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1.What are two ways an organization can ensure that social support is in place to promote transfer of anti-harassment training? 2. What goal might an employee set to apply skills from anti-harassment training on the job?

So Far, Anti-Harassment Training Has Not Ended Harassment Despite laws on the books for several decades and training programs in place at many, if not most, employers, sexual harassment has continued to plague the workplace. According to a recent report from the Equal Employment Opportunity Commission, 85% of women said they had experienced sexual harassment in some form. HR professionals are trying to help employers understand what is going wrong and plan for improved transfer of training. Criticisms of anti-harassment training point to a lack of management commitment and a lack of practical content. When organizations require employees to watch a 20-minute video featuring bad acting in implausible scenarios and then check a box to indicate they underwent training, this cursory approach signals a lack of interest in the training objectives. Employees may conclude that the employer just wants to avoid legal trouble. They might even learn to disrespect the whole issue themselves. Furthermore, if training merely displays blatantly bad behavior for viewers to criticize, it does not help employees prepare to respond appropriately to situations they are more likely to encounter. In contrast, transfer of training is likelier when a trainer with in-depth knowledge leads discussions in person. This gets participants engaged and helps them identify ways to apply principles to their situation. Trainers should understand the employees' situation well enough to come up with scenarios that are relevant. The course content should include practical actions to take, such as body language to avoid, ways to keep the situation respectful, and questions to ask oneself about whether a type of behavior might be harassment or not. The training should highlight ways that witnesses of harassment can respond to short-circuit the behavior. Furthermore, successful training needs to be just one piece of a culture that does not tolerate harassment. Leaders need to believe in the message and be rewarded for promoting tolerance and civility. The organization needs to establish-and employ-ways of reporting problems as well as consequences for harassing others. Questions 1. 2. What are two ways an organization can ensure that social support is in place to promote transfer of anti-harassment training? What goal might an employee set to apply skills from anti-harassment training on the job