The Equality and Human Rights Commission (EHRC) has published its findings following a set of expert interviews and a rapid evidence review. Our Research into Workplace Harassment explores the causes of workplace harassment and the most effective ways of preventing it, offering practical insights for employers.
The research identified key risk factors for harassment to occur, including:
hierarchical structures
male-dominated workforces
low wages
precarious job contracts.
It also found that women, those reporting a disability, young people and ethnic minorities were included in the groups disproportionately affected by sexual harassment.
The research cautioned against relying on low reporting of harassment as an indicator of low harassment rates. This is because there could be other reasons for low reporting rates, such as fear of repercussions.
In terms of effective methods of reducing harassment, the research highlights that policies should consistently be implemented and regularly reviewed and combined with other tools, such as training. Training should be tailored to the organisational environment and repeated regularly. According to the research, “bystander” training is particularly effective.
Organisational culture is also important for the prevention of sexual harassment. The research suggested communication is important, as is the modelling of appropriate behaviours by senior leadership and managers.
The role of managers in preventing harassment was also referenced. It cited strong evidence that poor direct supervisory relationships can increase the likelihood of workplace harassment occurring.
The research offers practical insights for organisations when designing policies and practices. These include:
using organisational data, such as surveys and data on retention, to define the prevalence and scope of harassment, assess harassment risk factors and inform tailored plans to reduce workplace harassment
ensuring reporting routes and systems, such as anti-harassment policies, to support desired behaviours and practices and review them together for consistency
getting organisational leadership involved with defining harassment, supporting the zero-tolerance stance on it and encouraging reporting
having a plan for communicating policy updates
providing at least two ways to report harassment, one internal and one external
emphasising the role of leaders and managers in reducing harassment and provide them specific training
considering ways to integrate anti-harassment interventions into performance management and professional development for leaders and managers. The research suggests using an accreditation scheme requires leaders to reach anti-harassment goals in their workplace to be accredited
tailor training to employees at different levels of the organisation and deliver it in an interactive style to increase engagement.
