Sexual Violence & The Workplace
A Guide for Employers

This document was supported by Cooperative Agreement #1H28CE002205-01 from the Centers for Disease Control and Prevention. Its contents are solely the responsibility of the authors and do not necessarily represent the official views of the CDC.
The content of this publication may be reprinted with the following acknowledgement: This material was reprinted, with permission, from the National Sexual Violence Resource Center’s publication titled Sexual Violence & the Workplace: A Guide for Employers. This guide is available by visiting www.nsvrc.org.
© National Sexual Violence Resource Center 2013. All rights reserved.

*Throughout this document, the terms “victim” and “survivor” are used interchangeably to be inclusive of the various ways people who have
experienced sexual violence may identify. The National Sexual Violence Resource Center (NSVRC) recognizes and supports the use of person-first
terminology that honors and respects the whole person, which is also reflected in this document. Finally, NSVRC acknowledges that individuals should
ultimately choose the language that is used to describe their experiences and therefore, supports advocacy approaches that are person-centered and
that use the terminology preferred by individuals they serve.*

Sexual violence has a profound impact on the workplace and society at large. Due
to the complex potential effects of sexual violence on physical and mental health,
family, safety, and other aspects of life, many survivors1 of sexual violence may need
time off from work, workplace accommodations, and/or flexibilities.

One study found that 19.4% of female rape
victims and 9.7% of male rape victims reported
that their victimization caused them to lose
time from work (Tjaden & Thoennes, 2006).
When sexual violence occurs in the workplace,
it can create a climate of fear and reduce
productivity and wellness of the entire staff.
The purpose of this guide is to provide
employers with information that might help
facilitate their engagement in creating a
comprehensive violence prevention and
response plan in collaboration with
community-based sexual violence centers.
These collaborations are critical in creating
workplace cultures that are healthy and free
from violence. For help identifying a communitybased
sexual violence center, employers can
contact the National Sexual Violence Resource
Center (NSVRC) at resources@nsvrc.org.
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Section One
Creating a Workplace Prevention & Response Plan

*Image* (Young male employee sitting and smiling in his in front of his computer and workspace)


What is a Workplace Prevention & Response Plan?

A workplace prevention and response plan
is an agency-wide, multilayered plan that
outlines the responsibility of a workplace or
organization in preventing and responding to
workplace violence. A workplace prevention
and response plan is an umbrella term that
incorporates the following: workplace antiviolence
policies, staff education and training,
implementation and response, and evaluation.
For some workplaces, this might be a part of the
overall operations manual, personnel policies, or
emergency/disaster response plans.

While all forms of violence should be addressed
in such a plan, this guide will focus on preventing
and responding to sexual violence. For more
information on preventing and responding to
other forms of violence, please see Workplace
violence prevention strategies and research
needs (U.S. Department of Health and Human
Services, Centers for Disease Control and Prevention,
National Institute for Occupational
Safety [NIOSH], 2006) and the Occupational
Safety and Health Administration website at
http://www.osha.gov/SLTC/workplaceviolence.
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Today, employers increasingly recognize
the importance of taking proactive steps to ensure
and support a safer workplace for their employees.

Why Do Employers Need a Prevention & Response Plan?

Employers have a legal and ethical obligation
to keep their employees safe while at work.
Employers can set an example in their
community by developing and implementing
a violence prevention and response plan. By
demonstrating their leadership as well as their
care, and concern for violence prevention,
employers can recruit and retain quality staff
and attract customers and constituents.

While there is no federal law that addresses
workplace violence, employers have been
cited by the Occupational Safety and Health
Administration (OSHA) when violent incidences
have occurred in the workplace under the
General Duty Clause [29 USC 654 (a) (1)]. The
General Duty Clause requires employers to
ensure safe and healthy working environments
(U.S. Department of Health and Human Services,
Centers for Disease and Control and Prevention
[CDC], 2006). Title VII of the Civil Rights Act
of 1964 prohibits sexual harassment in the
workplace, which the courts have interpreted
to include quid pro quo (coerced sexual
exchanges) and a hostile work environment
(unwanted sexual attention) (Equal Employment
Opportunity Commission [EEOC], 1990 ). Some
employers could be held liable if the employer
negligently hires, supervises, trains or retains
an employee that commits violence (Lies &
Powers, 2008).

