Doohickeys U Need, Inc.

Memo
TO: John Doohickey CEO
FROM: Jane Smith, Director of Human Resources
DATE: February 9, 2019
SUBJECT: Policy and Procedure Recommendations

Included is my first report with my analysis and some suggestions on ways we can improve as a
company. There are a few things I think we can implement right away that will be able to greatly
help the company. I do think there is one issue we should try to address immediately and I have
included a more in depth analysis for you to consider.

Brittany Bradshaw, Katy Michener, Stephanie Nekoba, Michael Rudd, Chantel Younger
B370:05 - Group 07
Contents
Problem 1 – Sexual Harassment 2
Solution 1.1 – Create a Sexual Harassment Statement 3
Solution 1.2 – Implement Sexual Harassment Training 3
Solution 1.3 – Post Sexual Harassment Flyers 4
Solution 1.4 – Bi-annual Surveys 4
Problem 2 – Discrimination Against Women and Management Positions 4
Solution 2.1 – Enact a discrimination policy 5
Solution 2.2 – Educate Employees About Discrimination 5
Solution 2.3 – Allow opportunities for promotion 6
Solution 2.4 – Create expectations of high performance 6
Problem 3 – Performance Evaluations 6
Solution 3.1 – Make a Formal Performance Evaluation System 7
Solution 3.2 – Have Self-Evaluations 7
Solution 3.3 – Set Performance Expectations 8
Solution 3.4 – Explain the Performance Evaluations to All Employees 8
In-depth Look at Sexual Harassment 8
Action 1 - Create a Policy and Procedures Manual 9
Action 2 - Implement Sexual Harassment Training 9
Action 3 - Post Sexual Harassment Media 10
Action 4 - Bi-annual Surveys 10
Conclusion 11
Works Cited 12

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Problem 1 – Sexual Harassment
I am concerned by the lack of a sexual harassment policy at Doohickeys U Need, Inc. Our
employees have the right to know what their protections are, by law, and how they can address
any problems that arise or may have already arisen. Up until this point, employees were able to
say derogatory comments to their co-workers without any consequence. For example, a young
woman came up to me during my second week and told me that male co-workers continually
make crude comments and jokes about her body and even go so far as to ask her to show them
her breasts. She is trying to put on her best face but is fed up. We are in danger of losing a good
employee, or even worse, we are in danger of a sexual harassment lawsuit if we do not act
quickly.

As the Director of Human Resources I feel it is my responsibility to research these important

issues, maintain a working knowledge, and to make sure our company stays compliant with the
law. According to the United States Equal Employment Opportunity Commission (EEOC)
Sexual Harassment is defined as:

“It is unlawful to harass a person (an applicant or employee) because of that

person’s sex. Harassment can include “sexual harassment” or unwelcome sexual
advances, requests for sexual favors, and other verbal or physical harassment of
a sexual nature. Harassment does not have to be of a sexual nature, however, and
can include offensive remarks about a person’s sex. For example, it is illegal to
harass a woman by making offensive comments about women in general. Both
victim and the harasser can be either a woman or a man, and the victim and
harasser can be the same sex. Although the law doesn’t prohibit simple teasing,
offhand comments, or isolated incidents that are not very serious, harassment is
illegal when it is so frequent or severe that it creates a hostile or offensive work
environment or when it results in an adverse employment decision (such as the
victim being fired or demoted).The harasser can be the victim's supervisor, a
supervisor in another area, a co-worker, or someone who is not an employee of
the employer, such as a client or customer.”

Upon further review, the previous mentioned situation with our female employee is covered
under that description. Unfortunately, that situation may not be the only one that is occurring in
our company. Without an enforced Sexual Harassment Policy, we cannot be sure that our
employees feel safe coming to work every day.

