Knowledge is Power: Why Training is Essential to Prevent Inappropriate Workplace Behaviour
In the evolving landscape of workplace culture and safety, one truth has never been more important: knowledge drives change.
With the introduction of new legal obligations in Australia — including the positive duty under the Sex Discrimination Act 1984 and enhanced focus on psychosocial hazards under Work Health and Safety (WHS) laws — employers are now expected to take proactive, preventive steps to protect their people. And what needs to be at the heart of that effort is a workforce — especially leaders — that understands not only what to do, but why it matters.
What we learned from Respect@Work
The landmark Respect@Work National Inquiry, led by the team at Intersection, made one thing abundantly clear: workplace sexual harassment in Australia is widespread, underreported, and poorly handled.
A key finding — many workers don’t fully understand their rights, the kinds of behaviours that are unlawful, or how to seek help. And many leaders aren’t equipped to respond appropriately when concerns are raised.
The Inquiry emphasised the urgent need for:
Better education and training across all levels of the workforce
A clear understanding of legal rights and responsibilities
Increased capability to prevent, identify, and respond to inappropriate behaviour
A shift from reactive complaint-handling to proactive prevention.
These findings informed the introduction of the positive duty — a legal obligation to actively take steps to eliminate workplace sexual harassment and discrimination. Meeting this duty starts with building knowledge — not just awareness.
The Role of Knowledge in Compliance: Standard 3 of the Positive Duty
Respect@Work Standard 3: Knowledge is at the heart of positive duty compliance — and it's called “knowledge” for a reason. Because ticking a box with generic training is not enough. The idea is to build a deep, practical understanding of the issues that drives action.
Standard 3 requires organisations to ensure:
“Everyone in the organisation knows their rights and responsibilities regarding respectful behaviour and how to identify, prevent and respond to unlawful conduct.”
This means creating a workplace where:
People recognise what inappropriate behaviour looks like
Leaders know how to act with confidence and empathy
Everyone understands how to speak up and what will happen if they do.
Therefore building knowledge requires more than a one-off session or a policy read-through. It demands engaging, practical, and ongoing education that embeds understanding and shapes behaviour at every level. That’s what we offer through iAcademy, Intersection’s dedication education and capability building arm.
Why People Leaders Are Pivotal
People leaders — from team supervisors to executives — are the culture carriers of any organisation. Their day-to-day actions set the tone for what’s acceptable and what isn’t.
But too often, they feel unprepared to manage sensitive conversations or early signs of misconduct. That’s why leadership training is essential — not just to explain the law, but to build capability in responding with empathy, fairness, and consistency.
When leaders are knowledgeable and confident, they create safer, more supportive environments — and are far more likely to step in early, before harm escalates.
Training That Works: Moving Beyond Box-Ticking
To meet both legal obligations and cultural expectations, training must be:
Engaging: Real-world scenarios, discussions, and role plays
Ongoing: Reinforced regularly through multiple channels
Targeted: Tailored for organisations, roles, risks, and responsibilities
Accessible: Designed for diverse learning needs and literacy levels.
Training is only effective if it builds real understanding. The goal isn’t to tick the compliance box — it’s to embed knowledge that empowers people to take the right action, every day.
Knowledge is no longer optional — it’s a legal and moral imperative. Whether through Respect@Work reforms or WHS obligations to manage psychosocial risks, organisations must invest in workforce capability to prevent harm and build truly respectful workplaces.
And that starts by treating training as a foundation for change — not a tick-the-box exercise.
Because when people know better, they do better — and that’s how cultures are changed, one conversation, one leader, and one action at a time.
Standard 3 is called “Knowledge” for a reason — it’s the foundation of safer, fairer workplaces. Let’s stop ticking boxes and start building understanding.
Intersection has a range of advisory and education offerings to support you meet and exceed your leadership obligations. Reach out to Talk to us today.