Harassment Isn’t History: Why It Still Thrives In Modern Workplaces

Implementing impactful anti-harassment policies, training, and reporting systems

There was a time when workplace harassment was common — almost expected in certain industries. The imbalance between managers and staff or between the sexes has led to a long history of workplace harassment that is, today, acknowledged and addressed through policy, law, and procedure. 

However, despite modern approaches to curbing workplace harassment, the problem persists. According to studies, a staggering 91% of US workers report having faced harassment at their jobs in one way or another. These numbers tell the story. Harassment issues are not solved, and leaders in all industries must think beyond simple compliance and employ effective strategies for preventing harassment and bullying in the workplace. 

Understanding Harassment in the Workplace 

There is no all-encompassing definition of harassment. Many know harassment when they experience it. 

At its core, harassment is unwelcome behavior from someone in the workplace, either a manager or a fellow employee. Harassment can be inappropriate conduct directed at someone based on their sex, national origin, race, religion, disability, or other defining characteristics. Harassment can also be verbal, physical, written, visual, or even simply intimidating behavior from another. When a person feels threatened, embarrassed, intimidated, insulted, bullied, or offended by the behavior of a coworker or manager, it is likely due to harassment. 

According to the Equal Employment Opportunity Commission (EEOC), harassment becomes unlawful when it is endured on multiple occasions and becomes a condition of continued employment. Alternatively, it may be considered unlawful if the harassment is severe and pervasive enough that a reasonable person would consider the work environment hostile, intimidating, or abusive. 

While not all behavior in the workplace that one may find eyebrow-raising or unpleasant can be deemed harassment, conduct that meets the legal standards for severity and pervasiveness should be directly addressed within organizations and taken seriously. Ultimately, bullying and fear-based behaviors have an undesirable organizational impact. When left unattended, the consequences for leaders, employees, and the company are significant. 

Practical Strategies to Prevent and Report Workplace Harassment

So, what should leaders do to work beyond simple compliance to curb harassment in the workplace before it becomes an insidious issue? Preventing harassment in the workplace requires leadership to be proactive and plugged into the culture they have created in their organization. Employees will look to leadership for guidance, and the C-suite has to be ready to give answers that provide clear direction. 

Effective strategies start with clear, concise harassment policies that everyone, from the top down, must follow. Policies should define what harassment is considered to be, outline the consequences of perpetrating harassment against coworkers, highlight reporting procedures, and be accessible to everyone so there is no question of what one should do if one feels harassed. When a report is made, leadership — including HR — needs to take it seriously and conduct thorough investigations without the employee fearing retaliatory actions due to filing the report.

Training is also a crucial aspect of effective anti-harassment strategies, which is why leaders should implement regular training for all employees that reflects up-to-date laws and guidelines on workplace harassment. Training should include scenarios that mirror real-life interactions, information on how to report harassment, and clear guidance on how the organization addresses harassment claims. Bullying and fear-based behaviors are more nuanced and can be difficult to recognize, but the impact is equally severe. 

It is critical that leadership, especially HR, commits to the organization’s position on harassment. How harassment is handled is a part of the overall company culture and could mean the difference between creating a culture where people can thrive and one that is toxic. There should be multiple channels for employees to seek assistance if they feel they are subjected to harassment, and there should be an environment of trust and privacy concerning harassment claims. Prompt investigations into claims are integral to a firm anti-harassment policy. If employees feel secure that harassment claims will be believed and addressed, and leadership will support those facing harassment, the incidents of harassment will likely decrease.

Finally, harassment policies cannot be set in stone; instead, they must evolve with changing views on what constitutes harassment and with changing state or federal laws. The definition of harassment is fluid and has changed significantly over time, so organizations and leaders need to be prepared to shift definitions to fit changing times. 

Addressing Workplace Harassment Is Paramount

Many people spend so much of their lives at work that they inevitably become intertwined with their coworkers and managers. Everyone deserves to feel safe and respected in the workplace. 

Stopping workplace harassment requires robust policies with the full support of HR and C-suite leadership. Communication with employees is important so they know what constitutes harassing behavior, how to report it, and what to expect when a claim is made.

Most, if not all, organizations wish to foster a culture of healthy productivity, acceptance, and overall job satisfaction. After all, this is how retention is solidified. No organization wants a harassment issue, but if a claim arises, an approach that considers employee well-being is of the utmost importance. 

Effective prevention strategies and ways of addressing harassment when it occurs not only protect organizations from legal issues but also protect employees who have placed their trust in the company and deserve a safe working environment. Strong policies and responses lay the bedrock for future organizational success and employee satisfaction. 

Suggested Reads

1. Workplace Harassment Prevention: From Legal Risk To Cultural Change
2. The New Face Of Harassment In Remote Work
3. Looking Beyond Diversity: Understanding Systemic Discrimination Against Women In The Workplace

Laurie Cure, Ph.D., a leading voice in executive coaching, serves as the Founder & CEO of Innovative Connections. With a focus on consulting in strategic planning, organizational development, talent management, and leadership, Dr. Cure’s expertise in change management and culture evolution empowers her clients to achieve organizational success by enabling them to discover and release their human potential. She is the author of "Leading without Fear," a book that addresses workplace fear, and has contributed to numerous publications on leadership, coaching, team development, and emotions.