Many organisations adopt a ‘zero-tolerance’ stance on sexual harassment, signalling a commitment to addressing this issue. With the new Worker Protection Act coming into force on 26th October 2024, organisations are taking steps to communicate their stance on workplace sexual harassment to their employees, making them more likely to be compliant with the new law. While the intention is good, in practice, the zero-tolerance approach can be more of a false promise than a solution. 

Zero-tolerance policies are a contradiction to themselves. Stating zero-tolerance suggests that every incident will lead to action, often dismissal. But is this realistic? Can you follow through on this promise every time? And most importantly, who does this promise serve; those who experience harassment or the organisation’s reputation?

We understand that organisations use the term ‘zero-tolerance’ to signal a strong commitment to tackling sexual harassment in the workplace. This commitment is particularly relevant with the new Worker Protection Act coming into force on 26th October 2024, encouraging businesses to communicate their stance on sexual harassment clearly. However, while the intention may be good, the reality of implementing such a policy is often far more complicated.

Sexual harassment comes in many forms, ranging from groping and assault to more covert behaviours like inappropriate jokes or gossip, organisations rarely follow through on dismissals for every instance. While some actions clearly warrant dismissal, it’s neither fair nor appropriate to apply the same punishment across the board. In reality, organisations rarely follow through with dismissal for every instance, leading to disillusionment for those experiencing harassment. Yet, these subtler forms of harassment are no less harmful, and they create cultures where more severe misconduct is enabled. This gap between policy and practice can leave those who experience harassment feeling let down by their employer. If punitive action isn’t always taken, how can a company claim to have zero tolerance?

Charlotte Taylor, Culture Transformation Specialist at Culture Shift says, “when companies fail to live up to this expectation, trust is eroded. Employees may feel their complaints won’t be taken seriously, or that the policy is just about protecting the organisation’s reputation. A zero-tolerance approach can also deter reporting. People often don’t want a colleague to lose their job but they simply want the behaviour to stop. Fear of causing a dismissal can silence victims and stop them from speaking out and so it becomes a false promise to protect your reputation, not your people.” 

If organisations aren’t consistently taking action on every type of harassment, how can they claim to have a zero-tolerance approach? This creates a false expectation, and when no significant action is taken, employees lose trust in the process.

Charlotte continues, “Organisations need to rethink their messaging and adopt a more realistic, nuanced approach to tackling sexual harassment. Rather than claiming zero-tolerance, HR teams and business leaders should focus on communicating their commitment to addressing all forms of harassment, while offering a range of actions beyond dismissal. Responses could include verbal warnings, manager interventions, mediation, training or increased supervision. By promoting various outcomes, organisations can remove a barrier to reporting, reduce the fear of harsh consequences and encourage more employees to report harassment.”

It’s also crucial to address covert, insidious behaviours. While they may not seem as serious, they contribute to a culture where more severe harassment is tolerated. Tackling these early helps prevent toxic environments from taking root.

“The phrase zero-tolerance has become a buzzword that organisations put in their communications to to appear tough on harassment. In reality, it sets expectations that the work has already been done, and it puts organisations in a position where they are vulnerable to losing the trust of their employees in relation to this work when they can’t meet the expectations associated with the term zero-tolerance. 

Most organisations still have a lot of work to do to truly be able to say they are effectively addressing sexual harassment. To claim you take a zero-tolerance approach is misguided and misleading. It’s better to focus on transparency, proportional responses, and creating an environment where harassment of any form is addressed seriously,” Vicki Baars, Head of Culture Transformation at Culture Shift. 

Ultimately, HR professionals and business leaders should focus on managing expectations and communicating their ongoing commitment to creating a harassment-free workplace. Instead of making promises that can’t always be kept, take employees on the journey with you. Show them that the organisation is dedicated to progress, to listening, and to taking proportionate and meaningful action when harassment occurs.

Until we can genuinely say we’ve achieved zero-tolerance in our workplaces, it’s time to move beyond the buzzwords and focus on creating real, sustainable change.

culture-shift.co.uk