handout.

Slide 1
Sexual Harassment
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Prevention, Correction and Litigation
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Slide 2
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Introduction

Well, all the guys want to have sex with me
all the time. Every day I come to work it`s
nonstop sexual harassment. They had to
have some people from General Electric
come down and talk to us about it. There`s
a lawsuit that`s about to happen. But other
than that, it`s been great. – Mindy Kaling
on being one of only 2 female writers on a
staff of 14 for "The Office" (2005)
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Slide 3
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Coworker Liability
Effective January 1, 2001, employees at all
levels who sexually harass a coworker can
be sued individually.
 If the Employer concludes that you engaged
in sexual harassment, it will not defend you
or pay the damages.
 If your own insurance does not pay, you
could lose your property.

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Slide 4
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What is it?
sex-u-al ha-rass-ment \`sek-sh(e-)wel he`ras-ment\ n (1975):
•According to Merriman-Webster’s
Collegiate Dictionary (3rd Ed.), it is:
uninvited and unwelcome verbal or physical
conduct directed at an employee because of
his or her sex.
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Slide 5
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A Legal Definition
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Sexual harassment is any
unwelcome sexual advances,
requests for sexual favors and
other verbal or physical conduct
of a sexual nature when:
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Slide 6
Quid Pro Quo
Submission to the conduct is made either
explicitly or implicitly a term or
condition of instruction, employment, or
participation in other employment
activity,
 Submission to or rejection of such
conduct by an individual is used as a
You got
basis for evaluation in making academic
the
job!
or personnel decisions, or
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
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Slide 7
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Hostile Environment
Such conduct has the purpose
or effect of unreasonably
interfering with an
individual’s performance or
creating an intimidating,
hostile, or offensive
University environment.
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Slide 8
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Necessary Showings
 The
conduct must be unwelcome, and
 Either result in a tangible employment
action, (Quid pro quo), or
 Be sufficiently severe or pervasive “to
alter the conditions of employment and
create an abusive working
environment.” (Hostile environment)
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Slide 9
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“Unwelcome” Is Not the Same As
“Involuntary.”
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Slide 10
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The Banker and the Teller
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Slide 11
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Is this conduct welcome?
Taylor, the branch manager, invites Vinson, a
recently hired teller-trainee, out to dinner and
during the meal suggests that they go to a hotel to
have sexual relations. After at first refusing,
Vinson subsequently agrees. Over the next
several years Vinson and Taylor have intercourse
some 40 or 50 times. During this period, Vinson
is promoted to teller, head teller, and assistant
branch manager. These activities cease when
Vinson starts going with a steady boyfriend.
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Slide 12
Do the following facts change
your mind?
Vinson says that she eventually agreed to
have sex with Taylor because she was afraid
to lose her job.
 Taylor makes repeated demands for sexual
favors, usually at the branch, both during
and after business hours.
 Taylor fondles Vinson in front of other
employees.

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Slide 13
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What about these facts?
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 Taylor
follows Vinson into the
women’s restroom when she goes
there alone.
 Taylor exposes himself to Vinson.
 Taylor forcibly rapes Vinson.
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Slide 14
And how about these facts? Do
they change your mind?
 Vinson
never reports Taylor and never
attempts to use the Bank’s complaint
procedure.
 Taylor denies everything and claims
that Vinson is lying because of a
business-related dispute.
 Vinson dresses provocatively and
publicly expresses sexual fantasies.
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Slide 15
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The Reasonable Person



