You Will Learn How To
Recognize when an employee concern may involve sexual harassment
Respond appropriately when an employee reports harassment or inappropriate conduct
Avoid casual, dismissive, or defensive responses
Know what managers should and should not say
Report concerns promptly through the proper internal process
Avoid asking questions that may interfere with HR’s review
Reduce retaliation risk after a complaint is raised
Maintain professionalism, confidentiality expectations, and process integrity
Support employees without promising outcomes
Coordinate with HR before taking further action
Why This Training Matters
Managers and supervisors are often the first people employees speak to when workplace conduct becomes a concern.
What happens in that first conversation matters.
A manager may try to help, calm the employee down, investigate informally, speak to the accused employee, or decide the issue is “probably nothing.”
Those early actions can create serious problems.
Sexual harassment complaints require prompt, careful, and consistent handling. Managers need to understand their role, their limits, and the importance of reporting concerns through the proper process.
This session gives managers and supervisors a practical structure for responding to sexual harassment complaints appropriately from the first report.
Who Should Attend
Managers
Supervisors
Team Leads
Department Leaders
New Managers
HR Professionals supporting manager training
Employee Relations Professionals
Anyone responsible for receiving, escalating, or responding to workplace conduct concerns
What This Session Covers
Receiving the Complaint
Recognizing when a concern may involve sexual harassment
Listening without dismissing, minimizing, or debating the issue
Responding professionally when the employee is upset, uncertain, or reluctant
Avoiding promises of secrecy or guaranteed outcomes
Knowing what information to capture and what to leave for HR
Explaining next steps without overstepping the manager role
Manager Responsibilities
Understanding why managers must report concerns promptly
Knowing when to involve HR or the designated reporting contact
Avoiding informal investigations or side conversations
Maintaining professionalism with all involved employees
Preventing comments, jokes, retaliation, or workplace gossip
Supporting the process without trying to control the outcome
What Managers Should Avoid
Delaying action because the employee is unsure
Telling the employee to “work it out”
Asking leading, judgmental, or unnecessary questions
Speaking with the accused employee before HR is involved
Promising confidentiality beyond what the process allows
Making comments that suggest blame, doubt, or predetermined conclusions
After the Complaint Is Reported
Following HR’s direction after the concern is escalated
Avoiding retaliation or perceived retaliation
Managing schedules, work assignments, and team dynamics carefully
Keeping communication limited, appropriate, and process-focused
Documenting manager actions when instructed
Supporting workplace stability while the matter is reviewed
Practical Takeaways
Participants will leave with a clearer approach for:
Recognizing potential sexual harassment concerns
Responding appropriately when a complaint is raised
Reporting concerns promptly and correctly
Avoiding common manager mistakes
Protecting confidentiality expectations and process integrity
Reducing retaliation risk
Supporting HR’s review without interfering
The goal is not to turn managers into investigators.
The goal is to help managers respond correctly, report promptly, and avoid early mistakes that can make the matter harder to manage.
Reserve Your Seat
Sexual harassment complaints can become harder to defend within the first conversation.
Handled poorly, a manager’s response can create delay, confusion, retaliation concerns, or process risk.
Handled correctly, managers help protect the employee, the process, and the organization from the start.
Reserve My Seat