industrial workers

Harassment in manufacturing isn’t a new problem — but it is a persistent one. In workplaces where safety signs hang on every wall and ‘safety first’ is more than a slogan, there’s another risk that can go unaddressed. Beneath the buzz of forklifts and the rhythm of production lines, harassing behavior can quietly erode morale, productivity and quality. 

Take, for example, a female machinist who’s endured months of crude jokes in the breakroom. She laughs them off at first, trying to fit in — but when the comments escalate and she finally speaks up, her supervisor brushes it off: “Toughen up. Don’t make waves.” That kind of response doesn’t just silence her — it sends a chilling message to everyone else. 

Or imagine a temporary warehouse worker is assigned to a night shift crew. One of the veteran team members mocks his accent and gives him a derogatory nickname that sticks. Unsure of his rights or his job security — the new worker says nothing. His silence allows a toxic culture to take root.  

Sadly, these experiences are all too common. According to the National Women’s Law Center, 41% of women in manufacturing report facing gender-based harassment. Racial slurs, age-based mockery, and bullying of temporary or non-native English-speaking workers are also common. The EEOC receives thousands of harassment-related complaints each year from industrial workplaces — many involving threats, intimidation and offensive language tied to race, gender or ethnicity. 

Why manufacturing is at higher risk

The nature of manufacturing work creates conditions where harassment can thrive if left unaddressed. Often, power dynamics play a key role. Leads and supervisors control shift schedules, overtime and assignments, making it harder for employees to speak out if that person crosses a line. And when harassment comes from a third-party contractor or a long-time team member with influence, employees may fear retaliation if they report it. 

Rotating shifts, remote facilities and a focus on output also make it harder to monitor workplace dynamics in real time. Finally, shop floor culture often rewards conformity and discourages dissent. New or temporary workers may be targeted with hazing, nicknames or exclusion masked as “just the way things are.” 

The cost of looking the other way 

Harassment doesn’t just hurt people — it hurts operations by chipping away at productivity in ways that aren’t always obvious on a spreadsheet, including disengagement, absenteeism and skilled workers leaving without saying why. These disruptions can cause big ripple effects — from missed deadlines to increased safety risks. 

Turnover is particularly painful in manufacturing, where training replacements takes time. According to Deloitte, the manufacturing industry is projected to face a shortage of 2.1 million skilled jobs by 2030 — meaning retention has never been more critical. 

Legal consequences are also real. The EEOC has filed numerous lawsuits against manufacturers for allowing harassment to persist, often resulting in financial penalties, negative publicity and reputational damage. 

While states like California, Connecticut, Delaware, Illinois, Maine, New York, and Washington— along with Chicago and New York City require sexual harassment prevention training, harassment can happen anywhere. That’s why all employees, regardless of their location, should receive training — whether it’s required by law or not, to help build a respectful workplace and mitigate potential lawsuits.

How training makes a difference 

One of the most effective ways to prevent harassment is through education. Thoughtful, engaging training helps employees recognize what harassment looks like — not just the obvious cases, but the subtle, easily missed behaviors too. It empowers people to speak up when something feels off and to report incidents knowing their concerns will be taken seriously. 

It’s also vital for managers. They need to know how to respond appropriately, support their teams and help build a culture where harassment isn’t tolerated. 

Real prevention goes beyond a one-time training session. It becomes part of the workplace culture — woven into how new employees are onboarded, how policies are communicated and how leaders show up every day. 

Seven states—California, Connecticut, Delaware, Illinois, Maine, New York, and Washington—along with Chicago and New York City, require sexual harassment prevention training. But harassment can happen anywhere, especially in healthcare, which serves every community. That’s why all employees should receive training, whether it’s required by law or not, to help build a respectful and trustworthy workplace. 

What prevention looks like on the shop floor 

Addressing harassment starts with awareness — and that means training that resonates with the realities of the shop floor. Manufacturing teams need training that speaks their language, reflects their day-to-day reality and empowers everyone — from new hires to supervisors — to act. Effective harassment prevention in manufacturing environments should include: 

  • Real-world scenarios that reflect breakroom banter, shift transitions, vendor interactions and informal shop culture 
  • Clear guidance on what to do — whether you’re the target, a bystander or a manager 
  • Manager-specific training on how to set the tone and lead with accountability 
  • Multiple reporting channels, including anonymous options, so workers feel safe to speak up 
  • Visible support from leadership, starting with onboarding and reinforced through briefings and everyday interactions  

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