Sexual violence can impact the workplace
whether the violence occurs inside or outside
of the workplace. Today, employers increasingly
recognize the importance of taking proactive
steps to ensure and support a safer workplace
for their employees in order to maintain financial
stability and promote growth (NIOSH,
2006). Every workplace needs an effective,
well-publicized, and manageable plan to
prevent and respond to sexual violence.

Having a violence prevention plan in place
prevents violence and benefits employers in
multiple ways, yet 70% of employers do not
have a workplace violence prevention program
or policy and many do not specifically address
sexual violence as a distinct form of violence if
it falls outside of intimate partner violence 
(U.S.Department of Labor, Bureau of Labor
Statistics [BLS], 2006). 

*Image* Rectangle with the following text: What is Sexual Harassment?
Sexual harassment can include (EEOC, n.d.):
•  Unwelcome sexual advances
• Requests for sexual favors
•  Other verbal or physical harassment
of a sexual nature
•  Offensive or sexist remarks
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Preventing workplace sexual violence can address workplace
productivity and turnover issues because
employees will feel safer at work. In a 2005
study of workplace violence prevention, almost
40% of employers experiencing workplace
violence within the last 12 months experienced
effects on their workplace in the forms of
absenteeism, turnover, fear levels, productivity,
morale and increased health insurance
premiums (BLS, 2006). Having a prevention
and response plan also could reduce insurance
premiums because violence-related insurance
claims could increase rates.

Employers should contact their insurer to
see if they offer workplace violence prevention
discounts.


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Background Checks
Additionally, employers can try to prevent
sexual violence in the workplace by
conducting background checks and
references of potential employees during
the hiring process (Cohen, Duffy, Eisenberg,
Heffernan, & Moll, 2008).
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*Image* (Female business professional smiling in her work environment, holding papers and a set of keys)

Section Two
Policy Development

Community-based sexual violence programs
are located throughout the United States.
Advocates and preventionists in such programs
have tremendous expertise in sexual violence
prevention and intervention strategies. They are
a critical partner for employers in developing
a successful and comprehensive violence
prevention and response policy. Advocates
also are an invaluable resource to employers
in educating them on the importance of
analyzing their organization’s ability to prevent
and respond to sexual violence.

A well-publicized and widely distributed
anti-sexual violence policy confirms that an
employer is committed to its employees’ safety
and health (NIOSH, 2006). The plan should send
a clear message that any form of sexual violence
will not be tolerated in the workplace and every
effort will be put forth to prevent violent acts
from occurring. A workplace sexual violence
prevention and response planning group is a
critical part of any plan. This group should
include key personnel and local community
partners, such as local rape crisis centers.
Connecting with community-based sexual
violence centers is important; local advocates
and preventionists can provide expertise and
skills around sexual violence prevention and
intervention. Workplaces Respond to Domestic
and Sexual Violence: A National Resource Center
(n.d.a) provides an online policy creation tool, at
www.workplacesrespond.org/policy_tool/begin.
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Workplace violence prevention and response
policies should:

•  Address the full range of sexual violence.
•  Include a section on confidentiality in
reporting sexual violence as well as who has
access to personal information related to
sexual violence.

•  Outline intervention procedures, should sexual
violence occur, including grievance and reporting
procedures and expectations of supervisors
and coworkers should they receive a report.
See Sexual Violence & the Workplace: Bulletin
(NSVRC, 2013).

• Include workplace flexibilities and accommodations
available to victims of sexual violence.

• Explain what will happen should the
perpetrator of sexual violence be an employer
or coworker.

• Include contact information for local
programs and services to assist survivors
of sexual violence.

