Reporting, recording, victimisation and learning

Accurate records help ensure concerns are handled fairly. Record facts, not conclusions: what happened, exact words if remembered, dates, times, location, witnesses, screenshots, immediate actions taken, who was informed and what support was offered.

Follow local reporting routes. This may include a line manager, another senior manager, HR, the owner, a safeguarding lead, a speaking-up route, a trade union, a professional body, the regulator or the police, depending on the circumstances.

Victimisation is unacceptable. People must not be punished, isolated, rota-disadvantaged, mocked, threatened or labelled as difficult because they reported harassment, supported someone else, gave evidence or challenged harmful behaviour.

From 6 April 2026, sexual harassment can fall within whistleblowing protection in Great Britain where the disclosure meets the legal tests. Northern Ireland has separate whistleblowing law and guidance. Even when a concern is managed as a grievance or complaint, managers should consider whether there are wider workplace risks, public interest, patient safety or regulatory issues.

After a report, learning is essential. The practice should review patterns, high-risk locations, lone-working arrangements, chat groups, third-party behaviour, training and supervision, and whether staff trust reporting routes.

Complaint handling, investigation and external routes

Reporting is not the end of the issue. The response must protect people, preserve fairness and reduce the chance of recurrence.