Why cancelling Christmas parties is not the solution to sexual harassment
In October, the new law requiring all UK employers to take reasonable steps to prevent the sexual harassment of their staff was introduced.
By November, we were receiving concerning emails and comments from employees who had undertaken confusing sexual harassment prevention training created in-house by employers hastily trying to tick boxes.
Now, in December, we have watched with interest and bemusement as “Christmas parties to be scrapped” headlines have slowly taken hold. In a move that reminds us somewhat of a parent declaring “CHRISTMAS IS CANCELLED” when at the end of their tether with their children’s undesirable behaviour, we can’t help but think that employers who feel their only option for preventing sexual harassment is banning social events is reflective of panic and fear regarding the new legal obligation.
While work Christmas parties are stereotypically a microcosm of debauchery, it is important to remember that environments which enable sexual harassment are not created between Christmas and New Year, they are created between New Year and Christmas.
Employers who do not believe that their workforce can be trusted not to sexually harass one another at the Christmas party have a much bigger problem, but it is not an insurmountable one.
The new law aims to see organisations create cultures which are uncomfortable for perpetrators, not for victims. A fundamental element is for employers to arrange specialist training which educates and empowers employees to recognise, prevent, and respond to sexual harassment. Training should be reputable, meaningful, and repeated to ensure that efforts extend beyond a tick-box exercise. Effective training will support efforts to create safer internal cultures where victims are supported, and perpetrator behaviour is exposed and addressed.
Cultural change takes time, but employers who invest in specialist training, clear policies, and long-term commitment can create workplaces where sexual harassment is less likely. Rather than imposing blanket bans, employers can build environments that are unfit for perpetrators.
Employers who believe that simply cancelling Christmas parties, rolling out training created in house without specialist expertise or circulating an email to signpost staff to policies are unlikely to see meaningful progress. These superficial measures may give the appearance of action, but fail to address the root causes of inappropriate behaviour. Harassment at the staff Christmas party is a symptom,; systemic cultural failings are the cause.
Effective prevention requires a thorough and sustained approach. This includes investing in specialist-led training tailored to the organisation’s needs, fostering a workplace culture that encourages transparency and accountability, and implementing mechanisms for reporting and addressing issues. By taking these proactive steps, employers can move beyond “box-ticking” exercises and build environments where safety and respect are prioritised whether in the workplace or at the annual Christmas party.
