Better Banter at work eLearning course
Employment law training
Employment law eLearning that actually makes a difference. User-friendly, practical learning that protects your organisation and support your people. Find out more below.
Employment law eLearning training
“It was just a bit of banter”…if we had a pound for every time we’ve heard this excuse used as a justification for inappropriate behaviour.
We know that banter isn’t always a bad thing; it helps teams gel, engage with each other, and create a fun working environment. But it can quickly get out of hand and expose your organisation to significant legal risk.
Our session helps to protect your business by clearly setting out where the line is drawn between humour and harassment, when the law gets involved, what’s protected, and how to raise concerns.
Why “it was just banter” is no defence against discrimination and harassment claims
Since the introduction of the Worker Protection Act, multiple tribunal decisions have made it clear that “banter” is no longer an excuse:
- An cabin crew employee was dismissed after a passenger complained that he had behaved in a “consistently misogynistic and inappropriate manner”
- A woman whose boss told her that she “had a baby at the wrong time” was compensated in a pregnancy discrimination case
- A case where a manager’s usage of “lads” when discussing female colleagues’ performance highlights that even where no offence was intended, it’s the impact it has that counts.
The reality is that managers and employees need clarity on what’s acceptable, and training around ‘banter’ and where the line is drawn gives them the confidence to get it right.
Our course helps your organisation to:
- Equip teams with practical tools to enjoy light-hearted, positive interactions without crossing the line
- Help individuals recognise when humour tips into inappropriate behaviour or harassment
- Provide clear approaches for speaking up and addressing concerns in the moment
- Build confidence to support colleagues safely and appropriately
- Use real-world examples to show how to handle issues both formally and informally
- Strengthen a respectful, positive culture while protecting the organisation from unnecessary risk
Better banter at work –
what we cover
Humour or harassment
- What’s the problem – the negative impact of ‘banter’ left unchecked
- Where is the line – recognising and understanding different tolerance levels
- Legal definitions – what’s defined as ‘harassment’ for employment law purposes and practical examples
- Issue with intent – understanding that it’s the effect of the behaviour on the recipient that matters
What's protected
- Protected characteristics – what harassment can relate to
- Practical examples – bring to life real-world scenarios to show behaviour that will amount to harassment
- Behaviour outside of work – explaining the crossover and how conduct can still be viewed as work-related
Raising concerns
- Real-time – calling out concerns ‘in the moment’ to help prevent future escalation
- Being an ally – supporting others and raising issues that don’t relate to you personally
- Informal process – how to use and the outcomes that may arise
- Formal process – when to use and the steps involved
Dealing with inappropriate behaviour
- Sanctions – the actions which may be taken against the perpetrator if allegations are upheld
- Severity – making clear that harassment and discrimination is treated seriously and can amount to gross misconduct
Additional services – preventing sexual harassment
Combining our Better Banter eLearning with our Preventing Sexual Harassment at Work course provides a comprehensive and robust package of learning. We’ve also got additional support from assessments to policy updates, we’re here to help.
Protect your organisation with a sexual harassment risk assessment
Practical steps to reduce exposure and demonstrate compliance
- Identify hazards, who’s at risk, and where gaps exist in policies or training
- Set clear action plans and responsibilities to mitigate risk
- Keep the assessment live with regular reviews as your organisation changes
Why you need a risk assessment
Keep your workplace safe with up-to-date contracts and policies
Expertly drafted, legally robust and tailored to your organisation
- Review, redraft, or reimagine your employment contracts and policies
- Spot compliance gaps, protect business interests, and set a clear, inclusive tone
- Turn recommendations into action yourself, or let us do the heavy lifting
Preventing sexual harassment at work eLearning
Preventing sexual harassment and fulfilling legal duties
- Understand what amounts to sexual harassment, the legal framework and why impact matters more than intent
- Learn practical ways to respond in the moment and safely call out concerns
- How to raise issues formally or informally and navigate escalation or sanctions
Frequently asked questions
Is workplace banter a legal issue?
Yes. Even seemingly harmless banter can amount to harassment if it creates a hostile, intimidating, or offensive environment. Under the Equality Act 2010, harassment related to protected characteristics (e.g., sex, race, disability) is unlawful, regardless of intent.
Will this course prevent legal claims?
While no training can guarantee zero claims, Better Banter at Work reduces risk by helping employees recognise boundaries, respond appropriately, and create a respectful culture.
This can help demonstrate to an employment tribunal, especially under the Employment Rights Bill, that your organisation is taking all reasonable steps to prevent sexual harassment at work.
How often should anti-harassment, EDI, and banter training be delivered?
Regularly, annually at a minimum, to reinforce your policies, remind employees of expected standards, and provide evidence to a tribunal that you’ve taken reasonable steps to prevent harassment.
The case of Allay (UK) Ltd v Mr S Gehlen demonstrated that providing one-off or infrequent training is insufficient. In this instance, the tribunal rejected the employer’s defence against a racial harassment claim because the anti-harassment training was deemed “stale” and ineffective, having “faded from people’s memories.”
To rely on the defence of taking “all reasonable steps” to prevent harassment, employers must be able to show that their training and policies are current, effective, and regularly refreshed. Training should be treated as an ongoing process, not a one-off, “tick-box exercise.”
