HR understands the liability companies face when managers don’t pay attention to legal training or skip it completely — but that doesn’t mean all managers get it. And it’s especially tough to change their minds when you don’t have direct authority over the person.

It’s not a lost cause, though. Here are some ways to boost the interest in training:

• Help them out with time – If time really is the main reason supervisors are reluctant to be trained, work with them to make it as convenient as possible. They may be able to complete the program in bite-sized sessions; or they might prefer to take care of it in one day. The only way to know is to ask.
  
• Relate it to their people – Many managers don’t buy into training because, as they say, they “already know how not to harass anyone.” So make sure they understand the other key topics you cover — like effectively communicating with their staff and dealing with problematic behavior of the people who report to them.
• Look to the top – When you notice a problem with a supervisor, talk to upper management. Those execs will likely have a better grasp of how legal training relates to the bottom line — and they can discipline managers who still have problems with attending.

How has your HR department increased buy-in from managers when it’s time for harassment training? Share your advice in the comments section below.

Most HR pros would agree that conducting harassment training is no walk in the park. Here are the most common problems companies face, and strategies that will reduce an organization’s legal liability:

1. Getting buy-in from management

Nearly all HR pros have heard the comments from supervisors when it’s time for mandatory training: “I’m too busy for this,” “I’ve heard all this before,” “How’s this going to help me do my job better?” It’s a problem most companies face.

The solution: Start at the top, says Stephen Anderson, CEO of Anderson-davis, Inc., and a trainer with more than 33 years of experience. Visible support from top management is necessary before training will positively impact the workplace.

Before the training begins, run through the program with top-level management so they understand the value (reduced legal risk, increased productivity, lower turnover, etc.).

Also:

• Be sure top management holds supervisors accountable if they don’t support or attend the training
• Have a senior executive introduce the program and make it clear the company takes the issue seriously, and
• Make the training mandatory for all employees, not just managers.

2. Keeping the audience engaged

The truth is, if your managers really have already heard everything you’re telling them, no one will pay attention and the training won’t have an impact.

The key, says Anderson, is to challenge the audience.

Look at subtle forms of harassment and ask managers how they’d handle situations they may not have thought about. For example:

• You witness harassment involving employees who don’t work for you
• An employee complains but asks to you to “keep it between you and me”
• You overhear two Latino employees tell derogatory jokes about Latinos
• Two employees try to guess a co-worker’s sexual orientation by asking personal questions.

One tactic that doesn’t work: threatening managers without offering help. Telling supervisors they can lose their jobs or be sued individually can get their attention, but it may do more harm than good.

It’s more important to teach managers how to intervene in harassment situations, and how to properly work with HR.

3. Measuring the impact

Gauging whether the training’s had a positive impact is often the toughest part of an anti-harassment program. But here are some key factors to measure:

• No increase in false complaints — that could be a sign of an ineffective program for employees.
• A decrease in hostile work environment situations, and
• An increase in communication from supervisors to HR.

Caution: Having no complaints at all doesn’t necessarily mean a workplace is free from harassment. An increase in legitimate complaints could be a positive sign that previously existing problems are now being handled properly.