• Outline training and education programs that
are available and/or required of staff about
sexual violence and its prevention.
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*Image* (Aerial view of multiple employees working in their cubicle space)

Section Three
Education & Training

What is a Bystander?

“A bystander, or witness, is someone
who sees a situation but may or may
not know what to do, may think others
will act or may be afraid to do something.
Bystander education programs teach
potential witnesses safe and positive ways
that they can act to prevent or intervene
when there is a risk for sexual violence”
(NSVRC, 2011, para. 2).

Prevention is one of the main components of
a workplace sexual violence prevention and
response plan. To be the most effective,
prevention activities should be incorporated
in a multilayered way and offered in multiple
sessions over time. It is important for supervisors
and management to be leaders in modeling new
policies as well as having a written policy that
emphasizes clear expectations of employees
and responsibilities of employers.

Sexual violence preventionists, working in
community-based sexual violence centers,
are essential in providing training and ongoing
workshops for organizations about developing
and maintaining an effective prevention
strategy. The goal of this collaboration is the
creation of positive and healthy workplace
norms. Developing prevention strategies is
not only the right thing to do, but by doing so,
employers also may avoid liability for acts of
sexual violence in the workplace where it is
shown that the employer conducted training for
employees on the topics of workplace violence
prevention and response. Trainings may be most
effective when they are provided to employees,
supervisors, and managers, and address
prevention and intervention topics, including:

? Primary prevention of sexual violence,
including how various staff within the
workplace can contribute to creating and
sustaining of positive workplace norms
through bystander intervention. For more
information on bystander intervention, see
Engaging Bystanders in Sexual Violence
Prevention (NSVRC, n.d.)
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Trainings (continued):
•  Risk and protective factors for sexual
violence, including the continuum of sexual
violence and its effects on individuals,
coworkers, employers, and society.

•  The location and operation of all safety
systems and procedures.

•  Tips on how employers and employees
can get involved in community-based sexual
violence prevention efforts or volunteer
opportunities at a local sexual violence center.

•  Resources for victims and survivors, such
as community-based sexual violence programs,
legal resources and options, grievance
procedures, and workplace accommodations.

Explaining the Continuum
Sexual violence occurs on a continuum. The continuum includes rape and sexual assault as well
as acts and behaviors that are normalized in our society, such as sexually degrading language,
sexist attitudes and behaviors, sexual harassment, and pornography (McMahon, 2011).
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*Image* (Young male employee smiling with two female co-workers faded in the background at a table using a laptop)

Section Four
Implementation

Collaboration between employers and
sexual violence preventionists and other
multidisciplinary partners is critical to
implementation of a workplace violence
prevention and response plan.

An effective collaboration consisting of
employers, sexual assault advocates, law
enforcement, and legal advocates will help
facilitate access to services and support for
healing as well as the development of effective
sexual violence primary prevention strategies.
It is essential to identify and engage partners,
determine roles, develop strategies and plans,
and establish programs prior to a violent
incident. The following are possible strategies
to consider when advocating on behalf of sexual
violence victims in the workplace:

•  Develop a collaborative response team,
consisting of crisis partners such as employers,
rape crisis centers, law enforcement, legal
advocates, and an Employee Assistance
Program (EAP).

•  Establish procedures and identify how reports
of sexual violence should be reported and allow
for alternative methods of reporting.

•  Discuss the workplace violence prevention
and response policy with new employees and
review the policy with current employees on a
regular basis.

•  Clearly communicate the workplace
violence prevention and response policy to
all employees and provide examples of
unacceptable behavior.
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All employees will benefit from a consistently followed policy and procedure.

If sexual violence occurs at the workplace, it
is important to follow the steps of the workplace
violence prevention and response policy. All
employees will benefit from a consistently
followed policy and procedure. The following are
key components to remember when sexual
violence is reported by an employee:

•  Investigate all reports of sexual violence that
occurred at the workplace.

•  Have a plan in place for keeping survivors
safe — in the fullest sense of the word — from
perpetrators during an investigation.

•  Be sure employees do not face retaliation
for making reports.
? Hold employees accountable for violating
the policy.

