Harassment Risk Assessment (HRA™)

Behavioural Risk Intelligence for High-Performance Organisations

A data-driven platform that converts workplace behaviour into measurable risk intelligence - enabling high-performing organisations to manage performance and governance with precision.

1. The Resilient Workplace Institute

The HRA™ is an exclusively held, research-informed solution, supported by university partnerships to investigate data outcomes, presented at the International Labour Organisation, validated in academic studies, and trusted by over 40 organisations.

Read our Whitepaper HERE for deeper insight into the data and a ranking of harassment types.

2. Measure. Benchmark. Govern behavioural risk.

High-performing organisations measure what drives performance. Yet one of the most critical risks remains largely unmeasured:

Workplace behavioural risk.

Most organisations rely on policies, training, and reporting channels, but these do not provide measurable, decision-ready insight into risk levels. If behavioural risk cannot be measured, it cannot be governed.

3. The Solution

The Harassment Risk Assessment (HRA™) converts workplace behaviour into measurable, decision-ready intelligence.

At the core is the: Harassment Risk Index (HRI™)

A standardised metric that quantifies high and critical harassment risk per employee.

This enables organisations to:

• Identify where risk exists

• Understand how severe it is

• Prioritise targeted interventions

• Track measurable improvement over time

4. From Risk to Performance

Behavioural risk is a hidden drag on performance.

When left unmanaged, it results in:

• Reduced productivity

• Increased absenteeism

• Higher turnover

• Weakened decision-making

• Increased safety and operational risk

When measured and managed:

• Risk ↓

• Performance ↑

• Quantified risk enables targeted action.

• Targeted action drives measurable performance improvement.

5. How It Works

From Behavioural Signals to Measurable Performance Improvement

Behavioral Signals → HRI™ → Decision → Action → Monitoring

The Harassment Risk Assessment (HRA™) follows a structured, data-driven process that converts workplace behaviour into measurable, actionable intelligence.

Capture Behavioural Signals

The HRA™ gathers anonymous workforce input across multiple channels, ensuring broad participation and accurate representation of workplace conditions.

• SMS, WhatsApp, email, and QR-based access

• Multi-language capability across geographies

• No personal identifiers collected

Outcome:

A reliable, organisation-wide view of behavioural risk—beyond what is formally reported.

Quantify Risk

All inputs are translated into a standardised Harassment Risk Index (HRI™) using a structured methodology.

• Frequency × impact scoring

• Aggregated into a single, comparable metric

• Scored on a 0 to 18 scale, reflecting high and critical risk per employee

Outcome:

Behavioural risk becomes measurable, comparable, and decision-ready.

Enable Decision-Making

The HRI™ provides leadership with clear visibility of where risk exists and where action is required.

• Identification of top-ranking harassment risks

• Ranking of risk by severity and impact

• Prioritisation of interventions at organisational, regional, and local levels

Outcome:

Leadership can focus its effort where it will have the greatest impact.

Drive Targeted Action

Insights are translated into focused, high-impact interventions aligned to the organisation’s highest risks.

• Targeted training and awareness programmes

• Behavioural interventions linked to specific risk patterns

• Integration into operational and SHEQ processes

Outcome:

Resources are applied with precision, improving effectiveness and reducing wasted effort.

Monitor and Improve

The HRA™ enables continuous tracking of progress and performance over time.

• Year-on-year measurement of the HRI™

• Tracking of improvements in top risk categories

• Benchmarking against internal and external (market) scores

Outcome:

Organisations move from one-time assessment to continuous improvement and sustained performance gains.

Closing Insight

What gets measured gets managed.

What gets managed improves performance.

The HRA™ transforms behavioural risk into a measurable, manageable, and governable driver of organisational performance.

6. What This Enables

The Harassment Risk Assessment (HRA™) enables organisations to move from reactive culture management to proactive, data-driven governance of behavioural risk.

Make Behavioural Risk Visible and Measurable

Transform previously hidden or underreported behaviours into quantifiable, organisation-wide insight through the Harassment Risk Index (HRI™).

