How to Talk to Employees About Workplace Harassment

Workplace harassment is one of the most difficult subjects for managers and business leaders to discuss with employees.

The problem isn't necessarily a lack of policies. Most organizations have rules addressing inappropriate conduct, harassment, discrimination, and retaliation. The challenge is turning those policies into conversations employees understand and trust.

An employee may recognize that something feels wrong but be unsure whether it should be reported. A manager may hear a concern and worry about saying the wrong thing. Others may remain silent because they fear retaliation, damaging a coworker's career, or becoming involved in a workplace conflict.

That silence can allow problems to continue.

Talking openly about workplace harassment doesn't mean assuming that harassment is occurring. It means making sure employees understand what inappropriate conduct can look like, where to go with concerns, and what the organization expects from everyone.

Why Talking About Workplace Harassment Matters

Workplace harassment can affect much more than the person directly experiencing it.

When inappropriate conduct is ignored or poorly handled, it can affect:

• Employee morale
• Trust in management
• Team relationships
• Productivity
• Employee retention
• Workplace culture
• Organizational reputation
• Legal and compliance risk

Harassment can also be difficult to recognize. Employees may encounter conduct that is clearly inappropriate, while other situations may be more ambiguous.

Business Training Media's article What Employees Need to Know About Workplace Harassment explains that harassment can involve coworkers, supervisors, customers, contractors, vendors, and other individuals connected to the workplace.

This is why organizations need more than a written policy. Employees need to understand how workplace expectations apply to real situations.

Why These Conversations Are Difficult

Managers often hesitate to discuss harassment because the subject can feel sensitive, personal, and potentially confrontational.

Employees may also be reluctant to participate in these conversations.

They may worry about:

• Being misunderstood
• Accusing someone unfairly
• Reporting a supervisor
• Creating conflict with a coworker
• Retaliation
• Losing professional relationships
• Not being taken seriously

Managers can also make the mistake of waiting until a complaint occurs before discussing harassment.

By then, employees may already be uncertain about how the organization handles concerns.

A better approach is to make respectful workplace expectations part of normal workplace communication.

Start With Expectations, Not Accusations

The most effective conversations don't begin by suggesting that employees are likely to experience harassment.

Instead, start with the organization's expectations.

A manager might say:

"We expect everyone here to treat coworkers with professionalism and respect. If something happens that makes you uncomfortable or raises a concern about inappropriate conduct, we want you to know where you can go for help."

This establishes a clear standard without making employees feel as though they are being warned about an inevitable problem.

The conversation should communicate three things:

Respect matters.

Concerns can be raised.

Employees should know how to report them.

Explain What Workplace Harassment Can Look Like

Employees cannot always recognize inappropriate conduct when they encounter it.

Harassment may involve behavior such as:

• Offensive comments or jokes
• Derogatory remarks
• Unwanted sexual comments
• Repeated unwanted attention
• Offensive images or materials
• Intimidation
• Threatening behavior
• Unwanted physical contact
• Inappropriate communications
• Conduct involving protected characteristics

The specific circumstances matter, and not every unpleasant or inappropriate workplace interaction necessarily meets the legal definition of harassment.

That's an important distinction for managers.

Employees shouldn't be expected to determine whether conduct technically violates a particular law before raising a concern. They should understand that they can seek guidance when they are unsure.

Don't Tell Employees to "Just Ignore It"

One of the worst messages an employee can receive is that inappropriate behavior is simply part of working with other people.

Statements such as:

• "That's just how they are."
• "Try not to take it personally."
• "They were probably joking."
• "You need to develop a thicker skin."

can discourage employees from reporting concerns.

Even when a situation ultimately does not constitute unlawful harassment, dismissing the concern can damage trust.

Managers should listen carefully and follow the organization's procedures for handling concerns.

Make Reporting Procedures Clear

Employees need to know what to do when they have a concern.

Don't assume that everyone knows:

• Who to contact
• Whether they can report to HR
• Whether they can speak with a manager
• How complaints are documented
• What happens after a complaint is made
• Where to find the organization's policy
• What to do if the concern involves their direct supervisor

If employees have to search through an employee handbook to find the answer, the organization may not be communicating its process effectively.

The reporting process should be easy to understand.

Explain That Employees Don't Have to Investigate

Employees aren't investigators.

If someone reports concerning conduct, they shouldn't be expected to determine whether the behavior violates employment law or conduct their own investigation.

Their responsibility is generally to communicate the concern through the appropriate channel and provide the information they have.

The organization can then follow its established process for evaluating and responding to the situation.

This distinction is particularly important for managers. A manager who receives a complaint shouldn't promise a particular outcome or attempt to independently determine guilt.

Talk About Retaliation

Fear of retaliation can be one of the biggest barriers to reporting workplace concerns.

Employees may worry that speaking up could affect:

• Their job
• Promotion opportunities
• Work assignments
• Relationships with coworkers
• Performance evaluations
• Their standing within the organization

Organizations should clearly communicate their policies regarding retaliation and explain that employees should be able to raise legitimate concerns without fear of inappropriate consequences.

The subject should not be treated as a footnote in an employee handbook.

It should be part of the broader conversation about workplace culture and reporting.

Managers Need a Different Conversation

Employees need to understand their rights, responsibilities, and reporting options.

