THE SHOP

March '18

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MARCH 2018 THE SHOP 59 plaints can be made," says James J. McDonald, Jr., managing partner at the Irvine, California office of Fisher & Phillips (fisherphillips.com). He warns against the common mistake of requiring complain- ants to report incidents to supervisors, who may not have the requisite training or may themselves be offending parties. And, bear in mind that many people refrain from reporting incidents out of a fear of retaliation. So, who should play the role of reporting point? Larger organizations may assign properly trained individuals in the human resources department. Smaller ones may con- tract with an independent HR service firm. But, how about the very smallest busi- nesses—those which can't afford the full- time services of an outside organization? "Some human resources consultants pro- vide fractional services for smaller clients," says McDonald. "They might, for a rea- sonable fee, provide an individual onsite for two days a week, and offer availability by telephone hotline on other days. That resource can make all the difference when an incident occurs." STEP 3 TRAIN YOUR PERSONNEL The most carefully designed policies will only work if supervisors are trained to identify and respond appropriately to or to be overtly demonstrative. If you have a relationship with someone you supervise, or otherwise might have some impact on your work, we need to know promptly." To eliminate conflict of interest or favor- itism, some individuals involved in romantic relationships may need to be transferred. That can be difficult at smaller organization with a limited number of unrelated departments. "Smaller organizations have more issues resulting from romantic involvements," says Gregg. Attorney McDonald sometimes recom- mends that employers go still further by requiring that involved parties sign a docu- ment formally agreeing to the following terms: • They acknowledge the relationship is consensual; • They agree to avoid a conflict of interest or the appearance of one; • They agree to not carry on the relationship in the workplace; • They acknowledge that the company has a policy against sexual harassment; • They understand the company procedures for reporting incidents of sexual harass- ment; • They agree to report any change in the relationship to a non-consensual status. "I have never had anyone sign one of those agreements and then turn around and try to sue," says McDonald. No matter what policy your organization adopts, individuals in supervisory positions may want to think twice about engaging in workplace romances with subordinates. "I can think of no faster way to end a man- ager's career than to engage in a dating relation- ship with a subordinate that ends badly," says McDonald. "A lot of managers have felt they could handle it when, in fact, they couldn't." —Phillip M. Perry Flowmaster® now delivers the next step in a�aining maximum performance & e�ciency for your vehicle. Introducing Flowmaster's Delta Force® Performance Intake systems. All systems feature Flowmasters Lifetime Limited Warranty protecting your investment. For maximum performance, mileage and for an iconic exhaust performance, mileage and for an iconic exhaust note, we recommend pairing your new Flowmaster® Delta Force® Performance Intake with one of our legendary & race proven exhaust systems. 707.544.4761 FLOWMASTERMUFFLERS.COM FULL LINE OF POPULAR SKU'S EXCELLENT CUSTOMER SERVICE STRONG MARGINS FAST SHIPPING MADE IN THE USA FACTORY MOUNTING POINTS POWDER COATED HEAT SHIELD STAINLESS STEEL HARDWARE REINFORCED SILICONE COUPLERS UNIQUE DESIGN WITH LOGO ANODIZED ALUMINUM FITTINGS WASHABLE HIGH-FLOW FILTER FOAM RUBBER SEAL DURABLE POLYETHYLENE INTAKE TUBE

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