•  Keep all materials confidential.

•  Provide resources to employees for
community-based sexual violence centers as
well as Employee Assistance Programs and
have them readily available that anyone can
access without disclosing sexual violence they
may have experienced. Employees should be
informed that these services are confidential.

•  Allow leave for survivors and flexible
schedule options to help support survivors
who might need to attend appointments and
address physical and mental health needs.
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*Image* (Male employee cooking hamburgers in an industrial kitchen environment)

Section Six
Evaluation

The ongoing evaluation of a violence prevention
and response policy is necessary to determine
its overall effectiveness and to identify changes
that need to be made. Planning the evaluation
should begin at the same time as planning
the violence prevention program so that
evaluation feedback could inform program
development. Employers might find it helpful
to engage partners, such as sexual assault
advocates, law enforcement, and legal advocates
about their suggestions and visions of a
successful program evaluation.
Possible evaluation and assessment questions
of employees:

•  What does safety mean to you in the
workplace?

•  Do you feel safe in your workplace?
•  What is the employer doing well to ensure
your safety?

•  What would make you feel safer in your
workplace?

•  What can the employer do to increase safety
in the workplace for victims and survivors of
sexual violence?

•  Do you know how to report sexual violence
should it occur in the workplace?

• What workplace accommodations are
available for people who have experienced
sexual violence?

• Do you know how to participate in the
prevention of sexual violence in the workplace?
What are three things you can do to create a
violence-free workplace?

•  What can the employer do to strengthen its
prevention efforts to ensure the workplace is
free from sexual violence?
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Possible factors to track for evaluation purposes:
• Instances of violence

•  Workers compensation claims related
to violence

•  Absenteeism and leave related to violence

•  Employee turnover

•  Workplace violence prevention and training
costs

It is important to note that an increase in reports
of sexual violence could occur once a sexual
violence prevention and response policy has
been implemented or improved. This might be
due to a number of factors, including effects of
training, a more supportive workplace culture,
and increased awareness among staff about
sexual violence and reporting options. Survivors
could be more likely to come forward when the
larger workplace demonstrates a commitment
to sexual violence prevention.

Additional resources on successful program and
policy evaluation can be found on Workplaces
Respond to Domestic and Sexual Violence:
A National Resource Center (n.d.b) at
http://www.workplacesrespond.org/evaluate.
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Section Seven
Conclusion

A workplace sexual violence prevention and response plan serves as a guide to
employers on how to approach a potential threat of violence, what to do in the
aftermath of sexual assault, and how to respond to the effects that sexual violence
can have on an individual and workplace. It also provides guidelines on preventing workplace
sexual violence through the development of healthy social norms and other prevention
strategies. New policies and procedures need to be proactive with a focus on prevention.
Strong policies will clearly outline how to respond to workplace sexual violence and have the
goal of fostering healthy, violence-free workplaces.
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Section EightResources

Connect with your community-based sexual violence program on local services such as victim compensation programs, legal resources, etc. 
The following resources are available online and could be helpful in creating your workplace violence prevention and response plan: 

•  Equal Employment Opportunity Commission http://www.eeoc.gov/ 
•  National Resource Center on Workplace Violence http://www.workplacesrespond.org
•  National Institute for Occupational Safety and Health http://www.cdc.gov/niosh
•  NSVRC Sexual Assault Awareness Month Campaigns on workplace sexual violence http://www.nsvrc.org/saam/workplace-resources
•  Occupational Safety and Health Administration (OSHA) http://www.osha.gov 
•  Workplace Flexibility 2010: Georgetown Law http://www.workplaceflexibility2010.org
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Section NinePublication Information

About the Author — Jennifer Benner, MPP Jennifer Benner is the Resource Development Specialist at the National Sexual Violence Resource Center (NSVRC), 
where she is responsible for developing resources and materials on a range of sexual violence topics. Prior to joining the NSVRC, she worked in the 
reproductive justice field while obtaining her master’s degree in public policy. Jennifer’s interests include public policy research, social science research, a
nd advocating for social justice. 

