, assignment, training opportunity or performance
rating is the result of or influenced by an employee's response to
35


unwelcome behavior that is sexual in nature
- an employee is denied consideration or a favorable employment
decision (promotion, training, etc.) because of favoritism accorded
to other employees who may have voluntarily submitted to,
accepted or solicited behavior of a sexual nature
ConditionThree:    It creates an offensive working environment.
Examples:          - an employee is able to offer reasonable evidence of unwelcome
sexual conduct that interferes with his or her ability to meet work
deadlines or work productively
- an employee is able to identify sexual conduct in the workplace
that could be considered offensive by general standards
36


Sexual harassment is any
unwelcome sexual advance,
request for sexual favor and
other unwelcome verbal,
non-verbal or physical
conduct of a sexual nature
which unreasonably
interferes with work, is
made a condition of
employment, or creates an
intimidating, hostile or
offensive environment.
The World Bank
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Part 6: EXERCISE (Personal experience)
Ask the participants the following questions about their personal experiences and facilitate a
discussion.
1. Have you ever witnessed sexual harassment?
2. Have you ever experienced sexual harassment?
3. Have you ever been told about sexual harassment by a colleague?
4. Ifyes, a) what was the situation?
b) how did you feel?
c) what did you do?
d) how well do you feel you handled the situation?
e) what would you do differently?
Part 7: PRESENTATION (Defining verbal, non-verbal, physical)
Proceed with the definition of sexual harassment by discussing what types of conduct help to
create a hostile environment. Present the following:
The following actions are often associated with sexual harassment situations:
Yerbal:     - pressure for dates, lunches, or dinner
- propositions
- sexual jokes
- obscene language that is gender specific or sexual in nature
- sexual remarks
- comments about a person's body
- questions about sexual habits
- statements about sexual habits
- telephone calls of a sexual nature
Non-verbal:  - display of pictures, drawings and cartoons that may be offensive in a sexual
context
- written jokes, verse, letters, etc., that may be offensive in a sexual context
- staring, ogling, leering
- sexual gestures
Physical:    - touching         - stroking         - hugging
- patting          - bumping          - kissing
- pinching         - cornering        - grabbing
- leaning over     - blocking         - brushing
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Part 8: EXERCISE (Cultural differences)
Point out that we bring the imprinting of our past experiences to each new association. We see
ourselves in many different ways and as members of many different groups (e.g., sex, profession,
nationality, citizenship, age band, parent, etc.)
If the group is large, break participants into small heterogeneous groups, and ask them to
discuss what is appropriate between men and women in their culture (nationality). For example,
they could consider direct eye contact, touching of arms, greeting each other with a hug,
greeting each other with a kiss on each cheek.
When the group has reassembled, ask for examples of how the following would be interpreted by
the respondent, by other persons in his or her culture, by most men, by most women:
- a man asking a woman out to lunch
- a woman touching another woman on the waist
- a man touching another man on the waist
- a woman staring at a man
- a man staring at a woman
- a man staring at a man
- a man touching a woman's back while talking with her
- a man telling a female colleague why he finds another man sexually attractive
- other
Part 9: PRESENTATION (Impact of sexual harassment)
Make a briefpresentation as follows:
Sexual harassment impacts those who come into contact with it-- either directly or indirectly. A
situation involving a hostile environment often cascades, affecting the staff member, the peers
she/he talks with and the immediate supervisor. The employee's family and friends are involved
on many levels--from listening to the staff member, consoling, advising or blaming her or him.
The center is impacted by changes in productivity and working relationships. Also, as these
topics are often discussed publicly, the credibility of the center and its leaders is at stake with the
broader donor and professional community.
Part 10: EXERCISE (Impact of sexual harassment)
Distribute the chart and have participants take some time to complete the columns. This may
be a good point to divide the participants into smaller groups of 4 to 6, preferably
heterogeneous.
39


