Workplace harassment in Bangladesh is too often portrayed narrowly as isolated misconduct between men and women. This framing obscures a deeper and more pervasive problem: harassment affects employees across genders and frequently occurs within the same sex, driven less by attraction and more by power imbalances, hierarchy, and institutional silence.

What makes this issue especially corrosive is how it begins subtly, persists unchecked, and steadily erodes safety, productivity, and trust in workplaces nationwide.

Harassment rarely starts as an overt violation. It often appears as repeated humiliating remarks, sexually suggestive comments disguised as humour, pressure to be available beyond work hours, or exclusion justified as “performance management.” In same-sex contexts, it commonly takes the form of bullying, intimidation, or psychological abuse, particularly where authority goes unchecked. These behaviours appear ambiguous at first and are frequently ignored until they become entrenched.

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For women, however, these patterns often intersect with structural inequalities and social norms that discourage complaint and normalise silence. In Bangladesh’s crucial RMG sector – which employs 2.59 million workers, 57% of them women – women’s contributions are central to the economy, yet they remain particularly vulnerable to harassment and discrimination.

Studies confirm the scale of the problem. Research among female RMG workers found that about 22% reported frequent sexual harassment inside factory premises, including by supervisors and co-workers. National surveys conducted in the formal sectors during the Covid-19 period reported that all women surveyed said they had faced some form of sexual harassment at work, with many experiencing repeated incidents.

These figures align with broader patterns seen internationally. A UN and ILO joint study finds that nearly one in five workers worldwide has experienced violence or harassment at work during their working lives – and fewer than half of those affected disclose their experiences to others.

Harassment rarely remains a private issue. Its impact ripples outward, harming workplace cohesion and performance. Prolonged exposure to hostile dynamics reduces productivity as employees divert mental energy toward self-protection rather than work.

Collaboration weakens, job satisfaction declines, absenteeism rises, and confidence erodes. Many women, particularly those in precarious or low-wage jobs, avoid leadership roles, decline assignments that involve travel or evening duties, or exit the workforce altogether – a quiet attrition that undermines organisational capability and national development goals.

Despite existing legal frameworks and judicial directives aimed at curbing workplace harassment, meaningful resolution remains elusive for many. Reporting mechanisms in workplaces often lack independence and confidentiality, and investigations are slow or opaque. Fear of retaliation – stalled careers, damaged reputations, or even job loss – keeps many silent. Same-sex harassment, particularly psychological and hierarchical abuse, is even less acknowledged and rarely addressed.

This disconnect is not accidental; it reflects a deeper governance failure. Harassment persists not because legal provisions are absent, but because mechanisms to enforce accountability and protect victims are weak. When silence is rewarded and complaints are penalised, harm becomes institutionalised. Organisations may appear compliant on paper while remaining unsafe in practice.

Addressing workplace harassment in Bangladesh requires more than symbolic policies. It demands structural accountability and cultural change. Employers must treat harassment as a core issue of governance, workplace safety and human capital investment — not as a peripheral human resources concern. Boards and senior management must ensure independent, confidential reporting mechanisms, time-bound and transparent investigations, and genuine protection from retaliation.

Regulators must strengthen oversight and enforcement, and policymakers must fast-track comprehensive legal safeguards aligned with international standards such as ILO Convention No. 190. National dialogues and legislative efforts underway signal progress toward ratification, which would mark a meaningful step toward recognising the right to a workplace free from violence and harassment.

Workplace harassment is not defined by gender or intent, but by patterns of harm that persist when systems fail to intervene. Silence may preserve surface order, but it quietly destroys trust, talent, and productivity.

To build truly safe, inclusive, and resilient workplaces in Bangladesh – where employees of all genders can thrive with dignity – harassment in all its forms must be confronted decisively. A workplace that tolerates harassment is not merely unsafe – it is fundamentally unfit for progress.

Sketch: TBS

Natasha Kader is the Senior Manager of Women Banking and Student Banking Segments, Retail Banking at BRAC Bank PLC.

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard or TBS Graduates.