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Comprehensive Guide to Workplace Harassment Reporting Procedures and Prevention Training (2026 for HR Managers)
2026.06.29 15:19
Practical Guide for HR, Personnel, and Labor Relations Managers
Response to workplace harassment
Consistent procedures are required from the receipt of reports to follow-up management.
Consistent procedures are required from the receipt of reports to follow-up management.
Workplace harassment reporting procedures are an essential response system that must be established to protect victims, ensure fair investigations, and prevent recurrence within the organization. It is crucial to operate consistent procedures from the reception of a report to fact-checking, investigation, victim protection, and follow-up measures, and to reduce organizational risks in advance through preventive education and manager training.
In particular, when an employer receives a report or becomes aware of the occurrence of workplace harassment, they must conduct an objective investigation of the parties involved without delay.
This article summarizes the key information HR managers need to know, ranging from the definition and criteria for judging workplace harassment, reporting procedures, methods for conducting prevention training, HR practical checklists, and strategies for linking with EAP.
In particular, when an employer receives a report or becomes aware of the occurrence of workplace harassment, they must conduct an objective investigation of the parties involved without delay.
This article summarizes the key information HR managers need to know, ranging from the definition and criteria for judging workplace harassment, reporting procedures, methods for conducting prevention training, HR practical checklists, and strategies for linking with EAP.
The most important point in this article
Rather than reaching a conclusion at the reception stage
It is important to adhere to the principles of protection, investigation, record-keeping, and follow-up management.
It is important to adhere to the principles of protection, investigation, record-keeping, and follow-up management.
Fairness, objectivity, victim protection, and confidentiality are
It must be managed together throughout the entire process of responding to workplace harassment.
It must be managed together throughout the entire process of responding to workplace harassment.
๐ Key Summary
๐ Definition and Criteria for Judging Workplace Harassment
Workplace harassment is Acts of causing physical or mental suffering to other workers or deteriorating the working environment by utilizing superiority, such as status or relationship, beyond the appropriate scope of work. It refers to.
When determining whether workplace harassment has occurred, first check the following three requirements under the Labor Standards Act.
| Judgment criteria | Things to check |
|---|---|
| Superiority in status or relationship, etc. | Whether there was not only rank but also the number of personnel, work influence, evaluation authority, and relational superiority |
| Exceeding the appropriate scope of business | Even if there was a business necessity, whether the content and manner of the act were appropriate according to social norms |
| Physical or mental suffering or deterioration of the working environment | Whether suffering or difficulty in performing normal work due to the relevant act |
When verifying specific facts, the following elements are reviewed together.
Was there business necessity and appropriateness?
โ What are the content and purpose of the action?
โ Was the behavior repeated or continued?
โ To what extent was the impact on the party involved?
โ Is there verifiable material, such as statements, documents, or messenger records?
โ What are the content and purpose of the action?
โ Was the behavior repeated or continued?
โ To what extent was the impact on the party involved?
โ Is there verifiable material, such as statements, documents, or messenger records?
Repetition, persistence, and the form of evidence may be referenced when determining specific facts, but they are not separate, independent mandatory requirements under the statutes. Person in charge must not immediately conclude at the initial stage that harassment occurred solely on the grounds that the act was a one-time occurrence.
Examples of behaviors that can be typically identified
โ Repeated verbal abuse and insulting behavior
โ Excessive instructions unrelated to work or coercion to run errands
โ Exclusion from work and bullying without justifiable reason
โ Public humiliation or character assassination
โ Excessive instructions unrelated to work or coercion to run errands
โ Exclusion from work and bullying without justifiable reason
โ Public humiliation or character assassination
On the other hand, not all conflicts or work instructions constitute workplace harassment, and the specific facts and operational necessity must be reviewed together.
๐ฅ Who needs to check this?
The following person in charge must be familiar with the workplace harassment response system.
โ HR Manager
โ HR & Labor Relations Manager
โ Management Support Manager
โ Department Managers and Team Leaders
โ Business owners and management
โ HR & Labor Relations Manager
โ Management Support Manager
โ Department Managers and Team Leaders
โ Business owners and management
In particular, if a user or business owner is reported as a perpetrator of harassment, measures should be considered to exclude the user in question from the investigation process and to appoint an external expert or a separate investigator without a conflict of interest.
Workplace Harassment Reporting Procedure
Rather than predetermining the nature of the incident, we operate the response system in the order of reception, protection, investigation, measures, and follow-up management.
STEP 01
Report received
We fully listen to the complainant's statement and document the details in writing or electronically. We provide guidance on the reporting procedure, future schedule, and protective measures plan, and if an anonymous reporting channel is operated, we also explain the processing principles. Even if it is unclear whether the reported content constitutes workplace harassment, rather than reaching a conclusion at the reception stage, we first record the facts of the report and the statement to determine the scope of the investigation.
