Harassment

Introduction to employment harassment

Employment harassment is a persistent and unwelcome practice that negatively affects individuals at work. It can create hostile environments, undermine self-esteem, and lead to severe mental and emotional distress. While most people associate workplace harassment with overt bullying or obvious discrimination, it can also manifest in subtler forms, such as constant belittling or unwanted jokes. This guide aims to clarify the nature of employment harassment, explaining how it can arise, how it impacts the workforce, and why proactive measures to prevent and address it are essential within the UK employment landscape.

Employment harassment often stems from issues of power, prejudice, or a culture where inappropriate behaviour is not adequately challenged. The fundamental goal of any harassment—be it verbal, physical or otherwise—is to exert control or instil fear. Targets of harassment can experience anxiety, loss of confidence, and stress-related health problems, which, in turn, can reduce productivity and morale at work. Not only does harassment affect individual victims, but it can also shape wider workplace culture, leading to lower job satisfaction and increased staff turnover.

It is important to recognise that employment harassment is not limited to certain industries or professional levels. From large corporations to small businesses and charities, harassment can take hold wherever there is a lack of awareness and robust policies in place. Moreover, it can be perpetuated by co-workers, managers, or customers. When left unchecked, this behaviour can escalate, damaging both the individual and the organisation’s reputation. A well-informed workforce that understands what harassment entails and how to report it is the first step to preventing its occurrence.

In the UK, a wide range of legislation offers protection against harassment in the workplace. Key statutory frameworks include the Equality Act 2010, the Protection from Harassment Act 1997, and various health and safety regulations. Together, these set the legal context that dictates employer obligations and employee rights, ensuring that individuals have recourse if they experience harassment. It is beneficial for employees and employers alike to be conversant with these protections, so they can confidently identify and address harassment-related challenges.

Ensuring a harassment-free workplace is not just about meeting legal obligations. There is a strong moral and business case for cultivating an environment where all individuals feel valued and respected. Research suggests that inclusive and respectful workplace cultures lead to better creativity, productivity, and overall success. In contrast, the financial and reputational costs of employment harassment can be substantial, including the risk of legal claims, compensation, and damage to brand image.

In this section of the guide, we have introduced the concept of employment harassment and discussed why it is so crucial for workplaces to tackle it. In the sections that follow, we will explore specific legal definitions, forms of harassment, and practical steps to identify, report, and address it. By the end of this guide, you will be fully equipped with expert-backed knowledge to spot harassment early, take appropriate action, and help foster a workplace environment that respects and upholds the dignity of everyone.

Overview of legal definitions in the UK

Understanding the UK’s legal framework surrounding employment harassment is key to recognising what behaviours constitute unlawful conduct. The Equality Act 2010 is central to this framework, defining harassment in relation to ‘protected characteristics’ such as age, disability, race, religion or belief, sex, and sexual orientation. However, harassment can also be addressed under other legislation like the Protection from Harassment Act 1997, which covers a broader spectrum of unwanted conduct beyond discrimination on protected grounds.

At its core, harassment under UK law involves unwanted behaviour that violates an individual’s dignity or creates an intimidating, hostile, degrading, or humiliating environment. This unwanted behaviour can range from verbal comments, persistent teasing, and hurtful jokes to the misuse of power and unwelcome physical or sexual advances. It is also important to note that harassment can occur even if the harasser did not intend to cause offence. What matters is the effect of the behaviour on the individual who experiences it, or on a hypothetical ‘reasonable person’ if the victim’s reaction alone might not be enough to establish harassment.

Additionally, under the Equality Act 2010, there is the concept of ‘third-party harassment’, where an employer can be liable for harassment of an employee by people they do not directly employ, such as customers or suppliers. While this has evolved through case law and legislative amendments, it highlights the complexity of liability and underscores the importance of robust policies that consider all stakeholders in a workplace environment.

Many employers are aware of direct harassment linked to discrimination, but it can also occur as a form of victimisation. Victimisation typically happens when an employee raises a concern about discrimination or harassment, or provides evidence for someone else’s complaint, and then suffers detrimental treatment as a result. Employers who fail to address victimisation as part of their anti-harassment policies may find themselves in breach of the law.

In some cases, behaviour might be deemed harassment under the Protection from Harassment Act 1997, even if it does not strictly relate to a protected characteristic. This wider definition captures persistent behaviours that cause fear, alarm, or distress and allows for criminal or civil remedies. A key consideration is that the conduct must happen more than once; a single incident is unlikely to be covered under the Act unless it is severe. As a result, employers should take a broad view of potential harassment issues, rather than focusing exclusively on equality legislation.

Employers have a responsibility to familiarise themselves with this legislative framework, ensuring their policies and training initiatives are up to date. By understanding the legal definitions and nuances surrounding employment harassment, organisations can develop a clear stance on what is and is not acceptable, and employees can gain the confidence to recognise and challenge inappropriate behaviour. In the next sections, we will go deeper into the forms and examples of harassment to illustrate how these legal definitions translate into everyday workplace scenarios.

Forms and examples of harassment

Harassment in the workplace can manifest in a variety of ways, some of which may be overt, while others can be more insidious. It is vital to recognise that harassment is not a uniform concept: different behaviours can harm individuals and undermine workplace harmony. This section offers detailed insight into the forms and examples of harassment, helping to highlight the diverse nature of this issue.

Below is a table that categorises some common forms of harassment alongside potential examples. Please note that these are illustrative and not exhaustive:

Harassment can occur face-to-face or through electronic platforms such as email, instant messaging, or social media. It can be carried out by peers, managers, subordinates, or third parties, including customers or clients. In some cases, it may be a one-off incident that is sufficiently serious to constitute harassment, while in others, a pattern of repeated behaviour might be required. Where it specifically pertains to protected characteristics—like race, religion, disability, or sexual orientation—it often falls under the remit of the Equality Act 2010. However, even if it does not directly involve these grounds, persistent unwanted behaviour may still be unlawful under the Protection from Harassment Act 1997.

It is important to note that intent does not necessarily excuse the perpetrator. Even if an individual claims they were only joking, or did not mean to offend, harassment may still be established if the recipient reasonably feels upset, humiliated, or threatened. This is particularly true in cases where comments or actions are repeated despite earlier objections. A single event can sometimes be considered harassment if it is severe enough—for instance, an explicit racial slur or a threatening act of aggression might meet the threshold of illegality or serious misconduct.

Harassment can also be layered. An individual might be subjected to multiple types of harassment simultaneously. For instance, a manager might belittle an employee in front of colleagues (verbal harassment), ignore their input in team discussions (non-verbal harassment), and send them unwelcoming messages on personal social media (cyber harassment). The cumulative impact of these different forms can create a hostile environment that significantly affects an individual’s wellbeing.