Pervasiveness and severity are judged by a
reasonable person standard.
The reasonable victim’s perspective must be
considered in determining whether or not a
reasonable person would find the conduct
offensive.
Employers are not required to accommodate the
individualized concerns of hyper-sensitive
employees.
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Slide 16
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The Lovelorn Revenue Agent
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Slide 17
Is this a hostile work
environment?
Ellison and Gray are revenue agents in the
same office. According to Ellison, Gray
pesters her and hangs around her desk.
Ellison declines an invitation to go out for
drinks and suggests lunch the next week but
then tries to stay away from the office
during lunch time to avoid having to go.
Sometime during the next week, Gray
uncharacteristically wears a three piece suit
and asks Ellison to lunch. She declines.
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Slide 18
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Is it now?
 Gray
gives Ellison the following note:
“I cried over you last night and I’m
totally drained today. I have never
been in such constant term oil (sic).
Thank you for talking with me. I could
not stand to feel your hatred for
another day.”
 Ellison leaves the room after reading
the note and Gray follows her. Ellison
leaves the building.
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Slide 19
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What should the supervisor do?
 Ellison
shows the note to Miller
who supervises both Ellison and
Gray but asks Miller not to do
anything because she wants to
handle it herself.
 Ellison asks a male co-worker to
tell Gray that she is not interested.
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Slide 20
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The story continues:


Ellison gets Gray’s note on Wednesday. He calls in sick
on Thursday and Ellison is off Friday. The next Monday
she starts four weeks of training out of town.
Gray sends Ellison a three-page, typed, single spaced
letter which states in part: “I know you are worth knowing
with or without sex.... Leaving aside the hassles and
disasters of recent weeks, I have enjoyed you so much
over these past few months. Watching you. Experiencing
you from O so far away. Admiring your style and élan....
Don’t you think it odd that two people who have never
even talked together, alone, are striking off such intense
sparks. . . I will [write] another letter in the near future.”
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Slide 21
What should the supervisor do
now?




Ellison immediately telephones Miller. She tells
Miller that she is frightened and upset.
Ellison asks Miller to transfer either her or Gray
because she would not be comfortable working in
the same office with Gray.
Miller discusses the problem with her supervisor,
Benton, and meets with Gray. Miller tells Gray to
leave Ellison alone.
Over the next week, Miller advises labor relations
of the situation and reminds Gray “many times”
not to contact Ellison.
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Slide 22
And now what should the
supervisor do?



Gray transfers to another office before Ellison’s
return but files a grievance requesting to be
transferred back.
The grievance is settled permitting Gray to return
provided he spends four more months away and
promises to leave Ellison alone.
When Ellison learns that Gray will be returning
she files a sex harassment complaint and transfers
to another office.
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Slide 23
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Does Gray’s intent matter?
Suppose Gray sees himself as a modern day
Cyrano de Begerac wishing no more than to
woo Ellison with his words? There is no
evidence that Gray harbors any ill will
toward Ellison.
 In his three page love letter, Gray offers to
leave Ellison alone if she wishes.

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Slide 24
Ellison v. Brady
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AKA: The Lovelorn Revenue Agent
“We realize that there is a broad range of viewpoints
among women as a group, but we believe that many
women share common concerns which men do not
necessarily share. For example, because women are
disproportionately victims of rape and sexual assault,
women have a stronger incentive to be concerned with
sexual behavior. Women who are victims of mild forms of
sexual harassment may understandably worry whether a
harasser’s conduct is merely a prelude to violent sexual
assault. Men, who are rarely victims of sexual assault, may
view sexual conduct in a vacuum without a full
appreciation of the social setting or the underlying threat of
violence that a woman may perceive.”
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Slide 25
When is an environment
“hostile” or “abusive”?
Look at all circumstances.
How frequent is the conduct?
 How severe is the conduct?
 Is the conduct physically threatening or
humiliating?
 Is it “a mere offensive utterance”?
 Does it unreasonably interfere with work or
school performance?

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Slide 26
Social Context
Determining whether a reasonable person would
consider behavior to be severe requires “careful
consideration of the social context in which the
particular behavior occurs and is experienced by its
target.”
“The real social impact of workplace behavior
often depends on a constellation of surrounding
circumstance, expectations, and relationships
which are not fully captured by a simple recitation
of the words used or the physical acts performed.”
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Oncale v. Sundowner Offshore Services
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Slide 27
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Example
Is a football player’s environment severely
or pervasively abusive if the coach smacks
him on the buttocks as he heads onto the
field?
 Would the same behavior reasonably be
experienced as abusive by the coach’s
secretary back at the office?

