The State of Workplace Harassment: Why Gen Z deserves special attention 

Gen Z is the fastest-growing segment of the workforce, and employers are noticing that they have different perspectives and expectations than the generations that worked before them. Born between 1996 and 2012, Gen Z is projected to make up about 30% of the U.S. workforce by 2030, filling nearly 50 million jobs according to the U.S. Bureau of Labor Statistics.  

While Gen Z comprises about 6% of today’s workforce, employers should pay attention to their unique views when shaping internal policies, practices and training — especially when it comes to harassment prevention.  

A new 2025 State of Workplace Harassment Report sheds light on how Gen Z perceives, witnesses and reports harassment differently from Millennials, Gen X and Baby Boomers. Based on an October 2024 survey of over 2,000 US-based employed adults across industries, the new research finds that a significant portion of employees, particularly younger ones, have experienced workplace harassment. 

By the numbers: The complex reality of Gen Z and harassment 

Our report found that nearly half of all employees (48%) have witnessed workplace harassment in the last five years, and one in four (24%) has been a direct target. Notably, over half (52%) of Gen Z employees reported witnessing harassment — a rate higher than other generations. This disparity underscores a pressing need for tailored solutions to meet the expectations and experiences of younger employees. 

With more than a third of Gen Z having participated in activism or social movements like #MeToo, this generation may report more misconduct because it has a broader definition of what constitutes harassing behavior, such as bullying. Gen Z respondents also reported higher exposure to microaggressions, offensive emails and inappropriate physical contact, making it vital for training to address subtle and overt forms of harassment. 

Having also observed Millennials endure toxic work cultures in silence, Gen Z may also be more proactive when it comes to unfair treatment and aggressive behavior.  

When it comes to the harassment itself, 43% of survey respondents said that it was a coworker who engaged in harassing conduct. While this was generally consistent across all generations, Gen Z identified the harasser as being clients, visitors and patients 21% of the time. This was substantially higher than other generations.  

Tip: Use clear language in policies and training to define definition of harassing behaviors, including sexual harassment, digital misconduct, and third-party harassment.

 More likely to intervene than report — Why? 

While Gen Z workers are highly observant of workplace misconduct, they are the least likely to report it. When asked whether they would report an instance of workplace harassment they or a coworker experienced, Gen Z proved more hesitant at 44%. This compares to half (51%) of total respondents who said they would report it regardless of whether they could do so anonymously or not. Comparatively, Baby Boomers were the generation most likely to report an instance regardless of anonymity at 63%. 

Our report reveals several reasons for Gen Z’s hesitancy: 

• Lack of trust in systems: 56% of Gen Z workers doubt their employers’ commitment to anti-retaliation policies and punitive systems. 

• Fear of retaliation: Nearly half (47%) worry about negative consequences for speaking up. 

• Preference for anonymity: 49% of Gen Z employees stated they would only report harassment anonymously, even in cases where safety was a concern. 

Tip: Establishing a confidential reporting system and an antiretaliation policy is vital to comply with the law and promotes a culture of trust that encourages individuals to report incidents without fear. 

Our research, however, suggests that Gen Z is among the most likely (53%) to intervene in harassment they observe. Only Baby Boomers were higher at 54%. Nonetheless, that leaves many bystanders who did not intervene. Common barriers to intervention are frequently: 

• Fear of retaliation: Worry about potential negative consequences from the perpetrator or their peers for intervening.  

• Social pressure: Concerns about being seen as “snitching” or disrupting social dynamics.  

• Power Dynamics: Not comfortable reporting on employees senior to them. 

• Uncertainty about appropriate action: Fears about misinterpreting a situation and not knowing how to intervene safely and effectively de-escalate incidents. 

Tip: A lack of intervention during incidents of harassment demonstrates a need for better training and empowerment of employees to act as bystanders. 

More satisfied with reporting outcomes 

When reporting an incident of harassment, Gen Z was most likely (89%) to be satisfied with the outcome. Gen X employees, on the other hand, were least likely to be satisfied with an outcome at 73%. 

Leaving employees dissatisfied with reporting outcomes can reduce the likelihood they come forward next time they see or experience potentially harassing conduct. It may also lower their confidence rates in their employer’s ability to meet their needs when it comes to harassment prevention. 

Tip: Employers should focus on addressing employee dissatisfaction with employer response to reports

Why traditional training approaches fall short  

The combination of Gen Z’s heightened awareness of harassment, but reluctance to report it creates a unique challenge for employers who aim to build inclusive and respectful workplaces. Employers need to make sure they’re providing all employees with the training and resources they need to define harassment according to company policies, effectively intervene when they witness it and promptly report it.  

Standard harassment training programs may fail to resonate with Gen Z employees. Traditional, passive training methods can feel outdated, unengaging and ineffective for a generation raised on interactive, tech-driven platforms.  

• Gen Z is accustomed to tech-driven, on-demand experiences (think mobile apps, Youtube, TikTok and gaming).  

• Growing up with bite-sized, high-impact content has conditioned Gen Z to expect training that is fast-paced, visually engaging and interactive. 

• Gen Z expects adaptive learning experiences that cater to their individual skills, roles and learning preferences. 

To better engage Gen Z employees, HR professionals should adapt their training and communication approaches: 

On demand, tech-driven training 
Training should be mobile-optimized and on-demand so Gen Z can access anytime, anywhere and pick up right where they left off, on any connected device. 

Interactive training you don’t just watch, you experience 
Challenge Gen Z to make decisions, choose training flows, and engage in game-based learning and leaderboards. 

Story-based learning 
Incorporate diverse, first-person narratives into training programs to build empathy and understanding, which resonate strongly with Gen Z. 

Real-world scenarios 
Familiarize Gen Z employees with your anti-harassment policies by incorporating them into realistic and nuanced workplace situations that are relatable. 

Tailored training instead of one-size-fits-all 
Provide customized training so Gen Z employees recognize their work environment, business and industry to make training both relatable and memorable. 

Tip: Employers need to make sure they’re providing all employees with effective training and resources to identify, prevent and report harassment.