Those who work in the Human Resources function have an important role to play in harassment prevention and EEO compliance. Outside of HR, the role of the manager is no less significant, but it is more limited.

In addition to avoiding bullying yourself, you must detect and respond to all forms of bullying.

Respond to a report of harassment

When responding to a harassment complaint (be it a formal complaint or an informal complaint), apply the One Respite Rule:

Take a breath and call RR. H H.

(or designated bullying officer)

It is important that you do not try to investigate and resolve bullying problems on your own.

Your HR department will probably want you to expand your response function to include: Listen … Secure … Document … Report:

• Hear to what the employee says.
• Assures the employee who:
  1. You will keep what is said confidential, but you will need to report it to an appropriate HR person.
  2. An investigation will be carried out promptly, maintaining the highest possible confidentiality (but the accused and / or witnesses must be interviewed).
  3. The employee will be informed of the results of the investigation.
  4. Appropriate action will be taken. [Do not specify what that action will be.]
  5. There will be no retaliation against the employee for making the report.
• Document exactly what it says and what you say. Definitely take notes during your conversation. The best form for documentation is handwritten. Please provide the date, time and place (for example, your office). Sign it; And, if the person is willing, have the complainant also sign.
• Report your conversation with your HR representative. Tell the complainant that you will be making this report.

Please note that assessing the validity or severity of the complaint is not part of your role. And neither is gossip. Do not speak to anyone other than the complainant, designated human resources / harassment representative, and investigators.

You can add gossip control to your role, that is, warning the whistleblower to refrain from discussing the matter with their coworkers, as well as warning people who may hear about it.

Detect bullying

Line managers play an even more important role as detectives.

It should be in tune with the informal subculture of your organizational unit, with the types of inappropriate behaviors that are tolerated, and with the symptoms exhibited by those who may feel left out or harassed.

While it is true that the use of the formal complaint procedure should be encouraged, it is not realistic to expect it in all cases. Don’t ignore informal complaints.

Pay special attention to the stranger, for example one or two women in a predominantly male group, etc. Do they feel fully accepted and part of the team?

Activity

1. Think about some of the interpersonal behaviors your employees engage in, both in the workplace and at lunch or in after-hours meetings.
2. What cases have there been that you now realize can be considered harassment? Demeaning words, jokes, suggestive (or hostile) comments, caresses or looks, etc.
3. What can you do to start changing that behavior?
4. With whom can (or should) you discuss your observations and planned actions?