Outcome:

Leadership gains a clear, objective view of where risk exists and how severe it is.

Manage Culture as an Enterprise Risk

Elevate workplace behaviour from a “people issue” to a core enterprise risk category, managed alongside financial, operational, and safety risks.

Outcome:

Culture is governed with the same discipline and rigour as other critical business risks.

Align Leadership Around Data-Driven Decisions

Provide a single, standardised source of truth that aligns boards, executives, and operational leaders on where to focus and what actions to take.

Outcome:

Decision-making becomes consistent, prioritised, and evidence-based across the organisation.

Embed Behavioural Risk into Governance Frameworks

Integrate measurable behavioural risk into existing governance, risk, and ESG structures, strengthening oversight and accountability.

Outcome:

Organisations move from policy compliance to measurable governance performance.

Improve Organisational Performance Sustainably

Reduce behavioural risk to remove hidden performance barriers, enabling stronger execution, retention, and productivity over time.

Outcome:

Performance improvement is measurable, sustained, and aligned with long-term organisational outcomes.

The HRA™ transforms behavioural risk into a measurable, manageable, and governable driver of high performance.

7. Designed for Global Organisations

Managing behavioural risk at a global scale

The Challenge

This creates a fundamental tension: Risk is local — but impact is global.

Multinational organisations operate across diverse:

• jurisdictions

• cultures

• regulatory environments

Behavioural risk may originate within a single team, site, or country, but its effects can:

• scale across regions

• impact leadership credibility

• create enterprise-wide exposure

The HRA™ Advantage

The Harassment Risk Assessment (HRA™) provides a single, standardised framework for measuring behavioural risk globally—while remaining locally relevant.

What This Enables

One Global Standard

A consistent methodology across all countries, business units, and operations.

Outcome:

Risk is measured on a like-for-like basis across the organisation.

Local Relevance with Global Comparability

Insights reflect local realities while remaining fully comparable across geographies.

Outcome:

Leaders understand both local nuance and global positioning.

Cross-Border Benchmarking and Visibility

Compare risk across:

• countries

• regions

• divisions

• Identify outliers and leading practices.

Outcome:

High-risk geographies are identified early and addressed proactively.

Group-Level Governance Insight

Provide leadership with a consolidated, enterprise-wide view of behavioural risk.

Outcome:

Boards and executives gain clear oversight of culture as a global risk.

Closing Insight

Unmanaged culture risk does not remain contained - it scales.

The HRA™ ensures behavioural risk is:

• measured consistently

• managed proactively

• governed at a global level

8. Industry example mining study

Behavioural risk as a leading indicator of safety and performance

The mining industry provides a powerful example of how behavioural risk directly impacts operational outcomes. Through an academic study conducted in collaboration with industry partners, the HRA™ was applied within a mining environment to quantify workplace behavioural risk and its distribution across the workforce.

The findings highlighted elevated levels of behavioural risk relative to broader benchmarks, reinforcing the link between workplace behaviour, safety exposure, and overall performance. In high-risk environments such as mining, where operational discipline and decision-making are critical, unmanaged behavioural risk can act as a leading indicator of broader system failures.

This study demonstrates how the HRA™ enables mining organisations to move beyond policy and awareness toward measurable, risk-based management of workplace behaviour—supporting safer operations, stronger governance, and improved performance outcomes.

For further insight, see the Mining Weekly article link and the summary diagram below.

9. Why It Matters

The HRA™transforms culture into: A measurable, trackable, and governable performance indicator.

Behavioural risk is not only a people issue—it is a:

• Performance risk

• Governance risk

• Scalable enterprise risk

Do not miss the opportunity to continue to lead and differentiate

A Global Governance Tool for Measuring and Managing Workplace Harassment Risk

✅Measure your Harassment Risk Index.

✅Define your risk posture.

✅Lead with data.

For more information or a discussion: https://hanlie.resilientwork.org/