Harassment in the Workplace
Sep. 3, 2026
Harassment in the Workplace: Know Your Rights. We Are Here to Help.
If you are experiencing harassment at work, you are not alone. GSU is here to support you at every step: from understanding what has happened, to choosing the right path forward, to representing you through the resolution process.
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If you are reading this page, it is likely because something is happening at work that does not feel right. You may feel hurt, exhausted, anxious, or unsure whether what you are going through "counts" as harassment. You may have been carrying this alone for a long time, wondering if you are overreacting or whether speaking up will make things worse. Those feelings are valid, and they matter. You do not need to have all the answers before you reach out. You do not need to label what is happening, build a perfect case, or be certain of anything before contacting your union. Our role is to listen first, help you make sense of the situation, and walk through the options with you, at your pace. You are not alone, and you are not without support. |
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First step: Contact your GSU local. Your local representative will listen, help you understand your options, and stand with you throughout the process, no matter which path you choose. |
What is Harassment?
Workplace harassment is generally characterized by behaviour intended to intimidate, offend, degrade, humiliate, or exploit a known vulnerability, often in order to gain power over another person. It usually involves a pattern of behaviour, but in certain situations a single significant incident can also amount to harassment.
Under the Canada Labour Code (Part II) and the Work Place Harassment and Violence Prevention Regulations (SOR/2020-130), harassment and violence in the workplace are defined broadly. They include any action, conduct, or comment, including of a sexual nature, that can reasonably be expected to cause offence, humiliation, or other physical or psychological injury or illness to an employee.
Harassment can come from a manager, a colleague, a subordinate, a client, or anyone else encountered in the course of work, and it can occur in person, by email, in meetings, or on any electronic platform used for work.
EXAMPLES OF CONDUCT THAT MAY CONSTITUTE HARASSMENT
• Unwanted sexual advances, with or without explicit or implicit threats or promises
• Rude, degrading, or offensive remarks, jokes, or gestures, whether in person, by email, or through social media
• Persistent criticism, belittling of opinions, or undermining of a person's work
• Yelling, threats, intimidation, or interrupting and silencing a person
• Excluding or isolating a person, denying or ignoring their presence, or distancing them from colleagues
• Spreading malicious rumours, gossip, or otherwise discrediting a person
• Setting a person up for failure, assigning tasks designed to demean, or undermining their work
• Reprisals for having raised a concern or filed a complaint
• Harassment based on a prohibited ground of discrimination under the Canadian Human Rights Act (race, sex, disability, religion, national origin, gender identity or expression, and others)
What is Not Harassment?
Not every unpleasant or stressful workplace interaction meets the legal threshold for harassment. Understanding the distinction matters, because it shapes the most effective response.
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MAY CONSTITUTE HARASSMENT • Personal insults, belittling, or degrading remarks • Targeted exclusion or ostracism • Threats, intimidation, or abuse of authority • Persistent unwanted personal or sexual attention • Discriminatory conduct on a protected ground • Reprisals for raising a concern |
GENERALLY NOT HARASSMENT • Normal exercise of management's right to manage: day-to-day operations, performance management, task assignment, progressive discipline up to termination • Work-related stress on its own, or difficult conditions of employment • A single isolated remark or an abrupt manner, absent other factors • Workplace conflict that has not been allowed to escalate • A welcomed social relationship between consenting individuals • Friendly gestures between co-workers that have not been signalled as unwelcome |
Note: While exercising normal management functions is not in itself harassment, how those functions are exercised may give rise to harassment. Likewise, unresolved workplace conflict can develop into harassment over time.
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Not sure? If you are uncertain whether what you are experiencing constitutes harassment, contact your GSU local before drawing conclusions. Your representative can help you assess the situation objectively and identify the appropriate next step. |
Your Options: Paths to Resolution
There is no single approach that works for every situation. GSU can assist you in pursuing any of the following avenues, and in many cases more than one may be available or appropriate. Your representative will help you assess which path best fits your circumstances.
