Beyond The Report: How HR Ensures Protection From Retaliation After Harassment Claims

11 proven strategies for building a culture of lasting workplace safety

Speaking up about harassment or discrimination takes courage—and what happens next matters just as much. When employees report misconduct, they are not only seeking justice but also trusting that their safety and dignity will be protected throughout the process. In this article, human resources (HR) professionals share the critical steps they take to prevent retaliation, from proactive communication and transparent investigations to ongoing support. These expert insights reveal how thoughtful HR practices can turn a moment of vulnerability into a foundation for lasting workplace trust.
 

• Communicate Zero-Tolerance Policy and Proactively Check-In
• Regularly Follow Up During and After Investigation
• Conduct Immediate Private Consultation on Retaliation Protection
• Maintain an Open-Door Policy
• Focus on Empathy and Psychological Safety
• Bring in an Outside Investigator and Proactively Manage Schedules
• Thank Employees For Coming Forward and Assure Support
• Conduct Regular One-On-One Meetings With Involved Parties
• Commit to Long-Term Workplace Safety Approach
• Targeted Inclusion Coaching For Executive Leadership
• Take Meaningful Action to Earn Trust

Communicate Zero-Tolerance Policy and Proactively Check-In

One of the first and most important steps I take is to clearly communicate our zero-tolerance policy on retaliation, not just in writing but in conversation. I let the employee know what specific protections are in place, what behaviors to watch for, and exactly how to reach me (or another safe contact) if anything feels off. It is about creating psychological safety, not just legal coverage.

I also proactively check in with them—not just once, but on an ongoing basis. Those informal, intentional touchpoints send a message: we did not just listen—we care what happens next.

This practice has helped build trust in our reporting process. Employees are more likely to speak up when they know they will not be left to navigate the aftermath alone. And that trust? It is the foundation of a workplace where people feel safe, respected, and seen.
 

Melissa Pennington, Global HR Director and Workforce Transformation Leader

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Regularly Follow Up During and After Investigation

The most important step is to regularly and proactively check in with the reporting employee. Do not assume that just because you have told the employee retaliation is prohibited and given them the policy that they will come to you if and when they think it has happened (and give them practical examples of what retaliation could look like). They absolutely should, but the reality is that whether the underlying claims are valid or not, everyone is afraid of being retaliated against when they come forward or cooperate by being interviewed.

HR professionals (and ideally leaders, when appropriate) should put it on their calendar to check in not just after a complaint has been made but during the investigation (since they often take weeks or longer) and after the investigation has been closed out. See how the employee is doing a month later—just because the investigation is done does not mean the job is done. Investigations can stir up lots of feelings in an organization—people walking on eggshells, being worried about what they say or do—heated emotions. That is an environment ripe for retaliation, even unintentionally. Knowing the company legitimately cares about their well-being goes a long way towards supporting a safer workspace.
 

Xan Raskin, Esq., SPHR, ACC, Workplace Expert and Consultant

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Conduct Immediate Private Consultation on Retaliation Protection

When someone brings forth an issue of workplace harassment or discrimination, we must take measures to keep them safe. Here is one of the best strategies that I follow.

This is what I call an 'Immediate Private Consultation'. I go over the following points in detail:

1. The consequences of retaliation (being treated badly for speaking up).
2. That retaliation is illegal.
3. What measures will be in place to keep them safe.
4. What number they can call if at any given point they feel vulnerable.
5. That ongoing consultations with them will be regular.

This simple step helps workers feel safer because this way they know what to watch for, understand their rights, have a clear safety plan, and know we take their problems seriously.

This practice has improved our work culture. People trust that they can report issues without any consequences. Reported issues are less complicated, allowing for early resolution. Everyone feels more comfortable reporting problems.

I think keeping our promises is the most important thing. We have to actually take steps to safeguard people instead of merely claiming we will.
 

Muqaddas Virk, Recruitment Specialist at Xero | HR at Quantum Jobs USA, Quantum Jobs USA

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Maintain an Open-Door Policy

When I worked in HR, I encountered cases of harassment and discrimination, and I learned that creating a sense of safety for employees starts long before they come forward. Employees are more likely to report such issues when they trust that HR is genuinely there to support them—not just to protect the company or management. That is why my first priority is always to build strong, trusting relationships with employees and to maintain an open-door policy where they feel heard and valued.

When someone does report harassment or discrimination, I begin by thanking them for their courage and reassuring them that their concerns will be taken seriously. I make it clear that confidentiality will be maintained as much as possible, that retaliation is not tolerated under any circumstances, and that they are fully protected from any negative consequences for speaking up.

