Effective Ways to Stop Sexual Harassment in the Workplace

Defining sexual harassment: What it is and isn’t

Sexual harassment encompasses any unwanted conduct of a sexual nature that violates a person’s dignity or creates an intimidating, hostile, degrading, humiliating or offensive environment.

Under UK law, it can take many forms:

Non-verbal behaviours, such as leering or displaying sexual images
Verbal comments, jokes or innuendo
Physical actions, like unwelcome touching, hugging or brushing against someone’s body

Crucially, the defining characteristic is that the recipient perceives the conduct as unwelcome or offensive, regardless of the instigator’s intentions.

It is important to recognise the difference between harassment and mutual, respectful interactions.

Friendly banter or mutual attraction that is reciprocated doesn’t amount to harassment, provided all parties are comfortable and free to express concerns. However, what feels harmless to one person might make someone else uneasy. Organisations should promote a culture where people feel safe to speak up, check in with each other and respect personal boundaries. Being clear about what’s okay – and what’s not – makes it easier to call out behaviour before it becomes inappropriate.

Equally, employers must recognise that sexual harassment isn’t limited to a specific gender, role or contract type – it can happen between colleagues at any level, in any direction. It can happen in person, over the phone, or via email, instant messaging or social media.

Because digital communication blurs the lines of where and when work happens, businesses must implement policies and training that explicitly cover online interactions. A broad, inclusive definition helps make sure nothing slips through the cracks – and that everyone understands their rights and responsibilities.

The prevalence and impact on individuals and organisations

Sexual harassment in the workplace isn’t uncommon, and it shouldn’t be ignored.

According to the UK Parliament, “40% of women and 18% of men have experienced some form of unwanted sexual behaviour in the workplace, ranging from unwelcome jokes or comments of a sexual nature to serious sexual assault”.

Many victims suffer in silence, fearing repercussions for their careers or reputation. Early-career and part-time workers, along with people from ethnic minorities, are disproportionately affected. They don’t often have the confidence or support networks to challenge inappropriate behaviour.

Another at-risk group is people in precarious employment situations, meaning jobs that are insecure, low-paid or lack benefits and legal protection. For example, this could include zero-hours contract workers, agency staff, freelancers or casual workers who may not feel safe reporting harassment for fear of losing future shifts or assignments.

The toll of sexual harassment at work

Victims commonly report increased anxiety, depression, trouble sleeping and a drop in self-confidence. Some develop post-traumatic stress symptoms, which require long-term counselling or medical intervention.

Ongoing stress from harassment can take a real physical toll – with symptoms like headaches, digestive issues and even chronic pain. But the impact goes beyond the individual. These health outcomes translate into reduced engagement, productivity and attendance at work. The effects of a single unresolved harassment case can ripple across teams, undermining team cohesion and eroding trust and morale.

Financially, the cost to organisations is significant. Settlement payouts, legal fees and increased insurance premiums can total hundreds of thousands of pounds, especially if multiple claimants or extended litigation are involved. Recruitment and retention suffer as reputational damage puts off potential candidates and prompts existing staff to leave.

Negative publicity and compliance breaches can also attract regulatory action, including fines and enforcement notices.

The UK legal framework: The Equality Act 2010 and beyond

Definition of sexual harassment under the Equality Act 2010

The principal legal instrument addressing sexual harassment in the UK is the Equality Act 2010.

This Act defines sexual harassment as unwanted conduct of a sexual nature that has the purpose or effect of violating dignity or creating a hostile environment.

Employers can be held legally responsible for this behaviour – even if they weren’t directly involved – unless they can show they took all reasonable steps to prevent it.

Relevant codes and guidance

Employers must also adhere to secondary sources such as the Acas Code of Practice on Disciplinary and Grievance Procedures, which outlines fair and transparent handling of complaints, and the Equality and Human Rights Commission’s statutory Code of Practice on Employment. These documents outline how to handle complaints fairly, draft effective policies and carry out proper investigations.

The Public Interest Disclosure Act 1998 also safeguards whistleblowers who report harassment in good faith, while the Data Protection Act 2018 imposes strict confidentiality requirements on case records.

Together, these statutes and codes establish a comprehensive framework that requires employers to prevent harassment and deal with it effectively when it occurs.

Shaping an inclusive organisational culture

Building a harassment-free workplace starts with the right culture. Everyone has a part to play in this, including senior staff members.