In reading the State of Illinois Human Rights Act, Article 2- Section 105 entitled “Equal
Opportunities, Affirmative Action,” it states to successfully and legally implement a Sexual
Harassment program in our work place we need the have the following:

(a) Develop a written sexual harassment policy that includes at a minimum the
following information: (i) the illegality of sexual harassment; (ii) the definition of
sexual harassment under State law; (iii) a description of sexual harassment,
utilizing examples; (iv) the agency's internal complaint process including
penalties; (v) the legal recourse, investigative and complaint process available
through the Department and the Commission; (vi) directions on how to contact

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 the Department and Commission; and (vii) protection against retaliation as
provided by Section 6-101 of this Act. The policy shall be reviewed annually.
(b) Post in a prominent and accessible location and distribute in a manner to
assure notice to all agency employees without exception the agency's sexual
harassment policy. Such documents may meet, but shall not exceed, the 6th grade
literacy level. Distribution shall be effectuated within 90 days of the effective date
of this amendatory Act of 1992 and shall occur annually thereafter.
(c) Provide training on sexual harassment prevention and the agency's sexual
harassment policy as a component of all ongoing or new employee training
programs.

Solution 1.1 – Create a Sexual Harassment Statement

We need to focus on solution-based ideas that can turn our workplace into an environment where
employees feel safe. The first solution that we need to target is to make sure we have a Sexual
Harassment Statement. In reviewing ideas and thoughts from The International Labour
Organization, I have comprised the below Sexual Harassment statement:

At Doohickeys U Need, Inc. we have defined Sexual Harassment as any unwelcome conduct of
the sexual intent to make an individual feel offended, humiliated and/or intimidated. Doohickeys
has a zero-tolerance policy towards all acts of Sexual Harassment in our workplace. Any and all
complaints of Sexual Harassment will be documented, reviewed, investigated and addressed
immediately. Any and all complaints will be taken seriously and kept confidential. Disciplinary
action can include documentation, up to termination of employment, based on the severity of the
incident.

Solution 1.2 – Implement Sexual Harassment Training

The second solution that we need to implement to continue this is to have a quarterly Sexual
Harassment Training. A major reason the company struggles in this is because of the lack of
knowledge and education on the subject. To ensure that we will have every part of the training
covered and effectively communicated, I suggest outsourcing this as a quarterly training for the
first year. Keeping this quarterly will help to ensure that we are effectively establishing a
successful environment and eliminating any notion of Sexual Harassment at Doohickeys U
Need, Inc. The Illinois Department of Human Rights can provide the training we need. The
research behind this department shows that they have successfully worked with major

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corporations and other companies that are the size of our business. I feel like this will be the best
course of action to educate our employees on Federal, State, and Company policy.

Solution 1.3 – Post Sexual Harassment Flyers

The third solution is that we need to continue the exposure and post flyers throughout the office
to ensure people know how to report matters of sexual
harassment. Placing posters and flyers will allow
individuals to always know where to go to file a
complaint or to call Human Resources. This will help
us to keep awareness of Sexual Harassment on
everyone’s mind. Posting this in public and prominent
places for employees to see will allow us to make sure
that we are compliant with the State of Illinois Human
Rights Act as well as making sure that we are giving
individuals the constant reminder that they have an
outlet to share what is happening to them. We never
want anyone to feel like their voice is not heard and
they do not matter to us at the company.

Solution 1.4 – Bi-annual Surveys

The last solution is to send out a bi-annual survey that
is required by all employees to complete. This survey will ask all employees to give feedback on
the progress of the trainings that they have been participating in. This survey will allow us to
ensure that we are being compliant with our employee’s needs. We do not want to leave any one
person behind. This survey will allow us to make necessary changes on the frequency of
trainings, the quality of trainings and the content of trainings.

