Sexual Harassment and the Company: Mark Hurd

THAT IS not MARK HURD in the photo above, and it is not JODIE FISHER, the employee who accused him of sexual harassment. But you get the idea.

This is the face of sexual harassment. It can look like friendly flirting, but it doesn't feel that way to the one feeling harassed. It feels like an assault, which is why it's a crime.

Front page, Wallstreet Journal-- Hewlett-Packard's Mark Hurd resigns as chief executive officer. An investigation found he had had a personal relationship with a contractor, a woman who received numerous inappropriate payments from the company.

Cathie Lesjak, Chief Financial Officer, will be replacing Mr. Hurd as interim CEO. Technically the investigation did not find a violation of the company’s sexual-harassment policy. But Mr. Hurd's

“. . . profound lack of judgment seriously undermined his credibility. . .damaged his effectiveness in leading HP” in the words of General Counsel Michael Holston.

HP shares plunged 9.3 percent in late trading after the announcement.

It isn't easy proving sexual harassment in a large corporation. The victim has to have been informed of policy, has to have followed the company policy, reported events, documented what happened, everything that happened, where and when, and if not satisfied with the company's internal response, report to the EEOC.

And that's just the beginning. If a complainant, the contractor in this case, pursues sexual harassment and wins, a typical settlement from a large corporation (like Hewlett Packard) hovers at $400,000. But plaintiffs have been awarded much larger settlements.

Among other things, the consequences of sexual harassment include (1) distressed emotional symptoms and the diagnosis of emotional and behavioral disorders, (2) damages to one's future job prospects (as a known trouble-maker), (3) financial hardship during and after exposure of the issue, (4) social isolation, (5) family dysfunction. All because a supervisor, anyone really, working in a company, has made another employee feel threatened or bullied with sexual inuendo or behavior.

We don't know exactly what happened in the situation of Mr. Hurt and the woman who accused him of sexual harassment. It seems he established a close personal, not a sexual relationship. He did meet with her in different cities, however, not generally the type of meetings characteristic of a CEO and a contractor, according to online reports. She alleged sexual harassment, perhaps the truth is somewhere in-between. It doesn't matter. It's settled and a female is running the company.

Most sexual harassment cases involve someone holding corporate power, a supervisor usually, and a more vulnerable employee, someone dependent upon this person for hours, benefits, reviews. There is often an implied threat, something along the lines of:

"If you don't date me, you won't be promoted. If you do date me, you'll be rewarded"

Rewards are generally in the form of raises, promotions, bonuses, or gifts.

Not unusual, unfortunately, this type of coercion.

Sexual harassment prevention workshops in corporations like Hewlett Packard, for many companies, even much smaller organizations, should be sure to be sensitive, yet direct. The traditional training seminar is presented by company counsel, and the psychology behind motives and consequences, light.

A more effective presentation, one that reaches the hearts and emotions of everyone in the organization, has more psychological savvy, communicates a better understanding of the real consequences of an abuse of power-- damages beyond the obvious hit to the corporate pocket book.

Cost-effective on-line training, which is very popular, doesn't have the teeth necessary, either. Webinars technically protect a company-- employees are duly warned, but they are not personal. They don't speak to people. It's a game online, an obligation.

What's needed is a combination of psycho-education and legal expertize-- a workshop that utilizes lawyers and mental health professionals.

Linda Freedman, PhD, LCSW, LMFT