Before taking action, I also ask if there is anything additional they want me to know or consider. Then, I begin the formal process by addressing the issue with the person involved or their supervisor, depending on the situation. If the behavior is confirmed, appropriate steps are taken to stop it immediately, including clear warnings and, if necessary, disciplinary measures up to termination. The goal is always to resolve the issue in a way that ensures the employee no longer feels unsafe or threatened and to uphold a workplace culture based on respect, equity, and accountability.
 

Nina Scurtu, Career Coach and HR Professional

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Focus on Empathy and Psychological Safety

After a situation involving workplace harassment has been resolved, it is crucial to make sure all employees feel a sense of psychological safety. It may take time and effort to build trust, but it only takes one incident to destroy all the good work done prior. Focus on empathy, listen to your employees and make sure they feel like they belong. 
 

Barbara McMahan SPHR, SHRM-SCP, HR Consultant

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Bring in an Outside Investigator and Proactively Manage Schedules

I have handled a few situations where team members came forward with concerns about harassment or inappropriate behavior. One case that stands out involved a new hire who reported a pattern of microaggressions and dismissive behavior from a more senior staff member. She was visibly anxious during our initial conversation and worried about the fallout—professionally and personally.

To protect her and reassure her, I immediately initiated a third-party investigation—someone external, impartial, and experienced in trauma-informed interviewing. I also offered to temporarily shift schedules so the individuals did not need to work together while the issue was being reviewed. Importantly, I followed up with the reporting employee every few days—not to dig, but to let her know the process was active, her voice mattered, and she was not being left in limbo.

That step—bringing in an outside investigator and proactively managing schedules—was a turning point. It set a clear message across the team that we take these issues seriously and that no one is above accountability, no matter their role or tenure. It also created a ripple effect: a few other employees came forward later to share smaller concerns they had previously brushed off. That level of trust only happens when your team believes their concerns will not be minimized or used against them. As a business owner, I see it as my responsibility to make sure every person on this team knows they are safe, heard, and backed.
 

Andy Danec, Clinic Director, Ridgeline Recovery LLC

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Thank Employees For Coming Forward and Assure Support

An employee submitted a harassment report against her manager, citing bullying behavior. She claimed the manager treated her poorly in front of team members and clients, held her to unrealistic standards, and made inappropriate comments about her appearance and how she chose to spend her personal time. The employee reported feeling targeted and humiliated and expressed concern that the strained relationship could hinder her career advancement.

I began by thanking the employee for coming forward and assured her that I would do everything I could to support her. I asked whether she was seeking help or simply advice, as I have found that not everyone who raises an issue is asking for it to be solved immediately. In a situation as serious as this, my involvement is necessary—but how I proceed and how much the employee is involved depends on their preferences. By having an open conversation about my responsibilities as an HR professional, the required next steps, and how the employee would like to be involved, I aim to build transparency and trust. This approach helps create a safe environment where the employee feels supported and protected from retaliation.

This step played a significant role in creating a safer and more trusting workplace. By taking the time to show genuine care and consideration for both the situation and the individuals involved, it sent a clear message that everyone’s well-being and concerns truly matter. When people feel heard, respected, and supported, they are more likely to speak up, collaborate openly, and trust those around them. Over time, this consistent demonstration of empathy and attentiveness helps build a culture where people feel safe, valued, and empowered to do their best work.
 

Amanda Duff, M.S., SHRM-CP, HR Consultant & Leadership Coach

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Conduct Regular One-On-One Meetings With Involved Parties

A defining moment early in my career as an HR manager was overseeing my first investigation into a harassment complaint. It immediately became clear how important it is to both the company and the individual that our process is not only well-defined and thorough but also provides a safe space for everyone involved.

I had realized in the first discussion the courage that had been required for the employee to come forward. I listened carefully and with empathy, ensuring that the concern would be investigated with seriousness. I adhered to our company procedures and all the relevant legal compliance requirements, documenting each step in detail and ensuring communication was maintained open, clear, and respectful at all times.

One concrete step I took was to conduct regular, one-on-one meetings with all parties involved during the course of the investigation. This gave each employee a regular opportunity to raise any new concerns and made them feel less isolated during a difficult time. I was also careful to clearly articulate our anti-retaliation policy, making it clear that any retaliation would be addressed quickly and decisively.

By dealing with the situation in a sensitive, open, and respectful manner, I could make the employees feel more secure and genuinely heard at a highly vulnerable moment. This not only renewed their confidence in our HR team but also reinforced to the entire organization our commitment to maintaining a healthy and respectful workplace. That experience reminded me that there has to be a continual, integrity-driven, compassionate investigative process to establish a culture where employees feel empowered to speak out and confident that their well-being is always a top priority.
 