Problem 2 – Discrimination Against Women and Management Positions

I have noticed that there are quite a few issues going on within the company in regards to
management and employment. Most of the management team appears to be middle-class white
males, many of whom are related to each other in some way, be it friendship or via friends of
friends. Another issue amongst the company is that there is no opportunity for promotion to
management positions. Lastly, I have noticed that there appears to be a lack of women working
on the floor simply because it is believed they cannot lift enough weight to adequately perform
their jobs. All of these issues can be tied back to one common theme, and that is discrimination.
Discrimination can be defined as “the unjust or prejudicial treatment of different categories of
people or things, especially on the grounds of race, age, or sex” (Oxford Dictionary). In 1964, an
act known as the Civil Rights Act was passed. Under this law, it is “illegal to discriminate
against someone on the basis of race, color, religion, national origin, or sex. The law also makes
it illegal to retaliate against a person because the person complained about discrimination, filed a
charge of discrimination, or participated in an employment discrimination investigation or
lawsuit”. Furthermore, under Unlawful Employment Practices SEC. 2000e-2. [Section 703], in
Title VII of the Civil Rights Act of 1964, it states “It shall be an unlawful employment practice
for an employment agency to fail or refuse to refer for employment, or otherwise to discriminate

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against, any individual because of his race, color, religion, sex, or national origin, or to classify
or refer for employment any individual on the basis of his race, color, religion, sex, or national
origin”.
Based on the information above, please consider the following:
Solution 2.1 – Enact a discrimination policy
As far as I can tell, Doohickeys U Need Inc. has no Discrimination Policy. Because of this, many
employees are unaware that there are in fact laws that prevent discrimination, and therefore they
are participating in some form of discrimination. According to Workplace Discrimination Laws
and Policies, “An employer's non-discrimination policy, or equal employment opportunity
policy, typically covers conditions of employment including hiring, promotions, termination and
compensation. Employers should include "gender identity" and "sexual orientation" as protected
classes, in addition to other federally-protected classes, in non-discrimination policies. The
policy is generally available in employee handbooks and included in a business' "Code of
Conduct" but should also be incorporated as part of job announcements, on the employer's
website and as part of career or diversity-related materials”. Currently there is discrimination
occurring within hiring for management positions and hiring women. This is happening because
many of our employees are unaware of the illegality of such actions. I believe that our company
needs to create a discrimination policy and include it in our employee handbook, as well as make
it known to our employees. Upon hiring new employees, an effort should be made to emphasize
the importance of not discriminating and review the company’s policy regarding it.
Solution 2.2 – Educate Employees About Discrimination
Now that we have discussed publishing a policy on discrimination, I would encourage the
company to educate all employees about discrimination. I believe the company should make an
effort to not only make certain employees are aware of the laws regarding discrimination, but the
company should also educate them on how to identify discrimination and how they can report
such incidents. Currently there are no women in the manufacturing plant because one of the
manufacturing supervisors assumes that women cannot lift enough weight to adequately perform
the job. This is the kind of behavior that leads me to believe that the employees here are unaware
of discrimination laws, and that refusing to hire a woman because you assume she is not
physically able is against the law. I suggest that upon hiring employees, the company policy is
discussed with them about discrimination, and they be provided with a copy of this policy. I
would also suggest that a semi-annual training be conducted in order to educate the employees
about discrimination. This training should include, but not be limited to: defining discrimination,
addressing important laws regarding it, educating on how to identify discrimination in the
workplace, procedures for reporting discrimination, and rights of employees who feel that they
are being discriminated against. In addition, this training could be combined with the
aforementioned sexual harassment training. I believe that by educating our employees, we are
not only less likely to discriminate and open ourselves up to lawsuits, but we are also increasing
opportunities for diversity and innovation.

