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What to do if…
HR delays action on repeated unwanted behaviour at work and it is escalating

Short answer

Move to a safer pause, then put your complaint and the escalation in writing today and ask for immediate interim protections (for example, no contact, different reporting line, or a change in location/shift) while it is investigated.

Do not do these things

  • Do not confront the person alone or “have it out” in a private space or after hours.
  • Do not send a mass email or post about it on social media (it can backfire and complicate an investigation).
  • Do not delete messages, screenshots, meeting invites, or notes — keep the record intact.
  • Do not resign or accept/sign anything in the heat of the moment (including “informal” deals).
  • Do not record conversations unless you’ve checked both workplace policy and the legal position for your situation; if you’re unsure, stick to written evidence and contemporaneous notes.
  • Do not assume HR delay means “nothing can be done” — you can escalate and trigger formal processes.

What to do now

  1. If it feels unsafe, prioritise safety over process.
    Move to a staffed/public area, contact a manager you trust or on-site security, and leave the workplace if you need to. If there’s immediate danger, call 999. If there are threats, stalking, assault, or other potentially criminal behaviour but it’s not an emergency, you can contact police on 101.

  2. Start (or update) a simple incident log right now.
    For each incident: date/time, location, who was there, exactly what happened (plain words), how you responded, and what evidence exists (email, chat message, witness, CCTV location if relevant). Keep it factual.

  3. Escalate in writing to HR and a more senior route, with a clear ask.
    Send a short email titled: “Escalation: repeated unwanted behaviour — interim safety measures requested”. Include:

    • that it’s repeated and escalating
    • 3–6 bullet incidents (dates + one-line description)
    • that you previously reported it and action is delayed
    • what you need now (examples: no-contact instruction, different rota/desk, temporary change of line manager/reporting line, remote work, accompanied meetings, schedule changes)
    • a request for a named case owner and a clear timeline for next steps
      If you believe it may be unlawful harassment/discrimination (for example linked to sex, race, disability, religion, age, etc.), say so plainly. If it involves sexual harassment, you can also state you expect the employer to take reasonable steps to prevent and stop it.

  4. Trigger the formal route: raise a formal grievance in writing (even if you’ve already complained informally).
    In your grievance, say you want it handled under the organisation’s grievance procedure, and ask who it should be sent to if you’re unsure. Ask for written confirmation of receipt.

  5. Use your right to be accompanied for a grievance meeting if one is arranged.
    In many grievance meetings (especially where you’re raising a breach of a legal or contractual duty), you have a legal right to bring a companion (for example, a trade union rep or a colleague). Ask for this in advance. If the employer disputes it, request it as good practice anyway and explain you need support to take part safely.

  6. Ask for interim protections explicitly (don’t wait for the final outcome).
    Put your interim requests in writing and explain which ones reduce contact and reduce escalation risk. Ask for a temporary plan until the investigation/outcome is complete.

  7. Get backup support today (pick one).

    • Union rep (if you have one): ask them to attend meetings and help draft the escalation/grievance.
    • Acas helpline: ask what good practice looks like when an employer delays responding and what to do next.
    • If discrimination/harassment is involved: contact EASS for support and guidance.

What can wait

  • You do not need to decide today whether to take legal action or go to an employment tribunal.
  • You do not need a perfect statement — a clear timeline, preserved evidence, and a written escalation is enough for now.
  • You do not need to confront the person or prove intent; focus on what happened and what protection you need.
  • You do not need to negotiate any exit/settlement terms while you feel panicked or unsafe.

Important reassurance

It’s common to feel shaky, angry, or unable to focus when something at work keeps happening and no one acts. Asking for interim protections and a clear, documented process is reasonable — especially when behaviour is escalating.

Scope note

These are first steps to reduce risk and create a clear record. Later decisions (appeals, external claims, longer-term workplace changes) can be handled once you’re safer and supported.

Important note

This is general information, not legal advice. Workplace policies and the seriousness of behaviour vary. If you feel in immediate danger, treat it as a safety issue first and involve emergency services.

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