Member Community Event Insights – Tackling sexual harassment in the workplace

Key themes and recommendations

1. Proactive responses and policy updates

Members shared a variety of approaches to updating policies, reflecting both organisational culture and operational needs. For many, this has meant expanding risk assessments, mandating training specific to sexual harassment, and integrating updates into broader HR and I&D strategies.

Recommendations included:

• Developing comprehensive policies: Some members have renamed policies to explicitly include “Preventing Bullying, Harassment & Sexual Harassment” and added specific examples to provide clarity.
• Risk assessments and training: Regular risk assessments and targeted training (e.g., active bystander and bespoke, in-person sessions) were highlighted as effective measures.
• Clear communication: Sharing policy updates widely through internal channels, and ensuring accessibility across varied work environments, proved essential. Some organisations also found success in rolling out anonymous reporting options to foster safe reporting practices.

2. Sensitivity in communication and engagement

The sensitivity surrounding harassment discussions was a recurring topic. Members shared the challenge of maintaining a supportive tone, with emphasis on well-being and a focus on understanding rather than punitive measures.

Key insights included:

• Language matters: Inclusive language, such as using “person affected” instead of “victim,” can play a role in creating more approachable policies.
• Support mechanisms: Organisations are increasingly recognising the importance of resources like Employee Assistance Programs (EAPs) and ongoing HR check-ins, supporting both parties involved in harassment claims.
• Positive, open dialogue: Addressing concerns among employees, especially in male-dominated workplaces, around fears of “fun police” policies was essential. Training on respectful workplace banter, along with education on impact versus intention, were highlighted as helpful strategies.

3. Practical solutions for embedding anti-harassment measures across departments

Members emphasised the importance of integrating harassment prevention across teams and avoiding the siloing of responsibility within HR or I&D.

Strategies shared included:

• Cross-department ownership: Expanding roles to include health and safety teams, line managers, and senior leaders ensures that anti-harassment measures are a shared responsibility.
• Embedding into existing safety protocols: For organisations where social events or high-pressure situations are common, applying similar protocols as those used in physical safety assessments proved beneficial.

4. Measurement and accountability

Assessing the effectiveness of new policies and amendments requires thoughtful data collection.

Members shared varying practices in tracking impact:

• Using pulse surveys: These brief, regular surveys provide real-time insights but can be subject to survey fatigue. Some organisations also monitor reporting channels and engagement metrics on training materials.
• Data transparency: Publishing anonymised data or sharing high-level metrics with senior leadership has proved effective for some members in maintaining transparency and encouraging continuous improvement.
• Storytelling for impact: Organisations have also found value in sharing anonymised real-life scenarios, where appropriate, to illustrate the importance of harassment policies and raise awareness.

5. Challenges and future directions

Despite these efforts, members noted challenges in achieving buy-in across all levels of an organisation. For some, this has meant presenting a strong business case to secure necessary resources, while others highlighted the importance of ongoing policy reviews to stay current with changing employee needs.