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Solution 2.3 – Allow opportunities for promotion
It appears that there is no opportunity for promotion based on my understanding that the current
hiring method is to hire friends, rather than hire somebody who has experience working for the
company. It is also my understanding that there are many qualified and intelligent employees
who would be ideal for a management job, yet they are being passed up for people outside the
company. Because of this I have heard numerous employees feeling frustrated with the lack of
communication with management, and in turn, the company is performing poorly.
One way to improve this is to post management position openings internally. It seems that a
majority of the time, employees are unaware of the fact that there is an opening for a
management position. With internal postings, you could generate plenty of interest and the
company would have qualified employees applying for the position. I would suggest that you
post the open positions on bulletin boards around the workplace and send out a company email.
By doing so, you would greatly reduce the amount of time, effort, and training needed to fill a
vacant management position. This would also cut back on the cost of paying a manager who has
limited understanding of company operations, and altogether would allow the company to
improve because this person would already have experience and ideas on how the company can
increase performance.
Solution 2.4 – Create expectations of high performance
Recently I was instructed to hire seasonal employees for the upcoming holiday season. I was
instructed not to hire women because the supervisor assumes they cannot lift more than the 25
pounds which is required to perform their job adequately. Perhaps they cannot lift enough weight
to work in the factory side, but this does not mean that they wouldn’t be good for other things
such as managing and project management. There was a study conducted in the 1970s at Iversen
Dunham, a company that focuses on economic development policies. The firm decided to
experiment with hiring women and people of color. These employees were then charted on
career paths where they would eventually become project leaders. Amongst this group the
highest performers advanced to take on leadership positions. By 1989, the company consisted of
nearly 50% women and 30% people of color. The management used to be all white males and
now includes five females. From this experiment we can learn that diversity is in fact a good
thing, and can help our company for the better. According to the article Making Differences
Matter, “Some organizations expect women and people of color to underperform— a negative
assumption that too often becomes a self-fulfilling prophecy…a company must believe that all
its members can and should contribute fully”. So, we ought to abandon our idea that women are
virtually useless to this company, and hire more of them. We should act as if everyone can
perform at the same level, and hire employees accordingly. By doing so this company just might
have the potential to turn around and become great.

Problem 3 – Performance Evaluations

“Feedback is crucial. That’s obvious: It improves performance, develops talent, aligns
expectations, solves problems, guides promotion and pay, and boosts the bottom line” (Heen and
Stone). Right now, there is no feedback going up or down the chain of command at Doohickeys.
I have overheard employees talking about how clueless the managers are, and managers talking

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about how the employees “don’t understand anything”. There is obviously a communication
issue here, and implementing performance reviews can help get everyone on the same page
about what is expected of them. “Handled correctly, performance reviews can motivate
employees to take ownership of their work performance” (Russell and Russell). Right now,
especially with these big orders coming in, would be a perfect time to get everyone back on
board and working to their full potential.
Solution 3.1 – Make a Formal Performance Evaluation System
Implement formal annual performance evaluations and create a timeline of when these
evaluations should be completed. This can be done annually company wide, so the whole
company is getting evaluated at the same time, or it can be annually based on when the employee
started their current position. For a company of this size, I would recommend doing them
annually based on the employee’s position. This would spread out the evaluations and not
distract from a manager’s normal duties. However, I would immediately do performance
evaluations for all managers. This will model the process for them as well as set performance
expectations for their groups as we are entering a busy season.
Along with the formal evaluations, have managers do informal check-ins about every 6 weeks.
By checking in regularly, a manager will have a better relationship with his employees and have
a better understanding of what is actually going on. “The employee should never hear about
positive performance or performance in need of improvement for the first time at your formal
performance discussion meeting unless it is new information or insight. Effective managers
discuss both positive performance and areas for improvement regularly, even daily or weekly.
Aim to make the contents of the performance review discussion a re-emphasis of critical points”
(Heathfield, 10 Key Tips for Effective Employee Performance Reviews).
Have a system to reward those that do well, and reprimand those that do not do well. The
employees need to understand that these evaluations will be taken seriously and that there will be
consequences, good or bad, depending on the results of their evaluation. These evaluations will
now be mandatory, and the managers need to understand that they will be penalized if they do
not perform them.
Solution 3.2 – Have Self-Evaluations
As part of these formal evaluations, include self-evaluations. “The employee self-evaluation is
one of the best methods to engage employees in the process of looking at performance and
setting both job and career goals. The employee self-evaluation ensures that employees prepare
thoughtfully for their performance development planning or appraisal meeting with their
manager. Self-reflection on the possibilities can enhance their capability to aim further, higher,
and smarter. It is not the same as the manager expecting more from them. It is far superior for
performance when it is the employee raising the expectations” (Heathfield, Why You Should
Use an Employee Self-Evaluation).
Give each employee a self-evaluation form a week before their evaluation. Their manager can
then compare the employee’s self-evaluation with their own evaluation and go from there. In the
self-evaluation, I would have a section about what their manager, including questions about what

