EHRC’s research into workplace harassment

The Equality and Human Rights Commission (EHRC) has published new research examining what really works in preventing workplace harassment. The research adopted a rapid evidence review design, which is a method of summarising research and academic literature quickly and efficiently.

Although the findings apply across all sectors, they are particularly relevant to schools, where creating a respectful working environment is fundamental to staff wellbeing, retention and organisational culture.

One of the key messages from the research is that having policies alone is not enough. The evidence suggests policies are only effective if they are consistently implemented, regularly reviewed, and supported by day-to-day management practice.

The research identifies several characteristics of organisations that are more successful at preventing harassment.

Visible leadership commitment

One of the strongest findings is the importance of leadership. Staff are far more likely to report concerns and challenge inappropriate behaviour where senior leaders consistently model respectful behaviour and demonstrate that harassment will not be tolerated. However, where leaders fail to challenge poor behaviour, or are seen as applying standards inconsistently, confidence in reporting processes quickly diminishes.

Managers make the difference

The research highlights the important role of middle managers. Staff often judge an organisation’s culture not by what is written in policies, but by how their line manager responds when concerns are raised.

This means managers need the confidence and skills to identify inappropriate behaviour early, address low-level concerns before they escalate, and respond consistently to formal complaints.

Training should focus on behaviour, not just compliance

Traditional equality or harassment training often concentrates on legal definitions and organisational policies. The EHRC research suggests this approach has limited impact on behaviour. Instead, organisations should deliver practical, scenario-based training that helps staff recognise unacceptable conduct, understand professional boundaries and develop the confidence to challenge inappropriate behaviour safely.

For schools, using realistic education-based scenarios can make training far more meaningful than generic online modules completed simply to satisfy compliance requirements.

Building a culture of trust

Employees are significantly more likely to report concerns where they believe they will be listened to, treated fairly and protected from victimisation. Anonymous reporting mechanisms, clear investigation procedures and regular communication about expected standards can all contribute to building trust.

Schools should also recognise that prevention is an ongoing process rather than a one-off exercise. Policies, training, staff surveys, risk assessments and lessons learned from complaints should all be reviewed regularly.

This is particularly important following the Employment Rights Act 2025, which places a proactive duty on employers to take all reasonable steps to prevent sexual harassment. The EHRC has emphasised that employers are expected to identify risks, take preventative action and continually review the effectiveness of those measures.

Summary

The EHRC’s research highlights an important principle for all employers, including schools, which is that preventing harassment is not achieved through policies alone. It requires visible leadership, confident managers, meaningful training and a workplace culture where respect is consistently demonstrated and everyone feels able to raise concerns without fear.

The full report can be found here.

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