When addressing harassment, clarity is paramount. Having concrete, real-life examples helps employees recognise what constitutes unacceptable behaviour. For instance, repeatedly commenting on someone’s appearance in a suggestive way, even under the guise of compliments, can amount to sexual harassment. Similarly, making jokes about someone’s accent or cultural background could be construed as racial harassment. In each scenario, the core issue is whether the conduct is unwanted and whether it violates the dignity of the person on the receiving end.

In the following section, we will discuss how to identify signs of harassment. Recognising potential red flags early on empowers individuals to respond promptly and helps organisations maintain a respectful working environment. By staying alert to the various forms and examples discussed here, employees can better safeguard themselves and their colleagues, and work together to promote inclusive workplace cultures.

How to identify signs of harassment

Being able to identify signs of harassment at an early stage is one of the most effective ways to protect yourself and others in the workplace. Harassment does not always appear in obvious forms. It can be subtle, evolving from minor comments or behaviours into something more serious over time. Therefore, vigilance and awareness are key in ensuring that individuals feel safe, respected, and supported.

One of the initial indicators of workplace harassment is often a change in emotional state. Individuals who experience harassment may show signs of stress, anxiety, or depression. They might become withdrawn and lose interest in tasks that they once enjoyed. There can also be physical symptoms such as headaches, fatigue, or insomnia. If you notice a colleague frequently expressing worry or showing fear around a particular person or group of people, this can be an early warning sign that something is amiss. It is beneficial to approach them privately and encourage them to share their concerns, if they feel comfortable doing so.

Another sign could be a growing sense of exclusion or isolation. This might manifest as colleagues leaving a particular person out of team gatherings, failing to share important work information, or consistently ignoring their contributions. Such behaviour can be psychologically damaging, as it reinforces a sense of worthlessness or lack of belonging. While not always deliberate, it can still create a hostile environment and qualify as a form of non-verbal harassment, especially if it is repeated or targeted.

Subtle forms of verbal harassment can include what are often dismissed as ‘jokes’ or ‘banter.’ If the jokes repeatedly target aspects of a person’s identity or personal characteristics—especially those protected by law—this can be a strong sign of harassment. For instance, remarks about someone’s gender, race, or disability that are framed as banter but actually belittle or humiliate the person can create an intimidating atmosphere. Recognising this distinction between harmless humour and harmful targeting is crucial.

Employees might also observe inappropriate comments, physical conduct, or use of power dynamics. A manager who constantly scrutinises the work of a single individual while giving others more leniency may be engaging in targeted harassment. Alternatively, an employee who repeatedly touches someone in ways that feel invasive—even if it is presented as a friendly pat on the shoulder—could be infringing on that individual’s personal space. Such behaviour can be particularly difficult to identify if it occurs in private or is misconstrued as innocuous bystanders. If any pattern of discomfort emerges, it is important to consider that harassment may be taking place.

Here are a few considerations that can help in identifying signs of harassment:

• Duration and frequency: Is the problematic behaviour ongoing, or is it a one-time incident that was promptly addressed?

• Context: Does the behaviour occur in group settings, online, or face-to-face with no witnesses?

• Intent versus impact: Even if the harasser claims they did not mean offence, it is the impact on the recipient that primarily matters in many legal contexts.

• Pattern of targeting: Are specific individuals or groups (e.g., minority communities) always on the receiving end?

By staying attuned to these signals, employees and employers alike can intervene before situations escalate. The sooner harassment is identified and confronted, the better the chance of resolving it effectively. In the next section, we will explore the duties and responsibilities placed on employers to maintain a safe and respectful working environment.

Employer duties and responsibilities

Employers play a central role in preventing and addressing workplace harassment. Under UK law, organisations have both a legal and moral obligation to foster safe and respectful work environments. These obligations derive from legislation such as the Equality Act 2010 and the Health and Safety at Work Act 1974, which require employers to protect employees’ health, safety, and welfare. By proactively meeting these responsibilities, employers can reduce legal risks and demonstrate their commitment to ethical business practices.

One of the foremost duties of an employer is to implement robust anti-harassment and equality policies. Such policies should clearly define what constitutes harassment, outline grievance procedures, and state the potential consequences for those who breach conduct standards. Incorporating these guidelines into employee handbooks and workplace induction programmes ensures that staff at all levels understand the organisation’s stance on harassment from day one. Additionally, these policies should include specific steps to investigate complaints fairly, swiftly, and confidentially.

Providing training is another crucial responsibility. Regular workshops or online modules help employees recognise different forms of harassment and empower them to report incidents confidently. This training can cover aspects such as unconscious bias, cultural sensitivity, and effective communication. Managers, in particular, should receive advanced training to handle complaints sensitively and execute disciplinary procedures in alignment with legal and organisational guidelines. By equipping managers with the right knowledge, employers can cultivate a culture of accountability where harassment is not ignored or trivialised.

Effective communication channels are also vital. Employees need accessible routes to raise concerns without fear of retaliation. For many organisations, this might involve setting up confidential reporting lines or an anonymous whistleblowing mechanism. Regularly reminding employees of these channels and reassuring them of the organisation’s commitment to confidential, unbiased investigations can help eliminate barriers to reporting.

Employer responsibilities extend to monitoring and reviewing workplace cultures. Ongoing assessments, such as staff surveys or exit interviews, can reveal potential hotspots for harassment or highlight departments where an unhealthy culture may be developing. This proactive approach allows employers to intervene early and adjust policies or training programmes before serious issues arise. It also demonstrates a long-term commitment to maintaining a supportive environment, rather than viewing anti-harassment measures as a one-off legal box-ticking exercise.

Finally, employers must be prepared to take decisive action when harassment is confirmed. This could range from disciplinary action and mediation to dismissal in severe cases. The goal is not solely punitive but also corrective—to educate offenders, support victims, and amend organisational practices if necessary. While this can be challenging, it sends a strong message that harassment is taken seriously.

Ultimately, a workplace free from harassment benefits everyone. Employees feel more secure, morale improves, and productivity can increase. In the next section, we will delve into the rights and protections available to employees, emphasising how they can safeguard themselves in the event of harassment and what options they have if an employer fails to uphold these responsibilities.

Employee rights and protections

Employees in the UK are protected by a comprehensive framework of rights designed to safeguard them from harassment and discrimination in the workplace. These rights ensure that individuals can work in environments where they feel safe, respected, and valued. It is important for employees to be aware of these protections, as knowledge of one’s rights can empower proactive steps in addressing harassment.

Under the Equality Act 2010, employees are protected from harassment on the basis of protected characteristics such as age, sex, race, religion or belief, disability, sexual orientation, gender reassignment, marriage and civil partnership, and pregnancy and maternity. This protection applies not only to direct harassing behaviour but also to conduct that creates a hostile environment. In addition, the Protection from Harassment Act 1997 can apply to repeated conduct that causes alarm or distress, even if it is unrelated to protected characteristics.