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Slide 28
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Sexual Harassment Charges
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16000
14000
12000
10000
Men
Women
8000
6000
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4000
2000
0
1992 1993 1994 1995 1996 1997 1998 1999 2000
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Slide 29
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The Risks of Romance
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Can I date a fellow employee?
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Slide 30
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It’s a bad idea

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
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No rule or policy forbids dating a fellow employee
except where expressly stated in manual.
Consensual relationships between a supervisor and
a subordinate are suspect given the power
difference.
Claims of harassment may also be made by other
employees who believe they are treated unfairly
because of the relationship.
What if the relationship sours?
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Slide 31
Power imbalances and changing
circumstances


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Everyone interprets events based upon their own
background, experiences, hopes and wishes.
You cannot be sure that someone who depends on
your good favor will view a pass as innocent or
believe that rejection would be free of
consequences.
Current events will be interpreted in light of
subsequent events.
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Slide 32
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What do you see?
A
fashionable
young woman
from a bygone
era?
 An ugly hag?
 Which one is the
truth?
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Slide 33
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Date at your own risk




If you date and your former love object alleges
that the whole thing was sexual harassment, you
are on your own.
The Employer will not defend you, so check your
homeowner’s policy.
You might lose more than money, like your
spouse and family.
Oh yes, and your job could also be at stake
because, while dating is not against the rules,
harassment is.
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Slide 34
Supervisor Responsibilities
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What should you do if:





An employee who you supervise tells you that
she is being sexually harassed?
You overhear two non-supervisory employees
talking about their sexual conquests?
Another supervisor tells you that he has been
dating a coworker?
You see an employee looking at a porno web
site?
You receive a sexual joke as an e-mail
attachment?
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Slide 35
Supervisors Must Take
“Reasonable Care”
The Supreme Court has given
employers a defense in some hostile
environment cases. To take advantage
of the defense an employer must show
that it “exercised reasonable care to
prevent and correct promptly any
sexually harassing behavior.”
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Faragher v. City of Boca Raton
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Slide 36
What Is “Reasonable Care?”



YOU MUST DO SOMETHING WHEN YOU
LEARN ABOUT HARASSMENT: The Supreme
Court denied the defense to the employer where
the victim of harassment actually told a
supervisor, Gordon, about the harassing conduct
and he had done nothing.
YOU ARE RESPONSIBLE: Gordon had similar
informal talks with other women but felt it was not
his place to report the conduct.
YOU HAVE TO PAY ATTENTION: The
Supreme Court also noted that the employer had
“made no attempt to keep track of the conduct of
supervisors.”
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Slide 37
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Report all inappropriate conduct
The Employer can
be held to know
what you know.
 Your failure to
report will be
judged using 20-20
hindsight.
 When in doubt,
shout.

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Slide 38
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Why Not Handle It Yourself?


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Most managers and supervisors see harassment
claims only rarely and so have little experience.
If you talk to the alleged discriminator you can
make matters worse, triggering retaliation, or
giving him a chance to “get his story straight.”
You might not learn of other facts that should
influence your decision making.
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Slide 39
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Express disapproval




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Take down offensive jokes and cartoons.
If you overhear sexually explicit conversations or
language, say that it is inappropriate in the
workplace.
If you hear discriminatory language, verbalize
disapproval
Do not laugh at racy jokes, no matter who tells
them. You are a role model. You set the tone.
Say it is not okay.
Dare to be square.
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Slide 40
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Why react to minor incidents?


While a single utterance generally will not be held
to create a pervasively hostile work environment,
you will not see or hear about all incidents. You
may be seeing only the proverbial tip of the
iceberg.
You set the tone. An employee who sees you
laughing at sexual jokes is unlikely to feel that she
can complain to you; thus, you would never learn
about the rest of that iceberg.
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Slide 41
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Take disciplinary action



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If you learn of conduct that may constitute sexual
harassment, you must take disciplinary action.
It is not enough that the conduct stops.
At minimum, the harasser must be advised in
strong terms that the conduct is wrong and that
further discipline will be imposed if it is repeated.
In many circumstances, much stronger action must
be taken.
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Slide 42
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Follow Up
The victim may have useful suggestions.
You may end up preventing further
harassment.
 If it turns out that the remedy was
inadequate, you might learn about it before
the complaint turns into a lawsuit.
 You might prevent a constructive discharge.
 You might deter others from engaging in
harassment.
 You communicate a seriousness of purpose.


