A structured five-step framework for preventing workplace sexual harassment has been launched in the UK, offering employers a practical alternative to compliance-led or reactive approaches.
Created by HR practitioner Chloe Wallace, founder of OneSource HR, the model is designed to embed harassment prevention into everyday operations through continuous improvement. It aims to help organisations replace tick-box exercises with clear, measurable steps towards building safer workplace cultures.
Wallace said her background in system-driven sectors such as engineering and manufacturing inspired the design. “It struck me how powerful that mindset could be if applied to preventing workplace sexual harassment,” she said.
Five steps, one continuous cycle
The framework, which Wallace has trademarked, is built around five pillars: Call it out culture, Educate, Assess your risk, Strengthen systems, and Evaluate and evolve. Together, they form a continuous improvement cycle that she says can be applied with the same rigour as safety, quality or performance management.
It includes pre- and post-training assessments and data tools to help employers evaluate progress. “Most approaches rely on deterrence: ‘Don’t do this, or there’ll be consequences.’ But deterrence alone doesn’t shift culture,” she said. “This is a roadmap for preventing misconduct before it happens.”
While the model is intended to be sector-agnostic, it may be particularly relevant in male-dominated fields, high-pressure environments with rigid hierarchies and regulated or accredited organisations. Wallace said smaller firms, which often lack the resources to interpret long policy documents, could also benefit from the structured approach.
Legal context and employer demand
The launch comes as employers face growing legal and reputational pressure to tackle sexual misconduct. Under the Worker Protection (Amendment of Equality Act 2010) Act 2023, UK organisations now have a duty to take reasonable steps to prevent workplace sexual harassment.
Wallace has also developed a training course for managers that supports this legal requirement. The four-hour programme is delivered live rather than online, and draws on legal definitions, psychological research and trauma-informed practice.
Her approach is informed by training from victim support experts who have worked with more than 30,000 police officers. Combined with her commercial HR background, Wallace said this gave her a dual perspective that shaped the framework’s structure and delivery.
‘Not a trend, but a methodology’
The trademarked model has been designed for scalability and consistent delivery. Wallace said she registered it to safeguard its purpose and avoid dilution. “It’s not a campaign or a trend – it’s a structured methodology with long-term credibility,” she said. “This isn’t about ego. It’s about making something other HR practitioners can pick up and use, multiplying the impact.”
She added that her motivation was both professional and personal. “Too often diversity, inclusion and equality can feel fluffy or passive,” she said. “This reflects my mission to create workplaces where people feel safe, respected and able to thrive.”
Wallace said she was also frustrated by organisations spending money on generic training that failed to reduce incidents or build trust in reporting systems. “Since launching OneSource HR, my ethos has always been different: to connect people, performance and profit. The framework is the practical expression of that mission.”
Long-term success will require commitment
While the model is attracting early interest, its long-term impact will depend on how well it is embedded and maintained. Experts say buy-in from senior leaders, alignment with existing systems and sustained resourcing will be essential for meaningful change.
The framework offers HR professionals seeking alternatives to compliance-led approaches a clear structure for addressing a complex issue. Its focus on cultural and systemic change, backed by data, may also help organisations meet rising expectations from regulators, employees and the public.
Wallace said she was now working with early adopters and gathering feedback to support wider implementation. “This is about changing how organisations think about prevention – not as a legal hurdle, but as a business process they can improve over time.”
