This informal CPD article ‘Building Inclusive Workplaces: Why Tackling Culture Matters as Much as Compliance’ was provided by togetHER against sexism CIC, a social enterprise and collective based in the United Kingdom whose mission is to end sexism and sexual violence.
Workplaces are where people spend much of their lives, yet discrimination and inequality continue to affect employees across all sectors. Around 40% of women in the UK have experienced unwanted sexual behaviour at work, while the gender pay gap still stands at 12.8% (3), highlighting that equality in the workplace remains a significant challenge.
Creating safer and more inclusive workplaces requires more than compliance with legislation. Organisations must combine robust anti-harassment policies, effective reporting mechanisms and continuing professional development with longer-term action to address structural barriers such as unequal career progression and leadership opportunities. By investing in practical training, including proactive bystander intervention, employers can empower their workforce to recognise, prevent and respond to inappropriate behaviours while fostering a culture of respect, accountability and inclusion. Lasting organisational success depends not only on preventing discrimination but also on creating workplaces where everyone has an equal opportunity to thrive.
Creating workplaces where people can thrive
Research suggests that the average person spends around 90,000 hours at work during their lifetime (1), making it one of the environments that shapes our wellbeing, relationships and sense of belonging the most. Beyond providing financial security, work creates opportunities for collaboration, purpose and social connection. In a context where approximately one-third of adults report experiencing loneliness (2), organisations have an important role to play in creating workplaces that are not only productive but also safe, inclusive and supportive.
As organisations face increasing expectations around employee wellbeing, diversity and ESG commitments, workplace culture has become a strategic priority rather than simply an HR responsibility. A respectful and inclusive environment helps organisations attract and retain talent, increase employee engagement and strengthen organisational performance.
Despite this, workplace harassment remains widespread. Research shows that around 40% of women and 18% of men in the UK have experienced unwanted sexual behaviour linked to work (3). These behaviours range from inappropriate jokes and unwanted comments to sexual assault and may occur both in the workplace itself and during work-related social events.
Even more concerning is the fact that only around 15% of incidents are formally reported. Employees often fear retaliation, damage to their career or simply lack confidence that reporting will lead to meaningful action. For employers, this means that the absence of complaints should never be interpreted as the absence of problems.
The impact extends well beyond those directly affected (4). Harassment contributes to poor mental health, absenteeism, reduced productivity, increased staff turnover and reputational damage. Creating a psychologically safe workplace where employees feel respected and able to speak up therefore benefits both individuals and organisations.
Harassment contributes to poor mental health
Looking beyond visible discrimination
Although harassment often receives the greatest attention, workplace inequality is also embedded in organisational structures. While the UK gender pay gap has narrowed over recent decades, it still stands at 12.8% (5), reflecting persistent inequalities in pay and career progression.
Women have made significant progress in board representation, now accounting for around 43% of FTSE 350 board positions (6), yet this progress remains concentrated in non-executive roles. Executive leadership continues to be overwhelmingly male, with women representing only around 11% of Fortune 500 CEOs (7).
These patterns illustrate what is commonly referred to as the glass ceiling: invisible barriers that prevent women and other underrepresented groups from progressing into senior leadership despite having the necessary skills and experience.
Increasing diversity at senior levels is essential, but representation alone does not eliminate inequality. Organisations must also consider the circumstances under which leadership opportunities are offered.
From the glass ceiling to the glass cliff
In 2005, researchers analysed FTSE 100 companies (8) and discovered that women were often appointed to leadership positions when organisations were already experiencing significant difficulties. They coined the term glass cliff to describe the tendency for women and minority groups to be promoted into leadership roles during periods of organisational crisis, placing them in positions associated with a much higher likelihood of failure.
This phenomenon is not limited to the corporate world. Similar patterns have been observed in politics and other sectors, where women and people from minority backgrounds are disproportionately selected for particularly challenging leadership positions.
