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Management Methods for Supplementary Training for Employees Who Have Not Completed Sexual Harassment Prevention Training and Mid-Year Hires
2026.08.03 13:23
Sexual Harassment Prevention Education · Popular Posts
Employees who have not completed sexual harassment prevention training or those who joined mid-year
Supplementary Education Management Methods
Employees who have not completed sexual harassment prevention training and those who joined mid-term must be managed separately based on the list of eligible trainees. HR personnel must identify employees who joined after the annual training, those on leave during the training period, those who have returned to work, and those who did not complete the training, and must provide re-notification, supplementary training, and documentation of final completion.
Sexual harassment prevention training is not a one-time announcement. You must verify that participants have actually completed the training and manage the system to ensure that no employees who joined or returned to work after the training are omitted. In particular, when conducting online training, even if certificates or completion records are automatically saved, those who have not completed the training may remain on the list unless it is cross-referenced against the company's official attendance roster.
This article summarizes how to manage new hires, employees returning from leave or leave, and those who did not complete the sexual harassment prevention training, as well as how to conduct supplementary training.
Sexual harassment prevention training is not a one-time announcement. You must verify that participants have actually completed the training and manage the system to ensure that no employees who joined or returned to work after the training are omitted. In particular, when conducting online training, even if certificates or completion records are automatically saved, those who have not completed the training may remain on the list unless it is cross-referenced against the company's official attendance roster.
This article summarizes how to manage new hires, employees returning from leave or leave, and those who did not complete the sexual harassment prevention training, as well as how to conduct supplementary training.
Confirmation of training participants → Verification of completion status → Classification of non-completion participants →
Re-notification → Supplementary Training → Final Organization of Supporting Documents
Re-notification → Supplementary Training → Final Organization of Supporting Documents
📌 Short Answer
Those who have not completed sexual harassment prevention training and those who joined mid-year A method of verifying completion status based on the list of subjects, and then recording re-notifications and supplementary training. It is recommended to manage it as such.
Simply sending training links or distributing training materials may not be sufficient. HR personnel must be able to verify who was targeted for training, who completed it, who did not, and how those who did not complete it were notified again.
Mid-year hires or employees returning to work often appear after the annual training schedule has been set, so they are frequently not on the existing training list. In such cases, rather than waiting until the following year, it is advisable to consider providing separate notifications or supplementary training based on internal company standards.
The key point is Confirmation of trainees → Verification of completion status → Classification of non-completioners → Re-notification → Supplementary training → Final organization of supporting documents It is to create a flow.
🕒 When will it be applied?
This article can be used as a reference in situations where sexual harassment prevention training has already been conducted but some employees have not completed it, or where new hires or reinstated employees have joined after the training.
For example, sexual harassment prevention training for all employees was completed at the beginning of the year, but there may be cases where new hires join after July, employees return from leave during the training period, or some employees do not complete the online training by the deadline. In such situations, if the HR manager simply tells employees to "take it during the next training" without establishing specific criteria, omissions may occur in the training completion management.
In particular, it is advisable to check separately for groups that may be delayed in checking training notices, such as branch employees, shift workers, field staff, part-time workers, and those on long-term business trips. The method of verifying completion may also vary depending on whether the training is conducted online, in-person, or through external outsourcing.
Sexual harassment prevention training must be verified in accordance with the latest official standards regarding its target audience and methods. Therefore, when conducting supplementary training, it is advisable to ensure that the training content and guidance on the company's grievance counseling and reporting procedures are conveyed together, rather than simply requiring the submission of a "certificate of completion."
🔎 What HR Managers Do
STEP 01
1. First, finalize the list of trainees.
To manage non-completionists and mid-term hires, the list of trainees must first be accurate. If the list is unclear, it is difficult to identify who has not completed the training or who has been excluded.
It is recommended that HR personnel mark the list of trainees prior to training with their name, department, job category, employment type, hire date, training announcement date, completion status, and confirmation of a certificate or completion history. If there are branch or field workers, the list must be reconfirmed with the relevant department representatives.