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they can do to help the employee improve as well as anything the employee thinks the manager
needs to improve upon. Each employee is different and may need something extra to get their
best results. The manager won’t know if they can do something to help their employees improve
unless they ask. No manager likes to hear that someone thinks they’re doing a poor job, but it’s
better to get issues out in the open and deal with them. The employee’s responses about their
manager should also be given their manager’s boss so that it can be discussed at the manager’s
evaluation.
Solution 3.3 – Set Performance Expectations
Each employee needs to know what will be required of them. Create performance evaluation
forms that correspond to the employee’s job description. If there are not official job descriptions
for each position, create them. An employee cannot perform their job duties to the best of their
abilities if they don’t know what their duties and responsibilities are. They also can’t evaluate
their own progress if they don’t know how they will be evaluated by management. Creating an
evaluation form also means that the evaluations are standardized and that one employee will be
held to the same standard as others in the same position. There should not be any cause for an
employee to feel like they are being evaluated unfairly, or that there are different or higher
expectations for them, if there is a standardized form and process.
These forms should be used to gauge and document an employee’s performance, but the formal
evaluation should not be centered around filling out the form. Managers should have a discussion
with each employee about their goals and how they, as a manager, can help them achieve those
goals.
Solution 3.4 – Explain the Performance Evaluations to All Employees
Because these have not been done for the last 5 years at Doohickeys, there will be a lot of
questions surrounding the announcement that there will now be performance evaluations. To cut
down on hearsay and rumors, hold a company-wide meeting to explain how this new system will
work. Explain the timeframe, show them the evaluation forms, explain how the evaluation itself
will work. Also, explain what to expect after the evaluations as far as raises, bonuses, or other
perks if the evaluation goes well, and what to expect if the evaluation shows they need
improvement.
To help everyone understand, it could be beneficial to do a mock evaluation. This would give
everyone a real idea of what they can expect, both managers and employees. Before dismissing
everyone, do a Q&A to make sure that everyone fully understands what will be happening. Make
sure that information about the performance evaluations will be readily available to the
employees either from their managers, HR, the company website, or all of these.

In-depth Look at Sexual Harassment

Each of the above detailed issues are in need of further evaluation and development for the
company, but I feel the most pressing concern for Doohickeys U Need, Inc. is the need to
address the lack of policy on sexual harassment. As previously mentioned, we have already had a
report of sexual harassment within the company. It is highly probable there are more cases as yet
unreported.

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So it is clear, there are two classifications of sexual harassment. The first classification of sexual
harassment is called quid quo pro harassment. This involves a situations such as asking for a
sexual favor in exchange for a job benefit or to avoid employment termination. The other
classification covers a broader spectrum of behavior. It is called hostile work environment
harassment. A hostile work environment occurs when any “unwelcome conduct unreasonably
interferes with an individual’s work performance or creates an intimidating, hostile, or abusive
work environment” (U.S. State Department).
To get the ball rolling on fixing this problem, I have laid out the following actions that we, as a
company, should take. Each previously stated solution for the reduction of harassment in the
company has its Actions and its Challenges. In order to act upon the need for new policy and
procedures to be in place for the company I feel we need to address the following:

Action 1 - Create a Policy and Procedures Manual

Our first task is to create a comprehensive policy and procedures manual that includes a section
on Sexual Harassment. The Sexual Harassment section in the manual should include complaint
forms for any employee who wishes to make a report of sexual harassment. In writing this
manual I expect we will meet with some challenges.
Challenge 1.1: It will take time to write an effective and understandable policy
and procedures manual. For immediate action on the issue of sexual harassment in
the workplace, I propose we start by writing a section on sexual harassment as well as a
whistleblower policy that will protect any reporter from retaliation. After this has been
completed we can then build the rest of the policy and procedures manual.
Challenge 1.2: A cost will be involved with creating material to educate our employees
on the policies and procedures of the company. A budget should be created or a line item
in the existing Operations budget should be added in order to expense this cost. This cost
will not include the training materials for the training course delivered by the Department
of Human Rights as the fee for the instructor includes training materials.