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Informal Discussion Raising the concern directly with the person involved, or through your manager, to resolve the matter quickly and confidentially. GSU can help you prepare and, in some cases, accompany you. |
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Facilitated Discussion A structured, voluntary conversation between the parties guided by a neutral facilitator. GSU can support your participation and help you determine whether this option is appropriate. |
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Notice of Occurrence (Workplace Violence and Harassment) Under the Work Place Harassment and Violence Prevention Regulations, you may file a notice of occurrence with your employer to trigger the formal resolution process. GSU will represent you throughout. |
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Grievance Where harassment violates your collective agreement or applicable policy, a grievance may be filed. GSU handles grievances at all levels, including referral to adjudication where warranted. |
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Departmental Ombuds Office Where your department has an Office of the Ombudsman, it can offer a confidential, neutral avenue to raise concerns and explore options outside of formal recourse processes. GSU can advise whether this may be useful in your situation. |
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Timelines matter. Most formal avenues have prescribed deadlines. Do not wait to reach out. Contacting your local early preserves all of your options. |
How GSU Represents You
Your union is not simply a resource you consult at the start of a complaint and then navigate alone. GSU provides active representation at every stage of whichever process you pursue.
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WHAT GSU CAN DO FOR YOU • Listen to your account and help you assess the situation without judgment • Explain your rights under your collective agreement, the Canada Labour Code, and applicable federal policy • Help you document the incidents properly and preserve evidence • Accompany you to meetings with management or human resources • File and present a grievance on your behalf at all levels • Represent you through the notice of occurrence and investigation process under the WPHVPR • Advise on whether a complaint to the Canadian Human Rights Commission may be appropriate • Support you through informal resolution attempts while protecting your formal rights • Refer you to legal or professional support where the situation warrants it |
GSU takes every file seriously. You will not be left to manage this alone.
Protecting Yourself: Practical Steps
While GSU will guide you through the process, there are steps you can take right away to protect yourself and strengthen your file:
• If you can do so safely, firmly tell the person their behaviour is unacceptable and ask them to stop
• Keep a written log of each incident: date, time, location, what was said or done, and who was present
• Save relevant emails, messages, or other documentation in a secure location outside of employer systems
• Avoid confronting the person without support or prior consultation with your local
• Do not sign any documents related to the matter without first consulting your GSU representative
• Seek medical attention or access your Employee Assistance Program (EAP) if the situation is affecting your health
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Contact your GSU local today Your local representative is your first point of contact. Reach out as early as possible: we are here to help, and everything you share is handled with full confidentiality. |
References and Resources
PSAC VIOLENCE AND HARASSMENT TOOLKIT
PSAC Workplace Violence, Harassment and Domestic Violence Toolkit (landing page)
Central PSAC resource page bringing together tools, definitions, and guidance for members and locals.
PSAC Harassment and Violence Tool Kit (PDF)
Comprehensive PSAC guide covering prevention, response, and support for affected employees.
Introduction to workplace violence and harassment
PSAC definitions, examples, risk factors, and self-assessment questions.
Guidance for members affected by domestic violence that impacts their workplace.
PSAC guidance for locals on prevention, response, and member support.
Filing a workers' compensation claim
Information on filing a claim where harassment or violence has caused harm.
Violence and harassment risk factor checklist
Practical checklist for identifying workplace risk factors.
Key definitions used in harassment and violence prevention.
LEGISLATION, REGULATIONS, AND FEDERAL GUIDANCE
Work Place Harassment and Violence Prevention Regulations (SOR/2020-130)
Federal regulations under Canada Labour Code Part II governing the resolution process.
IPG-104: Harassment and Violence Prevention (ESDC)
Employment and Social Development Canada interpretation, policies, and guidelines.
Federal legislation prohibiting discrimination and harassment on protected grounds.
NJC JOINT TOOLS AND GUIDES
Employee Guide: Workplace Harassment and Violence (NJC)
Reference document for employees on the HVPR process.
Manager Guide: Workplace Harassment and Violence (NJC)
Companion guide for managers on roles, responsibilities, and process.
FAQs: Workplace Harassment and Violence Investigations (2024)
Updated NJC clarifications on investigator appointment and the investigation process.
Investigator Qualification Assessment Tool (NJC)
Tool for assessing investigator qualifications prior to selection.
Statement of Work for Investigators Template (NJC)
Template for use after an investigator has been selected.
Roles, responsibilities, and sample safety plan where domestic violence affects the workplace.