In the fiscal year 2024-25, the top 30 blue-chip firms in India recorded a 6.2% increase in sexual harassment complaints, according to a corporate trend report by the Economic Times. Experts interpret this rise not as an increase in incidents but as a sign of greater confidence among employees in internal redressal mechanisms. The data suggests more awareness of the Prevention of Sexual Harassment Act (POSH), 2013, more visible grievance channels, and increased reporting, especially in sectors like IT, manufacturing, and services. The report is based on questionnaire submissions by these firms.
This trend suggests a shift for many employees, particularly women or junior-level workers, as speaking up is less daunting than it used to be. They see names on posters, awareness training, and policies being taken more seriously. However, with the increase in reports, there is also fear: will reporting affect their growth? Will there be retaliation? HR leaders are being tested: employees expect not just policies, but swift, fair action. If a firm reports more complaints but delays resolution, trust may erode. It's a sensitive moment: progress mixed with expectation.
This trend directly implicates the POSH Act, 2013, especially Section 4 (Internal Committee), Section 9 (complaint mechanism), and employer duties around awareness. HR must ensure that Internal Committees are functional, trained, and accessible; that timelines for investigations are adhered to; that non-retaliation is enforced. Also, firms should track metrics: time from complaint to resolution, repeat complaints, and employee feedback. Globally, movements like #MeToo have shown that reporting rates can rise when systems are safe and transparent, so this is a compliance plus culture win, if followed through.
What change can make POSH committees feel genuinely safe to complain to? How should HR measure effectiveness beyond counting complaints?
This trend suggests a shift for many employees, particularly women or junior-level workers, as speaking up is less daunting than it used to be. They see names on posters, awareness training, and policies being taken more seriously. However, with the increase in reports, there is also fear: will reporting affect their growth? Will there be retaliation? HR leaders are being tested: employees expect not just policies, but swift, fair action. If a firm reports more complaints but delays resolution, trust may erode. It's a sensitive moment: progress mixed with expectation.
This trend directly implicates the POSH Act, 2013, especially Section 4 (Internal Committee), Section 9 (complaint mechanism), and employer duties around awareness. HR must ensure that Internal Committees are functional, trained, and accessible; that timelines for investigations are adhered to; that non-retaliation is enforced. Also, firms should track metrics: time from complaint to resolution, repeat complaints, and employee feedback. Globally, movements like #MeToo have shown that reporting rates can rise when systems are safe and transparent, so this is a compliance plus culture win, if followed through.
What change can make POSH committees feel genuinely safe to complain to? How should HR measure effectiveness beyond counting complaints?