When people hear the phrase grooming behavior, they often think it has something to do with appearance, neatness, or hygiene. But in the workplace it means something completely different. It refers to subtle actions someone uses to blur boundaries, gain influence, or create a sense of obligation. It usually starts quietly which is why so many people miss the early signs.

Grooming behavior is not always dramatic. It often comes wrapped in friendliness, praise, or offers to help. Sometimes it even looks supportive at first. But the intention behind it is to slowly shift power and control in a relationship. Awareness is what helps employees stay grounded and confident in how they respond.

Let us walk through what grooming looks like in real life, and what you can do if you ever find yourself in one of these situations.

Common Grooming Behaviors at Work

Special attention that seems excessive:

Someone suddenly becomes unusually invested in one person but not others. They check in constantly, show up uninvited, or offer help that feels unnecessary.

Example:
A team member keeps stopping by a colleague’s desk with small gifts or treats even after being told it is not needed.

Comments that cross professional comfort levels:

These are the comments that make someone pause. They may sound like compliments, but they feel too personal or repeated too often.

Example:
A coworker repeatedly tells someone they look great today even though the person clearly does not enjoy the remarks.

Creating a sense of obligation:

This is one of the most common grooming tactics. The person reminds others of favors they did and uses this to pressure them into doing things they normally would decline.

Example:
“Remember when I stayed late to help you finish that report. You should really help me with this project today.”

Isolating the person through private conversations:

They push for private chats, after hours calls, or one on one meetings that are not necessary for the role.

Example:
They insist a discussion must be handled privately even though it involves work tasks that could easily be discussed in the team.

Realistic Workplace Scenarios

Scenario 1 – Creating a sense of obligation

Riya’s coworker constantly reminds her of the time he helped her finish a deadline. Now he pressures her to stay late to help him with unrelated tasks. She feels cornered and worries that saying no will seem ungrateful.

What Riya can do:
* Politely but firmly set limits.
* Say something simple like “I appreciate the help that day, but I cannot commit to this.”
* Document the pattern to notice if it continues.
* Speak to her manager early if she feels pressured again.

Scenario 2 – Documenting and raising concerns

After weeks of pressure, Riya notices the pattern repeating. She begins writing down dates, comments, and situations. She then speaks to HR to describe how the behavior makes her feel.

Why this helps:
Documentation brings clarity. It creates a timeline. It shows the difference between a one time favor and repeated pressure. It allows HR to act with clear information.

Scenario 3 – Witness support

Riya’s teammates start noticing the uncomfortable interactions. Instead of ignoring them they check in. They validate her feelings and offer to join meetings or be present whenever she needs.

Why this matters:
Support reduces fear. It helps the person feel seen and not isolated. A witness offering to be present can stop grooming patterns from escalating.

How Employees Can Respond

• Trust your instincts – If something feels off it usually is. Discomfort is a helpful signal.
• Set clear boundaries – Simple statements like “I prefer to keep this professional” or “I am not comfortable with this” are enough. Boundaries do not require long explanations.
• Limit unnecessary one on one interactions – If private conversations feel pressured, ask to include another colleague or move the discussion to a visible space.
• Document what happens – Write down dates, comments, and circumstances. Documentation keeps emotions separate from facts.
• Speak early with HR or a manager – You do not need proof. You only need to express concern. The earlier the conversation happens, the easier it is to address.

How Colleagues Can Help

* Pay attention to dynamics that feel unbalanced
* Ask the person if they want support in meetings
* Speak up if you notice boundary crossing
* Encourage them to talk to HR
* Reinforce that their feelings are valid

Supportive teams create psychological safety long before problems escalate.

Final Thoughts

Grooming behavior does not always arrive as a large problem. It often begins with small moments that feel slightly uncomfortable. The goal is not to become suspicious of everyone but to stay aware of patterns that gradually cross personal and professional boundaries.

Healthy workplaces are built on clarity and respect.
Recognizing grooming behavior early allows people to stay confident, safe, and supported. When teams speak openly about these patterns everyone benefits.

For more blogs and articles, visit our official website. Contact us for workshops and queries related to POSH, EAP (Employee Assistance Program) , Diversity and Inclusion and Code Of Conduct.

The post Grooming Behavior at Work : What It Really Means and How to Handle It appeared first on Prevention of Sexual Harassment, Inclusive Diversity, Employee Assistance Program | CecureUs | Chennai.

We often think of communication as just exchanging information. But in reality, it does something much deeper—it reflects our emotions, shapes relationships, and impacts the mental well-being of both ourselves and the people around us. The way we phrase our words, the tone we choose, and the respect we show can either build trust or create friction.