STEP 02
Victim protection
We will promptly review necessary protective measures to prevent further harm during the investigation process. Measures such as changes in workplace, job adjustments, and paid leave must be implemented after confirming the wishes of the worker who has suffered or claims to have suffered harm, and must not be contrary to their will.
Workplace or job separation, paid leave or work adjustments, referral to psychological counseling and EAP, and confidentiality of the investigation process may be reviewed as appropriate for the situation.
Workplace or job separation, paid leave or work adjustments, referral to psychological counseling and EAP, and confidentiality of the investigation process may be reviewed as appropriate for the situation.
STEP 03
Fact verification and investigation
Form an impartial investigation team and plan the scope and schedule of the investigation. Verify objective materials, such as statements from relevant parties, documents, and messenger records, and systematically prepare and preserve investigation records and result reports. Verify whether there are any chain of command or evaluation relationships, or personal conflicts of interest, between the investigators and those involved in the case. Personnel participating in the investigation or receiving reports on its contents must ensure that secrets learned during the investigation are not shared beyond the scope necessary for handling the case.
STEP 04
Decision on measures
Based on the investigation results, necessary personnel actions, training, and measures to prevent recurrence are prepared. If necessary, the rules of employment, internal regulations, and relevant laws may be reviewed, and advice from labor or legal experts may be sought. If harassment is confirmed, appropriate protective measures such as a change of workplace, reassignment, or paid leave must be considered upon the request of the victimized employee; furthermore, the victimized employee's opinion must be confirmed before determining measures such as disciplinary action or a change of workplace against the perpetrator.
STEP 05
Aftercare
Even after the case is closed, it is necessary to provide psychological counseling and EAP support, assist with return to work, monitor for recurrence, conduct manager training and improve organizational culture, and check for adverse treatment and secondary harm against the whistleblower, victimized employee, and witness. It must also be verified that adverse treatment, such as dismissal, exclusion from duties, negative evaluations, or restrictions on promotion, does not occur due to the report.
๐ How to Conduct Preventive Education
Workplace harassment prevention training is an important activity for raising awareness among members and establishing a reporting culture.
| Target audience | Main contents |
|---|---|
| All employees | Definition, Judgment Criteria, Reporting Procedures, Case Training |
| manager | Initial response, victim protection, cooperation with investigation, leadership |
| HR Manager | Investigation procedures, evidence management, documentation, legal issues |
Unlike workplace sexual harassment prevention training, workplace harassment prevention training is not a program for which the Labor Standards Act uniformly mandates an annual frequency for all workplaces. However, it is recommended to conduct the training regularly, taking into account employment rules, internal regulations, the organization's risk of incidents, and the role of managers. Additionally, it is advisable to provide further guidance when reporting procedures or standards for protective measures change. Conducting training for new employees and those being promoted, in addition to regular sessions, can enhance the effectiveness of prevention.
โ HR Manager Practical Checklist
Check whether reporting channels, investigators, protective measures, and record management systems are in place before an actual incident occurs.
๐ Here's how to use the check results
7~8
A basic response system is in place. We regularly verify that the designation of personnel, protective measures, confidentiality, and follow-up management function effectively in actual incidents.
4~6 pieces
Some procedures may be missing. Identify the person responsible for the incomplete items, set a deadline for supplementation, and align internal regulations with actual operating procedures.
0~3
It is necessary to prioritize the improvement of systems for receiving reports, investigations, victim protection, and record management. A system of personnel in charge and external advisors should be established before an incident occurs.
The fulfillment of legal obligations in an individual case is not determined solely by the number of checks. The company size, employment regulations, the details of the case, and the actual course of action must be reviewed together.
RELATED RESOURCE
The information required at the report reception stage
If you want to record it all at once
If you want to record it all at once
This is a practical form that allows you to record the date and time of report receipt, information on relevant parties, key actions and remarks, evidence and witnesses, the need for emergency protection, the investigator, and the follow-up schedule all at once. It is not an investigation report to confirm whether workplace harassment occurred, but rather a document designed to comprehensively record the necessary facts and initial measures at the initial stage when a report is first received.
โ ๏ธ Commonly missed points
The following mistakes can undermine fair investigations and organizational trust.
Cases where a report is judged to be a simple personal conflict
When reaching a conclusion before investigation
Cases where organizational operations are prioritized over victim protection
Cases where sufficient investigation records are not kept
If psychological support and organizational recovery are not provided after the investigation is concluded
Fairness, objectivity, victim protection, record management It must be prioritized in all investigation processes.
