How to report workplace discrimination and harassment

For employees grappling with workplace grievances, having a safe space to speak openly is the first step towards getting help.

This is exactly what Ms Jojo Chan provides as a case management manager at the

(TAFEP).

In her role, the 37-year-old often takes calls from individuals who are unsure or hesitant to talk about their situation. Emma (not her real name) was one of them.

Emma had stayed silent for months, until a conversation with Ms Chan gave her the confidence to open up about a colleague’s unwanted advances. From inappropriate remarks to physical contact, Emma recounted details she had not even told her closest friends or family.

“I made sure that she could take her time to speak, and that she felt comfortable enough to describe the incidents that had happened to her,” Ms Chan says.

Sometimes, callers break down in tears or express suicidal thoughts, she adds. Moments like these call for empathy, patience and sincerity – qualities Ms Chan developed over 13 years in her previous jobs in hospitality and human resources (HR).

“If the person feels that we understand what they are going through, they will be more receptive to the help we can offer,” she says.

She chooses her words with care. For instance, to avoid sounding prescriptive, she uses phrases like “maybe you can consider” instead of “you should”.

With this support, people like Emma find the courage to take the next step. Ms Chan encouraged her to report the issue to HR and seek assistance through its

.

The company initiated an internal investigation, and the co-worker who had harassed her was eventually asked to leave.

“Her company concluded that his actions warranted disciplinary action, and she said she was very grateful for our advice throughout this process,” Ms Chan says.

TAFEP was set up in 2006 by Singapore’s tripartite partners to promote fair and progressive employment practices.

It gives employees an avenue to turn to when faced with unfair treatment at the workplace, guides employers in building inclusive, merit-based workplaces, and recognises progressive employers through the Tripartite Alliance Award.

In 2024, TAFEP received over 9,000 calls, emails and web enquiries, mostly from people seeking advice or sharing feedback.

Most of the complaints it received related to discrimination based on language, nationality and age.

Ms Chan helps employees better understand their rights and explore their options, while assuring them that they remain in control of the next step. After hearing their options, the employees are in a better position to make a well-informed decision.

The first step, she says, is often encouraging them to report the issue to their HR department.

This is important, she adds, as many companies appreciate when employees try to resolve issues internally, which helps to speed up resolution.

However, if the issue cannot be resolved on their own, employees can turn to TAFEP for further advice and assistance.

If the employer’s actions are found to be unlawful, TAFEP may refer the case to the Ministry of Manpower for further investigation.

Employees can also get TAFEP’s help for workplace harassment. With the employees’ consent, TAFEP will reach out to the company and require it to investigate the case in line with the Tripartite Advisory on Managing Workplace Harassment.

In some cases, Ms Chan may advise employees on legal options, such as seeking protection under the Protection from Harassment Act.

Even when an employee has settled the matter, TAFEP continues to follow up – with the employee’s consent – to ensure the company puts in place measures that prevent similar issues from recurring.

For instance, even after Emma’s case was resolved, Ms Chan continued working with her company to develop clearer channels for staff to report and address harassment.

Ms Chan also steps in to handle cases of discrimination, which can affect job seekers. She recalls a case where a job applicant flagged that an application form asked them to declare their mental health condition.

“We reached out to the company and found that a candidate’s mental health condition was not a requirement to carry out the job,” she says. “We advised that non-job-related questions that influence hiring decisions can easily become tools for discrimination.”

Other times, she hears from employees who were asked inappropriate questions during interviews – such as whether they plan to marry soon or have children – and later felt they were rejected or passed over for roles because of their answers.

To help job seekers and employees in such situations, TAFEP works directly with employers, guiding them on the Tripartite Guidelines on Fair Employment Practices to ensure their hiring and workplace practices are fair and merit-based.

These discussions often result in tangible changes. According to Ms Chan, companies begin to reassess their internal processes, while employees feel more empowered to speak up and report unfair treatment.

Implementing fair and merit-based employment practices also helps companies to strengthen their employer branding, aids in the retention of talent, and widens the pool of candidates that they can recruit from.

“We’re able to make meaningful change for the employee who comes to us, and help companies refine their policies and build a workplace that is more merit-based,” says Ms Chan.

Her role will become more important with the upcoming Workplace Fairness Act, expected to take effect in 2026 or 2027.

The law will prohibit adverse employment decisions such as hiring, dismissals or promotions – based on protected characteristics like age, nationality, sex, marital status, pregnancy, caregiving duties, race, religion, language, disability and mental health conditions.

Companies will need to establish grievance handling processes to handle employee complaints and, if necessary, resolve the matter through mediation.

They will also be required to protect the identities of persons who report cases of workplace discrimination and harassment.

While the law adds an extra layer of protection, education and intervention remain a priority in building fair workplaces, for which TAFEP plays a key role.

However, not all cases are straightforward, as experiences can differ significantly from one individual to another.

Discrimination can be difficult to pin down, such as when an employee suspects they are being unfairly passed over for key opportunities due to a personal attribute but cannot cite evidence.

Some forms of harassment might be as overt as stalking or verbal and emotional abuse, while others could be as subtle as feeling constantly watched at work.

What advice does Ms Chan have for affected employees? She has encouraged them to seek clarity when a promotion opportunity is missed or to set clear boundaries with an overstepping colleague.

She also consults her teammates and supervisors to tap into their collective experience to explore new approaches or solutions.

“Members of the public come to us to ask anything under the sun, so it’s good that we know enough to advise them on how they can respond,” she says.

If you are facing discrimination or harassment at the workplace,

.