One of the key principles is that employers have a duty of care to protect employees from harassment. If an employee raises concerns, the employer must investigate promptly and, if harassment is found to have occurred, implement appropriate remedies. Failure to take sufficient action can lead to legal liabilities for the employer and, in some cases, individual managers who have responsibility for staff wellbeing.

Below is a brief table outlining some crucial employee rights and corresponding legislations:

It is not just formal legal frameworks that employees can rely upon. Many workplaces have collective agreements, company policies, and codes of conduct outlining the steps to take if harassment occurs. Trade union membership can also provide an extra layer of support, as union representatives can guide employees through internal processes or assist with negotiations if the situation escalates.

Employees also have the right to seek external help if internal processes prove unfruitful or if they do not feel comfortable raising issues within their company. Organisations such as Acas (Advisory, Conciliation and Arbitration Service) offer confidential helplines and early conciliation services to resolve disputes. In more severe cases, employees may seek legal advice and consider tribunal claims. While pursuing legal action can be daunting and time-consuming, tribunals have the power to award compensation and recommend changes to workplace practices.

Importantly, the law protects employees from victimisation for making a complaint about harassment or supporting someone else’s claim. If an employee faces detrimental treatment because they stood up against harassment, the employer could be held liable under the Equality Act 2010. This safeguard is crucial in promoting a culture where workers feel safe to raise legitimate grievances without fear of backlash.

In the following sections, we will examine the practical steps to reporting harassment, collecting evidence, and exploring the internal investigative process. By understanding and asserting your rights, you can navigate these procedures with greater clarity and confidence, ensuring that your concerns are treated seriously and fairly.

Reporting harassment and making a complaint

When you experience or witness harassment at work, reporting it promptly is a critical step towards resolution. Many people hesitate to speak up due to fear of retaliation, uncertainty about the process, or concerns that their complaints will not be taken seriously. However, timely action is essential, as it allows employers to intervene, investigate, and take corrective measures to prevent the situation from escalating.

Before filing a formal complaint, it can sometimes be helpful to keep a confidential record of events. Note the dates, times, names of any witnesses, and the nature of each incident. This information can be invaluable later, particularly if there is a dispute about what took place. Keeping emails, messages, or any other relevant evidence can also strengthen your position, as it paints a clearer picture of the harassment you experienced.

Most UK employers have formal procedures for raising grievances, which may include speaking first to a line manager or a designated HR representative. If your manager is involved in the harassment, you may need to approach a more senior figure or follow alternative channels specified in your organisation’s policy. The procedure should outline timeframes for the employer to acknowledge your complaint, investigate, and respond. A fair process generally involves an initial meeting with you to understand the complaint, an investigation phase to gather evidence, and a final meeting or written outcome. You have the right to bring a colleague or union representative to grievance meetings for support.

Below is a brief table that summarises the general stages of a typical internal complaint procedure:

During the investigation, your employer should maintain confidentiality as much as possible, sharing details only with those directly involved. You can assist by providing the facts clearly and avoiding exaggeration or speculation. If you feel that the complaint is not handled seriously or that you are facing victimisation for reporting harassment, you may wish to seek advice from a trade union, Acas, or a legal professional.

In some instances, direct communication with the alleged harasser can be effective, especially if the behaviour might have stemmed from misunderstanding or ignorance. However, this approach depends on the severity of the conduct and the comfort level of the person reporting. More serious cases of harassment, or those involving physical assault or hate crimes, should be reported immediately to senior management and possibly to the police.

If the internal processes do not resolve the issue, mediation or external dispute resolution services can be explored. We will look further into these options in a later section of this guide. The key takeaway is that reporting harassment and making a complaint is your right, and you should not be deterred by fears of reprisal or dismissal. Once an official complaint is on record, the employer is duty-bound to take appropriate action.

Collecting evidence and documentation

Properly documenting incidents of harassment is a vital step in both internal and legal complaint processes. Evidence that paints a detailed picture of the frequency, nature, and impact of the harassment can significantly strengthen your case. This section explains the importance of evidence collection and provides practical tips on how to document harassment effectively.

Begin by keeping a written log of all harassment-related incidents. This log should capture the date, time, location, and a brief summary of what happened. Note any witnesses present and specify how the incident made you feel—whether it was humiliating, threatening, or otherwise distressing. If you recall exact phrases that were used or details of gestures, include these to the best of your memory. Over time, this log serves as a chronological narrative that can be used by investigators or a tribunal to assess the legitimacy of your claims.

Collecting physical evidence is equally important. Save any emails, text messages, or social media posts that contain harassing language or imagery. If the harassment occurred through phone calls, make a note of the date, time, duration, and content of each call. Some employees also choose to forward relevant messages to a personal email account for safekeeping, especially if they fear the employer might delete or restrict access to workplace email accounts. However, be mindful of your organisation’s data protection and privacy policies when collecting evidence electronically.

In cases of verbal harassment, the evidence might rely heavily on witness testimonies. If possible, identify colleagues who observed the behaviour and are willing to provide a statement. Their corroboration can greatly support your account. Where physical harassment has occurred, photographs of any visible injuries or damage to personal property can be compelling evidence. Even if the physical harm is minor, having photographic proof can corroborate your written notes or medical reports.

It is also prudent to document the impact of the harassment on your physical or mental health. If you have visited a GP or counsellor due to stress, anxiety, or any other health issue linked to the harassment, keep copies of appointment letters or notes confirming treatment. These records can be used to demonstrate the tangible effect of the harassment on your wellbeing.

Ultimately, collecting evidence and documentation can be the deciding factor in a successful complaint or legal claim. Even if a situation feels distressing, taking control by meticulously recording each incident can give you a stronger position. In the next section, we will explore what to expect during internal investigations, including how your evidence might be used and your rights during the process.

Navigating internal investigations

Once you have submitted a complaint of harassment, your organisation will typically initiate an internal investigation. The precise procedure can vary, but UK employment best practices generally dictate that the process must be fair, thorough, and carried out by individuals who are impartial. Understanding what to expect during this stage can help alleviate anxiety and ensure you play an active role in bringing your concerns to a satisfactory resolution.

The first step in most internal investigations is an initial meeting or interview. During this meeting, a designated investigator—often from HR or senior management—will invite you to provide details about the complaint, your evidence, and any witnesses who might be able to corroborate your account. You have the right to bring a support person, such as a union representative or colleague, with you. It is advisable to prepare a concise summary of events and copies of any documentation you have collected.

