› The harasser can be the victim’s supervisor, an agent of the employer, a super- visor in another area, a coworker, or a nonemployee.


› Victims do not have to be the person harassed. They can be anyone affected by the offensive conduct.


› Sexual harassment in the workplace does not necessarily involve economic injury to or discharge of the victim.


› The harasser’s conduct must be unwelcome. Harassment at work unreasonably interferes with or alters the employee’s work


performance or creates a hostile, abusive, or offensive work environment.24 Examples


of hostile behavior could include bullying, gossiping about someone, or excluding one or more coworkers from team activities. To determine whether a workplace en- vironment qualifies as being hostile, the following factors are typically examined:


› whether the conduct was verbal, physical, or both › how often the conduct was repeated › whether the conduct was hostile or patently offensive › whether the alleged harasser was a coworker or a supervisor › whether others joined in perpetrating or perpetuating the harassment Examples of inappropriate conduct of a sexual nature include sexually ori-


ented jokes; sexually explicit emails, screen savers, posters, cartoons, or graffiti; and unwanted verbal or physical contact. The standard used by civil rights agencies and courts in determining whether a hostile work environment exists is whether a reasonable person, in the same or similar circumstances, would find the conduct offensive.27


A single incident may be sufficient to establish a quid pro quo harassment


claim, but typically a pattern of conduct is required to establish a hostile work environment. As a manager, you need to take any and all steps necessary to prevent harassment from occurring in your department.27,28


It is critical that you clearly communicate to


employees that harassment will not be tolerated. You must set the example by being alert to others’ behavior, by not participating in anything that might be construed as harassment (no matter how subtle), and by stopping inappropriate behavior im- mediately if you observe it. Carol Merchasin, lawyer and noted training consultant in harassment prevention, states that a manager must use caution in the “danger zones, such as comments on personal appearance, jokes, cartoons, and nicknames that demean others on the basis of their race, gender, ethnic origin, religion, age, disability, and sexual orientation.”28 You must also take immediate and appropriate action when an employee alleges


harassment. Know your facility’s complaint or grievance process and ensure your employees also understand the process. Even if no one complains, you need to be alert to conduct that is inappropriate and immediately put an end to it. The first step is to contact your HR representative for assistance.


Patient Privacy 238


Health care leaders need to be knowledgeable of the component of HIPAA that ad- dresses the privacy of protected health information (PHI), understand the policies EFFECTIVE LEADERSHIP & MANAGEMENT IN NUTRITION & DIETETICS


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