Research report

2

Enough is Enough

Enough is Enough:

Workplace Sexual Harassment in the era of #MeToo

Student Name

Professor: Madison Bettle

COMM-3073

November 25, 2018

Table of Contents

Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Background. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Sexual Harassment in the Spotlight. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Impact of Sexual Harassment on Workers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Sexual Harassment is Chronically Underreported . . . . . . . . . . . . . . . . . . . . . . . . 5

Post- #MeToo Reporting of Sexual Harassment . . . . . . . . . . . . . . . . . . . . . . . . . 6

Increased Risk to Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …... . .6

A Cultural Shift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Increasing Awareness among Workers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Women Are Tired of Adjusting Behaviours to Avoid Harassment . . . . . . . . . . . . 7

Men and #MeToo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

What’s Next? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Proactive Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Clearly Define what Harassment Means . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Decentralize the Reporting Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Increase the Influence of Women . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Table of Figures

Figure 1: Share of Women who reported their experience of workplace sexual harassment or assault to their employer in Canada in 2014 and 2018. . . . . . . . . . . . . . 6

Figure 2: Leading strategies deployed by women in Canada to avoid unwanted sexual advances in the workplace as of January 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Executive Summary

For decades, Harvey Weinstein was infamous throughout Hollywood for one unspoken truth; he used his power and influence to sexually intimidate and abuse dozens of women. This was well known throughout his staff and community, who he frequently used as pawns in his formulaic, disturbing plans. A months long investigation cumulated in a New York Times expose and lengthy piece in the New Yorker set the media ablaze (Farrow, 2017). With the media frenzy came a slew of other women coming forward with their own accusations against Weinstein. Quickly, many other powerful and famous men were exposed for their sexual misconduct. The disturbing accusations inspired women from all walks of life to share their own experiences of being harassed, abused, and assaulted. The #MeToo movement was born (Jaffee, 2018). Society, especially within the workplace, could no longer turn a blind eye to the rampant culture of sexual harassment that women had been enduring for decades.

The #MeToo movement has considerable relevance to today’s workforce. Workers are becoming more aware and sensitive to the pervasive issue of sexual harassment across a multitude of industries (Angus Reid Institute [ARI], 2018). The negative impacts on worker health, happiness and success are being more closely examined (Jackson, 2018). Historically underreported, employers are realizing the extreme risks that sexual harassment poses to their organizations (Jackson, 2018).

Since October 2017, there has been an extreme cultural shift in individual’s awareness of the issue. The majority of workers recognize #MeToo as having at least some kind of impact on their working lives and relationships (ARI, 2018). Women are speaking out against the measures they have had to take to avoid sexual harassment and are organizing against them (Filipovic, 2018). Finally, men are also feeling a cultural shift, creating anxiety and uneasiness within their workplaces (Jackson, 2018).

This report aims to not only summarize the cultural and attitudinal differences since the beginning of #MeToo, but also to predict how workplace policies and practices will change. A number of suggestions are made;

1) Employers should be proactive and aim to prevent sexual harassment before it starts.

2) Employers should develop clearly defined policies.

3) Should sexual harassment occur, the reporting process should be structured to be a more equitable and impartial process.

4) Women should continue to take on more roles in leadership.

The lessons of #MeToo can be used to create more equitable, healthier, more productive workplaces for all workers.

Background

His reputation preceded him; Harvey Weinstein had a chokehold on Hollywood. He was infamous for what many described as a “…bullying, even threatening, style of doing business, inspiring both fear and gratitude” (Farrow, 2017). Weinstein’s seemingly boundless influence earned him more Oscar acceptance speech acknowledgements than God, coming second only to Steven Spielberg (Farrow, 2017). Hollywood had also been harbouring an unsettling, unspoken truth; Weinstein had long used his power to intimidate and abuse women (Farrow, 2018).

For over two decades, he systematically intimidated, assaulted and manipulated countless young women in the entertainment industry under threat of destroying their careers and reputations (Jaffe, 2018). Weinstein had it down to a science. He promised his selected targets meetings, which given his astounding power and influence, any aspiring actress would find impossible to turn down. He invited along his employees, often women executives, to serve as decoys, creating a false sense of security. The location of the meetings changed from boardrooms, to bars, to hotel rooms. His colleagues were excused. Weinstein would disappear into a bathroom, re-emerging in a bathrobe or stark naked (Farrow, 2018). Sometimes he would ask for a massage, sometimes he forced oral sex, or worse. However, each time his words were the same; multiple victims of his abuse report his bragging about how many women he forced into the same situations, the successes he allowed when they acquiesced, and the careers he had crushed when he was rejected (Farrow, 2018).

