Beyond policies: what the EHRC's new research means for employers

The Equality and Human Rights Commission's (EHRC's) recent research into workplace harassment offers a timely reminder that preventing harassment is not simply a matter of having the right policies in place. As employers continue to adapt to the preventative duty introduced by the Worker Protection Act, the report highlights a broader challenge: workplace harassment is often a symptom of organisational culture rather than individual misconduct alone.

One of the report's most striking findings is that low levels of reported harassment should not necessarily reassure employers. Employees who fear retaliation, lack confidence in reporting processes or believe complaints will not be taken seriously may remain silent. In that context, the absence of complaints may reveal a cultural problem rather than a healthy workplace. 

The research also challenges organisations to move beyond a compliance-based approach. Policies remain important, but they are only effective when supported by accessible reporting mechanisms, meaningful training, and visible leadership commitment. One-off training sessions and "tick-box" interventions are unlikely to deliver lasting behavioural change. 

For employers, the message is clear; prevention requires a proactive understanding of organisational risk. Culture surveys, workforce data, absence levels, and turnover trends may reveal concerns long before a formal complaint is made. Leaders and managers must also be equipped to challenge inappropriate behaviour consistently and model expected standards. 

Ultimately, the most effective anti-harassment strategies are those embedded within organisational culture and governance. The question for employers is no longer whether they have a policy, but whether their people genuinely trust it.

If you'd like to read the research in full, you can do so on the EHRC's website.