Take a simple example. When speaking to a client, we might say:

“May I know the next step? This could help us plan the project delivery accordingly without any deviation.”

This sentence is polite, respectful, and focused on collaboration. Now compare it with what we often say to our own team:

“Any update? What happened to this task?”

Though not meant harshly, it can easily sound commanding or dismissive. The difference in tone can make the other person feel judged, creating an invisible wall—where one starts to wonder: “Are you superior and I am inferior?”

This subtle shift shows how communication style directly influences workplace relationships, team morale, and even mental health.

When people constantly hear communication that feels one-sided or transactional, they may experience stress, resentment, or self-doubt. Over time, this affects mental health, leading to burnout or disengagement.

The Power Balance:

communication is not about who is superior or inferior; it’s about clarity, respect, and mutual understanding. By adjusting the way we communicate, we can reduce the mental pressure people feel and create a healthier, more collaborative culture.

How to Communicate Better for Mental Health

Here are some simple practices:

1. Choose words carefully – Instead of “What happened to this task?” try “Could you share where we stand on this task? Anything I can support with?”
2. Be consistent – Show the same level of respect to clients, colleagues, and juniors. Mental health improves when people feel equality in communication.
3. Acknowledge effort – Even if the task isn’t complete, appreciate the progress: “I see you’ve made progress on this; let’s discuss the next step.”
4. Ask, don’t command – Framing requests as questions encourages cooperation rather than compliance.
5. Listen actively – Sometimes, just giving space for the other person to explain reduces stress.
6. Keep tone in check – Emails, texts, and calls should carry warmth and clarity, not just urgency.

Building a Culture of Respect:

Better communication is not just a personal skill; it’s a culture. When leaders and managers consciously use respectful language, it sets a tone for the whole team. People feel valued, relationships strengthen, and trust grows. Over time, this builds a workplace where mental health thrives, because communication becomes a source of connection instead of conflict.

Communication is not just about getting work done—it’s about how we make people feel while getting it done. A thoughtful sentence can reduce stress, while a careless one can add to it. By being mindful of our words, we can create workplaces where clarity, respect, and mental health go hand in hand.

Reach out to us for any workplace wellness, mental health, or communication awareness initiatives — and let’s build a culture where words heal, not harm.

For more blogs and articles, visit our official website. Contact us for workshops and queries related to POSH, EAP (Employee Assistance Program) , Diversity and Inclusion and Code Of Conduct.

The post The Hidden Power of Words : How Communication Shapes Mental Health appeared first on Prevention of Sexual Harassment, Inclusive Diversity, Employee Assistance Program | CecureUs | Chennai.

Case Scenario

During a PoSH awareness session at a tech firm, an employee, Aarti, files a formal sexual harassment complaint against her colleague, Rajeev, a senior technical analyst. The complaint alleges that Rajeev repeatedly made sexually suggestive jokes and invaded her personal space, despite her verbal objections.

When the Internal Committee (IC) reaches out to Rajeev for his response, they observe that he is unable to focus, provides inconsistent answers, and appears highly disoriented. Over the course of the proceedings, Rajeev exhibits signs of mental instability — including memory lapses, emotional breakdowns, and confused statements. His reporting manager informs the IC that Rajeev has been undergoing treatment for bipolar disorder and had recently experienced a relapse.

The IC now faces a dilemma: how to conduct a fair, unbiased inquiry that respects due process while accommodating Rajeev’s mental health condition.

Introduction

The redressal mechanism under India’s Prevention of Sexual Harassment (PoSH) Act is designed to ensure a safe, inclusive, and equitable work environment. However, Internal Committees may sometimes deal with parties who are mentally unfit — either temporarily or chronically. In such cases, ICs must balance legal compliance with natural justice, and adopt a trauma-informed and inclusive approach.

Recognizing and Handling Mental Unfitness: A Practical Guide for the IC

Identifying Signs of Mental Unfitness:

ICs should remain vigilant for signs like:

• Incoherent or delusional statements
• Memory loss or inability to recall key facts
• Emotional breakdowns or outbursts
• Aggressive or self-harming behavior
• Paranoia or hypervigilance

These can manifest:

• At the time of the incident
• During the inquiry process

Legal Provision for Support:

If a complainant is mentally unfit, Rule 6(2) of the PoSH Rules permits:

• A legal heir
• A guardian
• A member of the IC

to help file the complaint.

For respondents, while not explicitly covered in PoSH, their condition can affect proceedings significantly — from not understanding the nature of their actions to being unable to defend themselves.

Seeking Medical Evaluation and Documentation:

The IC should:

• Seek a psychiatric assessment from a licensed mental health professional
• Request a fitness certificate for participation in inquiry
• Obtain informed consent
• Take expert help in framing trauma-informed questions

This ensures fair participation and defensible outcomes.