Hollywood’s worst-kept secret was exposed by a ground-breaking exposé in the New York Times, followed by a comprehensive investigation by the New Yorker (Carlsen et al., 2018). Out of decades of silence and cover-ups, the #MeToo movement was born. First coined by activist and organizer Tarana Burke in 2006, “me too” became the rallying cry for this generation’s greatest feminist movement (Jaffe, 2018). In the first week following the accusations, 45% of Americans would have at least one Facebook friend declare “me too” in a status (Lewis, 2018). Weinstein’s accusers had set off a firestorm. Accusations ranging from ‘inappropriate conduct’ to ‘rape’ piled up against a long list of powerful men (Lewis, 2018). Although it was abundantly clear Hollywood was plagued with sexual misconduct, reports piled in from many industries; from politics to agriculture (Jaffe, 2018). In a letter published in Time, the Alanzia Nacional de Campesinas, an alliance of 700,00 women farmworkers, proclaimed “Even though we work in very different environments, we share a common experience of being preyed upon by individuals who have the power to hire, fire, blacklist and otherwise threaten our economic, physical and emotional security” (Jaffe, 2018 p. 81).

A year in, and the movement still progresses forward with impressive momentum. Since the October 2017 exposé, 201 powerful men have lost their jobs due to accusations of sexual misconduct (Carlsen et al., 2018). Although the movement has not been without controversy in this time of political division, as exhibited by the mockery of Dr. Blasey-Ford during the Cavanaugh trial, it continues to cause meaningful change and discussion (Lewis, 2018). As nearly every woman could share her own #MeToo story, the coming years can and should see considerable change in workplace conduct and policy.

Sexual Harassment in the Spotlight

Weinstein’s attempts to silence and intimidate women have proven to do the exact opposite over the last year. What was once a taboo topic is finally being brought into the spotlight. Difficult and overdue conversations are finally taking place, and rightfully so, considering sexual harassment has been revealed to permeate many, if not most, industries (Jaffe, 2018). For example, in the weeks following the initial Weinstein accusations, 140 women who worked in the California state legislature published an open letter revealing a “…pervasive culture of sexual harassment that included non-consensual touching, inappropriate comments and sexual innuendo” (Griffin, 2018 p. 1).

Impact of Sexual Harassment on Workers

The shift in cultural consciousness is long overdue considering the extreme impacts sexual harassment can have on workers. Workers experiencing sexual harassment have reported physical and mental health impacts including; “sleep disturbances, neck pain, increased risk of cardiovascular disease, and… increased risk of suicide” (Jackson, 2018 p. 23). Women also disproportionately experienced economic impact, citing sexual harassment as a leading reason their performance suffers or they leave jobs (Jackson, 2018).

Sexual Harassment is Chronically Underreported

An estimated 85-95% of women who experience workplace sexual harassment do not report it to their employer (Jackson, 2018). However, 70% of women and 45% of men will experience some form of workplace sexual harassment over the course of their careers (Jackson, 2018). Harassment is also tied closely to sexual assault; instances of “harmless” off-colour comments are statistically proven to predict instances of assault. 51% of individuals who have experienced sexual harassment have also been sexually assaulted in the workplace, compared to only 4% of individuals who had not been sexually harassed (ARI, 2018).

Figure 1: Share of Women who reported their experience of workplace sexual harassment or assault to their employer in Canada in 2014 and 2018 (ARI, 2018)

Post- #MeToo Reporting of Sexual Harassment

As examined in Figure 1, reporting of sexual harassment has increased only marginally since 2014 (ARI, 2018). Jackson (2018) reports that the major impact of #MeToo is not an increase of reported cases, but the way in which they are dealt with. Society is watching sexual harassment and assault cases play out on an international stage. Historically, workplaces were structured in such a way that making claims of harassment were at best futile and at worst dangerous (Jaffe, 2018). The responsibility to prove herself fell squarely on the victim, rather than the requiring the accused to defend himself. As Jaffe (2018 p. 84) neatly summarizes; “In the exceedingly likely scenario that the person harassing her is in fact her superior, she likely has no one to report to who does not have every incentive to side with the boss.” The power of #MeToo is unification of women who are no longer willing to accept “the way things are”; they are speaking out and employees have no choice other than to listen (Jaffe, 2018). Time will tell if reported incidences will continue to increase, as Jackson (2018) hypothesizes that women are now more likely to look back at previous situations which did not sit right with them and rightfully define them as harassment.

