When it comes to harassment complaints, you know it’s important to take quick, effective action. But some managers have to learn that the hard way — at your company’s expense. Here’s an example:
An employee told one of her co-workers she was being sexually harassed. The victim didn’t report anything, but the co-worker told a manager about her claims.
The manager never took any action, and told the co-worker to talk to the company vice president (which she never did).
Two years later, the victim finally filed a formal complaint with HR. The company investigated and fired the alleged harassers.
But she sued the company, claiming the manager had a responsibility to do something after her co-worker mentioned the harassment. The court agreed and the company lost the case.
Any notice should trigger action
Most companies have an established procedure for employees to bring complaints of harassment. But that doesn’t mean managers can ignore complaints if they come about in a different way.
Managers should be trained and reminded that they have a responsibility to tell HR whenever they have a reason to believe harassment might be occurring.
Cite: Bombaci v. Journal Community Pub. Group, Inc.