Protecting Identity Groups That Face Higher Risks of Sexual Harassment

Sexual harassment and workplace misconduct do not affect all employees equally. The risk is not random—it arises from power structures, which determine who controls resources, influences decisions, and enforces norms. Since power is not shared equally, employees with less social, economic, or organisational power often face greater harm. Identity groups that face higher risks of sexual harassment include women, LGBTQ+ employees, Aboriginal and Torres Strait Islander peoples, Black and ethnic minority workers, employees with disabilities, and those in lower-paid or insecure jobs. These groups experience higher vulnerability because workplace cultures, leadership structures, and industry norms fail to protect them.

To create safer workplaces, leaders must understand who faces the highest risk, why power imbalances increase vulnerability, and how they can shift power towards greater equity and accountability.

Identity Groups That Face Higher Risks of Sexual Harassment

Research consistently shows that sexual harassment and workplace misconduct disproportionately affect:

Women, particularly in male-dominated industries (e.g., construction, finance, tech, mining, law enforcement)
LGBTQ+ employees, especially transgender and non-binary workers
Aboriginal and Torres Strait Islander peoples, who experience both racial and gender-based harassment
Black and ethnic minority women, who face both racial and gender discrimination
Employees with disabilities, who are more likely to experience bullying, coercion, and exploitation
Young, casual, and insecure workers, who have greater job insecurity and lower formal power
Migrant and temporary visa workers, who may fear job loss, deportation, or exploitation if they report misconduct

Why Are There Identity Groups That Face Higher Risks of Sexual Harassment? The Role of Power

Vulnerability to harassment is not about individual choices—it reflects how workplaces and society distribute power.

1. Limited Power and Influence of Identity Groups that Face Higher Risks of Sexual Harassment

Employees in lower-status roles (e.g., junior staff, gig workers, casual employees) have fewer options to resist or report misconduct.
Workplace cultures shaped by dominant groups often treat marginalised employees as outsiders, making it harder for them to seek help.
Workplaces with leadership that lacks diversity often fail to support underrepresented identity groups that face higher risks of sexual harassment when they report issues.

2. Workplace Cultures That Normalise Harm

In male-dominated industries, many employees dismiss sexist behaviours as “banter” or “part of the job,” making it harder for women and LGBTQ+ employees to challenge harassment.
Stereotypes about race and gender make Indigenous and Black women more likely to experience harassment but less likely to receive support.
Workplaces that fail to accommodate disabilities often create environments where employees with disabilities experience exclusion and coercion.

3. Economic Insecurity and Job Dependency

Workers in precarious jobs (e.g., zero-hours contracts, casual roles, short-term visas) rely heavily on their employers. Reporting abuse might mean losing their income.
Women and marginalised employees often earn lower wages, making them more likely to tolerate misconduct to avoid financial instability.
Migrant and visa-dependent workers fear retaliation, deportation, or blacklisting, making it even harder to speak out.

4. Fear of Retaliation and Silencing

Retaliation is common for employees who report misconduct, particularly for identity groups that face higher risks of sexual harassment.
Workplaces often punish those with less social power more harshly, leading to job loss, demotion, or exclusion.
Companies that lack strong accountability structures may protect senior employees rather than taking action against misconduct.

How Can Organisations Shift Power to Improve Workplace Safety for Identity Groups that Face Higher Risks of Sexual Harassment ?

To prevent workplace harassment, organisations must challenge power structures and create systems that protect and empower identity groups that face higher risks of sexual harassment.

1. Strengthen Policies and Enforce Them

Ensure clear, enforceable anti-harassment policies that explicitly protect high-risk groups.
Move beyond tick-box compliance and build a culture of genuine respect and accountability.
Create independent oversight bodies to review complaints and prevent cover-ups.

2. Change Workplace Power Structures

Increase leadership diversity so that decision-makers reflect identity groups that face higher risks of sexual harassment.
Set up worker-led safety committees with real influence over workplace policies.

3. Challenge Harmful Workplace Norms

Eliminate outdated "boys' club" cultures and replace them with leadership that prioritises inclusion.
Train employees to recognise and address discrimination that increases risk for Indigenous women, people with disabilities, and LGBTQ+ employees.
Teach bystander intervention strategies so employees know how to safely challenge inappropriate behaviour.

4. Improve Reporting Systems and Protect Whistleblowers

Offer secure, independent reporting options so employees feel safe coming forward.
Implement strong protections against retaliation for those who report misconduct.
Ensure swift and fair investigations with clear consequences for offenders at all levels.

5. Address Economic Inequality in the Workplace

Conduct pay equity audits to close wage gaps that leave some groups more financially vulnerable.
Reduce reliance on precarious work arrangements, which increase the risk of exploitation.
Provide visa protections for migrant workers, allowing them to report abuse without fear of deportation.

Final Thoughts: Rebalancing Workplace Power

Sexual harassment and misconduct are not just about individual behaviour—they reflect workplace power structures and social norms. Employees with less power are more likely to experience harm, and workplace systems often fail to protect them. To create safer workplaces, organisations must shift power away from those who exploit it and towards those identity groups that face higher risks of sexual harassment. This requires strong leadership, clear policies, and cultural change.

The key question is not just how to respond when misconduct occurs but how to create workplaces where abuse is less likely to happen in the first place.

Read on LinkedIn