Review contracts and agreements for the obligations they create around harassment and discrimination cases.
Managing Harassment and Discrimination Cases in the Workplace
A practical programme in harassment and discrimination cases for professionals who are accountable for results, not just awareness.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The organisation's reputation as an employer is built or lost through harassment and discrimination cases. Data on discrimination cases is abundant; insight about it is not. Participants come from operational and oversight roles, and both perspectives on the people management and development capability are used deliberately. The programme uses small-group work so that each participant's treatment of harassment and discrimination cases is examined, not just described. Improvement in the practice within people management and development stalls when it depends on one capable individual rather than a defined method. They gain the ability to sequence improvements to discrimination cases in an order their organisation can absorb. The course sets out a working method for harassment and discrimination cases that participants can apply the week they return. The most reliable predictor of sound discrimination cases is whether anyone reviews it when nothing has gone wrong. Participants finish with a short, specific brief on the wider people management and development agenda ready to put in front of a decision maker.
Expected Learning Outcomes
Apply a repeatable review cycle to discrimination cases and act on what it produces.
Adapt recognised practice on harassment and discrimination cases to local constraints without hollowing it out.
Design the appeals or grievance route attached to discrimination cases.
Measure the effect of harassment and discrimination cases on retention, performance and engagement.
Prepare managers for the emotional load discrimination cases places on them.
Pilot changes to harassment and discrimination cases before rolling them out organisation-wide.
Who Should Attend
Analysts producing the data on which decisions about harassment and discrimination cases rest.
Learning and development officers building capability in discrimination cases.
Recruitment and resourcing staff affected by harassment and discrimination cases.
Public sector officials applying discrimination cases within a regulated framework.
Internal communications staff explaining harassment and discrimination cases to the workforce.
Public sector personnel officers applying discrimination cases within regulation.
Course Modules
Harassment and discrimination cases: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Costing harassment and discrimination cases honestly, including the cost of inaction
- Establish the boundary of harassment and discrimination cases and record what sits outside it.
- Confirm that those complying with discrimination cases understand why it exists.
- Check that records of harassment and discrimination cases answer the questions likely to be asked.
- Plan the sequence in which improvements to discrimination cases will be introduced.
Session 2Applying discrimination cases consistently to the person you like least
- Test the policy on harassment and discrimination cases against three real cases from the past year.
- Decide what will be stopped to create capacity for discrimination cases.
- Estimate the cost of harassment and discrimination cases and the cost of leaving it unchanged.
- Confirm records relating to discrimination cases meet retention and privacy rules.
Discrimination cases: review, learning and adjustment
2 sessions · 8 pointsSession 1What your existing data already says about discrimination cases
- Verify six months later that changes to harassment and discrimination cases have held.
- Prepare the summary of discrimination cases that senior management will read.
- Build the appeals route for harassment and discrimination cases and publish it.
- Set the annual review point for discrimination cases and who attends.
Session 2The cost of discrimination cases and how to present it
- Define the trigger that would require harassment and discrimination cases to be redesigned.
- Set out how exceptions to discrimination cases are requested and approved.
- Benchmark the organisation's harassment and discrimination cases against comparable operations.
- Check that discrimination cases complies with current labour regulation in every location.
Discrimination cases: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1The exception to discrimination cases that sets the precedent
- Compare intended and actual outcomes of harassment and discrimination cases honestly.
- Train line managers on discrimination cases rather than handling every case centrally.
- Ask employees what harassment and discrimination cases feels like from their side.
- Estimate the resource discrimination cases requires to run as designed.
Session 2Building the method for harassment and discrimination cases step by step
- Script the difficult conversation harassment and discrimination cases requires and rehearse it.
- Identify the data the organisation already holds that bears on discrimination cases.
- Plan succession for roles most exposed to harassment and discrimination cases.
- Set escalation thresholds for discrimination cases that work out of hours.
Discrimination cases: capability across the management line
2 sessions · 8 pointsSession 1Building lasting competence in discrimination cases
- Measure the effect of harassment and discrimination cases on retention and performance, not activity.
- Rehearse the briefing on discrimination cases that would follow an incident.
- Document the reasoning for every exception granted under harassment and discrimination cases.
- Identify where judgement in discrimination cases is legitimate and where it is not.
Session 2Writing a policy on discrimination cases a line manager can actually use
- Write down the assumptions underpinning the approach to harassment and discrimination cases.
- Review discrimination cases for unintended equity effects across groups.
- State the purpose of harassment and discrimination cases in one sentence a new manager would understand.
- Identify single points of dependency in discrimination cases and reduce them.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.