National Sexual Violence Resource Center Founded by the Pennsylvania Coalition Against Rape in 2000, the National Sexual Violence 
Resource Center (NSVRC) identifies, develops and disseminates resources regarding all aspects of sexual violence prevention and intervention. NSVRC activities 
include training and technical assistance, referrals, consultation, systems advocacy, resource library, capacity-building, integrating research findings with 
community-based projects, coordinating Sexual Assault Awareness Month, cosponsoring national conferences and events, and creating Web-based and social networking 
resources. 

For more information, contact the National Sexual Violence Resource Center at 877-739-3895 or visit http://www.nsvrc.org.
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Section Ten
References

Civil Rights Act of 1964, Pub. L. 88-352 (1964).

Cohen, G. S., Duffy, B., Eisenberg, A. L., Heffernan, W. R., & Moll,
J. (2008). Strategies for preventing workplace violence. In
M. A. Lies, II (Ed.), Preventing and managing workplace
violence: Legal and strategic guidelines (pp. 166-204).
Chicago, IL: American Bar Association.

Equal Employment Opportunity Commission, (n.d.). Sexual
harassment. Retrieved April 17, 2012 from http://www.eeoc.
gov/laws/types/sexual_harassment.cfm

Equal Employment Opportunity Commission. (1990). Policy
guidance on current issues of sexual harassment. Retrieved
from http://www.eeoc.gov/policy/docs/currentissues.html

Lies, M. A., II, & Powers, J. J. (2008). Employer liability for
workplace violence. In M. A. Lies, II (Ed.), Preventing and
managing workplace violence: Legal and strategic guidelines
(pp. 138-165). Chicago, IL: American Bar Association.

McMahon, S. (2011). Changing perceptions of sexual violence
over time. Retrieved from VAWnet: National Online Resource
Center on Violence Against Women: http://vawnet.org/
Assoc_Files_VAWnet/AR_ChangingPerceptions.pdf

National Sexual Violence Resource Center. (n.d.). Engaging
bystanders in sexual violence prevention. Retrieved April
17, 2012 from http://www.nsvrc.org/projects/engagingbystanders

National Sexual Violence Resource Center. (2011). It’s time…
to incorporate bystander approach into sexual violence
prevention. Retrieved from http://www.nsvrc.org/sites/
default/files/Publications_NSVRC_Factsheet_Bystander-
SAAM-2011.pdf

National Sexual Violence Resource Center. (2012). Workplace
resources. Retrieved from http://www.nsvrc.org/saam/
workplace-resources

Tjaden, P., & Thoennes, N. (2006). Extent, nature, and
consequence of rape victimization: Findings from the
National Violence Against Women Survey (NCJ 210346).
Retrieved from https://www.ncjrs.gov/pdffiles1/nij/210346.
pdf

U.S. Department of Health and Human Services, Centers
for Disease Control and Prevention, National Institute for
Occupational Safety. (2006). Workplace violence prevention
strategies and research needs (No. 2006-144). Retrieved
from http://www.cdc.gov/niosh/docs/2006-144/pdfs/2006-
144.pdf

U.S. Department of Labor, Bureau of Labor Statistics. (2006).
Survey of Workplace Violence Prevention, 2005 (USDL
06-1860). Retrieved from http://www.bls.gov/iif/oshwc/
osnr0026.pdf

Workplaces Respond to Domestic and Sexual Violence:
A National Resource Center. (n.d.a). Create your policy.
Retrieved April 17, 2012 from http://www.workplacesrespond.
org/policy_tool/begin

Workplaces Respond to Domestic and Sexual Violence: A
National Resource Center. (n.d.b). Evaluate. Retrieved April 17,
2012 from http://www.workplacesrespond.org/evaluateNational Sexual Violence Resource Center. (2013). Sexual
violence & the workplace: Bulletin. Retrieved from http://
nsvrc.org/publications/nsvrc-publications-technicalassistance-
bulletins/sexual-violence-workplace-bulletin
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