After the training, you must compare the list of completers with the list of eligible participants. Even if you have downloaded the list of completers from the online training platform, employees who joined mid-term or those returning from leave may be excluded if you do not compare it with the company's internal list of eligible participants.
STEP 02
2. Mid-term hires are reflected separately.
Employees who joined after sexual harassment prevention training are highly likely not to be on the existing training list. HR managers must identify new hires based on their hiring dates and determine how to notify them about the sexual harassment prevention training.
For new hires, sexual harassment prevention training can be conducted by providing materials during the onboarding process, separately guiding them to online training links, or including the training in the subsequent supplementary training schedule. What is important is whether “training guidance was provided after joining the company” and “final completion status was confirmed.”
It is recommended to record the hiring date, training announcement date, training method, completion status, and whether the certificate of completion is being kept on the new hire management sheet. If you only send training materials without verifying completion, it will be difficult to explain later whether the training was fulfilled.
STEP 03
3. Do not omit employees on leave of absence or those returning to work.
Employees on leave during the training period may be excluded from the sexual harassment prevention training notice. In this case, rather than removing them from the list, it is recommended to indicate their status as “On Leave,” “Notification needed upon return,” or “Supplemental training scheduled.”
When an employee returns to work, you must verify whether they have completed the required training based on the date of their return. Check whether they had already completed the training for the relevant year prior to their leave, whether they were removed from the training list during the leave, and whether separate notification is required after their return.
However, you should avoid detailing sensitive information that is not necessary for training management, such as the reason for leave or health information, on the training management form. For training management, it is appropriate to indicate only the necessary status, such as "On Leave" or "To be notified upon return."
STEP 04
4. Classify the reasons for non-completion.
Those who have not completed sexual harassment prevention training should not be managed simply as “people who did not attend.” The reasons for non-completion must be distinguished to organize methods for re-notification and supplementary training.
For example, reasons for non-completion can be categorized into new hire, leave of absence, return to work, long-term business trip, shift work schedule, failure to check the training link, system error, planned resignation, and the need to verify eligibility.
Differentiating the reason for non-completion determines the actions required by the person in charge. If it is a system error, instructions on how to access the site must be provided again; for new hires, it must be included in the onboarding or supplementary training schedule; and for employees on leave, guidance is required after their return to work.
When recording the reason for non-completion, it is advisable to avoid including excessive personal information. For instance, rather than writing sensitive reasons such as "mental health issues due to sick leave," you should record only what is necessary for training management, such as "on leave" or "needs guidance upon return."
STEP 05
5. Establish standards for re-guidance and supplementary education.
You must establish criteria for re-notifying those who have not completed the training. By setting internal standards regarding whether to send a reminder before the deadline, provide a make-up training period after the deadline, or notify new hires within a few days of joining, you will avoid having to make judgments every time.
It is recommended to provide re-notifications individually to the extent necessary, rather than publicly sharing the list of those who have not completed the course. Sharing the names of non-completionists with the entire team may lead to the exposure of personal information or create unnecessary burdens.
We are providing this notice as the deadline for the sexual harassment prevention training has not yet passed. Please check the training link or materials below and complete the training within the deadline. If a certificate of completion is required, please submit it according to the instructions provided.
If supplementary training was conducted, you must record the notification date, training method, participants, final completion date, and the location of supporting documents. If external outsourced training is utilized, it is also necessary to cross-reference the completion results provided by the outsourcing agency with the company's internal list of participants.
STEP 06
6. Organize the final proof of completion.
For sexual harassment prevention training, it is recommended to organize participant lists, training materials, completion records, follow-up notice records, and supplementary training results together, rather than simply collecting completion certificates.
For online training, you can check individual certificates of completion, the list of completers, progress rates, course names, attendance dates, and evaluation results. For in-person training, you must record the training log, list of attendees, training materials, training date and time, and instructor or facilitator information.