Several factors may explain why this occurs. Traditional leadership stereotypes often portray women as more collaborative, empathetic and effective during times of crisis. In other cases, leadership appointments may serve to demonstrate an organisation's commitment to diversity while underlying structural issues remain unresolved. Some researchers have also suggested that these appointments may inadvertently create situations where organisations are more willing to attribute failure to newly appointed leaders than to systemic problems.
The consequences can be significant. Leaders placed on the glass cliff often face greater scrutiny, fewer resources and higher expectations than their predecessors. This increases the risk of burnout, damages confidence and can negatively affect future career opportunities. More broadly, it discourages leadership diversity and reinforces stereotypes by creating a misleading association between women leaders and organisational failure.
From compliance to culture
Creating inclusive workplaces requires action on two complementary levels.
First, organisations must ensure they have robust systems to prevent and respond to inappropriate behaviour. This includes clear anti-harassment policies (9), multiple confidential reporting channels, effective investigation procedures and regular reviews to ensure policies remain fit for purpose.
Equally important is investing in continuing professional development (10). Regular learning helps employees understand acceptable workplace behaviour while equipping managers with the confidence to respond appropriately when concerns arise.
CPD training can equip employees and leaders with practical, evidence-based skills to recognise sexism and sexual violence, intervene safely when inappropriate behaviours occur, support colleagues effectively and contribute to a workplace culture built on respect, accountability and inclusion. Rather than simply raising awareness, proactive training empowers participants with practical techniques they can immediately apply in real workplace situations, helping to prevent harm before it escalates.
However, sustainable organisational change depends on more than responding to incidents. Inclusive employers also examine how recruitment and promotion decisions are made, whether leadership opportunities are genuinely accessible, whether mentoring and development programmes reach all employees equally, and whether leaders stepping into particularly challenging roles receive the support and resources needed to succeed. Addressing both visible discrimination and structural inequality enables organisations to move beyond compliance towards meaningful cultural change.
Why continuing professional development matters
Building an inclusive workplace is not achieved through a single policy or an annual training session. It requires continuous learning, reflection and leadership commitment. As expectations around workplace culture continue to evolve, organisations that invest in ongoing professional development are better positioned to reduce organisational risk, strengthen employee trust, improve retention and create high-performing teams.
CPD programmes provide organisations with practical tools to empower employees at every level to identify, challenge and prevent sexism and sexual violence. By embedding these skills throughout the workforce, organisations can create cultures where respect, inclusion and psychological safety become everyday behaviours rather than aspirational values.
Ultimately, the most successful organisations will typically recognise that inclusion is not simply an HR initiative. It is a leadership capability and a business imperative that must be developed over time through evidence-based learning, practical skills and continuous improvement.
We hope this article was helpful. For more information from togetHER against sexism CIC, please visit their CPD Member Directory page. Alternatively, you can go to the CPD Industry Hubs for more articles, courses and events relevant to your Continuing Professional Development requirements.
REFERENCES
(1) https://www.forbes.com/sites/dedehenley/2018/04/30/should-we-be-happy-at-work/
(2) https://www.bbc.co.uk/programmes/articles/2yzhfv4DvqVp5nZyxBD8G23/who-feels-lonely-the-results-of-the-world-s-largest-loneliness-study
(3) https://committees.parliament.uk/work/6032/sexual-harassment-in-the-workplace-inquiry/publications/
(4)https://publications.parliament.uk/pa/cm201719/cmselect/cmwomeq/725/72504.htm#_idTextAnchor003
(5)https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/earningsandworkinghours/bulletins/genderpaygapintheuk/2025
(6)https://www.gov.uk/government/news/uk-businesses-lead-the-way-with-record-numbers-of-female-leaders
(7)https://www.gov.uk/government/news/uk-businesses-lead-the-way-with-record-numbers-of-female-leaders
(8) https://www.bbc.co.uk/future/article/20220204-the-danger-of-the-glass-cliff-for-women-and-people-of-colour
(9)https://www.acas.org.uk/sexual-harassment/steps-for-employers-to-prevent-sexual-harassment
(10)https://www.equalityhumanrights.com/employer-8-step-guide-preventing-sexual-harassment-work#step4reporting
