At its best, workplace banter can lift moods, strengthen team bonds and make the 9-to-5 a little more enjoyable.
It’s the shared jokes, the friendly back-and-forth, the in-jokes that bring some humanity into the everyday routine. But as many professionals are increasingly aware, what’s funny to one person can feel like a personal attack to another – and the consequences can be serious.
In 2024 alone, 57 tribunal cases involved workplace banter – a sharp reminder that not all jokes land the way that they were originally intended. Whether it’s a joke that touches on someone’s background, a nickname that’s stuck a little too long, or casual comments that chip away at someone’s confidence, the line between ‘friendly banter’ and inappropriate behaviour often remains invisible until it’s crossed.
So what’s changed? In part, there’s greater awareness. Workers today, especially younger generations, are more likely to call out behaviour that feels unfair, inappropriate, or discriminatory. That’s a good thing. But it also means employers need to take a fresh look at how they define and manage workplace culture – because banter left unchecked, can cause real damage to individuals and organisations.
The fine line between banter and bullying
Banter, by definition, implies mutual, light-hearted teasing. The trouble starts when it stops being any of those things.
Take, for example, a recurring joke about a colleague’s appearance, accent, or age. It may have started as a one-off ‘light-hearted’ comment, but if it becomes frequent, or targets protected characteristics under the Equality Act 2010 – such as race, gender, religion, disability, or sexual orientation – it can quickly become harassment. And when that person no longer feels respected or included in their workplace, the damage can be deep and long-lasting.
What makes it tricky is that intent doesn’t always match impact. A person may not intend harm, but if the recipient feels humiliated or targeted, the damage is done. A culture that relies on “it’s just a joke” as a catch-all defence is outdated and potentially dangerous.
Employment tribunal cases increasingly reflect this. Claimants often say they felt isolated, belittled, or undermined by comments that others brushed off as ‘just banter’. In several cases, employers failed to take complaints seriously or dismissed them altogether – which only makes things worse.
The legal and cultural risks for employers
The rise in tribunal cases relating to banter is a legal issue for employers; but it’s now also a cultural one. A workplace where inappropriate humour is allowed to flourish can quickly become toxic. Productivity suffers, team cohesion breaks down, and talented employees may walk out the door in search of somewhere they feel respected.
The reputational damage is no small matter either. Tribunal cases are public. A business named in a claim relating to harassment or bullying – particularly if it stems from inaction or a toxic culture – may find itself not only paying compensation but also suffering long-term damage to employer brand.
And it’s not just large organisations at risk. SMEs, where informal cultures can sometimes blur professional boundaries, are increasingly vulnerable. A lack of formal HR processes, training, or escalation routes means issues can go unnoticed until they reach breaking point.
What can organisations do?
So what can HR professionals and business leaders do to navigate workplace banter and ensure their culture is one of inclusion, not intimidation?
1. Set clear expectations
First and foremost, define what’s acceptable. Don’t rely on assumptions or ‘common sense’ – document it. Update employee handbooks, codes of conduct, and onboarding materials to include specific guidance around respectful communication. Make it clear that comments targeting protected characteristics are never acceptable, even if they’re framed as jokes.
Reinforce this regularly through internal comms, team briefings, updated policies and leadership advocation. Culture starts at the top, meaning leaders need to model the behaviour they want to see.
2. Invest in real training
If you want to create genuine understanding, focus on training that encourages empathy and reflection. Run interactive workshops where employees can explore scenarios and talk openly about intent vs. impact. Bring in external facilitators if needed to challenge ingrained habits and language.
Don’t just train employees, train managers too. They’re your first line of defence in spotting when ‘banter’ becomes something more serious, and they need the confidence and language to step in early.
3. Encourage honest conversations
For too long, employees have felt they had to choose between ‘laughing it off’ or being labelled as someone who ‘can’t take a joke’. That falsely perceived choice is one of the biggest barriers to raising concerns early.
Create a culture where people feel safe to say, “That comment didn’t sit right with me,” without fear of ridicule or retaliation. Build psychological safety into team culture – and reward those who speak up, rather than seeing them as disruptive.
While in an ideal world, you will have created a culture where people feel safe speaking up openly, the reality is that not everyone will feel comfortable doing so. That’s why it’s important to offer anonymous ways to raise concerns, whether through reporting routes, surveys, or feedback tools. At the same time, work towards building a trust-based environment where anonymity becomes less necessary over time. Encourage regular check-ins, one-to-ones, and team forums that invite people to share how they’re feeling.
4. Respond swiftly and fairly
When someone raises a concern about inappropriate banter, how you respond matters. Dismissing it, delaying action, or handling it in a way that lacks transparency can erode trust. It’s important to acknowledge the concern, take it seriously, and ensure the person feels heard and supported, whether the resolution happens in a private conversation or a broader team context.
Sometimes, informal resolution is enough – a conversation, a reset, an apology. Other times, more formal action may be needed. But always document your response, be empathetic, and use it as a chance to educate, not just enforce.
Building a culture that’s inclusive and human
The truth is, it’s not about eliminating humour from the workplace. In fact, laughter is one of the best ways to build strong, connected teams. But it has to be inclusive. It has to come from a place of mutual respect.
The best workplace cultures understand this balance. They empower people to be themselves, to share a joke, to be human – without doing so at someone else’s expense. They recognise that banter shouldn’t be used to mask discrimination, nor should it be weaponised to silence others.
In many ways, this shift mirrors broader societal changes. In the past, people were expected to “put up with it” – whether that meant sexist jokes, class-based jabs, or assumptions about someone’s identity. But today’s workers expect more. They want workplaces that reflect their values, where kindness and respect are strengths, not signs of weakness.
The fact that workplace banter was at the heart of nearly 60 tribunal cases in a single year should be a wake-up call. Left unchallenged, the wrong kind of humour creates risk. Employers who invest in creating inclusive, emotionally intelligent cultures will stand out.
Workplace banter doesn’t have to disappear. But it does need to evolve, because when it does, it can become one of your culture’s greatest strengths.
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