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Slide 43
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What not to do
 If
you get a complaint, do not suggest
that it is trivial or that the complaining
person has simply misinterpreted the
facts.
 Do not ignore it or conclude that it is
not your place to do anything about it.
 Do not discount claims made by
“trouble makers” or by employees who
are having other difficulties at work.
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Slide 44
Role Play
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What should you say?
You overhear two non-supervisory
employees talking about their sexual
conquests?
 You see an employee looking at a porno
web site?
 You receive a sexual joke as an e-mail
attachment?

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Slide 45
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The Worried Word Processor
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Slide 46
What action should the manager
take?



Management had received complaints that Moore
made sexually suggestive remarks and engaged in
unwelcome touching of female clerical workers
well before Caroline began working there.
Peterson, who was responsible for the office, had
met with all staff to warn the men not to engage in
conduct that could be construed as sexual
harassment. He met privately with Moore to
caution him against sexual harassment.
Moore and Peterson interview Caroline for a word
processing job, during which Moore asks her what
she would do if subjected to sexual harassment.
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Slide 47
Is the remedial action sufficient?



Shortly after Caroline starts work, Moore makes
sexually suggestive remarks, and once rubs his
hands on her back, refusing to stop when she asks
him to do so.
A month latter, Caroline accepts a ride home from
Moore after a snow storm that leaves her stranded.
He makes repeated suggestive remarks, kisses her,
insists on entering her apartment and, while there,
kisses her and rubs his hands on her back. At first
he refuses to leave but eventually does.
Moore is warned in writing: “If there are any
recurrences. . .such will be grounds for immediate
termination”
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Slide 48
How can a manager avoid these
problems?



Unknown to Peterson, Moore continues his sexual
innuendo and improper touching of women
workers (other than Caroline) after the initial
warning from Peterson.
After Caroline complains, Peterson also revokes
Moore’s security clearance as a punishment.
Caroline feels that this revocation increases her
contact with Moore because she does not have
clearance and they will spend more time in the
same area as a result.
Caroline feels that the actions taken are inadequate
and quits.
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Slide 49
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The Case of the Kissing
Chancellor
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Slide 50
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Is this sexual harassment?



Fall is hired by Caul to promote classes at a
satellite location despite budgetary concerns
expressed by the Chancellor.
Chancellor Cohen sends an e-mail message to Fall
requesting that she make an appointment to
discuss legislative issues.
During the appointment, Cohen closes the door,
says the appointment was a “ruse” to get Fall
alone, grabs Fall “like a gorilla,” kisses her,
forcing his tongue into her mouth, and forces his
hand down her blouse.
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Slide 51
Did the University exercise
reasonable care?
Fall did not at first report the incident, doing
so only after hearing from Chancellor
Cohen at a party that “there is probably
going to be a cut in off-campus programs
and we know where that cut will be.”
 Once Fall reports the conduct, an expansive
investigation is conducted, as a result of
which Cohen resigns and takes a one-year
sabbatical.

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Slide 52
Do these facts change your
mind?
 When
Fall first reports the
Chancellor’s behavior, Caul says that
“this was not the first time someone
had complained about Cohen.”
 On learning of the incident, the first
reaction of Lamon, the ViceChancellor for Academic Affairs is:
“Oh no, not again.”
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Slide 53
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What about these facts?
 The
previous complaint referred to by
Caul and Lamont had been made five
years before.
 Although the University investigated
the previous complaint, it took no
corrective action “because the victim
did not want any further action taken.”
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Slide 54
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The Indifferent Administrator
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Slide 55
The sordid tale



A heterosexual male hospital admitting clerk
contends he is subjected to harassment by
homosexual male co-workers, including his
supervisors.
The harassment includes sexual advances and
propositions, lewd comments, and physically
touching intimate parts of the admitting clerk’s
body.
The clerk is told by co-workers that his is “a gay
job” and they, particularly the supervisors, are
angered by his rebuffs.
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Slide 56
Can the employer raise a
defense?
When the situation becomes intolerable, the
clerk meets with the Medical Director who
says that he had been aware of ongoing
harassment long before the clerk came on
the scene.
 However, the Director is leaving on
vacation. He tells the clerk to meet with the
Administrative Director.