๐ Situations where EAP can be helpful
โ Cases where psychological support is needed for the affected employee
โ When managers' response capabilities need to be strengthened
โ Cases where internal team conflicts recur
โ When an organizational culture recovery program is needed
โ Cases where the psychological stability of members is required after the investigation
โ When managers' response capabilities need to be strengthened
โ Cases where internal team conflicts recur
โ When an organizational culture recovery program is needed
โ Cases where the psychological stability of members is required after the investigation
EAP can contribute to creating a healthy organizational culture by operating not only employee counseling but also manager coaching, organizational diagnostics, conflict prevention training, and organizational recovery programs.
guide ยท EAP counseling does not replace an investigation to determine workplace harassment, a legal or labor review, or a company's disciplinary decision. It is important to clearly distinguish between the purpose of the investigation and counseling, as well as the person in charge and the scope of information sharing, when providing guidance.
Recommended articles to read together
What should HR do first when a workplace harassment report is received? โ Guidelines for Operating Counseling Support After Reporting Workplace Harassment โ Free DOCX Download of Workplace Harassment Report Initial Response Checklist (For HR Personnel) โ Organizational recovery support methods following sensitive reporting โ๐ฌ Frequently Asked Questions
Q1. How do you distinguish between workplace harassment and legitimate work instructions?
The necessity and appropriateness of the business, the manner and repetition of the act, and the extent of the damage must be reviewed comprehensively.
Q2. Can anonymous reports be submitted?
You may operate the company's internal reporting channel anonymously. Even with anonymous reports, the company may review the facts if specific actions, timing, and verifiable evidence are provided. However, since the scope of the investigation may be limited if it is difficult to ask the reporter additional questions or if relevant parties cannot be identified, it is advisable to record the confirmed facts separately from the scope of the investigation.
Q3. How long does the investigation take?
While it may vary depending on the complexity of the case, it is important to investigate as quickly and fairly as possible and to keep the complainant informed of the progress.
Q4. How often should preventive education be conducted?
The Labor Standards Act does not uniformly mandate a frequency of "at least once a year" for workplace harassment prevention training for all businesses. However, it is recommended to conduct training regularly based on the organization's size, risk level, and internal regulations, and to provide additional guidance when training new hires, promoted managers, or reporting procedures change. This should be distinguished from the mandatory annual training for workplace sexual harassment prevention to avoid confusion.
Q5. Can the reporter or the victim be protected?
During the investigation period, protective measures such as a change of workplace or paid leave may be considered for employees who have suffered or claim to have suffered harm, if necessary; however, no measures must be taken against the will of the parties involved. Even if the victimized employee requests it after the harassment has been confirmed, appropriate protective measures must be considered, and the reporter and the victimized employee must not be subjected to unfavorable treatment for reporting the incident.
NEXT STEP
Response to workplace harassment
If you want to operate as an organizational risk management system
If you want to operate as an organizational risk management system
Review internal policy overhauls, preventive education, manager training, and EAP operations together.
Nudge EAP provides integrated support for employee counseling, organizational diagnosis, manager coaching, and crisis response programs.
Go to Nudge EAP Implementation Consultation โNudge EAP provides integrated support for employee counseling, organizational diagnosis, manager coaching, and crisis response programs.
๐ Source
ยท Ministry of Employment and Labor, Workplace Harassment Judgment and Prevention/Response Manual
ยท Ministry of Employment and Labor Posts Training Materials on Workplace Harassment Prevention and Measures (For Employers/Employees)
ยท Ministry of Employment and Labor, Seoul Regional Office of Employment and Labor, Guide to Workplace Harassment Prevention Education Materials and Support
ยท National Law Information Center, Article 76-2 of the Labor Standards Act: Prohibition of Workplace Harassment
ยท National Law Information Center, Measures in Case of Workplace Harassment under Article 76-3 of the Labor Standards Act
ยท Korea Occupational Safety and Health Agency Industrial Safety Portal, Manual for Preventing Health Illnesses Caused by Workplace Harassment
ยท Korea Occupational Safety and Health Agency Industrial Safety Portal, Guide to Preventing Health Illnesses Caused by Workplace Harassment
ยท World Health Organization (WHO), Guidelines on Mental Health at Work
ยท Ministry of Employment and Labor Posts Training Materials on Workplace Harassment Prevention and Measures (For Employers/Employees)
ยท Ministry of Employment and Labor, Seoul Regional Office of Employment and Labor, Guide to Workplace Harassment Prevention Education Materials and Support
ยท National Law Information Center, Article 76-2 of the Labor Standards Act: Prohibition of Workplace Harassment
ยท National Law Information Center, Measures in Case of Workplace Harassment under Article 76-3 of the Labor Standards Act
ยท Korea Occupational Safety and Health Agency Industrial Safety Portal, Manual for Preventing Health Illnesses Caused by Workplace Harassment
ยท Korea Occupational Safety and Health Agency Industrial Safety Portal, Guide to Preventing Health Illnesses Caused by Workplace Harassment
ยท World Health Organization (WHO), Guidelines on Mental Health at Work
This content is intended for general informational purposes. Specific legal, labor, medical, and psychological counseling matters may vary depending on the situation and may require review by relevant experts.
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