Action 2 - Implement Sexual Harassment Training

A quarterly sexual harassment training should be instituted to educate employees of the need for
sensitivity and respect to each other in the workplace. We should begin these trainings
immediately. The first step in the process will be to contact the Illinois Department of Human
Rights and to arrange for an instructor to teach our employees with a curriculum designed for our
company’s needs. This training can be customized for us, specifically, at a low cost. The initial
training has an estimated time span of 2-5 hours. I believe we can accomplish training on a
quarterly basis as follows:
● First quarter: All employees and all management attend a fully comprehensive training.
● Second quarter: Management only meeting with the purpose of educating on spotting
sexual harassment in the workplace.
● Third quarter: All employees attend a follow-up training.
● Fourth quarter: Management training only.

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Any new employees hired will receive a comprehensive training on sexual harassment as part of
their new employee orientation and then will join the rest of the company on the regularly
scheduled trainings.
Challenge 2.1: The logistics of training all existing employees will be a challenge that
will need to be met. To meet the needs of the company, I am suggesting the following as
options for any training beyond the initial meeting with the Department of Human
Rights:
a. Close the production line early one Friday, bi-annually, to allow for a group
employee training. This will allow employees to stay on the clock for the
final hour(s) of their work week and receive training instead of working on the
product manufacturing.
b. To keep from having to close the production line bi-annually, the company can
request the educator from the Illinois Department of Human Rights to maintain a
presence throughout an entire work day. If the educator has that availability we
can then rotate employees through a training in groups of 10-15 employees.
c. As a third option, the company could cater a luncheon for the employees, bi-
annually, to allow the employees to train over their lunch break. An additional
cost may be incurred for this option as the company would be providing lunch as
well as wages for the training hour(s).

Action 3 - Post Sexual Harassment Media

To further educate beyond quarterly trainings, posters and flyers should be hung around the
workplace. These posters or flyers will remind employees of the dangers of sexual harassment. I
am requesting additional funds from the operating budget to allow for posters and flyers to be
printed.
Challenge 3.1: Approved locations need to be found to display posters or flyers in places
such as the lunchroom, on the factory floor, in restrooms, and/or employee locker rooms.

Action 4 - Bi-annual Surveys

Bi-annual Surveys should be completed to help Human Resources and Management to
understand if the training has been effective.
Challenge 4.1: There are two different delivery systems possible for issuing the required
surveys. The first way is an online form the employee could fill out in a few
minutes on a computer at Doohickeys U Need, Inc. The second option would be to make
the survey available as a paper form that the employee could fill out at the beginning or
the end of their shift.
Challenge 4.2: In order to encourage the quick response of these required surveys, I
suggest we institute a drawing in which an employee would be entered to win a pair of
movie tickets or other such incidental item upon completion of the survey within the first
three days of distribution.

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 Challenge 4.3: In order to learn from the employees’ responses and to be able to make
any future trainings more successful, the data from the surveys should be compiled into a
system for evaluation by Human Resources and any key management staff also assigned
to the project.

Conclusion
Creating and maintaining a Sexual Harassment Policy is required by law. Requirements set by
the Illinois Human Rights Act are met by the plan as outlined above. By partnering with the
Illinois Department of Human Rights to complete quarterly trainings in the first year, we will
succeed in properly educating the employees on sexual harassment and make them aware of
what is needed to be employed at Doohickeys U Need, Inc.

I hope you found this report helpful. If you have any questions or would like to discuss anything
further please let me know.

Jane Smith, Director of Human Resources

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