Six tips for a team discussion on sexual transgressive behavior in construction and engineering

Safety in the construction industry is not just about physical safety, such as wearing a helmet. How do you talk about this?

In a safe work environment, all employees are equal and each other's boundaries and desires are respected. By discussing in your own team what (un)desirable manners are, you can help break sexual transgressive behavior. This article tells you how to have a safe team discussion.

1. Make sure the conversation is part of a focused strategy

It is important that the conversation is part of a focused strategy to prevent and address sexually transgressive behavior. So the most important thing is to think this through very carefully and then implement it. For example, consult the guide of Government Commissioner Mariëtte Hamer. There you will find how to draw up such a strategy step by step.

2. Have an open, safe and interactive conversation

Sexual transgressive behavior takes many forms. Sometimes it is clear that a boundary is being crossed. Sometimes it is more difficult to determine. When does a touch, comment or other behavior cross the line? There are several tools for discussing this. One of them is the KoersKaart 'Together we draw the line'. In two hours you can discuss all kinds of situations that can occur at work. What do you think is okay and what is not? And why? All team members get the space to share their experiences, concerns and ideas. And you make concrete agreements about how you want to deal with each other. Safe and constructive.

3. Determine who will lead the team discussion

By organizing the conversation as a manager, you show that you feel responsible for the social safety of your employees. But that doesn't mean you have to lead the conversation yourself. It is often better to assign someone else to do this. When making your choice, keep in mind especially the influence of power relations and possible dependencies. Because as a result, employees may not dare to speak freely. Not leading the conversation or not being there? Let it be known that you consider the conversation important. And create space for your employees to be present.

4. Consider potential resistance

Expressing what you like and don't like in interactions is a very personal thing. Therefore, resistance may arise in the team discussion.

What can help with this:

• Focus on the common interest. For example, how it improves the work atmosphere and how it contributes to the mission of the organization.
• Do team members feel obligated to participate? Make room for this feeling of resistance. Discuss that the team discussion is not meant to limit their freedom of opinion or action. And emphasize what it can give them and the team: a safe working environment for everyone.
• Some people may look up to "yet another change process. In that case, make it manageable. For example, by indicating how long the conversation will take and that no preparation is needed.
• Sometimes people are quick to say that sexual transgressive behavior does not occur at work. Take away this resistance by naming it and giving examples of situations that are recognizable at work.

5. Make appointments

At the end of the conversation about (un)desired manners, make concrete agreements. Put on paper what agreements you make with each other. And keep an eye on the progress. Also make clear who is responsible for what and make this visible to the entire organization.

6. Give attention to aftercare

Not everyone may feel heard in the team discussion. It is important as a manager to take this into account. Let people know who they can contact after the meeting. For example, the confidential advisor within your organization. Let him or her know in advance that you will be having the discussion.