Leading by example – The leadership team should set the tone with a clear vision of respect and inclusivity, demonstrating through words and actions that unacceptable behaviour will not be tolerated. They should openly challenge inappropriate remarks and support colleagues who raise concerns. When employees see leaders acting decisively and empathetically, they are more likely to trust the system and come forward.
Defining success – Anti-harassment commitments should be incorporated into mission statements and annual reports, reinforcing that respect isn’t optional – it’s part of how success is measured.
Embedding diversity and inclusion initiatives – Cross-departmental working groups and employee networks encourage dialogue around power dynamics, microaggressions and unconscious bias. These spaces allow under-represented groups to share experiences and influence policy.
Regular climate surveys – These highlight how staff feel about respect and belonging, pinpointing areas where interventions can help.

By weaving respect into workplace culture and everyday practices, organisations make it clear that respectful behaviour is expected – not optional.

Crafting a robust anti-harassment policy

A comprehensive anti-harassment policy should feature the following:

Clear statement of zero tolerance – This should emphasise that all forms of sexual harassment are unacceptable in the organisation.
Definitions – These must mirror statutory language and include concrete examples of unacceptable behaviours, such as groping, invasions of personal space, suggestive comments and sharing explicit images without consent.

Reporting channels – Specify who to contact and outline the steps that follow a complaint.
Timelines – Set timelines for response, investigation and resolution to help manage expectations, build trust and prevent delays.
Responsibilities – Assign responsibilities – to HR, managers, designated safeguarding leads and external investigators – so there’s no confusion about who does what.
Consequences – Ensure employees are aware of the consequences of proven misconduct. These may range from formal warnings and mandatory retraining to suspension or dismissal in severe cases.
Appeals process – Including an appeals process demonstrates fairness and protects against potential claims of bias.

Review the policy regularly – at least annually or after each substantiated case – so it can reflect lessons learned and keep up with best practices.

Training and education for all staff levels

Training transforms policy from words on a page into everyday behaviour people actually understand and follow.

Mandatory induction modules – Make sure that every new staff member is familiar with the organisation’s stance on sexual harassment. Teach them to recognise unwelcome behaviours and uphold boundaries.
Interactive workshops – Facilitated by experts, these workshops explore real-life scenarios to explore power dynamics and give people the tools to speak up or step in.
Annual refresher courses – Keep policies top of mind to prevent complacency and update participants on legal developments, emerging risks (such as deepfake imagery) and evolving social norms.
Continuous learning – Promote continuous learning through newsletters, lunchtime seminars and case study analyses that reinforce key messages throughout the year.

Tailoring content for different audiences makes it more relevant. For example, frontline managers need in-depth guidance on handling reports, whereas high-risk teams (for example, hospitality or sales) benefit from sector-specific examples.

Be sure to assess how effective training has been. Post-course surveys and knowledge assessments reveal gaps in understanding, while tracking the number and nature of reports over time indicates whether training is translating into action.

Safe and accessible reporting mechanisms

Good reporting systems need to be easy to use and fully confidential. Multiple channels – dedicated email addresses, hotline numbers, secure digital platforms and in-person appointments – ensure that every employee can report harassment in a way that feels safe and comfortable for them.

Offering third-party channels can also help reassure employees who are worried about internal reprisals.

Make sure that employees can easily find information about reporting routes. This should be clearly visible on intranet homepages, noticeboards and in staff handbooks, with simple step-by-step guides on what to expect once a complaint is lodged.

Provide an option for anonymous reporting, where permitted, to encourage people to come forward without fear of being identified. Remember that reporting tools should comply with data protection laws. Encrypt sensitive information and ensure only authorised personnel have access.

Timely acknowledgement matters as it shows people they have been heard. A standardised notification – for example, within 48 hours – confirms receipt and outlines next steps, reinforcing trust in the process.

When employees see reports handled professionally and discreetly, they are more likely to speak up, helping organisations address issues before they escalate.

Conducting fair and thorough investigations

Investigations should be fair, impartial and well-structured.

Once a complaint is made, appoint an investigator unconnected to the allegation, ideally trained in both employment law and trauma-informed interviewing techniques. A scoping meeting early on clarifies the complaint’s scope, identifies witnesses and sets a provisional timeline (typically 4–8 weeks, depending on complexity).

Gathering evidence involves reviewing digital communications, CCTV footage (where legally allowed) and documented policies. Witness interviews should take place separately, with confidentiality treated as a top priority. Investigators should keep detailed notes, give respondents the chance to respond and provide both parties with opportunities to submit more information.

Throughout the process, employers need to follow the Acas Code of Practice on Disciplinary and Grievance Procedures, which mandates fair treatment, the right to be accompanied and timely communication of outcomes.

After concluding the fact-finding stage, the investigator produces a written report outlining their findings, credibility assessments and recommended actions. HR then reviews this report before determining sanctions, making sure any outcomes are fair, consistent and legally sound.

