POSH training for managers and supervisors

The first conversation

The most common failure is well-intentioned: a manager promises complete secrecy, tries to resolve it quietly between two team members, or waits to see whether it recurs. Each of those makes the situation worse and exposes the organisation.

We rehearse the conversation directly — how to listen, what to say about confidentiality, what not to promise, what to record, and how quickly to escalate.

• Receiving a disclosure without investigating it yourself
• What you can and cannot promise about confidentiality
• What to write down, and what not to
• Timelines: why 'let's watch it for a while' is not an option

Duty to act and escalation

Managers are expected to act on what they know, including conduct they observe rather than conduct reported to them. The session makes the escalation path in your own policy concrete: who to inform, in what timeframe, and what the manager's role is once the Internal Committee is involved.

• Observed conduct triggers the same duty as a reported complaint
• Escalation routes and timelines from your own policy
• The manager's role during an enquiry — and its limits
• Handling the team while a matter is under enquiry

Preventing retaliation

Retaliation is rarely explicit. It shows up as reallocated work, exclusion from meetings, sudden performance criticism or shift changes. Managers are trained to recognise those patterns in their own behaviour and in the team's, and to document decisions that could later be read as retaliatory.

Setting the tone

Employees calibrate what is acceptable from what managers tolerate. The session closes on everyday behaviours — humour, comments, informal channels, after-hours messaging — where a manager's response sets the norm for the team.

Training is not legal advice

TrainingForge and FOGS Consultants provide workplace training and awareness programmes. Our sessions explain obligations and good practice under the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 and the associated Rules, but they are not legal advice and do not replace advice from a qualified lawyer on your organisation's specific facts.