Increased Risk to Employers

As sexual harassment continues to dominate news cycles and social discussions, employers face increased risks and new challenges in several different categories:

1) Reputation- Organizations large and small face irreparable damage to their public image if perceived to condone harassment or to mismanage claims (Jackson, 2018). For example, the Weinstein Company filed for bankruptcy within months of the New York Times’ exposé (Griffin, 2018).

2) Litigation- employers are increasingly facing legal action for not providing significant protection against sexual harassment, which can be considered a workplace safety issue (Jackson, 2018).

3) Turnover- employees are likely to quit their jobs if sexual harassment persists, and due to the remaining stigmas surrounding victims, many are unlikely to report it as a reason for leaving (Jackson, 2018).

4) Financial loss- as well as loss of public support, organizations risk loss of investment or funding. The Ontario Arts Council threatened to withdraw funding from Toronto’s Soulpepper Theatre after accusations of sexual misconduct were brought against its’ artistic director (Janus, 2018).

A Cultural Shift

The explosion of accusations against powerful men and the unprecedented outpouring of similar stories has coincided with a major shift in society’s attitudes towards the subject of workplace sexual assault.

Increasing Awareness among Workers

An Angus Reid Institute report (2018) concluded that 65% of Canadian workers reached reported that the #MeToo movement had a major or at least some impact on the way they interacted with coworkers. Workers are being influenced by the increased media attention and relating it to their own personal lives (ARI, 2018).

Women Are Tired of Adjusting Behaviours to Avoid Harassment

Figure 2: Leading strategies deployed by women in Canada to avoid unwanted sexual advances in the workplace as of January 2018 (ARI, 2018)

As Figure 2 demonstrates, women are still adjusting their behaviours in the workplace to avoid sexual harassment, even when they may be damaging to one’s success in the workplace. For example, skipping social situations or avoiding the consumption of alcohol with colleagues may cause one to feel left out from the team. Women’s attitudes towards using these strategies are roughly divided into thirds. Women are split on whether they consider preventing sexual assault “ultimately their own responsibility”, another claim they believe these strategies are necessary but wish they weren’t, and a third group report resenting the use of these strategies and believing that avoiding harassment should not be the responsibility of women (ARI, 2018). However, younger women are the most likely to resent the use of these strategies and the idea that women were responsible for avoiding unwanted advances (ARI, 2018). This suggests that younger generations of women are less likely to tolerate harassment, indicating a promising future shift toward safer, more inclusive workplaces.

Men and #MeToo

Canadian men exhibit more divided views between generational lines. Younger men were more likely than their older counterparts to report that the #MeToo movement had at least some impact on the way they interacted with others (ARI, 2018). Interestingly, men over 55 were the most likely of any group, male or female, to report that the movement had sparked a major, permanent change in the workplace (ARI, 2018). What has inspired a sense of empowerment in women has aroused anxiety in men. Men report feeling uneasy around female co-workers, some going so far as to avoid one-on-one meetings with women, despite the low rate of false accusations (Jackson, 2018). Women are asking for solidarity, not looking to villainize or disempower innocent men. As Jaffe (2018) reports, women desire being listened to, being taken seriously, and fostering solidarity much more than seeing their harassers face legal persecution.

What’s Next?

Clearly, cultural attitudes and awareness are improving. For #MeToo to maintain momentum, employers must make concrete changes to protect their employees and create a respectful, inclusive culture in the workplace.

Proactive Policy

In recent history, society has seen sexual harassment cases play out on the public stage, in the courts and in the media, before internal investigations have time to take place (Ralph, 2018). Organizations must take a top-down approach and strongly define their culture throughout all levels of the company (Ralph, 2018). Griffin (2018) suggests mandatory sexual harassment training for all employees both new and tenured. In the era of part-time and precarious work, it is also important that training and protections extend to anyone who may be interacting with the business on a less permanent basis (Lewis, 2018).

