» Canadian Forum
Steps Clubs Can Take to Prevent Sexual Harassment
BY ALANNA TURCO S
ince the Harvey Weinstein scandal exploded into the pub- lic realm, the floodgates have opened and hardly a day goes
by without new allegations, firings, resignations, apologies and denials. #MeToo stories have shined the
spotlight on bad behaviour in every industry. The fitness industry is no exception. Our industry, with its focus on anat-
omy and body image, presents its own distinct challenges when it comes to sexual harassment. One simply needs to Google the topic to find countless allegations and lawsuits against clubs, managers and owners. There are cases involving female employees harassed by male coworkers and supervisors, male employees harassed by female su- pervisors, and employees harassed by those of the same sex. And to further complicate matters, there are many scenarios involving members harass- ing employees as well as members ha- rassing other members. This is hardly a new phenomenon
in the fitness industry. However, with the current heightened awareness of this issue, it is even more important today to ensure that our clubs op- erate with the utmost professional- ism and respect for all employees and members. A recent Angus Reid survey found
that three in 10 employees report that they have experienced sexual harass- ment in the workplace. Harassment cases are a lose/lose situation for a company. They negatively impact the employee (the victim) as well as the reputation, and potentially the finan- cial status, of the company. And, of course, cases can escalate and result in criminate charges. How can you ensure that your club
culture is welcoming, respectful, and free of harassment and discrimination? Very simply, as the saying goes, “an ounce of prevention is worth a pound of cure.”
38 Fitness Business Canada January/February 2018
“Harassment cases are a lose/lose situation for a company.”
Here four specific and practical steps to take:
1. Develop a comprehensive ha- rassment policy. Be clear about what constitutes harassment as well as the process for reporting and investigat- ing incidents (visit your province/ter- ritory’s Human Rights Commission for details). It is essential that the report- ing mechanism—a hotline, human re- sources contactperson, website, etc.— be easily accessible to everyone. This information should be part of your on- boarding process and be reviewed on a regular basis.
2. Start at the top. The person at the very top of the organization should communicate, through words and actions, that there will be zero tolerance for any sexually inappro- priate comments and behaviour. The reality is that this message will never be as powerful coming from a Human Resources person as it is from a CEO or owner.
3. Include zero tolerance language in every manager’s and supervisor’s performance expectations. Make it very clear that this behaviour will not be tolerated— one strike and you’re out. Get people’s attention.
4. Investigate all incidents. Many victims do not come forward because they are afraid of repercussions or of not being taken seriously. The worst thing a company or supervisor can do is nothing. Ignoring or dismissing harassment complaints puts employ- ees in harm’s way and the company at risk for a costly lawsuit. Investigations must be conducted swiftly and fairly. FBC
Alanna Turco is a partner at 360impact Group, which provides customized train- ing, e-learning, management coaching, sales and marketing training, recruiting and HR consulting to fitness clubs. Contact Alanna at
alanna@360impactgroup.com or visit
www.360impactgroup.com.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40