The investigator then gathers evidence by reviewing emails, phone records, or other workplace communication channels relevant to the complaint. They will also conduct interviews with any witnesses or the alleged harasser. These discussions are generally confidential and require impartial questioning. Some employers may have an external consultant or legal professional assist if the matter is particularly complex or involves high-level employees. Throughout this phase, the aim is to build a clear picture of what occurred, so the employer can determine if the allegations are substantiated.

You may be asked follow-up questions if the investigator needs clarification on certain points. It is important to cooperate and answer as accurately as possible. However, if any questions make you uncomfortable, you can ask for an explanation of their relevance. In some cases, you might also have the opportunity to respond to the alleged harasser’s account, especially if there are contradictions between the two narratives.

Following the collection of evidence and interviews, the investigator compiles a report detailing their findings and conclusions. This report should assess whether there is sufficient evidence to uphold the complaint. If the complaint is upheld, the employer will decide on the next steps—this could range from disciplinary action against the harasser to mediation between parties. If the complaint is not upheld, they should explain their reasoning and provide you with the option to appeal if you believe the process or outcome was unfair.

Throughout the investigation, confidentiality is crucial. Employers should share information on a need-to-know basis only. However, complete anonymity can be challenging if the alleged harasser needs an opportunity to respond to your claims. If you fear retaliation, communicate this to the investigator, who should take appropriate measures to protect you.

Navigating internal investigations can be stressful, but it can also be the most efficient path to resolving harassment. If you find the outcome unsatisfactory, you may consider external dispute resolution avenues or take legal advice. In the next section, we will discuss external support and advice services available to employees facing harassment, offering guidance on where to turn if internal channels fall short.

External support and advice services

For many individuals, the emotional toll of workplace harassment can be overwhelming. While internal processes may resolve some issues, there are situations where external advice and support become crucial. In the UK, several organisations and professional services offer specialised guidance on handling employment harassment. This section outlines the most prominent sources of help you can turn to when you need additional support.

Acas (Advisory, Conciliation and Arbitration Service) provides free and impartial information to employees and employers on workplace rights, best practices, and dispute resolution. Acas also offers an Early Conciliation service, which is a formal step before making a claim to an employment tribunal. This service brings both parties together to discuss the complaint and aims to reach a voluntary settlement without the need for litigation. Acas advisers can guide you on your rights, explain the legal framework, and help you explore options for resolving your harassment case.

Trade unions are another valuable resource. If you are a member of a union, you can access advice, representation, and support throughout the grievance process. Unions often have legal teams or partnerships with solicitors who specialise in employment law. They can help you navigate internal investigations, appeal decisions, or prepare for tribunal proceedings. If you are not already a member of a union, it might be worth considering joining one, especially if your industry has strong union representation.

In more complex cases, you may need to consult with an employment solicitor. Legal professionals can provide tailored advice based on the specifics of your situation, helping you understand your likelihood of success if you opt to take your employer to tribunal. While consulting with a solicitor can involve legal fees, some firms offer initial consultations for free or on a fixed-fee basis. In certain instances, you may also have access to legal expense cover through home insurance or membership organisations.

Charities and advocacy groups can offer emotional support, practical advice, and referrals to specialist services. For instance, some charities focus on specific issues such as racial discrimination, gender inequality, or disability rights. These organisations can provide you with resources and a supportive community, especially if you are unsure about the next steps. Engaging with such communities can help mitigate feelings of isolation and validate your experiences.

Confidential helplines may also be useful for immediate emotional support. Organisations like Samaritans, Mind, or other mental health charities provide helplines where you can speak with a trained volunteer or counsellor. Though not specific to workplace harassment, these services can be invaluable if stress or anxiety is becoming debilitating.

In the following section, we will delve deeper into legal actions and remedies, exploring the circumstances under which you might pursue a tribunal claim and what outcomes you can expect. External support and advice services often play a pivotal role in helping employees make these decisions, providing both emotional and practical assistance throughout the process.

Legal actions and remedies

While many workplace harassment cases are resolved through internal grievance procedures or external mediation, there are situations where legal action becomes a necessity. Pursuing a claim in an employment tribunal can be a complex, time-consuming, and emotionally taxing journey. However, it can also lead to formal recognition of wrongdoing and potential compensation. This section discusses the key legal actions and remedies available to employees under UK law.

If you decide to take your case to an employment tribunal, you will typically begin by notifying Acas through the Early Conciliation process. If this does not result in a settlement, you can submit your claim to the tribunal. The tribunal will review the evidence from both sides before making a judgment. Tribunal claims usually involve allegations under the Equality Act 2010 (e.g., harassment due to a protected characteristic) or claims under the Protection from Harassment Act 1997 if the conduct has been persistent and distressing. Additionally, if you have been unfairly dismissed or forced to resign due to harassment, you might bring a claim of constructive dismissal.

Tribunals have the power to award compensation for lost earnings, injury to feelings, and occasionally aggravated damages if the employer’s conduct was particularly egregious. The compensation for injury to feelings is typically calculated based on bandings known as the Vento bands, which consider the severity and duration of the harassment. While there is no upper limit on compensation for discrimination-related claims, awards must be justifiable and proportionate to the harm suffered.

Another potential remedy is an injunction, which can be sought through the civil courts under the Protection from Harassment Act 1997. An injunction is a court order that requires the harasser to cease their conduct immediately. Failure to comply can result in criminal penalties. This route is especially relevant if the harassment poses a risk to personal safety or if the behaviour continues outside the workplace.

Below is a table summarising the main legal actions and possible outcomes:

Besides monetary awards, tribunals can recommend changes in the workplace, such as updating anti-harassment policies or providing further training for staff. While these recommendations are not always mandatory, they can be influential in prompting wider organisational reforms. Employers who ignore these recommendations risk negative publicity and potentially more legal challenges in the future.

It is worth remembering that legal action should not be taken lightly. You will need robust evidence and, in many cases, expert legal representation. The process can also be lengthy and stressful. Before deciding on litigation, it is wise to explore alternative dispute resolution methods like mediation, which may be faster and less adversarial. We will examine strategies for preventing harassment in the next section, underscoring the importance of a proactive approach in reducing the need for such legal escalations.

Preventing harassment in the workplace

Prevention is often the most effective strategy against workplace harassment. A proactive approach not only safeguards employees’ mental and emotional wellbeing, but it can also mitigate legal risks and maintain a positive organisational reputation. By fostering a respectful culture and implementing preventive measures, employers can create an environment where harassment is far less likely to arise.

One of the foundational elements of prevention is clear policy and communication. Employers should develop robust anti-harassment policies outlining definitions, examples, and reporting procedures. These policies need to be accessible and written in plain language. Regularly reviewing and updating them ensures they align with current legislation and reflect the organisational values. Communicating these policies through induction sessions, staff handbooks, and team meetings ensures that every employee, including management, understands their responsibilities and the consequences of misconduct.

