別靠電影明星來解決職場性騷擾

“I do hope the movie stars don’t give up on the #MeToo movement and move on to something else.”

“我真心希望電影明星不要放棄#MeToo(我也是)運動，轉(zhuǎn)而關(guān)注起別的事情。”

The speaker was a senior consultant, and it was a private conversation. He was trying to articulate his sympathy for the men and women who have spoken out against harassment at work. He wanted the campaign to succeed. But his comment exuded abject passivity: fixing the problem was up to the “actresses” — not him.

說這話的人是一名高級顧問，且這是一次私人談話。他是對那些站出來揭露職場性騷擾行為的男性和女性表示同情。他希望這場運動能夠取得成功。但他的這番話顯得極其被動：問題的解決取決于“女演員們” —— 而不是他。

My first response was outrage, my second was pragmatic. This consultant’s perspective was the same as that of many male and female managers I know. They support women and they are against harassment. They have not experienced or perpetrated sexual harassment themselves, but they probably know people who have, though they may be unaware of that. So they have power and goodwill but they do not know what to do with them. This column is for them.

我的第一應(yīng)是憤怒，但我的第二反應(yīng)是務(wù)實的。這位顧問的觀點與我所認識的許多男性和女性經(jīng)理相同。他們支持女性，反對性騷擾。他們自己并沒有受到或?qū)嵤┻^性騷擾，但他們可能認識受到或?qū)嵤┻^性騷擾的人，盡管他們可能沒有意識到這一點。所以，他們擁有應(yīng)對這些情況的權(quán)力和善意，但不知道如何下手。這篇專欄就是寫給他們的。

The first step is to accept that, according to the statistics, sexual harassment is almost certainly happening in your workplace. Research shows that the proportion of workers who say they have been harassed stands at between 20 per cent and 53 per cent for women depending on the survey; for men, it is somewhere between 7 and 20 per cent. Unless you work in a very, very small business, this is your problem now.

第一步就是接受現(xiàn)實。根據(jù)統(tǒng)計數(shù)據(jù)，你的工作場所幾乎肯定存在性騷擾。根據(jù)調(diào)查結(jié)果所進行的研究顯示， 表示受到過騷擾的女性比例在20%至53%之間;男性則在7%到20%之間。除非你在一家非常小的企業(yè)工作，否則，性騷擾就是你現(xiàn)在面臨的問題。

The second step is to recognise that harassment is against the law in the UK under the Equality Act 2010 section 26. It does not matter if it was intentional or not. According to Meriel Schindler, head of the employment team at Withers law firm and a leading London-based employment lawyer, “If I put porn up in my open-plan office without intending to upset the person next to me, I am creating a degrading environment. It does not matter that I did not intend it to violate anyone’s dignity or to create an intimidating, hostile, humiliating or offensive environment; that is what ordinary harassment is about.”

第二步是要認識到，根據(jù)2010年生效的《平等法》(Equality Act)中的第26條，性騷擾在英國是違法行為，不論是有意為之還是無心之失。根據(jù)衛(wèi)達仕律師事務(wù)所(Withers)勞資法律師團隊主管、倫敦數(shù)一數(shù)二的勞資法律師梅里埃爾•辛德勒(Meriel Schindler)的解釋，“如果我把色情雜志放在我的開放式辦公室，雖無意讓旁邊的人感到不安，我還是營造了一種侮辱性的環(huán)境。即便我無意侵犯任何人的尊嚴，或創(chuàng)造恐嚇、敵意、羞辱或威脅性環(huán)境，也無濟于事。這就構(gòu)成了普通意義上的騷擾。”

Much the same applies in the US, where, as part of equal opportunity legislation, sexual harassment of men or women is against the law.

美國的情況也基本一樣。作為平等機會立法的一部分，對男性或女性的性騷擾都是違法行為。

The third step is to understand that everyone is watching. What will your organisation do? The old responses — brush it under the carpet, quietly manage out the junior party — will not work. All those purpose and values statements, ethics exhortations and workforce engagement strategies: you can kiss them goodbye when you turn a blind eye to harassment that everyone sees and talks about. As Ms Schindler says, the past six months have seen networks trump hierarchy.

第三步是要明白，每個人都在看。你的組織會如何處理?以往那些刻意隱瞞、悄悄地將職位低的員工“管理出門“(manage out)的做法再也行不通了。如果你對每個人都看到，且都在談?wù)摰男则}擾視而不見，那你就可以和所有那些目標和價值觀宣言、道德訓(xùn)誡和員工參與策略說再見了。正如辛德勒所說，在過去六個月中，網(wǎng)絡(luò)已經(jīng)戰(zhàn)勝了等級。

Everyone’s eyes are on employers. After decades of failed diversity initiatives, will management grasp the nettle and change anything? Which senior leaders — male or female — are stepping up and demanding action? Who remains silent?

