“I’m a female chef. Here’s how my restaurant dealt with harassment from customers.”
“I went home and started bawling. I couldn’t believe this was happening right under my nose. We reconvened for a problem-solving session: We knew that we had to create something that didn’t rely on men making judgment calls on women’s stories, because it was clear that system was failing all of us.
We decided on a color-coded system in which different types of customer behavior are categorized as yellow, orange or red. Yellow refers to a creepy vibe or unsavory look. Orange means comments with sexual undertones, such as certain compliments on a worker’s appearance. Red signals overtly sexual comments or touching, or repeated incidents in the orange category after being told the comments were unwelcome.
When a staff member has a harassment problem, they report the color — “I have an orange at table five” — and the manager is required to take a specific action. If red is reported, the customer is ejected from the restaurant. Orange means the manager takes over the table. With a yellow, the manager must take over the table if the staff member chooses. In all cases, the manager’s response is automatic, no questions asked. (At the time of our meeting, all our shift managers were men, though their supervisors were women; something else we’ve achieved since then is diversifying each layer of management.)
In the years since implementation, customer harassment has ceased to be a problem. Reds are nearly nonexistent, as most sketchy customers seem to be derailed at yellow or orange. We found that most customers test the waters before escalating and that women have a canny sixth sense for unwanted attention. When reds do occur, our employees are empowered to act decisively.”
This is great. I want a collection of stories about how people have solved harassment problems.
Related: “Shedding Light on the “Black Box of Inappropriateness””; “The Al Capone theory of sexual harassment”