Targeted training also plays a crucial role. By offering workshops and online learning modules, employers can raise awareness of implicit biases, cultural sensitivity, and acceptable workplace conduct. This training should extend to all levels of staff, from junior employees to senior leaders. Managers, in particular, need additional instruction on how to handle complaints effectively. Early recognition and intervention can stop potentially harmful situations from escalating into formal grievances or tribunal claims.

Creating open communication channels can significantly deter harassment. Employees should know where to go if they feel uncomfortable or witness inappropriate behaviour. Anonymous reporting tools and confidential helplines are options that can lower the barriers to speaking up. Regularly reinforcing the message that the organisation takes every complaint seriously helps build trust. When employees see that legitimate concerns are addressed promptly and fairly, they are more likely to report harassment before it becomes entrenched.

Workplace culture is, arguably, the most powerful determinant of harassment levels. Leaders should model respectful behaviour, acting swiftly if they observe or hear about misconduct. Encouraging team-building activities and inclusive policies can help break down cliques and power imbalances that often give rise to bullying or harassment. Some organisations create internal committees or task forces dedicated to promoting equality and diversity, further embedding a culture of mutual respect.

Finally, regular monitoring is essential for sustained prevention. Conducting staff surveys, focus groups, or exit interviews can reveal patterns of behaviour that might go unreported through formal channels. Employers can then adapt training or policy measures to address emerging issues. By taking this data-driven approach, organisations demonstrate that they value employee feedback and are willing to make improvements that enhance wellbeing and safety.

In the next section, we will examine the issue of retaliation or victimisation, which can occur even if an organisation has strong policies. Learning how to handle post-complaint backlash is critical in ensuring the continued protection and peace of mind of employees who come forward.

Handling retaliation or victimisation

Unfortunately, even in organisations with robust anti-harassment policies, employees who speak out about mistreatment can face retaliation or victimisation. Victimisation can take many forms: reduced working hours, exclusion from team meetings, unfair performance reviews, or even a hostile work environment designed to pressure the individual into resigning. This section explores how to identify and handle retaliation, underlining the legal protections available to employees who experience further mistreatment after reporting harassment.

Under the Equality Act 2010, it is unlawful to victimise someone because they have made a complaint about harassment or discrimination, or because they have supported another person’s complaint. Employers who engage in or tolerate victimisation within their organisation can be held liable. Importantly, the protection extends to anyone who has raised an issue in good faith, even if the complaint is not ultimately upheld.

Recognising warning signs of retaliation is crucial. These may include sudden changes in your workload or responsibilities, being passed over for promotions despite consistent performance, or facing increased scrutiny or micromanagement without justification. Colleagues might also distance themselves due to fear of being associated with the complaint. Keep a record of these incidents—similar to the documentation for the original harassment complaint. Evidence of sudden changes in treatment after your complaint was made can be highly persuasive in proving victimisation.

If you suspect retaliation, address the issue as soon as possible. This might involve raising a separate grievance, specifically concerning victimisation. Present any documented changes in your work conditions or interactions with colleagues. If the retaliation is severe or involves direct threats, consider involving third parties such as union representatives or seeking external legal advice.

Employers have a duty to protect employees from further harm once a complaint is raised. This includes ensuring your working environment remains free from additional harassment and that no one, including managers or peers, takes reprisals against you. In some cases, temporary adjustments—such as transferring you or the alleged harasser to a different department—may be necessary during an investigation. While it can be stressful to move roles, these measures are sometimes recommended to reduce tension and ensure a fair process.

If you feel that your employer has failed to address retaliation adequately, you may opt to take legal action through an employment tribunal. Victimisation claims are often linked to the initial harassment complaint, and employment tribunals can award compensation for any losses incurred as a result of victimisation, including injury to feelings. Additionally, the tribunal may recommend that the employer implements new policies or training to prevent further issues.

Retaliation or victimisation can prolong the distress caused by the initial harassment. However, by recognising the signs, documenting occurrences meticulously, and asserting your legal protections, you can navigate this challenging phase with greater confidence. In the following section, we will consider the role of mediation and settlement options, offering insights into how disputes can be resolved outside of formal legal proceedings.

Resolving disputes through mediation or settlement

While some instances of workplace harassment inevitably end up in formal grievance procedures or tribunals, alternative methods like mediation can offer a more collaborative and less confrontational path to resolution. Mediation involves a neutral third party—often professionally trained—who helps the disputing parties communicate openly, identify the root causes of the conflict, and negotiate a mutually acceptable solution. This section outlines how mediation and other settlement options can be beneficial, as well as some considerations to bear in mind.

Mediation can be initiated by either party or suggested by the employer. The mediator’s role is not to impose a verdict or take sides but to facilitate dialogue. Mediation sessions typically occur in a private setting and remain confidential, allowing participants to speak candidly without fear that their words will be used against them in legal proceedings. This environment can be particularly useful if relationships are expected to continue in the workplace, as it aims to restore communication and trust.

One advantage of mediation is that it often addresses underlying issues that may be difficult to tackle through formal processes. For instance, misunderstandings stemming from cultural differences, personality clashes, or poorly communicated expectations can escalate into patterns of behaviour perceived as harassment. A mediator can help both parties see each other’s perspectives, promoting empathy and understanding. However, mediation is generally not recommended in cases of severe misconduct or clear power imbalances, where legal intervention may be more appropriate.

Settlement agreements are another route. These are legally binding documents where, typically, an employee agrees not to pursue legal claims related to harassment in exchange for compensation or other forms of redress. Settlement agreements often arise when the employer recognises a potential liability or wishes to avoid a protracted tribunal process. They can include clauses around confidentiality, references, and sometimes an apology. Before signing any settlement agreement, it is crucial for employees to seek independent legal advice, as these documents can waive significant legal rights.

While mediation and settlements can offer faster, more personalised resolutions, they also carry limitations. In mediation, if one party refuses to engage or if the power imbalance is too great, the process may not be effective. Settlement agreements can provide financial compensation, but they may not address systemic issues within the organisation. Additionally, some employees may prefer the transparency and potential precedent set by a tribunal decision, especially if they believe it could drive broader organisational or societal change.

If you are considering mediation or a settlement, reflect on your goals and the severity of the harassment. Talking to a legal adviser, union representative, or trusted colleague can help clarify your options. In the next section, we will look at staying informed about legislative updates, ensuring that both employers and employees keep pace with evolving regulations and best practices in this field.

Staying informed about legislative updates

Employment law in the UK is dynamic, reflecting changing social norms and political agendas. Key statutes, such as the Equality Act 2010, are occasionally updated or supplemented by new regulations. Court rulings can also set precedents that refine interpretations of existing laws, influencing how harassment claims are decided. For these reasons, staying informed about legislative updates is vital for both employers and employees seeking to protect themselves against workplace harassment.

