Workplace harassment: what are managers responsible for?

If you’re a manager (or aspiring manager), then you probably know that your team will be looking to you in the event of workplace harassment incident. In order to prevent looking like that museum tour guide who thought they could get by on charm alone (we’re pretty sure The Dark Ages was not just “a very cloudy time”), let’s study up on how you can light the way to a safer work environment.

In this article, we’ll explore the importance of managerial action in preventing sexual harassment, as well as actionable strategies for an effective managerial response to workplace incidents.

How workplace harassment affects teams

Everyone knows that harassment has a negative effect on those who are directly impacted. But did you know that harassment can also affect entire teams and departments? The stress and distraction of witnessing harassment at work can lead to lower productivity, as well as decreased job satisfaction and psychological distress. Teams with high rates of unwanted sexual behavior, like offensive sexual conversations and remarks, experience greater team conflict, less collaboration, and poor financial performance. Talk about the opposite of the “teamwork makes the dream work” huh?

But there’s good news: managers can have a huge effect on team well-being. Research shows that teams with leaders who make reasonable efforts to stop sexual harassment have much lower rates of sexual harassment than those with leaders don’t make such efforts. 

What this tells us is that making an effort — communicating company values, having conversations about harassment and discrimination, and advocating for clear support channels — really does make a difference. So while the minimum expectation (and legal requirement) is for managers to report inappropriate conduct, what’s even more important is that they wield the power to create positive change.

How to respond to workplace harassment as a manager

So what does an effective managerial response to sexual harassment, discrimination, and retaliation look like? We’ve compiled a list of some key things to remember if you’re a manager, a leader, a tour guide, or just looking to be a better human.

1. Be proactive.

Nip questionable behavior in the bud. If you observe any “borderline” behavior, you should inform the employee that it’s not workplace-appropriate behavior, then reach out to HR for guidance on next steps. Seemingly small incidents can compound over time. 

2. Be vocal.

Tell your team that you take sexual harassment, discrimination, and retaliation seriously. Encourage them to come to you with problems, so that if something does arise, they don’t have to guess whether or not you’ll be receptive. It might feel like a no-brainer to you, but putting words to your expectation for respect can help give teams a common language to address issues that may arise.

3. Know the reporting process.

Who’s the next link in your chain of command? If you don’t have clear instructions from your employer, ask for them. This should preferably be done early, so that when the time comes, you can give the majority of your attention to those involved, rather than maneuvering a new protocol.

4. Show empathy.

Understand that employees often feel fear or anger when they report misconduct, so try to avoid getting defensive of your team or your leadership in response. Remember to actively listen and probe effectively to gather the details you need to report. Ask open-ended questions. These conversations can be uncomfortable and difficult for everyone involved, but what’s important is that your team member feels safe, supported, and heard.

5. Provide clear guidance.

As a manager, you’re legally required to report incidents of sexual harassment that you witness or hear about. That includes instances where the target of the behavior would rather brush it aside. This can be a tough line to toe.

Be sensitive in your approach, and be sure to talk the person through what your next steps will be. Transparency can make all the difference in easing a person’s fears of reporting. 

6. Trust your team.

Believe people’s experiences — even if they didn’t respond how you think they should have, or it’s different than how you think you might have reacted under the circumstances. Everyone’s different, especially during a moment of harm, and engaging in hypotheticals can turn dangerous. In fact, although most people imagine that they would respond to sexual harassment immediately and assertively, research shows that these responses are rare. In the moment, people are more likely to try to ignore the harassment.

Feelings of denial and fear may explain why reporting sexual harassment can be stigmatizing and has sometimes been shown to make things worse for the reporter, meaning people who hesitate to report are weighing valid concerns.

7. Prioritize team safety.

Take a look at external factors that impact the workplace, like vendors and customers, from a health and well-being standpoint. Sexual harassment from clients or other business partners is still sexual harassment, and relics of past decisions — like choosing to work with someone whose behavior wouldn’t be permitted within the walls of the company — should not continue to impact your team. Put your team members first by creating that inform third parties of proper conduct, so everyone’s on the same page. 

8. Maintain confidentiality.

Under no circumstances should a specific incident of sexual harassment become a topic of public conversation. We’ve said it before, but it’s worth reiterating: confidentiality is paramount.

Still, while confidentiality is always strived for, complete anonymity might not always be guaranteed. Upon receiving a report of harassment, your company will need to conduct an investigation, which includes speaking to both the accused and any witnesses. As part of this process, the company may need to reveal information.

9. Keep an eye out.

Once an incident has been addressed, be aware of retaliation and the various forms it may take — both subtle and major. Remember that retaliation may not necessarily occur immediately after the incident. So be sure to let the person who reported know that if they experience a backlash, they should keep you in the loop.

Managers are people, too

Experts from the Equal Employment Opportunity Commission (EEOC) have identified managers as a critical resource for organizations aiming to address sexual harassment because managers are often the first person that harassment is reported to. It’s worth noting, however, that managers don’t just have to deal with harassment when it’s reported to them.

Research shows that managers are actually more likely than those without supervisory authority to experience sexual harassment, most often from colleagues in similar roles. So if you’re a manager experiencing harassment, remember that you have the same support and resources available to you as one of your direct reports. And, equally important, be sure to extend the same care to your own situation as you would to one affecting your team.

About Ethena

At Ethena, we’re committed to making corporate compliance training so good it sticks. In fact, ineffective harassment prevention training was the catalyst for why we were founded. 

Today, our modern and engaging approach to learning goes beyond check-the-box regulation requirements. With over 2.3 million ratings and a 93% positivity score, Ethena’s Harassment Prevention training course inspires learners to foster healthy, inclusive, and squeaky clean workplaces.