A multifaceted approach that incorporates workplace sexual harassment (WSH) policies is most effective in preventing and addressing workplace sexual harassment, according to Comcare.
A review of 14 studies on the effectiveness of interventions to reduce and prevent workplace sexual harassment found that single interventions, such as training, can have a positive effect on single outcomes, however, single interventions were less effective when used in isolation – especially if the organisational culture overlooks gender-based harassment.
To be effective in reducing workplace sexual harassment, Comcare said a range of interventions are needed, including comprehensive policies, complaints systems, and wide-reaching training and education.
Importantly, an organisation needs a zero-tolerance policy, supported by strong leadership that models anti-harassment and gender-equal values and behaviours.
The review examined the effectiveness of WSH policies, which showed a range of positive and negative outcomes, including increases in WSH complaints. In some instances, the review found WSH complaints increased when policies were first implemented and where they were more comprehensive.
“This is likely a positive outcome as the introduction of new mechanisms to address WSH can enable victims and witnesses to come forward and deal with the issue,” said the review, which noted that zero-tolerance policies were associated with more reporting of WSH than when a policy was less specific or not in place.
However, some of the findings suggested that having a policy alone was not enough to reduce the incidence of WSH, particularly in instances of masculine and hierarchical work cultures. “Taken together, the results suggest that comprehensive, clear policies have the potential to increase workers’ understanding and reporting of WSH; however, policies are much more likely to be effective in instances where the organisational culture condemns WSH and supports a worker across all levels to address it,” the review said.
Closely tied to policy effectiveness is the research on complaints systems, which found that complaints processes are more likely to be effective when workers believe that the complaint will be taken seriously and investigated, the offensive behaviour is discussed with the perpetrator, appropriate action is taken, complainants’ privacy is respected, and they are kept informed about the progress of their case.
The review also examined bystander interventions, which were found to be limited in preventing further harassment or redressing harm, but there are important factors that can facilitate their effectiveness.
“Bystander responses that are immediate and more assertive are most effective at preventing and redressing WSH. Additionally, bystanders are more likely to intervene when they believe that their organisation can deal with the situation fairly,” the review said.
Organisational culture, and, in particular, workplace norms around the level to which an organisation is willing to tolerate gender-based harassment, plays a key role in whether bystanders will feel comfortable to intervene and stand up to perpetrators of WSH.
“The proactive involvement of managers and senior staff is very important when aiming to change an organisational culture which tolerates WSH to one which enables bystander intervention and reporting,” the review said.
Strong reporting and grievance systems that enable appropriate action to address WSH when it occurs and prevent it from happening in the future need to underpin organisational efforts to eliminate WSH.
“Modelling strong anti-WSH values and having effective complaints systems in place will not only facilitate worker knowledge and skills to identify WSH, but also equip them with the confidence to speak up and refer the matter to have it dealt with fairly and effectively,” the review said.