Employers should regularly review their policies and procedures to align with the latest legal requirements. This might involve consulting employment law specialists, subscribing to relevant legal updates, or attending workshops and seminars. Industry bodies often produce guidance notes summarising changes, making it easier to determine whether revisions to policies or training materials are necessary. Failing to keep pace with new legislation or judicial decisions can expose employers to legal risks, including increased liability in tribunal cases.

Employees, too, benefit from an up-to-date understanding of their rights and obligations. Knowledge of current legislation can empower them to spot unlawful behaviour and advocate more effectively for fair treatment. If you are an employee, consider signing up for newsletters from reputable organisations like Acas, the Equality and Human Rights Commission (EHRC), or professional bodies within your industry. Additionally, trade unions often keep members informed of relevant legal developments, offering guidance on how to use these updates to strengthen harassment claims or negotiate better working conditions.

In certain cases, emerging social movements can prompt legislative attention. For instance, increased awareness about sexual harassment in the workplace, spurred by global campaigns, may lead to consultations or proposals for stricter regulations. Keeping an eye on these broader trends can help you anticipate changes and prepare for updated requirements around training, reporting mechanisms, or organisational transparency.

Finally, the concept of case law is critical in understanding how laws are interpreted. When tribunals or higher courts rule on harassment cases, the reasoning behind these decisions can shape how future complaints are handled. Monitoring these rulings—especially notable ones covered by reputable legal journals or in mainstream media—can offer insights into how the law might evolve in practice.

In the final section of the main guide, we will bring our discussion together in a conclusion, summarising the key takeaways from each section. We will also provide a dedicated space for frequently asked questions, a glossary of terms, and contact details for useful organisations. And remember, if you still have questions after reading, there is always expert support available to guide you further.

Conclusion

Employment harassment is a serious issue that can have profound personal and professional consequences. Whether it manifests through overt bullying, subtle intimidation, or discriminatory practices, harassment undermines both individual wellbeing and organisational performance. The UK has a robust legal framework to combat such behaviour, including the Equality Act 2010 and the Protection from Harassment Act 1997, but the effectiveness of these provisions relies on vigilant implementation by employers and awareness among employees.

Throughout this comprehensive guide, we have explored the many facets of harassment. We examined the legal definitions under UK law, discussed various forms of harassment, and identified signs that indicate its presence in the workplace. We covered employer duties, employee rights, and the critical process of reporting and investigating harassment. Additionally, we delved into the practicalities of collecting evidence, the role of external support services, and the potential legal actions and remedies available. Recognising that resolution need not always be adversarial, we looked at alternative dispute resolution methods like mediation and settlement agreements. Finally, we stressed the importance of staying informed about legislative developments, ensuring that policies and practices remain current and effective.

As we close this guide, it is essential to emphasise that the fight against workplace harassment is an ongoing process. Organisational cultures evolve, social norms shift, and legislative updates can alter the legal landscape. Employers who invest in transparent policies, regular training, and open dialogue create safer, more inclusive workplaces. Employees who stay aware of their rights, document incidents methodically, and speak up when concerns arise are key to preventing harassment from taking root.

Frequently asked questions

Understanding employment harassment

What exactly qualifies as harassment at work?

Harassment at work is unwelcome conduct that violates a person’s dignity or creates a hostile or offensive environment. It can be verbal, physical, digital, or written, and it does not have to be intentionally malicious. If the behaviour is unwanted and has a harmful effect, it may qualify as harassment.

Can workplace harassment occur unintentionally?

Yes. Even if someone did not intend to offend or upset you, the conduct can still be classed as harassment if its impact on you is significant or if a reasonable person would find it offensive or distressing.

Does harassment only happen in large organisations?

No. Harassment can happen in businesses of any size, from small local firms to large multinational corporations. It can also occur in charities and the public sector. The risk is present wherever there is a lack of awareness or robust policies in place.

Is there a legal difference between bullying and harassment?

Yes. Bullying can be any form of unwelcome behaviour that causes distress, while harassment is generally linked to protected characteristics defined in the Equality Act 2010. However, both can create hostile work environments, and persistent bullying may be actionable under the Protection from Harassment Act 1997.

Can humour or ‘office banter’ be considered harassment?

Potentially, yes. If jokes or banter repeatedly target someone’s personal traits, make them feel uncomfortable or degrade their dignity, it can be deemed harassment. It’s the effect on the recipient that matters, not whether the comments were meant as jokes.

Legal framework and rights

What if my employer says they have no policy on harassment?

All employers are subject to the Equality Act 2010, whether or not they have a formal policy. An explicit policy makes it easier to handle complaints, but its absence does not exempt an employer from legal obligations.

Are there strict time limits for taking legal action?

Yes. In most harassment cases, you must bring a claim to the employment tribunal within three months less one day from the last incident. However, speaking to Acas first for Early Conciliation may extend this deadline slightly.

Can I be dismissed for making a complaint of harassment?

Dismissing someone for making a genuine complaint of harassment would likely be unlawful and could form the basis of unfair dismissal or victimisation claims under the Equality Act 2010. You have the right to raise legitimate concerns without losing your job.

Does the Equality Act 2010 cover all types of harassment?

It primarily covers harassment based on protected characteristics like age, sex, race, religion, disability, and others. However, persistent unwanted behaviour that causes alarm or distress can also be tackled under the Protection from Harassment Act 1997, even if it is not linked to a protected characteristic.

What are the ‘protected characteristics’ under UK law?

They include age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Any harassment tied to these characteristics may be actionable under the Equality Act 2010.

Reporting and evidence

Do I have to follow my employer’s grievance policy?

In most cases, yes. An employer’s grievance policy outlines how to raise and resolve workplace issues. Following these steps first often strengthens your position if you later need to take legal action.

Is anonymous reporting an option?

Many organisations now provide confidential or anonymous reporting channels—such as whistleblowing hotlines or online portals. If you fear retaliation, using these channels can help protect your identity during the initial stages of raising a concern.

How should I gather evidence of harassment?

Record details of each incident, including dates, times, locations, and any witnesses. Save emails, messages, and other documents that demonstrate the conduct. Keeping a diary or log can be very helpful if you need to prove a pattern of behaviour.

Will I need witnesses to prove my case?

Witnesses can strengthen your claim, but they are not always necessary. Documentary evidence such as emails, text messages, or recorded incidents can also be sufficient, depending on the nature of the harassment.

What happens if the alleged harasser denies everything?

If you have documented evidence and provided clear accounts of each incident, the employer is obliged to investigate objectively. They will collect statements from all parties and review any relevant records before making a determination.

Internal investigations and outcomes

Can my employer disclose my complaint to other people?

Details of the complaint should only be shared with those who need to know (such as HR, relevant management, or legal advisers). Employers are expected to maintain confidentiality to protect everyone involved.