每雙眼睛都在緊盯著雇主。在多元化口號喊了幾十年仍未見成效后，管理層是否會迎難而上，作一些改變? 哪些高層領(lǐng)導(dǎo)——男性還是女性——正挺身而出，并要求采取行動? 誰還在保持沉默?

The obvious policies have to work in practice. An ethics phone line that no one answers will not cut it any more — attention must be paid not just to policies but also to their practical impact.

清晰明了的政策必須在實踐中發(fā)揮作用。開通一條無人接聽的道德熱線的做法已經(jīng)行不通了——雇主必須予以關(guān)注，不僅關(guān)注政策，還要關(guān)注政策的實際效果。

Which employers will follow Cambridge university, by measuring sexual misconduct and tracking progress in dealing with it? In the past five years, fewer than six incidents of sexual misconduct were reported formally at the university per term. But since it launched an anonymous online form to allow staff to report incidents, 173 were reported in just nine months. The university’s project is watched with interest.

有哪些雇主會效仿劍橋大學(xué)(Cambridge University)的做法，對不檢點行為進行衡量，并追蹤處理進展? 在過去五年里，劍橋每學(xué)期正式報告的不檢點行為不到六起。但是，在該校推出匿名在線表格，讓員工舉報此類事件后，僅九個月就收到了173份舉報。劍橋的做法受到外界饒有興趣的關(guān)注。

Who in senior management will stand alongside those with grievances to ensure they are investigated firmly and fairly? Will you volunteer? Which non-executive director will personally guarantee that every reported case is taken seriously and dealt with quickly? That is the undertaking I have made on one board on which I sit. I want to reassure myself our promise is serious and real.

高級管理層中，有誰愿意與那些滿懷委屈的人站在一起，確保舉報得到嚴肅而公平的調(diào)查? 你愿意主動這樣做嗎? 哪位非執(zhí)行董事愿意作出個人保證，確保每個舉報的案件都得到認真對待和迅速處理? 在我擔任董事的一個董事會上，我做了這樣的承諾。我想讓自己相信，我們的承諾是嚴肅而真實的。

Now is an excellent time to introduce reverse mentoring, in which senior executives receive feedback from junior staff. I have seen this work well in large organisations where leaders were paired with young workers of different genders, ethnicity and sexual orientation.

現(xiàn)在是推出逆向指導(dǎo)機制的大好時機——讓高級管理人員聽取下級員工的反饋意見。我注意到，在一些大型機構(gòu)中這種做法效果非常好：企業(yè)領(lǐng)導(dǎo)與不同性別、族裔和性取向的年輕員工結(jié)成對子。

Being told how they come across to others, where they cross lines or step on toes, can be chastening but informative. Many leaders shrug their shoulders and say it is just too difficult these days to know what is acceptable behaviour and what is not. But it is not hard — junior mentors will tell you. Seeing yourself and your organisation through young eyes makes a difference to how you communicate and behave. Ms Schindler says this is particularly effective at board level, where it is hard to know what is really going on.

被告知自己的什么行為導(dǎo)致別人有意見，哪些地方越界了，哪些地方冒犯了他人，這些話可能不中聽，但很有用。許多領(lǐng)導(dǎo)聳聳肩說，現(xiàn)在要想知道什么是可以接受的行為、什么是不可以接受的行為實在太難了。這其實并不難——負責(zé)指導(dǎo)你的下級會告訴你。通過年輕人的眼睛來看待你自己和你領(lǐng)導(dǎo)的機構(gòu)，會讓你的溝通和行為方式發(fā)生改變。辛德勒說，這種做法在董事會層面特別有效，因為董事會很難了解真實情況。

Senior leaders must now be prepared to stake their reputations on fair, safe workplaces. As we have seen with Oxfam and the Catholic Church, it is naive to assume that your organisation’s reputation and higher purpose will protect you.

現(xiàn)在，高層管理人員必須準備好，押上自己的聲譽來追求一個公平而安全的工作場所。正如我們在樂施會(Oxfam)和天主教會(Catholic Church)看到的那樣，認為組織的聲譽和崇高目標會保護你是幼稚的想法。

This is an existential moment for everyone in management. It is not up to film stars to sort it out. It is up to you.

現(xiàn)在是每個管理者展現(xiàn)其存在價值的時刻。不能依靠電影明星來解決性騷擾問題，這事該你來做。