Angelique Hamilton, People Strategy Architect

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Commit to Long-Term Workplace Safety Approach

As an HR professional, handling sensitive cases like harassment needs both empathy and action. I dealt with a situation where a supervisor physically harassed a junior colleague. There were no direct witnesses, but the employee reported it to her supervisor, and it quickly reached HR. Our review showed that this violated company policy and could harm both the victim and the workplace.

First, I made sure the affected employee felt heard and supported. I reassured her of our zero-tolerance policy on harassment. I offered her safety options, including a transfer to another branch, which she chose. To protect her well-being and prevent further incidents, I arranged for CCTV in workplace blind spots.

Next, I began a thorough investigation into the supervisor's actions. He was temporarily suspended during this process. After the inquiry, we took action, including training, monitoring, and discipline. It is vital for employees to know that no one is above the company's rules or the law.

We also saw the need for broader education. We held training sessions on actions that violate company policies and local laws. These actions can have serious consequences, like jail time. Employees learned that physical harassment or unwanted behavior can lead to fines or jail time. This helped them grasp the serious consequences of such actions.

To support the affected employee, I stayed in touch with her throughout the process. Regular follow-up meetings allowed her to share concerns and helped me reinforce our actions. This support helped her regain confidence and trust in the organization. Today, she is one of our most engaged colleagues, showing the effectiveness of our approach.

After the case, we decided to strengthen our workplace culture. We started regular training on harassment prevention and respectful behavior. This helped every employee understand the importance of a safe environment. These sessions included practical scenarios that clarified acceptable behavior and reporting procedures. We updated our policies. Now, employees know how to report harassment, what steps to take, and what protections they have.

The company also committed to a long-term approach to workplace safety. We simplified reporting. We also offered quick help for employees who needed it. Plus, we launched anonymous surveys to learn how employees feel. This approach created a workplace that was open and respectful. Harassment was not tolerated, so employees felt safe.

This case highlighted the need for swift action and long-term culture change. We saw improved employee trust and engagement, as our actions reassured them that their safety and dignity mattered. We built a workplace where everyone feels supported. We know that harassment—whether physical, verbal, or any other kind—does not belong in our organization or society.
 

Kim Hanks K., Cluster Human Resources Manager

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Targeted Inclusion Coaching For Executive Leadership

When someone reports harassment or discrimination, they are not just flagging a problem—they are taking a risk. At A. Solomon Recruits & Growth Academy, we honor that risk with protection, presence, and policy-backed action.

One of our clients—a high-performing Black woman—came to us after repeated microaggressions and being dismissed in meetings. When she raised her concerns internally, she was told she was ‘overreacting.’ That was not just invalidating—it was dangerous.

Our first step was providing her with a confidential coaching space to unpack the emotional toll. From there, we worked with the company to implement a protected internal advocacy process that remained fully EEOC-compliant and aligned with corporate protocols. We understand the intricacies of toeing the line—we know how to protect people while staying compliant with policy.

We then required executive leadership to complete targeted inclusion coaching tied to measurable outcomes. The message was clear: psychological safety is not optional. Retaliation is non-negotiable.

That one move—putting her safety and development front and center while holding leadership accountable—changed the tone of the workplace. She stayed. She grew. And now she mentors others.

This is what we do. We build workplaces that do not just say they value inclusion—they show it in how they protect the people brave enough to speak up.
 

Angela Solomon, Chief Talent Strategist & Certified Empowerment Coach

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Take Meaningful Action to Earn Trust

As an HR Manager, I handled a case in which a male employee made a threatening and highly inappropriate comment to a pregnant female colleague, suggesting physical confrontation and involving others outside the workplace. The employee was visibly distressed, in tears, and afraid for her safety. I understood that in such a moment, the employee was not just reporting misconduct, but she was placing her trust in HR to protect her well-being. I immediately ensured the individuals were separated, arranged for her to safely leave the premises, and launched a formal investigation that same day.

The male employee ultimately admitted to making the threat and was promptly terminated. I also maintained ongoing communication with the affected employee to reassure her of the steps being taken, confirm her safety, and reinforce that retaliation would not be tolerated. Taking swift, decisive action in a transparent and compassionate manner not only helped her feel safe but also sent a clear message to the rest of the team that the organization is committed to maintaining a respectful and secure workplace. Trust is earned through meaningful action, especially in moments when employees feel most vulnerable.
 

David Torosyan, HR Manager, J&Y Law

Brett Farmiloe is CEO & Founder of Featured.