We’re having trouble respecting one another. Perhaps we can chalk it up to pandemic induced short fuses, but more likely harassment has always existed but what’s new is that our tolerance for it is rapidly extinguishing. Thank goodness. To say that the pandemic has left us frayed at the edges is an understatement, but one of the many wonderful results of our taxed emotional capacities is that employees are not absorbing the barbs of harassment, remaining quiet about them, and moving on. They are speaking up and HR can implement processes that are both preventative and create action chains that lead to resolution. We can create, adopt, and distribute detailed anti-discrimination and antiharassment policies. If they are not already, they should be included in our employee handbooks along with examples of real-life scenarios that heighten understanding. Included, must be the complaint process, and the promise of protection from retaliation when employees report harassment. Since most employees do not read a handbook line by line, we need to explain anti-harassment policies thoroughly during onboarding or use a tool like Journey which allows employees to demonstrate their comprehension of the material. We must recognize that employees may not know what constitutes harassment. Knowledge empowers employees and allows them to co-create culture. Let employees know that training is available from external sources. Develop a system that allows for anonymous reporting, ensures confidentiality, and provide investigators of multiple genders. The goal is to help employees learn from mistakes. HR needs to paint a clear picture of appropriate behavior and create an environment that encourages acceptable employee behavior. We must enable employees to experience respectful interactions with their colleagues.