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Slide 57
What should the administrator
have done instead?



The Administrative Director initially refuses to
meet with the clerk, doing so only when he insists.
The administrator characterizes the complaint as
“trivial and insignificant” and “belittle[s] the
clerk’s experiences and reactions.”
The administrator promises confidentiality but
immediately telephones one of the supervisors to
tell him that the clerk has accused him of
harassment.
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Slide 58
Monetary Benefits Obtained by
Law Enforcement Agencies
$60,000,000.00
___________________________________
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$50,000,000.00
$40,000,000.00
___________________________________
$30,000,000.00
$20,000,000.00
$10,000,000.00
$0.00
1992 1993 1994 1995 1996 1997 1998 1999 2000
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Slide 59
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Employment Law Jury Verdicts
Year
2003
Median Jury
Verdict
$315,000
Average Jury
Verdict
$1,014,046
2004
$300,000
$1,924,007
20055
$350,000
$535,834
2006
$545,172
$1,409,793
2007
$386,000
$992,774
2008
$250,000
$2,506,132
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Slide 60
Verdicts for Selected Claims: 2011
Type of
Claim
Percent
Plaintiff
Verdicts
Number of
Claims
Average
Verdict
Median
Verdict
Retaliation/
Whistleblowing
46%
52
$1,432,987
$300,000
Gender
Discrimination
50%
12
$2,336,205
$300,000
56%
34
$669,695
$516,917
Sexual
Harassment
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Slide 61
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THE ANSWERS
What the Courts Decided
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Slide 62
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The Banker and the Teller
Meritor Savings Bank v. Vinson
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Hostile environment claims are recognized as
unlawful sex discrimination:
“Sexual harassment which creates a hostile or offensive
environment for members of one sex is every bit the
arbitrary barrier to sexual equality at the workplace that
racial harassment is to racial equality. Surely, a
requirement that a man or woman run a gauntlet of sexual
abuse in return for the privilege of being allowed to work
and make a living can be as demeaning and disconcerting
as the harshest of racial epithets.”
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Slide 63
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The Banker and the Teller
Meritor Savings Bank v. Vinson
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The conduct must be unwelcome:
“[T]he fact that sex-related conduct was ‘voluntary,’ in the
sense that the complainant was not forced to participate
against her will, is not a defense to a sexual harassment suit
brought under Title VII. The gravamen of any sexual
harassment claim is that the alleged sexual advances were
‘unwelcome.’ [Citation omitted.]”
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Slide 64
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The Banker and the Teller
Meritor Savings Bank v. Vinson
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The conduct must be severe or pervasive:
“For sexual harassment to be actionable, it must be
sufficiently severe or pervasive ‘to alter the conditions of the
victim’s employment and create an abusive working
environment. . . [Vinson’s] allegations in this case—which
include not only pervasive harassment but also criminal
conduct of the most serious nature—are plainly sufficient to
state a claim for ‘hostile environment’ sexual harassment.”
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Slide 65
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The Banker and the Teller
Meritor Savings Bank v. Vinson
“[W]e reject [the Bank’s] view that the
mere existence of a grievance procedure
and a policy against discrimination
coupled with [Vinson’s] failure to invoke
that procedure, must insulate [the Bank]
from liability.”
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Slide 66
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The Lovelorn Revenue Agent
Ellison v. Brady
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The “reasonable woman” standard is adopted:
“[I]n evaluating the severity and pervasiveness of sexual
harassment, we should focus on the perspective of the
victim….If we only examined whether a reasonable person
would engage in allegedly harassing conduct, we would run the
risk of reinforcing the prevailing level of discrimination.
Harassers could continue to harass merely because a particular
discriminatory practice was common, and victims of
harassment would have no remedy. We therefore prefer to
analyze harassment from the victim’s perspective.”
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Slide 67
The Lovelorn Revenue Agent
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Ellison v. Brady
The employer’s remedial action was inadequate:
“We strongly believe that the victim of sexual harassment
should not have to work in a less desirable location as a
result of an employer’s remedy for sexual harassment.”
“Ellison’s employer did not express strong disapproval,. . .
did not reprimand Gray, did not put him on probation, and
did not inform him that repeated harassment would result in
suspension or termination. Apparently, Gray’s employer
only told him to stop harassing Ellison. Title VII requires
more that a mere request to refrain from discriminatory
conduct. Employers send the wrong message to potential
harassers when they do not discipline employees for sexual
harassment.”
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Slide 68
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The Worried Word Processor
Caroline v. Unisys Corporation
Summary judgment for the employer reversed.
Caroline’s evidence held to “cast doubt on the
adequacy of [the employer’s] remedies.” The
previous reprimand of Moore “had failed to deter
him from striking again” and the revocation of
Moore’s security clearance actually increased
Caroline’s chance of encountering Moore in the
office. A reasonable fact finder could infer that the
company “intended Moore’s earlier reprimand as
nothing more than a slap on the wrist or perhaps
even an outright sham.”
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Slide 69
The Case of the Kissing Chancellor
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Fall v. Indiana University Board of Trustees



