Successful Sexual Harassment Prevention
4 Levels
Rory founded Advance Beyond Compliance to solve the REAL sexual harassment problem.
Most “harassment training” narrowly targets only one slice of the problem: legal compliance.
Rory's approach tackles the challenge holistically at four levels:
Implementation Drivers
These 3 drivers transform the value you can get from sexual harassment training:
Custom Tailored |
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| Much harassment training is generic, where participants experience the same ‘cookie cutter’ experience whether their company is a 15-person education nonprofit or a 500-person tech company. At worst, employees race to click through eye-rolling off-the-shelf content and lose trust that leadership takes harassment seriously. | Rory's training and engagements are customized. She conducts an audit of each client’s work environment, culture, values, and risk profile, and selects activities designed to maximize impact in each unique context. Her programs spark lively ongoing conversations and builds trust in leadership. |
Change Driven |
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| Many harassment trainers see harassment as a legal problem. Training is done to ‘check-the-box’. Employees go through the motions. Executives and managers stay on the sidelines. At best, training ends, the prior work routines are resumed, and no return is realized on the investment. At worst, other organizational policies and leadership messaging may contradict with what’s said in training. | Rory sees harassment as a change management problem. She actively engages executives and managers in their unique roles leading change. She conducts an Organizational Readiness Assessment so you can leverage and optimize the impact of our programs. In addition to covering legal compliance, she generates individual insight, changes behavior, and shifts organizational culture. |
Human Centered |
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| Most harassment trainings focus on harassment that is extreme and egregious – so much so it’s illegal. Training gives few examples of intersectional harassment, leaving employees to miss problematic conduct and underestimate its harm. In gray areas it leaves employees without guidance, leaving them to do what was considered acceptable in their previous workplaces or industries. It pigeonholes those who enact harassment as bad apples and shames them as sex offenders. Employees assume they’re not part of the problem and don’t alter their behavior. | Rory focuses on low level harassment that isn’t illegal but impacts organizational performance. She shares research and empirical data on intersectional harassment, so employees understand how race, gender, and sexual orientation can influence an action’s impact. She tackles gray areas head on, answering unspoken questions and getting co-workers on the same page. She brings nuance and compassion to the systemic forces that drive harassment to be commonplace. She examines how good, well-intentioned people can make mistakes, and helps employees reflect on when they should alter their behavior, including when in positions of power. |