Job Listings for Ohio credit unions
Includes HR/Training vendors
The HR/Trainers Network meets quarterly at the Ohio Credit
Union System offices. Request more information by e-mailing
John Rowley, director of Education & Learning.
Educational seminars & classes
CUNA's HR/TD Council is an excellent national resource for
credit union human resources and training and development
HRN Management Group offers a complete package of products and services designed
for credit union human resources programs and provides targeted
recruitment and retention programs.
The stakes continue
to be raised.
Here is how to protect your credit union.
Senior Consultant, HRN Management Group
is a subject that won’t go away. The amazing thing we see as HR
professionals is how much sexual harassment is still alive and
well in so many organizations. In all the sexual harassment
workshops we have collectively presented, we rarely leave a
session without someone in the audience discussing a sexual
Many times, these
claims would fall into a “hostile work environment” category.
Hostile environment involves a gray area of conduct, however,
examples we have heard are not so gray! They include stories of
offensive pictures being passed around a lunchroom, a member who
made continuous and suggestive comments to a member service
representative, off-hour business meetings where sexual
innuendos were not so subtle, and e-mails sent to co-workers
filled with vivid sexual jokes. In many cases, senior
management was unaware of the situations and was shocked. Not
knowing, however, does not excuse the inappropriate—maybe
illegal—behavior or the consequences.
Then there are
charges that seem frivolous or even false to complicate an
already complex landscape. Regardless of whether you, the
employer, or the employer’s representative believes the
complaint is not valid, once the complaint is articulated, there
is a mandated process that a credit union must follow. This is
one area where the stakes are raised. An employer may not pick and
choose which complaints to pursue. All must be pursued
with discretion and as much confidentiality as practically
Some states have
very specific and rigid requirements with which employers are
expected to comply in their sexual harassment policy and
procedures. A credit union needs to be sure it knows what is
required at both the state and federal level. Check with your
state to see if it has a model sexual harassment policy. If it
does, be sure your employee handbook and supervisor’s guide
incorporates that language.
In defense of
sexual harassment laws, many employers have done a poor job of
providing an environment that is free from sexual harassment.
Requests for sexual favors exist; promotions are granted on the
basis of a romantic relationship; and scenarios that create a
truly hostile environment still linger in some organizations.
The ever-expanding sexual harassment laws continue to put new
stakes in the ground to curtail sexual harassment in the
workplace. Some might argue that the pendulum has now swung the
For those who have never had to
deal with a sexual harassment claim, the process is difficult,
lengthy, emotional, and expensive. If you believe the claim is
a false allegation, you will add anger to the process which
carries its own additional baggage. It cannot be overstated how
disruptive and time-consuming it is to defend a sexual
harassment claim. One thing that makes this process less painful
is having your policies, procedures, documentation trail, and
training in place.
We have talked
with credit unions who feel they have very limited exposure
because of employer practices liability insurance. Don’t be
lulled into a false sense of security. Insurance will not
protect you if you have willfully violated the law. And,
insurance is small consolation as you go through hours of
preparation for the discovery process and then days of
The Civil Rights
Act of 1991 not only allows the complainant to a jury trial but
also allows compensatory and punitive damages to employees who
prove intentional discrimination. With increasing awards to
complainants, the stakes again rise. New changes in sexual
harassment laws appear subtle but sometimes pack a wallop.
These could include expanded timelines to bring forward a
complaint and expanding the definition of sexual harassment
outside the workplace. In some cases, individual supervisors,
managers, board members, and even an employee may be personally
liable for sexual harassment. Nothing is as sobering to a
supervisor as looking at a sexual harassment complaint and
knowing you could be personally liable.
How does a credit
union protect itself? Be sure your sexual harassment policy is
comprehensive and up-to-date. Identify several individuals to
whom an employee may bring a complaint. Create an effective
complaint procedure. Have a thorough investigation process in
place. Insure that your policy articulates a prohibition
against retaliation. Once the policies and procedures are in
place, communicate and enforce these standards. Include Board
training in your sexual harassment training. If the credit union
has had a sexual harassment complaint in the past, insist on
sexual harassment training as a remedial step. And document,
Above all, don’t
assume that sexual harassment is yesterday’s news. Not only is
it alive and flourishing, the stakes continue to be raised.
HRN Management Group is jointly owned by a consortium of state leagues
and CUNA Mutual Group. HRN Management Group provides sexual harassment
training and other human resources consulting services to credit
unions. For more information, please visit
or (608) 833-7747.
Top of Page