4 red flags of inappropriate workplace conduct

Inappropriate workplace conduct does not always begin with a formal complaint. Often, the warning signs are smaller behaviours that become normalised, tolerated or repeated.

For employers and managers, spotting these red flags early can help prevent poor behaviour from escalating into bullying, harassment, conflict or broader psychosocial risk.

1. Banter crosses the line, and that’s the usual vibe

Jokes, teasing and workplace banter can cross a line when they become sexual, discriminatory, humiliating, personal or otherwise unwelcome.

Red flags can include:

• sexual or gendered jokes and comments

• comments about someone's appearance or private life

• name-calling, teasing or gossip

• crude or offensive language

• mocking, eye-rolling or belittling

• dismissing concerns with “I was only joking”.

The issue is not necessarily one isolated comment. Managers should look at what behaviour is becoming accepted within the team and whether people feel able to say when something is inappropriate.

Safe Work Australia identifies bullying, harassment, discrimination, conflict and poor workplace relationships and interactions as psychosocial hazards. Harmful behaviours should be addressed early, including lower-level behaviours such as teasing, name-calling, inappropriate jokes and crude language.

2. Someone misuses their authority

Managers have legitimate authority to allocate work, provide feedback and manage performance. Problems arise when power is used to intimidate, humiliate, isolate or unfairly disadvantage someone.

Warning signs can include:

• deliberately withholding information someone needs to do their job

• unreasonable or inconsistent treatment

• favouritism or perceived favouritism

• deliberately excluding someone from work activities or information

• intimidating or humiliating behaviour

• inappropriate pressure or threats

• using a position of authority to influence a personal relationship or workplace decision.

Deliberately withholding information can be a form of bullying and may contribute to psychosocial risk when the behaviour is unreasonable, repeated and creates a risk to health and safety.

Workplace relationships can also create particular risks where there is a power imbalance or potential conflict of interest. Employers should have clear expectations about professional conduct and manage these risks consistently.

Read Workplace romance - what are the real risks? >

3. People are reluctant to speak up

Sometimes the strongest warning sign is not what people say, but what they stop saying.

Managers should pay attention when:

• employees stop raising concerns or challenging inappropriate behaviour

• people avoid particular individuals or managers

• concerns are only raised informally or “off the record”

• employees appear uncomfortable speaking in meetings

• staff say things like “that's just how they are”

• people seem concerned about the consequences of making a complaint.

A lack of formal complaints does not necessarily mean there is no problem. Workers may be reluctant to report harmful behaviour, particularly where they perceive a power imbalance or do not trust that their concerns will be handled appropriately.

This is particularly important under the Sex Discrimination Act 1984 (Cth). The positive duty requires employers and other duty holders to take reasonable and proportionate measures to eliminate, as far as possible, sex discrimination, sexual harassment, sex-based harassment, hostile workplace environments on the ground of sex and related victimisation.

The positive duty is preventative. Organisations cannot simply rely on workers making complaints after unlawful conduct occurs.

Read Positive Duty Under Respect@Work: 7 Standards for Employers >

4. Concerns are becoming a pattern

One difficult interaction does not necessarily mean there is a serious workplace problem. A pattern is different.

Repeated complaints, escalating interpersonal conflict, recurring concerns about the same behaviour or person, or a noticeable deterioration in team relationships can all indicate that something needs attention.

Workplace conflict and poor workplace relationships and interactions are recognised psychosocial hazards. Under applicable work health and safety laws, employers and PCBUs have duties to identify and manage psychosocial risks so far as is reasonably practicable.

Managers should also understand that bullying has a specific meaning. Under the Fair Work Act 2009 (Cth), workplace bullying involves repeated unreasonable behaviour towards a worker or group of workers that creates a risk to health and safety. Reasonable management action carried out in a reasonable way is not bullying.

Read how to spot bullying in your workplace >

What should managers do?

Don't wait for poor behaviour to become a formal complaint.

Managers should reinforce expected standards of behaviour, address concerns early and consider whether broader workplace factors may be contributing to the problem. This might include poor management practices, inadequate support, unclear roles, high job demands or other psychosocial hazards.

A psychosocial hazard risk assessment can help identify risks that may not be obvious from individual complaints. A workplace cultural review can also uncover patterns in behaviour, leadership or workplace relationships that employees may not feel comfortable raising directly.

Building a respectful workplace requires more than having policies on paper. Managers need to recognise early warning signs, understand their responsibilities and know when a workplace issue requires further support. Our Respect and Responsibility in the Workplace training helps managers and teams build a shared understanding of appropriate workplace conduct and how to respond when concerns arise.

For more information, contact us today >