Have the smaller groups discuss commonly seen impacts or those of special interest and assign
individuals to report back to the full group on one of the four areas.
IMPACT OF SEXUAL HARASSMENT
Individual     /      Co-workers      /      Center      /      Others (family,
I                      /                  /             friends, etc.
Part 11: PRESENTATION (The role of silence in sexual harassment)
Explain that, often, organizations believe that if they have not heard about sexual harassment,
none is taking place. Unfortunately, this is not always true. There are many reasons why
management may not hear of sexual harassment concerns. It is thus very important to address
this issue in your workshop.
Have the group list possible causes of silence OR give participants a list and ask them to add
others. Ask participants working in small groups to come up with solutions.
Some reasons for silence include:
- lack of knowledge or confidence about how to confront the situation
- lack of someone trusted in the center in whom to confide
- victim feels embarrassed
- victim feels she/he will be blamed
- victim feels she/he will not be believed
- it is not appropriate to discuss such things in victimn's culture
- victim is concerned she/he will have to reveal something personal about self
that she/he is not comfortable revealing
- victim does not believe anything positive will happen
- victim does not want to get harasser in trouble
- victim hopes the problem will go away with time
40


Part 12: PRESENTATION     (If you are a victim....)
At this point, it is important to outline clearly the procedure to be followed at your center by
someone who believes she/he is the victim of sexual harassment. Include the list of persons to
whom a victim may go for help. Explain the procedures in place to investigate the allegations,
making it clear that the investigation will be carried out confidentially, that the privacy of all
persons involved will be carefully protected and that there will be further protection against any
form of retaliation. Emphasize that management will take all necessary steps to stop the
harassment once and for all. Askparticipantsfor suggestions on how to provide better
assistance to victims. improve the procedures so that the rights of all involved are protected and
otherwise prevent the recurrence of sexual harassment in the center.
Part 13: EXERCISE (Dealing with sexual harassment)
Ask the group to discuss and present options for dealing with sexual harassment in the following
situations:
- if the sexually harassed person is perceived as having a sexually inappropriate past
or lfestyle
- if the situation has become "ugly, " i.e., fraught with gossip and hostility
- if the harasser is a person of authority and prestige at the center
Part 14: VIDEO and DISCUSSION
If a video is available, this could be the time to show it. At the conclusion, lead the group in a
discussion of what points in the video were relevant to the center and what additional points they
learned from it.
Part 15: CLOSING GROUP EXERCISE
Distribute copies of the following scenario andfill in the blanks with the assistance of the entire
group. At the conclusion, read the scenario aloud and ask the group to discuss:
1. What do you say to Maricella
2. What do you say to Harold?
3. How do you handle the situation?
41


SCENARIO
Maricella is hired as a                      at this center. She is a                  ,
(position)                                (nationality)
single,    -     years old and has been at the center for     years. Last week, she came
(age)                                     (length of time)
to you as her supervisor and told you that Harold, a                 , who is a
(nationality)
had been sexually harassing her for the past            . His
(position)                                                (length of time)
harassment has included such actions as                       ,
(behavior)                 (behavior)
and                        . She feels embarrassed to tell you because
(behavior)                                                     (reason)
and                         . His action towards her makes her feel
(reason)                                                     (impact)
and                       . At work she has found that her behavior has changed in that she
(impact)
. She doesn't feel that she can discuss this with her family
(a change in action)
because                        . However, she has told her officemate, Juanita, about this.
(reason)
Juanita said that she has heard similar complaints     before. (In fact, Harold has often
(# of times)
been the topic of conversation regarding who will be his next "victim.") Staff have not officially
complained because                       . Maricella wants to quit but cannot do so because
(reason)
she needs the money. She doesn't know what to do and asks for your help.
42


Part 16: EXERCISE (Remaining questions)
Have each person in the full group write one question on an index card and submit the card to
you. Shuffle them and redistribute the questions. Have participants ask each other the
questions; then discuss the answers.
Part 17: CLOSING (Evaluation)
Distribute the following brief questionnaire and ask participants to write their answers,
preferably before they leave the room. Alternatively, ask the group to respond orally to the
questions.
EVALUATION QUESTIONNAIRE
What did you learn from the workshop?
For what areas would you like more information?
What should be included in follow-up workshops?
What areas deserve special attention at the center?
Other comments are welcome.
43