In addition, sexual harassment prevention training must provide guidance on the company's procedures for handling workplace sexual harassment, response standards, and grievance counseling and relief processes. Even when utilizing external commissioned training or common online courses, it is advisable to ensure that the company's reporting and counseling channels and processing standards are not omitted.
📊 Example of Subject Change Management Table
| division | Things to check | Management method |
|---|---|---|
| Mid-term hires | Employment status after annual training | Supplementary training or separate notification based on the start date |
| employees on leave | Availability to take the course during the training period | Mark as needing guidance after reinstatement without removing from the list |
| reinstated employees | Completion status at the time of reinstatement | Check for re-guidance with the latest educational materials |
| Non-completionists | Those who did not complete the course by the deadline | Record of reason for non-completion, re-notification date, and final completion status |
| shift workers/field workers | Check training announcements and available class times | Review separate notification method or supplementary training schedule |
| Participants in external commissioned training | Confirmation of completion results by entrusted institution | Compare with the internal company list of targets |
✅ Checklist for Managing Employees Who Have Not Completed Sexual Harassment Prevention Training or Joined Mid-Year
The checklist below is for internal verification purposes to ensure that HR personnel have not omitted any employees who did not complete the sexual harassment prevention training or those who joined midway.
especially List of participants, verification of completion status, re-notification for non-completionists, retention of final proof of completion These are basic verification items. If even one of these items is not sorted out, it is recommended to address it first rather than considering the training operation complete.
Among all items If 3 or more are insufficient It is recommended to review the list of trainees, the method of managing certificates, and the supplementary training procedures, rather than simply making improvements.
| division | Confirmation items | check |
|---|---|---|
| List of subjects | The list of participants was finalized prior to the training. | ☐ |
| Mid-term hires | Employees who joined after the annual training were included in the training target. | ☐ |
| employees on leave | Employees on leave during the training period were marked as having a separate status. | ☐ |
| reinstated employees | I checked if training guidance was necessary for the reinstated employees. | ☐ |
| Non-completionists | After the training deadline, we checked the non-completionists. | ☐ |
| Classification of reasons | The reasons for non-completion were categorized into new hires, leave of absence, system errors, etc. | ☐ |
| Re-information | Individual re-notifications were provided to those who had not completed the course. | ☐ |
| supplementary education | We decided on the supplementary education method and deadline. | ☐ |
| Completion Confirmation | The certificates of completion or completion records were compared with the list of subjects. | ☐ |
| Supporting documents | Educational materials, training logs, completion records, and follow-up guidance records were stored together. | ☐ |
| personal information | Access to the list of non-completioners and certificates was restricted. | ☐ |
| Aftercare | I recorded the omissions and improvements to be reflected in the next training schedule. | ☐ |
⚠️ Common mistakes
The first mistake is considering the sending of a training notification email as completion. The fact that a training link has been sent is different from the fact that the training was actually completed. For online training, you must verify a certificate of completion or a record of completion, whereas for in-person training, you must keep a list of attendees and a training log.
The second mistake is simply deferring mid-year hires to the following year's training. You must also verify whether employees who join after the annual training are eligible for training. If a new hire is required, it is best to manage this by including them in the onboarding process or supplementary training schedule.
The third mistake is removing employees on leave from the list. If you remove someone from the training list simply because they are on leave, they may miss out on notifications upon their return. It is safer to mark their status as "Notification needed after return."
The fourth mistake is publicly sharing the list of those who have not completed the course. While encouraging training is necessary, unnecessarily disclosing the names of non-completionists can lead to the exposure of personal information or create a burden within the organization. It is better to provide individual notifications within the necessary scope.
The fifth mistake is omitting guidance on internal company procedures by relying solely on common online training. In sexual harassment prevention training, it is important to provide not only an explanation of relevant laws but also guidance on the company's grievance counseling channels, reporting procedures, processing standards, and procedures for protecting and redressing victimized employees.
💬 When EAP support is needed
The management of employees who have not completed sexual harassment prevention training and those who joined mid-term is a training operations task. EAP does not replace sexual harassment prevention training, statutory training, grievance procedures, or official investigation procedures.
