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How to Deter Dealership Workplace Harassment
“A nightmare like this can be catastrophic to your dealership's reputation and bottom line,” says HR pro Dave Druzynski.
2 Min Read
“When people hear harassment, most think of sexual harassment, but harassment comes in all forms,” Druzynski says.
An unlikely disaster would be if a meteorite smashed into your dealership. A more likely calamity these days is the store getting hit by a workplace-harassment scandal, especially one that goes public.
Yet dealership due diligence can deter such wrongdoing from occurring in the first place, says Dave Druzynski, chief people officer at Auto/Mate, a dealership-management system software provider.
In today’s age of social media, Harvey Weinstein and the #MeToo movement, dealers can’t afford to be passive about workplace harassment, which can take various forms, sexual and otherwise, he says.
“Nowadays, harassment allegations are hitting mainstream media and social media outlets so fast, you could have people staging online boycotts of your business before you even hear about the alleged harassment,” he says.
“A nightmare like this can be catastrophic to your dealership’s reputation and bottom line,” adds Druzynski, who conducted workshops on the issue at this year’s National Automobile Dealers Assn. annual convention in San Francisco.
He notes the legal and monetary repercussions of a harassment claim. He also offers best practices focused on modern times.
A dealership and its employees are vulnerable if the store’s anti-harassment strategy involves handing out an outdated policy buried in an employee handbook or showing corny 1980s VHS training tapes, he says.
Dave Druzynski embed photo_0
Druzynski adds, “Acceptable behaviors in your dealership are not defined by your anti-harassment policy, they are defined by the behaviors you choose to tolerate.“When people hear harassment, most think of sexual harassment, but harassment comes in all forms. For example, unwelcome or offensive conduct that is based on an individual’s race, religion or disability, or even some of those ‘harmless’ pranks that you play on the new hire, can constitute illegal harassment.”
His recommendations to address the issue include:
Defining and building a culture of inclusion and tolerance.
Eliminating fear of retaliation for employees who want to report problems.
Responding quickly and appropriately to all reported incidents.
Attracting and retaining more female employees into the workplace.
In his Auto/Mate position, Druzynski (pictured, above left) oversees strategic HR planning, talent management, employee engagement, leadership development, compensation and legal compliance.
He is certified by the Society of Human Resource Management as a Senior Certified Professional.
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