Managers have additional responsibilities.

A manager may be the first person an employee approaches with a harassment concern. That means managers need to know how to respond appropriately.

The first response should generally involve:

Listening. Give the employee an opportunity to explain the concern.

Remaining professional. Avoid reacting defensively or dismissing the concern.

Avoiding promises. Don't promise a particular outcome before the appropriate process has occurred.

Following policy. Understand when HR or another responsible function needs to be involved.

Documenting appropriately. Follow organizational procedures for documenting concerns.

Escalating when necessary. Serious concerns should be handled through the appropriate organizational process.

Managers don't need to become employment-law experts, but they do need to know their responsibilities when an employee raises a concern.

Don't Wait for a Complaint to Start the Conversation

One of the most effective ways to make discussions about harassment less uncomfortable is to have them before a problem occurs.

Organizations can incorporate harassment prevention into:

• New employee onboarding
• Manager training
• Annual compliance training
• Workplace culture initiatives
• Leadership development
• Employee communications

When respectful conduct and reporting expectations are discussed regularly, employees are less likely to view the subject as something that only comes up when someone is already in trouble.

Digital Communication Matters Too

Workplace harassment isn't limited to what happens in an office.

Employees increasingly communicate through:

• Email
• Messaging platforms
• Video meetings
• Collaboration software
• Text messages
• Social media

Remote and hybrid work have therefore expanded the environments in which workplace conduct needs to be considered.

Organizations should make it clear that professional expectations continue to apply when employees communicate digitally.

Training Can Make the Conversation Easier

Policies tell employees what an organization expects. Training can help employees understand what those expectations look like in practice.

Effective workplace harassment training can help employees:

• Recognize inappropriate conduct
• Understand workplace expectations
• Learn reporting procedures
• Understand their responsibilities
• Respond appropriately to concerns
• Understand the importance of respectful communication

Managers can benefit from additional training focused on responding to complaints, maintaining professionalism, and understanding their role in the organization's harassment prevention process.

Training isn't a substitute for sound policies or appropriate management practices, but it can help turn written expectations into practical knowledge.

When Training Isn't Enough

It is important not to treat training as a complete solution.

An organization can provide excellent harassment training and still have problems if employees don't trust the reporting process or managers don't take concerns seriously.

A stronger approach combines:

• Clear policies
• Accessible reporting channels
• Manager training
• Employee education
• Consistent enforcement
• Appropriate investigations
• Anti-retaliation protections
• Leadership accountability

Training works best when employees see that the organization actually follows through on the expectations it communicates.

How Managers Can Start the Conversation

A manager doesn't need a long presentation to reinforce respectful workplace expectations.

A simple conversation can begin with:

"We expect everyone on this team to treat one another professionally and respectfully. If you experience or observe behavior that concerns you, please don't assume you have to handle it yourself. Let me or the appropriate person know so we can make sure the concern is addressed properly."

The specific language should reflect the organization's policies and procedures.

The important part is creating an environment where employees understand that raising a concern is acceptable.

Recommended Workplace Harassment Training

For organizations looking to strengthen employee and manager awareness, Business Training Media offers Workplace Harassment Training covering workplace harassment prevention and respectful workplace practices.

Training can complement an organization's existing policies by helping employees understand appropriate workplace conduct, recognize potential concerns, and understand their responsibilities.

For managers, harassment prevention training can also provide additional guidance for handling sensitive workplace situations and responding appropriately when concerns are raised.

What Good Communication Looks Like

Talking about workplace harassment shouldn't be a once-a-year compliance exercise.

The strongest organizations make respectful behavior part of their everyday culture.

That means managers consistently reinforce professional expectations, employees know how to raise concerns, and leadership demonstrates that complaints will be handled seriously and appropriately.

The goal isn't to make employees suspicious of one another.

It's to create an environment where people understand the boundaries of professional behavior and feel comfortable speaking up when those boundaries may have been crossed.

Related Business Training Media Resources

If you're developing a broader approach to workplace culture, harassment prevention, and employee communication, these BTM articles can provide additional perspective:

• What Employees Need to Know About Workplace Harassment — An employee-focused explanation of harassment, reporting, retaliation, and workplace responsibilities.
• Why Managers Need Training for Difficult Employee Conversations — Explores why managers often struggle with sensitive employee conversations and how training can improve their communication skills.
• Employer's Guide to Preventing Sexual Harassment Liability — Looks at the organizational side of harassment prevention, including policies, education, and employer responsibilities.

Continue Building Your Workplace Communication & HR Skills

Workplace harassment is not a subject managers should avoid simply because it is uncomfortable. Employees need clear expectations, accessible reporting procedures, and confidence that concerns will be handled appropriately.

Organizations can strengthen that foundation by combining effective policies with manager education, employee training, respectful workplace practices, and consistent leadership.

Explore Workplace Harassment Training →

About the Business Training Media Editorial Team

This article was researched and written by the Business Training Media Editorial Team. We publish expert content covering business strategy, leadership, workplace skills, artificial intelligence, cybersecurity, compliance, career development, online learning, professional certifications, business software, and organizational excellence. Our goal is to provide practical, research-backed insights that help professionals, business leaders, entrepreneurs, and organizations make informed decisions.