Working in a safe and hazard free environment is a right of every employee but one of the greatest threats to this security is sexual harassment at the workplace.

The recent Sexual Harassment of Women at Workplace (Prohibition, Prevention and Redressal) Act, 2013 and the 1997 Vishaka Guidelines before that, have attempted to ensure a safe and secure working environment for women to promote gender equality and empowerment.

However sexual harassment at the workplace is still rampant.

As it has been rightly said, for successful implementation of an organisation’s POSH policy, culture comes before compliance. And culture filters down from the top. As proven by the recent Uber incidents, when decision makers and top leaders turn a blind eye to what is going on in the ranks, sexual harassment and other forms of discrimination flourish.

The responsibility to take affirmative action is as much the onus of managers and supervisors, as it is the CEO’s. As managers you are the instrument of your company’s policy. Your responsibility is not limited to awareness and dissemination of the company’s POSH policy; but also includes creating a harassment free and productive work environment for all – men, women, those with disability and from diverse backgrounds.

In simple terms, it means taking action when you observe a behaviour that is inappropriate and might be construed as harassment, when you hear about such behaviour or when someone directly complains of harassment.

Often times, people behave in ways that can be construed as sexual harassment, even though they are not intended to cause distress. Inappropriate language, jokes and comments of a sexual nature, sharing pictures and messages on WhatsApp groups – these might be acceptable in a group of friends but are inappropriate in a work setting. If not nipped in the bud it can set a wrong precedent and even snowball into a harassment complaint. Even in the absence of a complaint, such behaviours create a hostile environment and can result in low morale, stress, lowered efficiency and attrition. The impact is certainly felt by the organisation but lowered productivity and hostility from the team can directly and indirectly impact the manager’s performance and career.

Also, as a person in authority, you must be very careful about your own conduct and behaviours. Not only to set the right example, but because your behaviours can easily be construed as coercive, simply because of the power differential.

Don’t restrict yourself to what is required by law. Be proactive in creating a productive work environment that is free from harassment. For personalised help or if you wish to discuss a specific concern, contact our counsellors now.