RESPECT AT WORK: THE PART WE ALL PLAY

Understanding Positive Duty, Personal Responsibility and the Behaviours That Shape Our Workplace Culture

A positive workplace doesn’t happen by accident. It is shaped by the everyday interactions, decisions and behaviours of the people who work within it.

We all want to work in environments where we feel respected, valued, supported and able to do our best. But creating these environments takes more than good intentions, workplace policies or an expectation that people simply get along. It requires an ongoing commitment from organisations, leaders, managers and individuals to actively promote respectful behaviour and prevent conduct that can cause harm.

In Australia, this commitment is reflected in the concept of Positive Duty – an important shift in how workplaces are expected to approach respect, equality and the prevention of inappropriate behaviour.

Rather than waiting for something to go wrong, positive duty places an emphasis on taking proactive, reasonable and meaningful steps to prevent harm before it occurs.

So, what does this mean in practice, and what part do we all play?

Positive Duty: Moving Beyond Doing Nothing Wrong

Positive Duty was introduced through amendments to the Sex Discrimination Act 1984 (Cth) following the Respect@Work reforms. It requires employers and persons conducting a business or undertaking (PCBUs) to take reasonable and proportionate measures to eliminate, as far as possible:

• Discrimination on the ground of sex in a work context.
• Sexual harassment in connection with work.
• Sex-based harassment in connection with work.
• Conduct creating a workplace environment that is hostile on the ground of sex.
• Related acts of victimisation.

At its heart, positive duty represents a change in thinking. It is no longer enough for organisations to simply have policies in place or respond to complaints when they arise. There is an expectation that they actively consider workplace culture, identify potential risks, address inappropriate behaviours and put effective preventative measures in place.

This includes providing appropriate leadership, education, reporting pathways, support and ongoing monitoring to ensure that workplace practices are effective.

Importantly, positive duty is not just about preventing serious incidents. It is also about creating the conditions in which inappropriate behaviours are recognised, challenged and addressed rather than ignored, minimised or accepted as part of workplace life.

While the legislative positive duty has a specific scope, the broader responsibility to create psychologically safe and healthy workplaces is also reflected in work health and safety legislation and psychosocial risk management obligations.

Respect is not simply an expectation of good behaviour. It is something organisations must actively support and protect.

The Everyday Behaviours That Make a Difference

While organisations have clear responsibilities to establish safe and respectful working environments, workplace culture is also influenced by the everyday choices we make.

How we communicate, approach our responsibilities, respond to challenges and treat the people around us all contribute to the environment we experience together.

Three areas provide a useful starting point for reflection.

1. RESPECT

How do my words and actions affect others?

Respect is more than being polite. It is demonstrated through the way we communicate, listen, respond and interact with the people around us.

A respectful workplace recognises that people have different experiences, perspectives, responsibilities and ways of approaching their work. We don’t have to agree with everyone, but we do have a responsibility to communicate professionally and treat others with consideration.

Sometimes, it is the less obvious behaviours that gradually influence workplace culture. Dismissive comments, eye-rolling, gossip, exclusion, undermining others or consistently failing to acknowledge someone’s contribution can all affect how valued and included people feel.

Respect in practice looks like:

• Listening to others without interrupting, dismissing or belittling their contributions.
• Being mindful of our tone, language and body language.
• Disagreeing respectfully and addressing issues constructively.
• Avoiding gossip, exclusion, intimidation and unnecessary criticism.
• Acknowledging the efforts and contributions of colleagues.
• Respecting differences, boundaries and individual circumstances.
• Raising concerns appropriately rather than allowing frustrations to become personal.
• Recognising that everyone deserves to be treated with dignity, regardless of their position, experience or role.

A moment to consider:

Would I be comfortable with the way I speak to and about my colleagues if they were present? Do my interactions help others feel respected, included and valued?

2. RESPONSIBILITY

Am I taking ownership of my role and commitments?

Taking responsibility means recognising that our actions, decisions and follow-through matter.

It involves understanding our role, being accountable for our contribution and recognising when we need to take action, communicate or ask for support.

Accountability isn’t about getting everything right or never making mistakes. It is about being honest, taking ownership and being willing to learn when things don’t go as planned.

It also means recognising that our actions – and sometimes our inaction – can affect the workload, wellbeing and experiences of those around us.

Responsibility in practice looks like:

• Following through on commitments and completing agreed tasks.
• Communicating early when something cannot be completed or when assistance is needed.
• Taking ownership of mistakes rather than shifting blame.
• Being honest and transparent in our communication.
• Accepting constructive feedback and considering opportunities to improve.
• Being proactive in addressing issues within our control.
• Recognising when our actions or inactions may affect others.
• Speaking up when we observe behaviour that is inappropriate or potentially harmful, using appropriate and safe reporting pathways.