However, following sexual harassment prevention training, employees may experience psychological distress due to past experiences or issues with workplace relationships, or hesitate to proceed with counseling or reporting procedures. In such cases, HR must guide employees by distinguishing between official reporting procedures and psychological counseling channels.
If you wish to request an official investigation or report the harm suffered, you should be referred to the company's grievance counseling and reporting procedures. On the other hand, if you wish to discuss psychological burden, anxiety, sleep problems, or stress related to workplace relationships, you can refer you to EAP counseling as a supplementary channel.
EAP guidance text can be used as follows.
If you experience difficulties with workplace relationships, psychological distress, or require counseling following sexual harassment prevention training, you may utilize the EAP counseling channel. EAP does not replace the sexual harassment reporting or investigation procedures; it is a supplementary channel designed to support employees with psychological burdens.
🔗 Related Posts
❓ Frequently Asked Questions
Q1. Do I need to provide separate training for employees who joined after the sexual harassment prevention training?
You must verify whether employees who joined after the annual training are eligible for further training. If the employee is eligible, it is recommended to provide separate notifications according to company standards, such as through onboarding training, links to online training, or the inclusion of supplementary training schedules.
Q2. How many times should I re-notify those who have not completed the course?
Rather than setting a uniform number of follow-up notices, it is better to manage them by establishing internal company operating standards. For example, you can keep records for each stage, such as the initial notice, reminders before the deadline, and notices for final supplementary training.
Q3. How should employees on leave be managed?
Rather than removing employees on leave from the list, it is better to mark their status as “On Leave,” “Needs guidance upon return,” or “Scheduled for supplementary training.” This allows you to verify whether they have completed the training upon their return.
Q4. Is an online training completion certificate sufficient?
While certificates of completion are important supporting documents, they must be cross-referenced against the participant list. It is recommended to manage certificates of completion, course completion records, participant lists, and follow-up notice records together to verify which trainees have completed the course and which have not.
Q5. What should I do if an employee requests counseling after sexual harassment prevention training?
First, you must distinguish between counseling and formal reporting procedures. If an employee requests a formal investigation, guide them through the company's reporting and grievance handling procedures; if they wish to discuss psychological distress, you can direct them to EAP or counseling channels. It is safer to manage counseling content separately from investigation records.
👉 Next step
Sexual harassment prevention training does not end with distributing educational materials and collecting certificates. HR personnel must manage mid-year hires, employees returning from or on leave, and those who have not completed the training throughout the year, and must also handle re-notifications, supplementary training, and the final documentation of completion.
If you wish to streamline sexual harassment prevention training, grievance counseling procedures, manager responses, and employee psychological support at the organizational level, review the operational methods suitable for your organization through a Nudge EAP implementation consultation.
If you wish to streamline sexual harassment prevention training, grievance counseling procedures, manager responses, and employee psychological support at the organizational level, review the operational methods suitable for your organization through a Nudge EAP implementation consultation.
📚 Source and Information
National Law Information Center, Article 13 of the Act on Equal Employment Opportunities for Men and Women and Support for Work-Family Balance
National Law Information Center, Article 3 of the Enforcement Decree of the Act on Equal Employment Opportunities for Men and Women and Support for Work-Family Balance
Ministry of Employment and Labor, 2026 Workplace Sexual Harassment Prevention Education Materials
Korea Labor Welfare Network, Introduction to the Employee Assistance Program (EAP)
National Law Information Center, Article 3 of the Enforcement Decree of the Act on Equal Employment Opportunities for Men and Women and Support for Work-Family Balance
Ministry of Employment and Labor, 2026 Workplace Sexual Harassment Prevention Education Materials
Korea Labor Welfare Network, Introduction to the Employee Assistance Program (EAP)
This content is intended for general informational purposes. Specific matters regarding legal matters, labor relations, training operations, grievance handling, personal information protection, and psychological counseling may vary depending on the specific workplace situation, the latest laws, and official guidelines; therefore, review by relevant experts may be required.
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