Protecting whistleblowers and confidentiality

Employees who speak up about harassment must be protected. Under the Public Interest Disclosure Act 1998, whistleblowers who report wrongdoing in the public interest are legally protected from unfair treatment or dismissal. Communicate these protections clearly in policy documents and training sessions to reassure staff that speaking up won’t cost them their job.

Confidentiality is equally important. Information about complainants, respondents and witnesses must be shared strictly on a need-to-know basis. Any breach – even accidental – can discourage staff from reporting incidents in the future. A breach could even constitute a disciplinary offence in itself. Secure case-management systems, role-based access controls and regular audits of access logs help maintain privacy and demonstrate the organisation’s commitment to safeguarding all parties.

Managerial responsibilities and accountability

Line managers are the first line of defence against harassment. Advanced training helps them recognise subtle signs of distress, such as sudden changes in behaviour or performance, and know how to respond sensitively to reports.

Manager performance appraisals should include metrics related to team well-being and incident resolution, embedding accountability into everyday leadership.

Regular check-ins also matter. They create opportunities for open dialogue about workplace culture. When managers address small concerns before they become formal complaints, they prioritise proactivity. And when patterns emerge – like multiple informal reports about the same person – managers should involve HR without delay.

Supporting complainants and respondents

Supporting both complainants and respondents is key – not just for fairness, but for everyone’s well-being.

Complainants may need access to counselling services, medical referrals or changes to reporting lines so that they can avoid direct contact with the person they have reported. Employee assistance programmes (EAPs) can make a big difference by offering confidential advice and emotional support during what can be a distressing process.

Respondents also deserve balanced support. Allegations must be taken seriously, but people facing accusations have the right to impartial guidance, legal support and periodic updates on progress. Being clear about interim steps – like a temporary change in duties or location – helps protect their career and keeps trust in the process intact.

Preventing sexual harassment in the workplace

True prevention is about more than just ticking legal boxes. It means actively shaping a culture where harassment is unlikely to take root. This involves practical, everyday measures that embed safety and respect into the fabric of the workplace:

Bystander intervention programmes – Train all staff to recognise harassment and step in safely when they witness misconduct. This creates a culture where inappropriate behaviour is challenged early.
Regular culture audits – Combine anonymous surveys with focus-group interviews to highlight emerging risk areas, such as high-pressure teams or off-site events.
Workplace design – Well-lit communal areas, clear sightlines and visible security measures deter potential harassers.
Reviewing social events policies – Restricting alcohol consumption or mandating mixed-gender teams at functions reduces circumstances that can facilitate misconduct.

When prevention is part of everyday routines, organisations are better placed to deal with challenges – even as the workplace and wider world continue to shift.

Preventing sexual harassment in the workplace

Monitoring, review and continuous improvement

Maintaining a harassment-free workplace requires ongoing vigilance. This includes practical steps such as:

Monitoring key performance indicators – Track KPIs such as the number of reports, resolution times, training completion rates and employee satisfaction scores. Report results to senior leadership regularly.
Pattern analysis – This can help identify departments or roles with higher incident rates, triggering targeted interventions.
Annual policy and procedure reviews – Incorporate insights from new case law, regulatory updates and internal audit findings.
Periodic reviews conducted by external experts – These reviews add credibility and ensure processes are aligned with sector best practice.
Employee feedback on policy effectiveness – Encourage a collaborative approach to refining policies so that continuous improvement becomes a collective team effort.

Preventing sexual harassment in the workplace: Checklist for employers

Policy and culture

Have a clear, up-to-date anti-harassment policy.
Include zero-tolerance language and clear, inclusive definitions.
Promote a culture of respect, inclusion and accountability.
Ensure policies are regularly reviewed and accessible to all.

Training and communication

Provide regular training for all employees, including managers.
Use scenario-based and bystander-focused training.
Ensure everyone knows how to report concerns confidentially.

Reporting and response

Offer multiple, clearly advertised reporting channels (including anonymous options).
Respond to complaints promptly and fairly.
Conduct fair, impartial and well-documented investigations.
Protect complainants from retaliation and uphold confidentiality.

Support and follow-up

Provide access to HR support, EAPs or external counselling.
Keep all parties informed throughout the process.
Review outcomes and procedures regularly to improve practice.

Conclusion: Sustaining a harassment-free workplace

Eliminating sexual harassment in the workplace involves building a culture where respect is the norm, not the exception.

That means defining clear standards, empowering employees through training, providing safe reporting channels and ensuring fair investigations. Organisations must protect all individuals and create an environment where everyone is able to feel safe at work. In doing so, they can strengthen their reputation as a trustworthy, caring employer.

Organisations can stay up to date on legislation and best practices by drawing on expert guidance:

How to stop sexual harassment in the workplace

In this article

Defining sexual harassment: What it is and isn’t