Recent revelations regarding high profile sexual harassment cases in workplaces of different nature have a depressingly familiar theme running throughout.
The component parts range from an imbalanced power relationship, informal attempts to raise the alarm, an open secret and network of previous victims, a combination of fear and blind-eye management, to an instinct to protect the prized asset first and try to wish the behaviour away.
And then a case opens the floodgates and a culture of cover ups and mea culpas is systematically exposed as a proper investigation shines a light on shameful workplace practices which place, let’s face it, mostly female staff at unacceptable risk.
In this era of ending violence against women and girls as a government priority it is inconceivable that gateway behaviour such as sexual harassment still goes on unchecked for so long.
But there are other common themes: a) people leave people (not just jobs) and so rather than put up with the behaviour, they move on; b) the use of non-disclosure agreements when people leave under a compromise agreement can actively encourage the behaviour and the predator assumes staff silence can be bought; c) the fear of not being believed (‘his word against hers’) all militate against cases of sexual harassment being nipped in the bud early and the predator being held to account.
Policies and procedures are important and have their place but if an organisation’s culture is ‘see/speak/hear no evil’ or ‘just be glad it’s not your turn’, then the behaviour becomes cyclical and the predator is both enabled and emboldened.
Men in workplaces need to call out behaviour that could reasonably be characterised as sexual harassment without fear of reprisal or retribution, but this is easier said than done due to the moral courage required.
Whistle-blowing and sexual harassment policies need to reflect modern practices that allow people to speak up the moment they witness bad behaviour. Despite not being a direct target themselves, they are subject to an unwanted environment where the intimidating, degrading, offensive, or hostile behaviour is of a sexual nature.
The reality is this behaviour will manifest itself via language or actions that any reasonable person would consider as totally unreasonable; behaviour that cannot be passed off as banter but is clearly harassment and must be tackled head on.
Recent changes in GB law means employers now need to demonstrate proactivity when tackling workplace sexual harassment. While this move which has been welcomed, the changes have not been replicated in this jurisdiction and so the existing statutory framework continues to prevail.
Meanwhile tackling workplace culture remains the game-changer. The tone will always be set from the top of the organisation and demonstrable examples of zero tolerance of sexual harassment sends a clear message, particularly if someone in the lower ranks has had the courage to call out the behaviour.
Whether a serious one-off event or an on-going campaign, we must speak truth to power.
- Mark McAllister is chief executive at the Labour Relations Agency for NI
