Conflicts between departments.

Hi, first off, does your company have any written policies concerning sexual harrassment (even if it doesn't, plenty of outside sources define it and provide mechanisms for legal action). Anyway, your employee should document what he does (does he touch her after being told not to? Does he make comments to her or about her that clearly do not fit in a professional atmosphere? Does he ask her out on dates, etc. Document each incident, what is said and the date of each occurrence. She has evidence of the harrassment and you now have evidence with which to confront him. You could begin by explaining the company's policy and consequences. Even if he laughs it off, explain that the situation will not improve and that other, more severe actions will undoubtedly follow (e.g., he can get fired; she can file a claim against him). Approach him as a friend and let him know that his actions are inappropriate and is disturbing daily routines. You are giving him a chance to clean up his act; if he is smart he will take

(sorry, ran out of room). If he is smart he will recognize your warning. Let him know that he is jeopardizing work relationships and if he thinks his behavior is okay, make sure he knows it is not. You have a responsibility to protect your employee.Document what you say to him and when. If he presists, he clearly had little respect for you or your employee. Give him the opportunity to salvage things first. I'd like to think he took the initiative to apologize to your employee before things escalate. Good luck.

This may be an opportunity to implement a matrix management organization structure. The employee works for you, receives direction from you, works on projects directly related to your department charter and uses skills working in a users department.
You prepare the job requirements by working with the manager to develop specifications. There may be some inclusion of the employee in identifying the work task but you authorize the work to be done. The argument is that the work may be applicable at a company level and may involve the work of others in your department to complete the total effort. Only you can make that decision.
In the case the manager possessed with the employee continues to pursue the employee, prepare a team (at least two people) to address his needs and get a sign off when the objectives are delivered. The strategy here is to provide visibility of performance and any chicanery will manage itself.