Challenging Discrimination and Harassment

Why speaking up matters

Speaking up is a safety behaviour. Staff should be able to challenge discriminatory conduct quickly and proportionately, and be protected from detriment. A stepped approach keeps context in mind while holding clear boundaries. Leaders show the way by acting early, thanking people who raise concerns, and turning learning into system fixes. ^[1][6]

Respectful challenge in the moment

Start with simple, real-time scripts that focus on impact, for example: “That comment could make colleagues feel they don’t belong — let’s rephrase.” ^[3][2]

When and how to escalate

If behaviour continues or is serious, use formal routes: line manager, HR, the EDI lead or (in the NHS) Freedom to Speak Up Guardians. Harassment or hate incidents may need security involvement or police advice. ^[3][1][4][2]

Managers should separate immediate safety actions from fact-finding to avoid chilling reporting. Retaliation after raising concerns is victimisation and should be addressed firmly. ^[3][6][2]

• Route options: informal feedback; a facilitated conversation; formal grievance/disciplinary pathways; whistleblowing channels; and incident-reporting systems that capture patterns. ^[3][1]
• Support measures: buddying; access to counselling/occupational health; temporary task or rota adjustments to reduce exposure; regular check-ins with a short wellbeing plan. ^[3][6]
• Documentation essentials: exact words/behaviour; dates/times; witnesses; immediate impact; steps taken; policy references; outcomes and learning actions with owners and review dates. ^[3][1]

Investigations must be timely, fair and trauma-informed.

What a fair process looks like

Set clear terms of reference. Tell all parties what the process is and the expected timelines. Keep confidentiality within legal and procedural limits. ^[3][4]

Findings should note both intent and impact, while prioritising risk reduction and culture repair. Outcomes may include training, role changes or disciplinary action (proportionate to findings), plus system changes such as policy updates, environmental tweaks, or improved signage/scripts. ^[6][2][6]

Share learning and prevent recurrence

Feed back learning to the team without unnecessary personal detail. Where patient behaviour is involved, consider a behavioural agreement letter and system flags, in line with UK GDPR and local policy. ^[6][4][1]

Leaders should track recurrence and decide if extra measures — for example, targeted coaching or supervision — are needed. The aim is a climate where early, respectful challenge is normal and effective, reducing the need for formal processes. ^[2][6][1][2]

References (numbered in text) Why we include references

1. Freedom to Speak Up - NHS England (2025) Find (opens in a new tab)
2. Employer 8-step guide: Preventing sexual harassment at work - Equality and Human Rights Commission (2024) Find (opens in a new tab)
3. Conducting workplace investigations - Acas (June 2019) Find (opens in a new tab)
4. Sharing personal data with law enforcement authorities - Information Commissioner's Office Find (opens in a new tab)
5. Working definition of trauma-informed practice - GOV.UK Find (opens in a new tab)
6. Being fair tool: Supporting staff following a patient safety incident - NHS England (2025) Find (opens in a new tab)