Better Banter
at Work
eLearning Course
Evolving law. Constant confidence
Real-world learning for a modern, compliant workplace.
Essential workplace training
on banter vs. harassment
"It was just a bit of banter" - we’ve all heard this excuse used to justify inappropriate behaviour. While workplace humour can help teams gel and create a fun environment, it can easily get out of hand.
Unchecked workplace banter can quickly cross the line and expose your organisation to significant legal risk.
Our session helps to protect your business by clearly setting out where the line is drawn, when the law gets involved, what behaviour is protected and how to effectively raise concerns.
Why "it was just banter" is
no defence against claims
Recent tribunal decisions have made it clear that "banter" is no longer a valid legal excuse for inappropriate behaviour. High-profile cases have seen employees dismissed for misogynistic conduct and companies forced to pay compensation in pregnancy discrimination claims.
Even when no offence is intended, the legal focus remains entirely on the impact that the behaviour has on the recipient. Managers and employees need clear boundaries to distinguish between acceptable humour and actual harassment.
Our course helps your organisation to:
- Equip teams to enjoy positive interactions without crossing the line.
- Help individuals recognise when humour tips into harassment.
- Provide clear approaches for speaking up and addressing concerns immediately.
- Build confidence to support colleagues safely and appropriately.
- Use real-world examples to handle issues both formally and informally.
- Strengthen a respectful culture while protecting the organisation from risk..
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
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
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
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
Additional Courses
Preventing sexual harassment
Protect your business and fulfilling legal duties as an employer
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
FAQs
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?
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."