5. References and resources
PRINT MATERIAL
Eskenazi, Martin & Gallen, David. (1992) Sexual Harassment: Know Your Rights.
New York: Carroll & Graf Publishers, Inc. Especially:
MacKinnon, Catherine. Sexual Harassment: The Experience. (Chapter 2)
International Labour Office. (1992) Conditions ofwork digest. Geneva.
Leach, Joy. (1995) A Practical Guide to Working with Diversity: The Process, The Tools, The
Resources. New York: ACACOM.
Lindemann, Barbara. (1992) Primer on: Sexual Harassment. Washington, D.C.
Stockdale, Margaret S. (Ed.) (1996) Sexual Harassment in the Workplace. Thousand
Oakes, California: Sage Publications, Inc. Especially:
Stockdale, Margaret. What We Know and What We Need to Know About Sexual
Harassment. (Chapter 1)
Grauerholz, Elizabeth. Sexual Harassment in the Academy: The Case of Women
Professors. (Chapter 2)
Hulin, Charles L., Fitzgerald, Louise F. & Drasgow, Fritz. Organizational
Influences on Sexual Harassment. (Chapter 7)
Thomas R. Roosevelt, Jr. (1991) Beyond Race and Gender: Unleashing the Power of Your
Total Work Force by Managing Diversity. New York: ACACOM.
The World Bank. (1994) Preventing and Stopping Sexual Harassment in the Workplace.
Washington, D.C.
VIDEO
Employee Awareness: Sexual Harassment
Deals with issue from point of view of employees via subtle vignettes. Guidelines provided for
acceptable workplace behavior. Useful in a multicultural context.
Length: 19 minutes                        Purchase:    $395.00
Producer: AIM                              Rental:      125.00
Release date: 11/93                        Preview:      35.00
Product No.: 16182                         Format: Vi
(Available from VIDEOLEARNING, 10000 Thomas Jefferson
St., N W., Washington, D.C 20007- FAX 1-202-965-2130, Tel. 1-202-333-4414)
44


LIST OF WORKING PAPERS
Working Paper, No. 1  Status of Internationally-Recruited Women in the
International Agricultural Research Centers of the
CGIAR; Deborah Merrill-Sands and PaWmi Sachdeva;
October 1992.
Working Paper, No. 2  Spouse Employment in Organizations Around the World:
A Toolkit for Developing Policies and Practices; Madelyn
Blair, December 1992.
Working Paper, No. 3  Spouse Employment at IRRI: A Case Study; Deborah
Merrill-Sands; March 1993.
Working Paper, No. 4  Strengthening the Recruitment of Women Scientists and
Professionals at the International Agricultural Research
Centers: A Guidelines Paper; Sarah Ladbury8 October
1993.
Working Paper, No. 5  Recruitment Resources in Europe: A List of Professional
Organizations; Stella Mascarenhas-Keys and Sarah
Ladbury; October 1993.
Working Paper, No. 6  Filipino Women Scientists: A Potential Recruitment Pool
forIntemational Agricultural Research Centers; ISNAR
and PCARRD; October 1993.
Working Paper, No. 7  Recruitment Resources in the United States:  t of
Professional Organizations; Bonnie Folger McClafferty
and Deborah Merrill-Sands, January 1994.
Working Paper, No. 8  Inventory of Gender-Related Research and Training in the
International Agricultural Research Centers, 1990-1995;
Hilary Sims Feldstein with Alison Slack; October 1995.
Working Paper, No. 9  CGIAR Human Resources Survey: 1991, 1994, Key
Observations on International Staffing with a Focus on
Gender; Deborah Merrill-Sands, October 1995.
Working Paper, No 10  Women in Agriculture in West Asia and North Africa: A
Review of the Literature, September 1995
Working Paper, No I11   Gender Analysis in the CGIAR: Achievements,
Constraints, and a Framework for Future Action, October
1995
Working Paper, No. 12  Gender Staffing in the CGIAR: Achievements,
Constraints, and a Framework for Future Action, October
1995
Working Paper, No 13  Sexual Harassment in the Workplace: How to recognize
it; How to deal with it. Joan Joshi and Jodie Nachison,