Taking responsibility also means recognising that raising a concern is not always easy. People should be able to access appropriate support and reporting processes without fear of victimisation or being treated unfairly.

A moment to consider:

When something goes wrong, is my first response to look for someone to blame, or to consider what I can do to help resolve the situation?

3. PROFESSIONALISM

Am I contributing positively to the team and workplace?

Professionalism is reflected in the attitude, care and commitment we bring to our work. It isn’t simply about qualifications, job titles or experience. It is demonstrated through our everyday approach to responsibilities and the standards we set for ourselves.

Conscientiousness plays an important role here. Being conscientious means being thoughtful, dependable and mindful of the impact our work has on others.

It is about taking pride in what we do, recognising the importance of our contribution and understanding that even small actions can influence the effectiveness of a wider team.

Professionalism in practice looks like:

• Taking pride in the quality of our work.
• Being reliable, prepared and consistent.
• Respecting other people’s time, responsibilities and workloads.
• Being willing to learn, adapt and develop new skills.
• Maintaining appropriate professional boundaries.
• Supporting colleagues and contributing to shared goals.
• Considering how our individual performance affects the wider team.
• Demonstrating initiative while recognising when collaboration is needed.
• Approaching challenges and differences constructively rather than allowing frustration to influence our behaviour.

Professionalism also involves recognising that being committed to our work doesn’t require perfection, excessive hours or putting our own wellbeing last.

A healthy work ethic is not measured by how much we sacrifice or how long we stay at work. It is reflected in the care, integrity, reliability and responsibility we bring to our roles.

Sustainable performance involves balancing responsibility with realistic expectations, appropriate support and healthy boundaries.

A moment to consider:

If everyone approached their responsibilities in the same way I approach mine, what kind of workplace would we create?

The Culture We Create Together

Respect, responsibility and professionalism are interconnected. Each influences the way we work together and the environment we create.

However, it is important to recognise that creating a positive workplace is not solely an individual responsibility.

Organisations have a responsibility to identify and manage risks, establish clear expectations, provide appropriate support and ensure that inappropriate behaviours are addressed. Leaders and managers have an important role in setting the standard through their own actions, decisions and responses.

Equally, individuals contribute through the way they approach their work, communicate with colleagues and take responsibility for their own conduct.

A positive workplace needs both.

It requires:

• Leaders who demonstrate respectful and accountable behaviours.
• Clear expectations about appropriate workplace conduct.
• Safe and accessible pathways for raising concerns.
• Systems and processes that identify and address potential risks.
• Genuine consultation with employees about their workplace experiences.
• Individuals who consider the impact of their behaviour on others.
• An environment where people feel supported to speak up and where concerns are taken seriously.

Importantly, respect does not mean avoiding difficult conversations, agreeing with everyone or overlooking poor performance. It means being able to address issues, provide feedback, manage differences and maintain appropriate standards without compromising another person’s dignity or psychological safety.

Sometimes, creating a better workplace requires us to have conversations that feel uncomfortable. What matters is how those conversations are approached and whether people are treated fairly throughout the process.

A Little Something to Try: The Five-Minute Workplace Check-In

Creating a positive workplace doesn’t necessarily require grand gestures or major changes. Often, it begins with small, intentional adjustments to the way we approach our working day.

At the end of your next working day, take five minutes to reflect:

1. Respect: Did I treat the people around me with consideration today?
2. Responsibility: Did I follow through on the commitments I made?
3. Professionalism: Was I mindful of the quality of my work and my contribution to the team?
4. Awareness: Did I recognise how my behaviour might have affected someone else?
5. Growth: What is one small thing I could do differently tomorrow?

You don’t need to get everything right, every day. What matters is being willing to reflect, recognise our impact and make positive adjustments along the way.

A Final Thought

We all have a right to work in environments where we feel safe, respected and valued. We also have an opportunity to influence those environments through the way we treat others and approach our responsibilities.

Positive workplace cultures are not created through policies alone. They develop when expectations are reinforced through everyday actions, when inappropriate behaviour is addressed rather than ignored, and when people are supported to do their best work.

A positive workplace isn’t just somewhere we work. It’s something we all have a part in creating.

If workplace relationships, communication or expectations are becoming difficult to navigate, confidential Employee Assistance Program (EAP) support can provide an opportunity to reflect, work through challenges and identify constructive ways forward.

Kite Consulting – Supporting healthier people, stronger workplaces and positive working relationships.

For further information please consider visiting –

• Australian Human Rights Commission – Guidelines for Complying with the Positive Duty.
• Australian Human Rights Commission – Positive Duty Compliance and Enforcement Policy (December 2025).
• WorkSafe Queensland – Managing the Risk of Psychosocial Hazards at Work Code of Practice.

Please also see our Staff Resource Handout here.