What if my employer’s investigation takes too long?

Employers must carry out investigations within a reasonable timeframe. If you feel delays are unjustified, communicate your concerns in writing. Prolonged delays can indicate procedural failings, which may strengthen a later legal claim.

Can I be moved to a different team while an investigation is ongoing?

Yes, some employers opt for temporary relocations or changes to working arrangements to protect those involved and preserve impartiality. This should be done sensitively, and it should not penalise you as the complainant.

Does the employer have to fire someone who is found guilty of harassment?

Not necessarily. Employers have the discretion to decide an appropriate course of action, which can range from a warning and mandatory training to dismissal for gross misconduct. The decision will depend on the severity and circumstances of the harassment.

After the complaint

What can I do if I face retaliation for complaining?

Retaliation or victimisation is illegal under the Equality Act 2010. Keep a record of any adverse treatment, then raise it as a separate grievance. You may also consider legal action if your employer fails to address it.

Can I appeal if I don’t agree with the investigation outcome?

Yes. Most grievance procedures allow for an appeal if you believe the outcome was biased, incomplete, or unfair. Provide clear reasons for your appeal and any additional evidence you may have.

Are settlement agreements an option for resolving harassment cases?

Yes. Settlement agreements can resolve disputes privately, without going to a tribunal. Typically, the employee agrees not to pursue legal action in return for compensation or other terms. Always seek independent legal advice before signing one.

Will raising a complaint affect my career prospects?

By law, you should not be disadvantaged for raising a legitimate complaint. If you believe you are being sidelined or penalised, keep a detailed record of any incidents and seek advice from a trade union or legal adviser.

Wellbeing and support

How can I cope with the stress of harassment and investigations?

Talking with trusted friends, family, or professional counsellors can provide emotional support. Many workplaces offer Employee Assistance Programmes (EAPs) that provide counselling services. If not, charities such as Mind or Samaritans can help.

What if other colleagues don’t believe me or won’t support me?

It can be isolating when colleagues are hesitant to get involved. Focus on gathering tangible evidence and rely on official reporting channels. External support services and impartial advisers can help you through the process if your colleagues are reluctant to speak up.

Is there someone I can talk to who’s been through a similar situation?

Support groups exist both online and offline, where individuals share experiences and advice on handling harassment. Some trade unions also have dedicated helplines or peer support networks for members dealing with workplace conflicts.

Does mental health count as a reason to request adjustments?

Yes, if the harassment has impacted your mental health to the point of being considered a disability under the Equality Act 2010, you may be entitled to reasonable adjustments, such as flexible working hours or reduced workload.

Can I just walk away from the job if it’s too stressful?

While you can resign, it may affect your ability to claim certain legal remedies unless you can prove constructive dismissal. If you feel you have no choice but to leave, seek legal advice first to ensure you do not forfeit any potential claims.

Still have questions?

If you still have questions about employment harassment or need more in-depth advice for your specific circumstances, it may be time to speak directly with an expert. Whether you want personalised guidance on filing a formal complaint, understanding your legal options, or navigating difficult conversations at work, a dedicated professional can provide the tailored support you need.

Glossary

ACAS

Acas stands for the Advisory, Conciliation and Arbitration Service. It is a UK public body that offers free, impartial information and advice to both employers and employees about workplace rights, best practices, and dispute resolution options.

Anonymous reporting

Anonymous reporting refers to methods of submitting complaints or concerns without revealing one’s identity. This can involve hotlines, online forms, or suggestion boxes, and is often used to encourage disclosure of sensitive issues like harassment.

Appeal

An appeal is a formal request to review or reconsider a decision made in a workplace investigation or grievance process. If you believe an outcome is unfair or incomplete, you can typically lodge an appeal based on specific grounds, such as new evidence or procedural errors.

Bullying

Bullying in the workplace generally involves repeated, unreasonable behaviour that intimidates, offends, or degrades a person or group of people. While bullying is not always covered by discrimination law, it can create a hostile environment and lead to legal consequences under certain legislation.

Code of conduct

A code of conduct outlines the principles and guidelines that govern behaviour within an organisation. It typically includes expectations around respect, professionalism, and communication, helping to define acceptable standards and prevent harassment.

Constructive dismissal

Constructive dismissal occurs when an employee feels they have no option but to resign due to their employer’s behaviour or policies—such as failing to address severe harassment. In such cases, the employee may be able to claim unfair dismissal at an employment tribunal.

Cyber harassment

Cyber harassment refers to unwelcome conduct carried out through digital means—email, social media, or other online platforms—and can include offensive messages, threats, or defamatory posts targeted at an individual.

Disability discrimination

Disability discrimination involves treating someone unfairly because of a physical or mental condition that meets the legal definition of a disability. Under the Equality Act 2010, employers must not harass or disadvantage employees with disabilities.

Discrimination

Discrimination occurs when someone is treated less favourably due to factors like age, race, religion, or sexual orientation. Harassment is considered a form of discrimination when it directly relates to these protected characteristics.

Early conciliation

Early conciliation is a free service provided by Acas aimed at resolving workplace disputes quickly and efficiently before they escalate to an employment tribunal. It involves negotiation or mediation, helping parties reach a voluntary settlement.

Equality Act 2010

The Equality Act 2010 is key legislation that consolidates previous anti-discrimination laws in the UK. It protects individuals from unfair treatment and promotes equality in employment and wider society, prohibiting harassment related to protected characteristics.

Equality and Human Rights Commission (EHRC)

The EHRC is a statutory non-departmental public body that promotes and enforces equality and non-discrimination laws in Great Britain. It provides guidance on harassment and can investigate organisations suspected of breaching equality legislation.

Evidence log

An evidence log is a written record of incidents, including the date, time, location, and details of any harassment that has occurred. It may also contain witness names and copies of relevant emails or messages, helping to substantiate a claim.

Formal grievance

A formal grievance is a documented complaint made by an employee to their employer about an issue such as harassment or discrimination. It triggers a structured investigation process under the organisation’s grievance policy.

Harassment

Harassment is unwelcome conduct that creates an intimidating, hostile, degrading, or humiliating environment. It can be verbal, non-verbal, physical, or digital, and in UK law is often linked to protected characteristics under the Equality Act 2010.

Hate crime

A hate crime involves harassment, violence, or hostility directed at a person because of their race, religion, sexual orientation, disability, or transgender identity. Such acts may be prosecuted both under discrimination law and criminal law.

Health and Safety at Work Act 1974

This legislation requires employers to ensure, as far as reasonably practicable, the health, safety, and welfare of their employees. While not specifically focused on harassment, it underlines the employer’s duty to maintain a safe work environment.

Hostile environment

A hostile environment is a work setting made unpleasant or threatening due to pervasive harassment. It can severely affect the psychological wellbeing of employees, leading to stress, lowered morale, and reduced productivity.