Accommodating Mentally Unfit Parties:

ICs must:

• Allow a support person or guardian (as per the Mental Healthcare Act, 2017)
• Accept written statements if verbal communication is difficult
• Record the presence of the support person, ensuring no influence on testimony

Assessing Fitness to Participate in Inquiry:

Key criteria include the ability to:

• Understand the complaint
• Follow proceedings
• Articulate a defense
• Understand and respond to evidence
• Interact with witnesses and the IC

If unfit, modify procedures:

• Use simple, clear language
• Conduct shorter sessions in safe spaces
• Allow guardian-submitted testimony
• Validate all facts with corroborative evidence
• Ensure no bias or prejudgment

Maintaining Dignity and Confidentiality:

ICs must:

• Maintain confidentiality of medical information
• Avoid stigma, labels, or assumptions
• Be empathetic yet neutral in all interactions

Proceeding with Caution:

If the party is medically unfit to participate:

• Temporarily suspend the inquiry
• Notify management confidentially
• Seek legal guidance
• Resume after fitness is restored or defer indefinitely

All actions must be properly documented.

Documentation Checklist:

Maintain:

• Medical records and certificates
• Guardian/support person records
• Procedural adjustments made
• Meeting notes and internal correspondence
• Reasoning behind all IC decisions

Relevant Legal Provisions:

• Section 9(2), PoSH Act – Extension of 3 months to file complaint in genuine cases of incapacity
• Rule 6(2), PoSH Rules – Assistance in filing complaints for mentally/physically unfit complainants
• Rule 9, PoSH Rules – Allows recommendation of counselling
• Section 12, PoSH Act – Interim relief during pendency of inquiry
• Section 13, PoSH Act – Recommendations after inquiry
• Section 367, BNSS (2023) – Suspension of trial for unsound mind
• Section 84, BNS (2023) – Acts committed by persons of unsound mind may not attract criminal liability

Returning to Rajeev’s Case: What Should the IC Do?

• Refer Rajeev for psychiatric evaluation
• Modify proceedings (shorter, written responses, support person)
• Recommend counselling under Rule 9
• Provide interim protection to Aarti under Section 12
• If unfit, suspend proceedings and document it
• Resume after medical fitness is confirmed.

If Rajeev is Found Guilty

Under Section 13, the IC may recommend:

• Written apology
• Counselling or psychiatric help
• Withholding promotions or increments
• Transfer to another team
• Termination in severe or repeat cases
• Mandatory sensitization training

All actions should be proportionate and justified based on severity and mental health context.

Conclusion

Handling PoSH cases involving mentally unfit individuals requires:

• Legal clarity
• Medical sensitivity
• Empathy without prejudice
• Thorough documentation
• Clear communication

ICs must uphold dignity, fairness, and safety for all.

Please reach out to us for any queries on What to do when the Complainants or Respondents are Mentally Unfit.

For more blogs and articles, visit our official website. Contact us for workshops and queries related to POSH, EAP (Employee Assistance Program) , Diversity and Inclusion and Code Of Conduct.

The post How Should the IC Handle Mentally Unfit Complainants or Respondents? A POSH-Compliant Practical Guide appeared first on Prevention of Sexual Harassment, Inclusive Diversity, Employee Assistance Program | CecureUs | Chennai.

Host: Viji Hari

In this special episode of The Safe Space Podcast, host Viji Hari is joined by industry expert Ms. Jeevitha Shanmugam, the Head of HR at Kapitus. A seasoned and results-oriented HR professional, Jeevitha is renowned for improving retention, streamlining hiring practices, and helping organizations gain a competitive advantage. With extensive experience in the recruitment domain, she has worked across Fortune 500 companies, medium-sized enterprises, and startups. Together, Viji and Jeevitha will discuss a topic that impacts all organizations—creating safe workplaces. This episode is particularly significant, as today, December 9th, marks the 11th anniversary of the Sexual Harassment of Women at Workplace Act coming into effect in 2013. It’s a fitting occasion to delve into this crucial subject and explore its ongoing impact.

Jeevitha’s  Journey  to Leadership

Jeevitha attributed her decision to pursue a career in HR to her innate ability to connect with people and build trust. She  views workplaces as “second homes,” where individuals spend a significant portion of their lives. Her commitment to fostering safe and inclusive environments stems from the belief that these spaces should not only function effectively but also be welcoming and respectful for everyone.

Having worked across diverse organizational cultures, Jeevitha has faced unique challenges, particularly related to cultural impacts and communication barriers. She emphasized the importance of addressing these issues to cultivate a culture of safety, diversity, and inclusion.

