Misogyny in the workplace

Misogyny in the workplace is not always clear or easy to identify. It can be subtle, systemic, and deeply embedded in everyday behaviours. Typical examples of a misogynistic environment include dismissive comments, sexist jokes, pay disparities, promotion biases, and hostile work environments.

For employers, allowing misogyny to persist is not only unethical in a society that continues to strive for gender equality, but it is also costly because it impacts staff retention, productivity, innovation, organisational reputation and crucially, it leaves the business at risk of Employment Tribunal claims.

Addressing misogyny is a long-term task and requires sustained commitment, clear policies (that are followed), and a cultural shift driven by leadership. Here are key steps employers can take to build a genuinely inclusive and safe workplace for all employees.

1. Implement clear, zero-tolerance policies

A good starting point is to have a well drafted anti-harassment and bullying policy and an equality, diversity and inclusion policy which clearly sets out the position and the standards expected of employees.  

These policies should:

• Highlight behaviours that would be considered as unacceptable. For example, sexist language, out-of-touch jokes or comments, microaggressions, stereotyping, unequal standards.

• Outline clear reporting channels including nominated individuals who are trained or have experience with dealing with such issues.

• Detail consequences for violations.

Applying any policies that address misogyny equally to all levels of the organisation, including senior leadership will also help staff understand the importance and ensure compliance throughout.

It should go without saying that policies will only work when employees understand them. It is therefore important to ensure that policies are visible, in a reader friendly format, accessible, communicated and updated regularly. So please do not just bury it in a lever arch full folder as part of the employee induction pack.

2. Invest in comprehensive training

Any form of training is good and if this can be arranged regularly for revision, even better.

Employers should:

• Ensure that any training provided covers sexism, unconscious bias, bystander intervention, and intersectionality.

• Consider holding workshops which provide awareness through scenarios which would help employees recognise unacceptable behaviours and understand how best to respond.

• Provide managers with specific training so that they know how to foster and maintain equality within teams and appropriately address any complaints.

A point to note is that any training implemented should avoid shaming or blaming; instead, it should focus on awareness, accountability, and building respectful communication skills.

3. Reporting should be dealt with sensitively and remain confidential

As part of addressing misogyny in the workplace, employees should feel safe and confident about reporting any unacceptable behaviour.

In order to do this:

• Consider offering more than one reporting avenue. This could include an anonymous phoneline or a third party if resources allow.

• Ensure that investigations are dealt with promptly by an impartial individual and try to preserve confidentiality.

• Communicate outcomes where appropriate (protecting confidentiality).

• Ensure that anyone who reports is protected from any retaliation as this may lead to further issues including the possibility of an employment tribunal claim.

4. Hold everyone accountable

No one in the workplace likes to see one rule for one and one for another. So, if staff see that senior staff are not following by example and are dismissive of concerns or even guilty themselves of modelling misogynist behaviours then you have little chance of correctly addressing misogyny in the workplace and risk normalising it. This is why it is important that the expectation for gender equality applies to everyone.

Employers should:

• Evaluate managers not just on their performance and figures but also on their commitment to inclusion within their designation team.

• Ensure disciplinary action is taken against anyone regardless of their position in the business to show that the policies are not optional.

• Seek to reward those teams and leaders who foster an inclusive and respectful environment.

5. Encourage gender equality in promotions and pay

As briefly mentioned at the outset of this article, misogyny appears in different forms and sometimes it is not so obvious or direct to identify. Gender pay gaps, selective promotions, differences in approaches to flexible working requests are examples of a misogynist culture in a workplace.

To tackle this, employers should:

• Carry out regular pay audits and address any gender pay gaps.

• Ensure that any criteria for promotions do not discriminate against women or favour men.

• Provide equal access to mentorships, training, projects, and leadership pathways.

• Support flexible working arrangements where possible without unfairly penalising women who more often than not are caregivers.

6. Encourage inclusive language and behaviour

Misogyny can manifest in small, repeated actions that be disrespectful or excluding.

Employers should encourage:

• Active listening and equal turn-taking in meetings.

• Recognition of women’s contributions (avoiding idea-stealing, talking over female colleagues or dismissing their contributions in discussions).

• Calling out offensive jokes, anything considered “banter”, dismissive comments and stereotypes.

• Show your support to women the workplace

A great way to show your support, empower women and reduce misogyny in the business is to provide women with the right number of opportunities so there are no disparities with men. This could include providing leadership pipelines, sponsorship programmes and consulting with women on any policy changes.

Conclusion

Addressing misogyny should not focus entirely on preventing harm. It should be about creating an environment where everyone feels valued, respected, and able to thrive and speak up if something is not right. If you take proactive steps as an employer, you not only reduce legal and reputational risks but also benefit from a stronger workforce and better overall performance.

If you are an employer and wish to discuss any element of this article further or need assistance with addressing misogyny in your business, please feel free to get it touch.

Equally, if you are an employee and are experiencing issues at work due to your employer’s inability to address misogyny, please do get in touch as we can discuss your options.

Photo by Becca Tapert on Unsplash