Bridging the Gap Between Awareness & Bystander Action in the Workplace
By LB Klein
Bridging the Gap Between Awareness and Bystander Action in the Workplace
A recent study titled “Bystander Interventions Against Gender-Based Violence and Harassment in the Workplace” by Kristan Stampe Nielsen, Maj Hansen, and Eva Gemzøe Mikkelsen provides valuable insights into the challenges and effectiveness of bystander intervention programs aimed at addressing gender-based violence (GBV) and harassment in workplace settings. Gender-based violence includes physical, sexual, emotional, psychological, and financial abuse as well as threats of abuse based on actual or perceived sex, gender, sexual orientation, and/or gender expression. The study synthesizes 14 articles in this emerging area of research and identifies current strengths and next steps for workplace bystander intervention programs.
This review reinforces Soteria Solutions' long-held observations: bystander intervention programs can transform workplace culture, but only if they address the real-world barriers to intervention that many workplaces face.
Bystander Intervention Can Be An Effective Approach
The study found that bystander interventions can be highly effective at raising awareness and promoting prosocial behaviors against GBV in the workplace. Prosocial behaviors help others in the workplace to prevent or respond to GBV such as checking in on someone to see if they’re okay or reporting witnessing sexual harassment to a supervisor. Bystander intervention programs can empower bystanders to step in with greater confidence and clarity when witnessing GBV or other harmful behaviors in workplace settings.
Programs Must Address Barriers to Bystander Intervention
The research points to several key areas that shape bystander intervention in the workplace:
It Starts with Recognition. Bystander intervention starts with recognition, and employees might not know that certain behaviors are harassment. These behaviors may be normalized in the workplace. For example, sexist jokes may be dismissed as “harmless banter.” Employees need training to recognize harmful behaviors in the workplace.
There’s a Generational Divide. Younger generations are more likely to recognize GBV than older generations. In many sectors, newer employees tend to be younger, so training must occur across all levels of the organization; not just at onboarding.
Employees Need to Know They Can Act. Next, employees might be hesitant to intervene when they witness GBV because they fear retaliation, backlash, or negative job-related consequences.
Employees Need to Know Leadership Supports Them. Programs need buy-in from organizational leadership so employees know that the organization wants them to do something–and what that action should be. The program should reinforce that intervention is expected in the workplace and that employees who intervene will see positive impacts on their careers.
Therefore, workplace bystander programs must be:
Tailored to the Workplace. A program designed for a family-run coffee shop can’t be copy-pasted into a multinational pharmaceutical company. Programs must be tailored to the workplace, considering its scope, focus, and cultural and demographic makeup. The scenarios used in the program must also resonate with employees, ensuring that the training is relevant to challenges they would actually face.
Consistent with Organizational Policies. If a bystander intervention program is inconsistent with organizational culture, policy, and practice then employees will dismiss it as just another HR checkbox. Organizations should define unacceptable behaviors, provide clear guidelines for how to intervene, and establish transparent procedures for reporting incidents of GBV and harassment. Without a strong policy foundation, interventions are less likely to be successful.
Employees Need Support Systems for Bystander Intervention. Creating support networks for bystanders can reduce the fear of retaliation and negative career consequences. Employees need assurance that their actions will be recognized and supported. Organizations should establish systems that celebrate, not penalize, employees who intervene.
How Soteria Solutions Tailors Evidence-Based Practice
At Soteria Solutions, we align closely with the key insights from this study, offering workplace solutions that are not only based on research but also tailored to meet the specific needs of each organization. Our programs are:
Evidence-Based: We integrate the latest findings from research reviews like this one to ensure that our proven programs reflect the most effective, evidence-based strategies. We prioritize evaluation and integration of the most recent evidence to ensure our content remains current and impactful.
Action-Oriented: We focus on creating real-world solutions to the barriers identified in the research. By addressing concerns like fear of retaliation and organizational culture, we help organizations implement interventions that are both effective and sustainable. We work with organizations to ensure that employees are a part of an environment where they feel empowered to act.
Responsive to Workforce Diversity: A one-size-fits-all approach doesn’t work in today’s complex workplaces. For example, our programs are specifically designed to engage different generational groups, ensuring that everyone from younger employees to senior leadership is equipped to intervene when necessary.
Why Now?
The findings from this study underscore the urgent need for workplaces to go beyond simply complying with regulations and take proactive steps to foster an environment where employees feel empowered to intervene. Organizations must actively cultivate a culture that values safety, respect, and equity; building a workplace where bystander intervention is not only welcomed, but expected requires intention, leadership, and trusted training tools..
Let us help you transform research into practice with actionable, research-backed strategies that are tailored to your team to create lasting change in your workplace.
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