Addressing the Grey Areas

Jeevitha highlighted the challenges of addressing “gray areas” in workplace harassment cases. She recounted an incident where an employee raised a subtle concern about an uncomfortable conversation. While the complaint did not meet the strict criteria of sexual harassment, it carried undertones that warranted attention.

To address such cases, it is important to focus on building trust through open communication, gathering comprehensive evidence discreetly, and providing sensitivity training to the team. The individual who raised the concern was supported through counselling, while the person responsible underwent one-on-one coaching to understand organizational values and acceptable behaviour. This holistic approach not only resolved the issue but also set a precedent for handling ambiguous situations effectively.

Best Practices for Safe and Inclusive Workplaces

Jeevitha outlined several best practices organizations can adopt to create genuinely inclusive environments:

Leadership Commitment: Safe workplace initiatives must be championed by leaders. Setting an example at the top fosters a trickle-down effect, reinforcing policies and cultural values.

Policy Clarity and Communication: Clear, well-defined policies and open communication channels empower employees to report concerns. Regular sensitivity training ensures awareness and adherence.

Employee Support: Both complainants and respondents should receive adequate support. Counseling, therapy, and coaching can help address the emotional impact of harassment or false accusations.

Engagement and Feedback: Employee engagement through surveys, team activities, and HR connects helps identify red flags such as withdrawal, low collaboration, or high attrition. These indicators reflect the health of workplace culture.

Inclusive Strategies: Involve employees in designing and implementing inclusion strategies. This collaborative approach fosters a sense of belonging and encourages innovative solutions.

Red Flags in Workplace Culture

High attrition rates, low engagement in team activities, and lack of participation in organizational events like “Fun Fridays” are clear indicators of an unsafe or non-inclusive culture. Jeevitha emphasized the importance of addressing these issues proactively to ensure employees feel valued and included.

Bursting Myths Around Workplace Safety

Viji moves on to dispelling myths about workplace safety.

Myth#1 Workplace safety is only about preventing physical accidents.
Jeevitha quickly dismisses this, emphasizing that safety also includes psychological and mental well-being. She explains that psychological safety influences how people think and perform, making it essential to the workplace environment.

Myth#2 Safe and inclusive workplaces benefit only women or minority groups.
Jeevitha asserts that inclusion benefits everyone. A truly inclusive culture ensures that all employees feel valued and safe, fostering trust and respect across the board.

Myth#3 Creating a safe workplace is mainly HR’s responsibility.
Jeevitha clarifies that it is a shared responsibility, involving leaders, managers, and employees in building a safe culture.

Myth#4 If employees aren’t complaining, the workplace is safe.
Jeevitha warns that silence often stems from fear or a lack of trust. Organizations must actively foster trust and open communication through clear policies and regular awareness initiatives.

Myth#5 Talking about safety and inclusivity makes employees uncomfortable.
Jeevitha notes that stigma often prevents these discussions, but normalizing conversations about safety, just as we’ve done with topics like menstruation, can break barriers and promote inclusivity.

Minute Mentoring

In this segment, Viji and Jeevitha discuss practical, quick-fire insights on fostering safer and more inclusive workplaces.

The most important trait for a safe workplace?

Respect.

The biggest challenge in workplace inclusivity?

Unconscious bias. It often operates without our awareness.

The key to resolving workplace conflicts?

Effective communication. It’s the foundation for understanding, collaboration, and resolution.

Advice for victims ?

Speak up—taking that first step is crucial.

One word for employees to contribute to a safe space?

Trust.

Advice to young women starting their careers?

Embrace your unique perspectives. Own them, grow from them, and use them to propel your journey forward.

Viji wraps up the episode by expressing gratitude to Jeevitha for sharing her expertise on creating safe and inclusive workplaces. She emphasizes the importance of proactive leadership and collaboration in fostering a supportive work environment. The episode highlights the crucial role of HR in promoting workplace safety and inclusivity, encouraging ongoing efforts to build and maintain a positive workplace culture.

This episode of The SAFE SPACE Podcast underscores the significance of leadership commitment and practical strategies for creating safe spaces. We look forward to the next episode, and if you have any specific topics you’d like us to cover, please do write to us. If you’re interested in being a part of this podcast, we’d be happy to have you! You can reach out to me at viji@cecurus.com. Until next time, stay committed to creating inclusive and safe workplaces. Thank you and goodbye!

For more blogs and articles, visit our official website. Contact us for workshops and queries related to POSH, EAP (Employee Assistance Program) , Diversity and Inclusion and Code Of Conduct

The post Safe Space Podcast – Creating Safe Workplaces: Strategies and Best Practices appeared first on Prevention of Sexual Harassment, Inclusive Diversity, Employee Assistance Program | CecureUs | Chennai.