Manager Responsibility: Reporting Harassment and Misconduct

Managers play a uniquely powerful role in shaping workplace culture. More than any policy or training module, a manager’s actions signal what behavior is acceptable, what conduct will be addressed, and what issues may be ignored. Because of this influence, managers carry a specific legal and cultural responsibility: the duty to report and respond to potential harassment or inappropriate conduct.

This video scenario illustrates how a manager should respond when an employee raises a concern—even when the employee is hesitant, downplays the issue, or asks that “nothing happen.” It reinforces a core lesson from Emtrain’s Preventing Workplace Harassment course: once a manager knows about potential misconduct, they are obligated to act.

Scenario Breakdown

The scene opens with a virtual meeting between Gia, an employee, and her supervisor, Franzi. Gia begins the conversation cautiously, thanking Franzi for meeting with her before raising a concern about a coworker named Tom.

Gia explains that Tom frequently refers to her as “darlin’” and “sweetheart.” She clarifies that the behavior isn’t directed at male employees—it’s limited to women. Franzi immediately recognizes the issue, noting that the behavior is not appropriate.

However, Gia hesitates. She explains that she doesn’t want Tom to “get in trouble” and suggests that he may not mean anything by it. She also mentions that other women don’t seem to mind, further minimizing the concern.

Rather than dismissing the issue or accepting Gia’s reluctance as a reason to do nothing, Franzi asks clarifying questions. She confirms that:

• Tom does not use the same language with male coworkers
• The behavior made Gia uncomfortable enough to raise it

Franzi then explains something critical: even if others appear unbothered, discomfort expressed by one employee is enough to require action. She reassures Gia that she will address the behavior, that Tom does not need to know who raised the concern, and that it does not need to be treated as a dramatic escalation—but it does need to be corrected.

Franzi closes by thanking Gia for coming forward and asking her to follow up if the behavior continues.

This interaction demonstrates what effective managerial response looks like: listening, validating, clarifying, and acting.

Why This Situation Matters

Terms like “darlin’” or “sweetheart” may seem harmless to some people—especially if they are used casually or framed as friendly. However, when those terms are:

• Gender-specific
• Unwelcome
• Directed only at certain employees
• Persistent

they can contribute to a disrespectful or hostile work environment.

Importantly, intent does not override impact. Even if Tom believes he is being friendly, the effect of his behavior—particularly when it is gendered—is what matters.

Managers Have Two Specific Duties

This scenario highlights the two core responsibilities managers have when they become aware of potential misconduct.

1. The Duty to Report and Act

Managers are required to report and address possible harassment or inappropriate conduct—even if:

• The employee asks them not to
• The behavior seems minor
• The manager believes the person “didn’t mean anything by it”
• The issue involves employees outside their direct reporting line

Legally, employers are considered aware of anything their managers know or reasonably should know. Ignoring a problem is not an option—and waiting for it to escalate only increases risk and harm.

In this scenario, Franzi correctly recognizes that once Gia raised the issue, action was required.

2. The Duty to Establish Behavioral Norms

Managers don’t just enforce rules—they set norms.

How Franzi responds sends a clear message:

• Gender-based terms are not acceptable in the workplace
  
• Employee discomfort will be taken seriously
  
• Speaking up is encouraged, not punished
  

By addressing the issue calmly and professionally, Franzi reinforces a green culture—one rooted in respect, accountability, and consistency.

What Franzi Did Right

Franzi demonstrates several best practices emphasized in Preventing Workplace Harassment training:

• She listened without dismissing the concern
• She asked clarifying questions to understand the scope
• She did not allow the employee’s hesitation to halt action
• She protected confidentiality
• She committed to addressing the behavior promptly
• She encouraged ongoing communication

This approach balances empathy with responsibility—exactly what is expected of managers.

What Could Have Gone Wrong

This situation could easily have gone off track if Franzi had:

• Reassured Gia but done nothing
• Accepted “I don’t want him to get in trouble” as a reason to ignore the issue
• Told Gia to handle it herself
• Framed the behavior as harmless or generational
• Delayed action due to workload or inconvenience

Each of these responses would have weakened behavioral norms and increased organizational risk.

Managers as Culture Keepers

Managers are culture keepers. Their role is not just to put out fires, but to prevent them by addressing issues early.

Being a culture keeper means:

• Living organizational values—even when it’s uncomfortable
• Addressing problems rather than smoothing them over
• Modeling respectful behavior
• Creating psychologically safe teams where concerns are raised early

This takes discipline, patience, and consistency—but it’s essential to building high-performing teams.

Manager Checklist When Someone Raises a Complaint

This scenario reinforces a practical checklist managers should follow:

• Review workplace policies
• Act promptly—don’t procrastinate
• Document the concern
• Share information with HR or those responsible for investigating
• Maintain confidentiality as much as possible
• Monitor for continued behavior or retaliation

How This Connects to Preventing Workplace Harassment

Emtrain’s Preventing Workplace Harassment course emphasizes that managers are not optional gatekeepers—they are required participants in maintaining a respectful workplace. This video illustrates how effective intervention doesn’t require confrontation or punishment, but it does require action.

Conclusion

Listening is not enough. When managers become aware of potentially inappropriate behavior, they must act—thoughtfully, promptly, and consistently. This scenario shows how addressing issues early protects employees, strengthens culture, and reinforces trust.

By understanding and embracing their duty to report, managers help ensure that respect isn’t just encouraged—it’s enforced.