...that ONE guy I can't stand!.....He's Asian.....he's 40+, single.......I started to feel umcomfortable around him......
"Do you think there's any hope left for an ugly guy like me to find a pretty girl...like you?"
Wow. Really creepy. Reminds me of somebody ... just...can't .... quite...place my finger on it....
In cases of perceived harassment, it's best to act with caution and to proceed along the most
reasonable chain of events before jumping the gone and going straight to the top and making hasty allegations. Although this behavior may have been ongoing for a couple of months now, somehow suspect that necessary documentation that you may have probably extends to no more than heresay. You will need more than that.
By following
reasonable chain of events, I mean that you need to first take the steps to resolve this issue internally before widening the scope of the problem and having to include outside parties. But the key thing here is to first play it smart and
document everything as you go along. Since you seem to have a chat application through which his advances can be recorded, documentation should be a fairly easy thing to accomplish. Figure out a way to be able to save the chat dialogue - save it as a file, if possible; print it out, take a screen shot of it...whatever. If you have another coworker in whom you could confide in and share this problem, then perhaps have that person witness these chat advances as it actually transpires.
The first step, obviously, is to be assertive and tactful in conveying to this man that you are NOT interested in entertaining any of his invites - now or in the future. Make it perfectly clear and understood. Give a good reason why: you don't believe in intra-office fraternization or you don't feel comfortable fraternizing with a much older man. Hopefully, this is something that can be done via the aforementioned chat application where this can all be well-documented. Not only would you have proof of his advance, you would have proof that you did the due diligence of conveying your non-assent to the advance and making your feelings known. Moreover, a possibly even bigger key is how he responds to your declining his invitation. Maybe this might not be the only incident that will occur. If it happens a number of times, be sure to handle each occurence the exact same way and document them every time. In doing so, you are basically "building your case".
In any event, by following this first step, you are able to demonstrate, with proof, that you have given the man the benefit of the doubt, you have given him every opportunity to back off under his own power, and that you yourself have made every effort to try and resolve the issue at the interpersonal level.
If this all does not work and the harassment continues, the next step is to take it up with your immediate supervisor. Present to the supervisor the crux of the problem and show to him or her the documented evidence that you've compiled in showing how you've tried to resolve this at the interpersonal level. Since you were unable to resolve it up to this point, then convey to the supervisor that you have no other recourse than to report it up one level in hopes that it can be resolved at the management level. This is the first part of "going up the chain of command". At this point, it would generally be the policy that your supervisor will have to consult with the other man's supervisor (assuming you don't share the same one) and having them hash out a way of taking disciplinary action. Typically, management would have to bring in this man to inform him of your complaint, present to him the evidence as you've provided, counsel him on the matter - and with any luck, he will get the message and stop the offending behavior. Sometimes, this kind of 'in house' disciplinary action should be enough in hopefully resolving the issue.
But in the event that this cannot be resolved - such as, the man vehemently denies the behavior and fights the allegations; or, he
still continues to harass you despite the managerial warning/counseling - only then, I imagine, would the issue be kicked up one serious notch and deferred over to Human Resources for a more thorough investigation. When it gets to this point, this where your
documentation will come in handy in helping defend your case. So remember, above all: that in whatever you do, make sure your actions are measured and well-documented. You don't want it to fall into a "he said, she said" argument that may never get resolved.
In summary, try to first diffuse the issue face-to-face; if that fails, report it next to management to try and handle it in-house; if, after all that, nothing is resolved, go to human resources as your last resort. This is the most reasonable recourse to follow rather than trying to take the problem "right to the top". To take it straight to human resources without following proper protocol might make you look too hasty and vindictive in your interpretation of the incident. By appearances sake, it might compromise the validity of your claims. And if all you have to support it is just hearsay, then your allegations are further weakened. As unfair as it may sound, you at the very least owe it to the guy to give him the opportunity to back down from his behavior and to be made aware that his advances are unwelcome. The key thing is that you have to be able to
prove that you enacted these two things. If you are unable to demonstrate that you attempted these two things, then you will have some big problems yourself once you start making accusations, whether it be to management or human resources. In absence of said evidence, you leave the man a plausible counter-argument that he "didn't know" that his advances were unwelcome (after all, you did assent to having lunch with him a number of times). So don't just stop short in just saying "no". Make sure he KNOWS WHY and that he needs to STOP!
Anyway, best of luck to you - hope you can get this guy to stop hounding you.