Beyond Compliance: How Employers Can Lead the Fight Against Sexual Harassment

October 2024 marks a turning point for workplaces in the UK. With the introduction of the Worker Protection (Amendment of Equality Act 2010) Bill, employers will now be legally obligated to take reasonable steps to prevent sexual harassment. While it’s a welcome change, this new duty isn’t just about adhering to legal requirements — it’s an opportunity to transform workplace culture.

Unwanted attention in the workplace can affect anyone. It’s time for all employers to step up and prevent harassment before it happens.

For years, the conversation around sexual harassment has been reactive. Too often, organisations wait until an incident occurs before stepping in to address harmful behaviours. This approach is not only outdated, but it’s also ineffective. The new legislation aims to shift our focus from reaction to prevention, challenging us to rethink how we create safe, inclusive spaces for everyone.

But the real question is: Will employers simply do what’s required by law, or will they take this opportunity to change the narrative around workplace harassment?

The New Duty: What Does ‘Reasonable Steps’ Really Mean?

The phrase reasonable steps may sound vague, but its intent is clear: Every organisation must take active, tailored measures to prevent sexual harassment. This means far more than having a policy in place. It’s about embedding meaningful cultural change where harassment is not just discouraged but impossible to thrive in. Here are a few examples of what these reasonable steps might look like in practice:

1. Educating the workforce
   Everyone in the organisation needs to understand what constitutes sexual harassment. It’s not always about overt misconduct — sometimes, it’s the subtle, everyday behaviours that create an uncomfortable, hostile environment. Training is essential, but it needs to be regular and meaningful, not just a one-off exercise. Start conversations that encourage staff to reflect on their actions, assumptions, and the power dynamics at play in the workplace.
2. Providing multiple reporting channels
   Employees should feel safe to report harassment, and that starts with accessible, trusted channels. Relying solely on formal complaint systems can deter individuals from coming forward, so consider anonymous reporting tools or informal channels where staff can voice concerns confidentially.
3. Empowering line managers
   Managers are on the front lines of workplace culture. They must be trained to identify and address inappropriate behaviours early, confidently, and compassionately. It’s not just about enforcement; it’s about creating an environment where employees trust their managers to act fairly and decisively.
4. Tracking and monitoring progress
   Change doesn’t happen in a vacuum. Organisations need to track their efforts—whether through staff surveys, reviewing gender diversity, or monitoring the frequency of complaints. Use this data to identify areas for improvement and take action before problems escalate.

Why Prevention is More than a Legal Duty

At first glance, this new duty may seem like just another compliance exercise, something organisations need to tick off their HR checklist. But the true value of prevention goes far beyond simply avoiding tribunal claims.

Here’s the reality: Failing to prevent sexual harassment doesn’t just carry legal and financial risks — it can seriously damage your organisation’s reputation. In today’s competitive job market, employees seek more than a pay cheque. They want to work for organisations prioritising safety, respect, and inclusion. If your workplace culture suggests that harmful behaviours are tolerated or ignored, you risk losing not just top talent but the trust and loyalty of your workforce.

Let’s not forget the societal impact. Sexual harassment is a symptom of deeper, structural issues like gender inequality and power imbalances. By addressing harassment head-on, employers have the power to challenge these systems and contribute to a more equitable and fair working environment. This isn’t just about protecting individuals; it’s about creating a workplace—and a world—where everyone can thrive.

How Employers Can Lead the Way

Let’s be honest: Meeting the legal requirements is the bare minimum. If we want to create real change, we need to go further. Here’s how you can step up as a leader in preventing sexual harassment and setting a new standard for workplace behaviour:

• Lead by example:
  Workplace culture starts at the top. Leaders and senior management must actively demonstrate the behaviours they want to see. This means speaking up when something isn’t right, holding people accountable, and championing initiatives that promote respect and inclusivity.
• Create a culture of openness: Prevention isn’t just about policies—it’s about fostering an environment where employees feel safe speaking up without fear of retaliation. Encouraging open dialogue about harassment and related issues sends a clear message that the organisation is committed to a respectful workplace for all.
• Prioritise psychological safety: Addressing harassment when it happens is not enough. Organisations must focus on building a psychologically safe environment where individuals feel valued, heard, and able to voice concerns without fear. This involves empowering employees to challenge harmful behaviours and reinforcing the message that harassment, in any form, will not be tolerated.
• Review and update regularly: Just because you have policies and training in place doesn’t mean the job is done. Periodically review your harassment prevention measures to ensure they’re effective and fit for purpose. Stay up to date with best practices and adjust your approach based on feedback from your employees.

Beyond the Law: Creating Lasting Change

We’ve had laws to tackle sexual harassment for decades, yet the problem persists. Why? Because compliance alone isn’t enough to change culture. If we want to see real progress, we need to move from a reaction mindset to prevention and empowerment.

The Worker Protection Bill isn’t just a legal obligation — it’s a catalyst for employers to reimagine how they approach workplace safety, respect, and inclusion. We have the tools at our disposal; now, it’s time to use them effectively.

So, here’s the challenge: Don’t wait for the law to force your hand. Take proactive steps to lead the change and create a workplace where every person feels respected, safe, and able to thrive.

It’s not just about compliance — it’s about shaping the future of work. Are you ready to take that step?

About the Author

Karl Wood is an HR professional with over 25 years of experience helping organisations transform through innovative people strategies. With a deep understanding of leadership, culture, and diversity, Karl is passionate about assisting companies to build resilient, inclusive workplaces that drive growth and success.

If you’re interested in rethinking how leadership failure is handled in your organisation or want to explore fresh HR strategies, subscribe to HR Horizons for more insights. Feel free to connect with me on LinkedIn or directly—I'm always up for a chat!