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Addressing Employee Harassment: An Essential Guide for Employers

Often making headlines, employee harassment remains a significant issue in the current social climate. Employers bear an undeniable responsibility to prevent and address harassment claims within their organizations.

This duty extends to all forms of harassment, encompassing sexual harassment as well as harassment based on race, nationality, age, disability, and other legally protected statuses[^1^].

However, this obligation also presents an opportunity to facilitate open discourse about harassment and draw clear lines for acceptable workplace behavior. This article serves as a comprehensive guide on recognizing and investigating employee harassment claims.

The Obligation to Investigate

Upon receiving a harassment complaint, an employer must undertake an investigation. This duty arises regardless of the complaint’s formality, whether submitted via an established grievance procedure or an informal communication[^2^]. Two landmark Supreme Court decisions underscored employers’ duty to investigate harassment complaints: Burlington Industries. Inc. v. Ellerth[^3^] and Faragher v. City of Boca Raton[^4^].

In Ellerth, the court noted that employers could be negligent regarding harassment if they “knew or should have known” about the conduct and did nothing to stop it[^5^]. Faragher further emphasized that employers can reduce their liability for actionable harassment by promptly investigating and remedying the situation[^6^].

The Consequences of Negligence

Should an employer fail to perform their due diligence in investigating a harassment claim, they risk losing their chance to invoke these affirmative defenses. A reluctancy or delay in investigating could be perceived as the employer’s failure to “exercise reasonable care to prevent and correct [harassment] promptly”. Moreover, an employer known for its reluctance to investigate may struggle to demonstrate that the complainant unreasonably failed to avail themselves of any preventative or corrective opportunities provided by the employer[^7^].

Implementing a Robust Complaint Procedure

Every workplace should have a written internal complaint procedure, such as a harassment policy. This policy should encourage victims to report harassment, ensuring that all formal complaints are thoroughly investigated. Additionally, even informal reports or indications of inappropriate conduct should be investigated, regardless of whether the term “harassment” is explicitly used[^8^].

There are situations where an employer is obligated to investigate harassment cases, even if the alleged victim doesn’t request or consent to the investigation. In such cases, the employer should continue to monitor the situation by checking with the victim to determine whether the harassment has ceased or if any further action is required[^9^].

Timeliness of Investigation

Investigations must commence and conclude promptly. Any delay in initiating an investigation could be interpreted as the employer’s indifference to fostering a hostile work environment. Further, as time passes, evidence may disappear and memories may fade[^10^]. Prompt action also significantly increases the chances of satisfying the complainant with the employer’s response to their complaint[^11^].

Conducting an Effective Investigation

The key objective of any investigation is to establish the basic facts of the case. This includes identifying the alleged harasser(s), the location and timing of the incident, the impact on the complainant’s work, any potential witnesses, and whether the incident was part of a larger pattern[^12^].

In most cases, harassment policies advise victims to contact a supervisor or a designated official in the Human Resources Department. It’s essential that supervisors and managers report any complaints to the Human Resources Department, allowing for an appropriate investigator to be assigned[^13^].

The investigator should possess a strong understanding of the issues at hand and be willing and able to dedicate the necessary time to the investigation[^14^]. If maintaining objectivity might be challenging for internal personnel, it may be beneficial to hire an external investigator to guarantee a fair and impartial investigation[^15^].

Interview Process

During the initial interview with the complainant, the interviewer should prepare a list of open-ended questions to gather as much information as possible about each alleged harassment incident[^16^].

The alleged harasser should be informed about the purpose of the investigation and assured that no conclusions have been made yet[^17^]. The alleged harasser should also be warned against any potential retaliation against the complainant[^18^].

Gathering Additional Evidence

Beyond interviews, it’s crucial to collect any additional evidence that could corroborate or refute the complaint. This could include emails, text messages, social media posts, and even data from key card access or security camera systems[^19^].

Concluding the Investigation

Upon the conclusion of the investigation, the investigator should evaluate the available facts and the motivations of the parties involved. It may be beneficial to draft a written report documenting the investigation and its conclusions[^20^].

Taking Prompt Remedial Action

Once the investigation concludes, the employer should communicate the results promptly to both the complainant and the alleged harasser[^21^]. If the investigation determines that harassment has indeed occurred, the employer must take “prompt remedial action”[^22^]. This action could range from issuing a warning to terminating the employee[^23^].

Employers must respond to any repeated misconduct. If the same or similar incidents occur, the effectiveness of the employer’s previous responses may be questioned[^24^].

Protecting Confidentiality

An internal investigation should protect the reputations of both the complainant and the alleged harasser. The allegations and information obtained should only be discussed with the involved parties[^25^]. Emphasizing the need for confidentiality shouldn’t result in intimidating the complainant or the supporting witnesses[^26^].

The Bottom Line

In light of the ongoing attention on employee harassment, employers must be proactive in addressing harassment complaints. Striving to ensure that employees understand the company’s policies and procedures is crucial for preventing and correcting inappropriate conduct in the workplace[^27^].

Note: This guide is intended for informational purposes only and does not substitute for legal advice from a licensed professional attorney. For further reading, visit SHRM’s guide on conducting an investigation.

[^1^]: Title VII of the Civil Rights Act of 1964, as amended (race, color, religion, sex, and national origin discrimination); (2) the Americans with Disabilities Act, as amended (disability discrimination); (4) the Age Discrimination in Employment Act (age discrimination). [^2^]: Burlington Industries. Inc. v. Ellerth, 118 S.Ct. 2257, 2267 (1998). [^3^]: 118 S.Ct. 2257, 2267. [^4^]: 118 S.Ct. 2275. [^5^]: Ellerth, 118 S.Ct. at 2267. [^6^]: Faragher, 118 S.Ct. at 2275. [^7^]: Ogden v. Wax Works, Inc., 214 F.3d 999, 1010 (8th Cir. 2000). [^8^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802 (8th Cir. 2009). [^9^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^10^]: Ogden v. Wax Works, Inc., 214 F.3d 999, 1010. [^11^]: Ogden v. Wax Works, Inc., 214 F.3d 999, 1010. [^12^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^13^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^14^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^15^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^16^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^17^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^18^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^19^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^20^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^21^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^22^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^23^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^24^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^25^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^26^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802. [^27^]: Sandoval v. Am. Bldg. Maint. Indus., Inc., 578 F.3d 787, 802.