Inappropriate behaviour

Inappropriate behaviour is any conduct that breaches an organisation’s standards or professional norms. While not always illegal, it can escalate into harassment if it is persistent, offensive, or targets a protected characteristic.

Mediation

Mediation is a voluntary process in which a neutral third party helps disputing individuals or groups communicate and negotiate a resolution. It can be a less adversarial way to address workplace harassment complaints compared to formal investigations.

Mental health

Mental health refers to emotional and psychological wellbeing. Harassment can significantly affect a person’s mental health, contributing to issues such as stress, anxiety, or depression, and may require workplace adjustments or time off.

Non-disclosure agreement (NDA)

An NDA is a contract that restricts the disclosure of information. In harassment cases, NDAs may form part of a settlement agreement, but they can sometimes be controversial if they deter employees from speaking about unlawful behaviour.

Occupational health

Occupational health services focus on the mental and physical wellbeing of employees. They can provide assessments, advice, and support to those who have experienced harassment or other workplace stressors.

Protected characteristics

Protected characteristics are attributes covered under the Equality Act 2010, such as age, disability, race, religion, sex, sexual orientation, and others. Harassment based on these traits is unlawful.

Protection from Harassment Act 1997

The Protection from Harassment Act 1997 addresses repeated behaviour that causes alarm or distress. While it applies more broadly than workplace settings, it can be invoked for persistent harassment at work.

Reasonable adjustments

Reasonable adjustments are modifications an employer is expected to make to accommodate employees with disabilities or health conditions. Failing to implement such adjustments can exacerbate harassment or discrimination claims.

Retaliation

Retaliation, or victimisation, involves punishing someone for filing a complaint or participating in an investigation. It is prohibited under UK law, as it undermines employees’ willingness to report unlawful behaviour.

Sexual harassment

Sexual harassment is unwanted behaviour of a sexual nature, such as comments, touching, or sharing explicit materials. It creates an intimidating environment and is strictly prohibited under the Equality Act 2010.

Stress management

Stress management involves strategies and resources to help employees cope with workplace pressure. Harassment can be a major source of stress, so organisations should provide support such as counselling or Employee Assistance Programmes.

Third-party harassment

Third-party harassment occurs when a non-employee—such as a customer, supplier, or contractor—harasses an employee, and the employer fails to take reasonable steps to prevent it. Liability for such harassment can be complex under UK law.

Trade union

A trade union is an organisation representing the collective interests of workers. They can negotiate on behalf of employees and provide advice, representation, and support in harassment or discrimination cases.

Tribunal

An employment tribunal is a legal body where individuals can bring claims regarding workplace disputes, including harassment and discrimination. Tribunals can award compensation and make formal recommendations to employers.

Unconscious bias

Unconscious bias refers to attitudes and stereotypes formed without conscious awareness, which can influence decisions and lead to unfair treatment. Workplace training often aims to reduce these biases and prevent discrimination or harassment.

Unfair dismissal

Unfair dismissal occurs when an employee is terminated without a fair reason or without following the correct procedure. Harassment can sometimes lead to an employee’s unfair dismissal claim if their complaint triggers retaliatory action.

Vento bands

The Vento bands are guidelines used by UK employment tribunals to determine the level of compensation awarded for injury to feelings in successful discrimination or harassment claims. They vary from lower to higher bands based on severity.

Victim

In employment harassment cases, the victim is the individual or group subjected to hostile, offensive, or intimidating behaviour. The law protects victims from further harm, including retaliation and victimisation.

Victimisation

Victimisation is the mistreatment of someone because they made or supported a complaint of harassment or discrimination. It is illegal under the Equality Act 2010 and can result in additional claims against the employer.

Whistleblowing

Whistleblowing is the act of reporting unlawful or harmful practices within an organisation, often to public authorities or external regulators. Although slightly different from raising a harassment grievance, whistleblowers also benefit from legal protections.

Witness

A witness is an individual who observes or has evidence relating to an incident of harassment. Witness statements can be critical in investigations, helping to corroborate or refute allegations.

Workplace culture

Workplace culture defines the shared values, behaviours, and beliefs of an organisation. A positive culture with clear, enforced policies can significantly reduce the risk of harassment and promote a respectful environment.

Zero-tolerance policy

A zero-tolerance policy states that certain actions, such as harassment, discrimination, or violence, are unacceptable under any circumstances. It often includes strict consequences for violating these rules, underscoring the organisation’s commitment to maintaining a respectful workplace.

Useful organisations

Acas

Acas is a UK public body that offers free and impartial advice on workplace relations, including guidance on resolving employment harassment issues. They can also assist with early conciliation to help you resolve disputes before they escalate.

• 0300 123 1100

• www.acas.org.uk

Equality and Human Rights Commission (EHRC)

The EHRC is a non-departmental public body that enforces equality laws and provides practical resources on discrimination and harassment. Their expertise can be invaluable if you need clear, authoritative guidance or wish to lodge a concern.

• 0808 800 0082

• www.equalityhumanrights.com

Citizens Advice

Citizens Advice provides free, confidential advice on a wide range of legal and financial matters, including workplace harassment. Their network of local offices can offer face-to-face support if you prefer in-person assistance.

• 0800 144 8848

• www.citizensadvice.org.uk

Trade unions

Many trade unions offer dedicated support services for members dealing with employment harassment. A union representative can guide you through workplace procedures, help you gather evidence, and negotiate on your behalf with your employer.

• 020 7636 4030 (TUC information line)

• www.tuc.org.uk

Law Centres

Law Centres specialise in providing free or low-cost legal advice to individuals who might otherwise struggle to afford representation. They often deal with employment harassment cases, helping workers understand their rights and explore legal remedies.

• 020 3637 1330 (Law Centres Network)

• www.lawcentres.org.uk

All references

ACAS (2020) Workplace Harassment: Creating a Positive Workplace. https://www.acas.org.uk

CIPD (2019) Managing Conflict in the Modern Workplace. London: CIPD. https://www.cipd.co.uk/knowledge/fundamentals/relations/disputes/managing-conflict-modern-workplace

CIPD (2021) Alternative Dispute Resolution in Employment Settings. London: CIPD. https://www.cipd.co.uk/knowledge/fundamentals/relations/disputes/alternative-dispute-resolution

EHRC (2018) Harassment at Work: Understanding Your Rights. London: EHRC. https://www.equalityhumanrights.com

Disclaimer

The information provided in this guide is for general informational purposes only and does not constitute professional dental advice. While the content is prepared and backed by a qualified dentist (the “Author”), neither Clearwise nor the Author shall be held liable for any errors, omissions, or outcomes arising from the use of this information. Every individual’s dental situation is unique, and readers should consult with a qualified dentist for personalised advice and treatment plans.

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