Clearly Define what Harassment Means

Griffin (2018) suggests constructing extremely clear cut, strong policies and training programs that leave no room for interpretation. These policies should clearly define sexual harassment, be evenly applied to all parties, offer confidentiality, give examples of possible disciplinary actions, and be made clearly known to all employees (Griffin, 2018). Several regions are changing legislation to enforce to use of such policies; in New York, employers will soon be mandated to inform employees of how to file a harassment report, must have a clearly written policy, and preform annual training (Filipovic, 2018). As found in an Angus Reid Institute (2018) study of working Canadians, different genders and generations of workers may find different behaviours more or less problematic, and 49% of women who had avoided reporting their harassment did so because they did not believe it was serious enough. Clearly defining policies eliminate the grey areas and set consistent standards for employees.

Decentralize the Reporting Process

Jaffe (2018) contends that human resources have always functioned against the best interests of women and will always protect the higher ups, even though most women are harassed or abused by men superior to them. After 140 women in California legislature reported a rampant culture of sexual harassment, a subcommittee recommended an independent agency be utilized to receive and investigate complaints (Griffin, 2018). In New York State, employers will soon be barred from requiring complaints be resolved in arbitration (Filipovic, 2018). Jackson (2018) elaborates, insisting organizations clearly prohibit any retaliation against those who lodge complaints, and establishing anonymous escalation routes will allow employees to bypass their superiors.

Increase the Influence of Women

Of all the upsetting accusations that have come to light over the last thirteen months, women can take solace in one astonishing fact: of the 201 men who lost their jobs to accusations of sexual misconduct, nearly half of their replacements were women (Carlsen et al., 2018). Perhaps the most powerful tool employers can use to protect women from harassment are women themselves. Women foster more cooperative workplaces where victims feel more comfortable reporting harassment (Carlsen et al., 2018). Increasing women’s power and influence in the workplace is the logical next step in this era of rapid social change, as harassment is often more about power than desire (Filipovic, 2018).

References

Angus Reid Institute. (2018). #MeToo: Moment or Movement?. Retrieved November 21, 2018 from http://angusreid.org/me-too/

Carlsen, Audrey et al. (2018, October). #MeToo Brought Down 201 Powerful Men. Nearly Half of Their Replacements are Women. The New York Times, Retrieved from https://www.nytimes.com/interactive/2018/10/23/us/metoo- replacements.html

Lewis, H. (2018). The year women said: Me Too. New Statesman, 147(5440), 30–32. Retrieved from http://ezpxy.fanshawec.ca/login?url=http://search.ebscohost.com/login.aspx?dire ct=true&db=fth&AN=132375362&site=eds-live

Farrow, Ronan. (2017, October). From Aggressive Overtures to Sexual Assault: Harvey Weinstein’s Accusers Tell Their Stories. The New Yorker. Retrieved from https://www.newyorker.com/news/news-desk/from-aggressive-overtures-to- sexual-assault-harvey-weinsteins-accusers-tell-their-stories

Filipovic, J. (2018). Safety, Not Numbers. Time, 192(12), 21. Retrieved from http://search.ebscohost.com.ezpxy.fanshawec.ca/login.aspx?direct=true&db=ulh &AN=13173818

GRIFFIN, J. (2018). Halting Harassment. State Legislatures, 44(8), 22. Retrieved from http://search.ebscohost.com.ezpxy.fanshawec.ca/login.aspx?direct=true&db=ulh &AN=13185235

Jackson, R. A. (2018). INTO the light. Internal Auditor, 75(3), 20–27. Retrieved from http://search.ebscohost.com.ezpxy.fanshawec.ca/login.aspx?direct=true&db=bth &AN=12998921

Jaffe, S. (2018). The Collective Power of #MeToo. Dissent (00123846), 65(2), 80–87. Retrieved from

http://search.ebscohost.com.ezpxy.fanshawec.ca/login.aspx?direct=true&db=sih &AN=129106015

Janus, A. (2018, January). Arts agencies without 'best practices' to address harassment could risk federal funding, minister says. CBC News. Retrieved from https://www.cbc.ca/news/canada/toronto/programs/metromorning/melanie-joly- arts-funding-1.4492859

Ralph, S. (2018). pass:[#]MeToo and #TimesUp -- What now for employers? Governance Directions, 70(4), 140–143. Retrieved from http://search.ebscohost.com.ezpxy.fanshawec.ca/login.aspx?direct=true&db=bth &AN=12935392