Preventing workplace harassment : TURN IT INTO A DRIVER OF PRODUCTIVITY
Preventing workplace harassment is a legal obligation for employers. In this context, many companies have already taken the initiative on this issue, and that’s good news! Especially as this approach goes beyond simply managing psychosocial risks: it also strengthens overall well-being, performance and collective commitment.
Training and raising awareness are therefore no longer optional; however, a haphazard approach can have a negative impact on staff and business operations. Increased tension, absenteeism, higher staff turnover, loss of trust, and recruitment difficulties: the company’s overall performance and reputation are at risk. A clear and structured method is essential for effective action.
SUMMARY
- Employers have a legal duty to prevent harassment.
- Companies must prevent, take action and impose sanctions.
- To establish a solid and sustainable foundation in the workplace, the prevention process must be properly structured.
1— Recognising situations of harassment in the workplace
Identifying a case of harassment requires a clear understanding of what constitutes it. Therefore, before taking action, ensure you can distinguish between workplace bullying and legitimate management. The former involves a pattern of domination, repetition or pressure, whereas the latter is simply a matter of professional discipline.
For example, reprimanding an employee who fails to follow safety instructions or does not wear their personal protective equipment does not constitute harassment. On the other hand, repeated actions aimed at isolating, belittling or destabilising an employee may be classified as psychological harassment.
Understanding the difference between psychological and sexual harassment
Psychological harassment is characterised by repeated acts intended to, or having the effect of, creating a hostile working environment that is likely to undermine a person’s rights, dignity, health or career prospects.
Sexual harassment refers to repeated remarks or behaviour of a sexual nature, imposed on a person, which infringes upon their dignity or creates an intimidating, hostile or offensive environment. However, unlike psychological harassment, sexual harassment can also be characterised by a single act, such as serious pressure, with the aim of obtaining an act of a sexual nature.
Taking generational perceptions into account
Perceptions of harassment and acceptable behaviour vary from one generation to the next. Some members of Generation X may raise legitimate concerns: communication styles have changed, and so have sensitivities. Behaviours that were once tolerated (humour, comments, physical proximity) may now be considered inappropriate.
Do not stifle all spontaneity in relationships, but:
- clarify current social norms;
- develop emotional intelligence;
- encourage respect for differences in perception.
Support teams through a cultural shift where everyone can find their place, without fear of offending or being offended.
Recognising the signs of workplace harassment
Harassment does not usually occur suddenly. It develops gradually through subtle warning signs. Identify these by looking out for the following situations:
- isolation of an employee;
- repeated criticism or systematic belittling;
- abnormal overloading or underloading of work;
- inappropriate comments, ambiguous jokes, insinuations…;
- sudden changes in behaviour (withdrawal, stress, absenteeism);
- persistent tensions within a team…
Training staff to spot these signs is a key step in prevention. Collective vigilance enables action to be taken before the situation deteriorates.
MANAGERS: Master the prevention of harassment risks
LUGAN CONSULTING has developed a specific module to enable line managers to spot early warning signs and respond appropriately to cases of psychological or sexual harassment.
ENVOYER LE LIEN À :
2. Structuring your management approach
Managers are the first line of defence in prevention. They must set a good example, listen carefully and take decisive action when warning signs emerge.
Adopting a responsible leadership approach
A well-trained manager knows how to:
- show unconditional respect for staff;
- communicate clearly and empathetically;
- make fair decisions;
remain attentive to interpersonal dynamics.
This proactive approach reassures teams and minimises the risk of inappropriate behaviour.
How to respond to harassment
In the event of a report:
- Listen without judgement and gather specific, verifiable facts.
- Immediately protect the alleged victim if necessary.
- Alert the relevant internal contacts (HR, management, harassment officer).
- Ensure follow-up and prevent any reprisals.
Failure to act or trivialising a situation may exacerbate the consequences and render the manager liable.
Build trust
An environment where employees can speak up without fear is a key factor in prevention. Introduce:
- regular opportunities for dialogue;
- active listening;
recognition of contributions; - fair management of tensions;
- a harassment officer.
3— Organising anti-harassment training: a strategic investment
Training is the cornerstone of an effective harassment prevention programme. It provides a common framework, clarifies acceptable behaviour and develops the skills needed to recognise and respond to harassment.
Training in harassment prevention helps to:
- Standardise the legal and behavioural understanding of harassment.
- Clear up ambiguities and everyday awkwardness.
- Strengthen managerial skills.
- Raise awareness of the concepts of mutual respect and balanced relationships.
- Empower all members of the organisation.
Ensuring the prevention of workplace harassment means turning a legal obligation into a tool for responsible management. A structured approach protects employees’ health, improves the working atmosphere and strengthens team spirit. Beyond compliance, it acts as a driver of performance: confident teams are more committed, more collaborative and more effective. Prevention also safeguards the organisation against legal, economic and reputational risks, whilst sustainably reinforcing its image as an ethical and high-pe
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Turn legal obligations into a foundation for sustainable ethics. My approach? A combination of r
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