How to make workplaces safer from sexual harassment

by Julie McKay and Grace Hill

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Despite the consciousness-raising impact of #MeToo, sexual harassment remains present in Australian workplaces. Leaders must continue to address the root causes that allow this problem to go unchecked.

Half of all experiences of sexual harassment in Australia happen at work. One in three Australians has been sexually harassed in the workplace at some point in their career¹.

In the 1970s, Australia was leading the world in efforts to tackle sexual harassment. Now, according to a new report by the Australian Human Rights Commission, Australia lags behind other countries in preventing and responding to it¹.

It’s clear that our current practices are failing. The Commission’s Respect@Work report, released in March this year following a national inquiry into sexual harassment in Australian workplaces, identified key areas where organisations need to do better.

Leaders must lead and be accountable

As culture setters, leaders need to take a much stronger and much more visible position on sexual harassment. This means calling out inappropriate behaviours, regardless of the seniority of the alleged perpetrators, and communicating a zero-tolerance approach.

But leaders must also be accountable for what happens on their watch. They must monitor the number of incidents reported and the outcomes of those incidents and be answerable for improvement or deterioration over time. This data should include how many incidents were closed or unsubstantiated for “inconclusive evidence”, as well as whether the complainant or the alleged perpetrator subsequently left the organisation.

Leaders have a critical role to play in ensuring staff understand their rights and what constitutes unacceptable behaviour.

Responsiveness: the victim must be prioritised

Only 18 per cent of people who experience sexual harassment ever report it through formal channels¹. There are many reasons for this, but at the heart of it is a lack of trust and transparency. People need to feel that it’s safe to “speak up”.

Creating such a culture requires organisations to prioritise the rights and needs of the victim. This doesn’t mean that the rights of the accused are ignored or unimportant – they too deserve a voice in what happens and a fair process – but ensures no further harm is done².

Prioritising the victim means²:

they are believed and listened to
they have a voice at every stage of the process
recognising that harm may have been experienced, even if the accused hadn’t intended to
the victim should make decisions about the processes that influence and affect them, including how involved - if at all - in the investigation they want to be.

Given COVID-19, organisations also need to consider the impact that job uncertainty and financial insecurity is having on reporting. Victims of sexual harassment may be even less willing than usual to speak up.

Invest in support mechanisms and training

To deal with sexual harassment incidents effectively, organisations need to provide adequate support for victims, the accused and any witnesses. Employee assistance programs are a good first step, but it’s important also to offer access to leave and additional services without it affecting career progression.

Support mechanisms are strengthened when employees know how to recognise and respond. Organisations should train employees to identify inappropriate behaviours, call these behaviours out, and refer victims to the appropriate mechanisms for reporting and support.

All employees have a role to play in preventing workplace sexual harassment, and ensuring they are equipped to intervene helps to build a culture of zero tolerance, where victims feel safe and supported to report.

Six steps to start making workplaces safer

Australian employees deserve to be safe from sexual harassment at work. Leaders can begin to turn the situation around by:

Undertaking a sexual harassment risk assessment in their organisation and identifying mitigation measures
Requesting and reviewing data to measure the incidence, response and outcome of sexual harassment
Ensuring that internal complaints and response mechanisms prioritise the wellbeing of the victim and do not cause further harm
Regularly monitoring workplace culture, especially “safety to speak up”
Making public commitments and statements about their organisation’s commitment to zero tolerance, and role model positive behaviours, setting the tone for culture
Driving progress towards increasing gender balance within their organisation, especially in senior leadership positions.