A reasonable jury could conclude that the conduct
was severe or pervasive, even though it was a one
time occurrence.
The University took reasonable steps to promptly
correct the sexual harassment endured by Fall in
that it conducted an expansive investigation
resulting in Cohen’s resignation immediately upon
learning of the incident.
However, judgment could not be granted to the
University because it had not taken reasonable
steps to prevent Cohen’s harassment from
occurring in the first place.
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Slide 70
The Case of the Kissing Chancellor
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Fall v. Indiana University Board of Trustees


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The previous complaint put the University on
notice.
Notice exists whenever information comes to the
attention of someone who has the power to
terminate the harassment or who can reasonably
be expected to report or refer a matter “up the
ladder.”
Notice exists, even where the complete facts are
unknown, if a reasonable employer might think
there was some probability that harassment was
taking place.
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Slide 71
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The Indifferent Administrator
Matthews v. The Regents of the University of California
Individual supervisors can be held liable for
sexual harassment and retaliation.
 “[S]exual harassment perpetrated by a
supervisor. . .is a particularly personal form
of. . .discrimination. . . .[T]he responsibility
for such acts must be borne both by the
offender as well as the employer who
tolerates the offense. . . .”

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Slide 72
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Legal Evaluation Concerns
Jury Trial Simulation
Voir Dire/Juror Selection
 Witness Preparation
 Trial Monitoring
 Expert Witness Testimony
 Testing Arguments & Exploring Case
Issues Among Jurors & Other Target
Groups By: Qualitative Research & Quantitative

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Research
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Slide 73
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JURY TRIAL SIMULATI0N
Ad hoc design to fit the case and counsel needs
Basics:
- jury panel from potential juror pool v. retired
judge
- client lawyers representing plaintiff/defense (role
playing as needed
- witnesses needing rehearsal
- suitable research venue w/ recruitment/facilities/
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Slide 74
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Survey Research—Voir Dire

Purposes:


To test hypotheses about case issues among designated
target groups
To prove or disprove claims made by Plaintiffs and
Defendants in Case filings
Ultimately generating statistically significant or otherwise
reliable information (trend data) covering key issues of
people’s perceptions, attitudes and behavior involved in
the claims.
Face2Face, Phone, Internet modalities
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Slide 75
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Discovery Tools
Interrogatories
Document Demands
 Requests for Admission
 Depositions
 Subpoenas
 Expert Witnesses
 Private Investigation
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Slide 76
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Final Thoughts
“Beauty provokes harassment, the law says,
but it looks through men's eyes when
deciding what provokes it.”
― Naomi Wolf, The Beauty Myth
 I will stop just short of calling
this harassment, ... I will leave that to my
attorneys.
― Nicole Brown

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Slide 77
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Thank you!
Arthur J. Travieso, Esq.
The Rallo Law Firm
3070 Bristol Street, Suite 560, Costa
Mesa, CA 92626
O 714.850.0690 F 714.659.6491
[email protected]
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