This is where organizations get exposed.

Not in the policy.

Not in the annual training record.

In the first conversation.

What was said.
What was promised.
What was delayed.
What was handled quietly.
What HR had to defend later.

That is the gap this session closes.

Most Sexual Harassment training stops too early.

It tells employees what the policy says.

It explains prohibited conduct.

It identifies reporting channels.

But it often misses the moment that creates the most immediate exposure:

What a manager says when the concern first reaches them.

This session focuses on that moment.

What managers need before the first conversation

Managers do not need to investigate.

They do not need to solve the issue.

They need to receive the concern correctly and move it into the right process.

This session gives managers and supervisors a practical first-response path:

What to say first.
What not to promise.
When to stop talking.
When to escalate.

What participants leave with

Participants leave with a clear first-response path they can use immediately.

They will know how to:

Acknowledge the concern without minimizing it.
Avoid promises they cannot guarantee.
Recognize when the conversation should stop.
Escalate the concern to the right internal process.
Reduce confusion before the situation begins to drift.

The goal is not to turn managers into investigators.

The goal is to keep the first response from becoming the part everyone questions later.

Format and details

Live Online Training
90 minutes

Designed for
Managers, supervisors, HR professionals, and workplace leaders

Focus
How to respond when a Sexual Harassment concern is raised

Participants receive
A practical first-response path for what to say, what not to promise, when to stop talking, and when to escalate

Price
$295

Who should attend

This session is built for managers, supervisors, HR professionals, and workplace leaders who may be involved when a Sexual Harassment concern is raised.

Especially anyone who may need to:

Receive an initial concern.
Respond before HR has all the facts.
Avoid saying too much or promising too much.
Know when to stop the conversation.
Escalate the concern into the right process.

If someone may be the first person an employee speaks to, they need this before the concern comes in.

Do not let the first few minutes become the problem.

Your organization may already have the policy.

Your managers may already have the training.

But when a concern is raised, the first response still has to hold.

Seattle Consulting Group built this session for the moment most training misses.

Prepare managers before the situation tests them.

Built for the moment most training misses.

Seattle Consulting Group works at the point where policy, manager judgment, documentation, escalation, and organizational defensibility intersect.

This session is built for one high-risk moment: when a Sexual Harassment concern first reaches a manager and the organization needs the response to hold.

The concern is not the only risk.

The response becomes part of the record.

A manager tries to help.

A supervisor tries to calm the situation.

Someone promises confidentiality.

Someone delays escalation.

Someone handles it quietly.

Now the organization is not just managing the concern.

It is defending the response.

The situations this session is designed to prevent

A manager tries to reassure an employee and promises confidentiality.

A supervisor delays escalation because they want more facts first.

Someone tries to “handle it quietly.”

HR learns about the concern after expectations have already been created.

The organization now has to explain the response before it can manage the concern.

The first-response path

Managers leave knowing how to:

Receive the concern without minimizing it.

Avoid promises they cannot guarantee.

Stop the conversation before it becomes informal handling.

Escalate the concern into the right process.

Preserve clarity before the situation becomes harder to defend.