How do we define sexual harassment or intimidation at work? And as an employer, line manager or HR professional, how can we prevent and handle such behaviour? Sexual harassment is one of several forms of workplace harassment. Cases are hard to manage because evidence is often scarce and, above all, because many people lack a clear understanding of the topic.
Victims frequently ask themselves:
- Did I misinterpret what happened?
- Did I do something wrong to deserve it?
- Everyone else seems to find it normal—am I the only one shocked?
- Am I exaggerating?
- If I speak up, will my job suffer?
When a victim feels isolated and hesitates to react, time passes. The harasser may read silence as acceptance and the situation worsens. Even when the victim confides in colleagues, managers or HR, insufficient knowledge can lead to lukewarm responses that amplify the damage.
An organisation without a healthy culture or preventive measures is more exposed to recurring harassment—sometimes even to malicious false accusations.
Contents
- What counts as “workplace harassment”?
- Harassment versus an expression of affection
- How managers and HR can prevent and respond
- The growing importance of prevention
1 | What counts as workplace harassment?
Certain words or acts—physical, verbal or digital—can constitute sexual harassment or bullying when they:
- Violate your rights or dignity (e.g. public humiliation).
- Endanger your mental or physical health (e.g. dreading each workday).
- Threaten your career prospects (e.g. “No promotion unless…”).
If such behaviour is repeated or inappropriate, it becomes a form of violence usually motivated by discrimination or a desire to dominate (gender, origin, age, etc.).
If you are a target, remember: you are not to blame. The perpetrator is at fault. You have every right to protect yourself, say “no” and demand an immediate stop.
Backgrounds differ—generation, values, culture. Some people harass without realising it, which makes it all the more vital to call out the behaviour. Repeat offenders, however, cannot claim ignorance.
From a management standpoint, this means:
- Spelling out the company culture: what is encouraged, what is forbidden.
- Putting clear anti-harassment procedures in place.
- Training all staff to recognise harassment and know how to react.
2 | Harassment versus an expression of affection
People sometimes defend borderline behaviour with “I’m just awkward” or “It was a joke.” What separates harassment from a genuine expression of interest?
France’s Defender of Rights notes a key point:
Treating sexual harassment as an “exaggerated” form of attraction is wrong. Mutual interest requires equality and consent. Harassment involves domination.
A respectful approach checks the other person’s comfort; the “courtship” leaves them feeling valued and safe. Harassment, on the other hand, is coercive: the aim is to impose one’s will. There is no reciprocity.
3 | How managers and HR can prevent and respond
At first, problematic behaviour may be subtle. Yet the decisive criterion is the power imbalance.
Ask yourself: does your organisation have “untouchables” because they deliver results or enjoy special access to the top? If so, investigate.
In a coaching-style leadership approach you observe systemic dynamics: power, relationships, pressure points. Neutral questions and careful listening help confirm or dismiss concerns.
Contexts that raise risk
- Unusual hours—late work with only a few people on site.
- “Super casual” cultures where jokes and physical contact go unchecked.
- Gender-skewed teams—one woman among many men, or vice versa.
- Off-site events or late shifts without safe transport home.
- Stereotyped role models—e.g. only young female assistants for male bosses.
When a report surfaces, first listen and protect the complainant—never downplay what they say. Protection does not equal instant sanction; facts must be verified impartially. Yet action is still needed to break the dominance: change reporting lines, adjust schedules, separate the parties. Such interim steps improve safety even if the allegation later proves unfounded.
4 | The growing importance of prevention
Prevention beats crisis management. A 2014 French study found one woman in five had suffered sexual harassment at work, but only a third took action. The scale is clear.
Organisation-wide prevention means:
- Changing mindsets—understanding psychological impact.
- Building a respectful culture—zero tolerance for harassment.
- Implementing clear policies and training.
Need guidance for healthier leadership?
I offer professional coaching for managers and HR teams. In a free forty-minute video session you can:
- Gain an outside perspective on your situation.
- Set specific objectives.
- Discover my coaching approach and clear any doubts.
Contact me to book your session and start building a safer workplace.