Most dental teams are friendly and close-knit. You spend long days together and there is humour, familiarity and often a much less formal atmosphere than you might find in a larger organisation. That is not a bad thing, many practices feel like small communities.
That sense of camaraderie and a positive, supportive working culture can be one of a practice's greatest strengths. Patients notice when teams work well together. However, that same culture can sometimes blur the line between professional and personal boundaries.
Familiarity can sometimes create challenges. What one person sees as harmless banter or fun may be experienced very differently by someone else, particularly where people have had different life experiences and have different expectations of professional behaviour and workplace communication.
Understanding and respecting professional boundaries has always mattered. Increasingly, the law is placing greater emphasis on prevention rather than simply responding to problems once they arise.
Since October 2024, employers have been required to take reasonable steps to prevent sexual harassment of workers. From 30 October 2026, that obligation will strengthen further. Changes introduced by the Employment Rights Act 2025 will require employers to take all reasonable steps to prevent sexual harassment in the workplace.
The new legislation also introduces potential employer liability for harassment by third parties, including patients, visitors, suppliers, contractors and self-employed associates, unless the practice can demonstrate that it took all reasonable steps to prevent the behaviour.
While these changes create additional responsibilities for practice owners, they also have important implications for everyone working at a practice.
Something that has been said or done for years without objection does not necessarily mean everyone is comfortable with it.
What do these changes mean for associates?
Associates sit in a slightly unusual position within a practice. You may work alongside the same nurses, receptionists and colleagues for years, becoming a familiar and valued part of the team. However, from an employment law perspective, practice owners have legal obligations towards their employees and may be liable for third-party harassment.
As associates may be considered third parties from the perspective of practice staff, practices will be expected to take concerns about their conduct seriously. This can come as a surprise when relationships have become informal over time.
Something that has been said or done for years without objection does not necessarily mean everyone is comfortable with it. Comments on appearance, terms of endearment, jokes with a sexual undertone, physical contact or overly familiar messages can all be received differently depending on the individual and the circumstances.
A useful rule of thumb is to ask yourself whether someone witnessing the interaction would view it as appropriate conduct between colleagues in a professional workplace.
For example, a nurse may tell the practice manager that they would prefer an associate not to use a particular term of endearment. This may simply result in a discussion, but it can still come as a surprise if the expression has been used for years without complaint. Expectations differ between individuals and can change over time. Whether or not you agree with the issue raised, the practice owner is unlikely to be able to ignore it. If somebody tells you that something you have said or done has made them, or someone else, feel uncomfortable, listen carefully and adjust your approach.
A useful rule of thumb is to ask yourself whether someone witnessing the interaction would view it as appropriate conduct between colleagues in a professional workplace.
You should cooperate where a practice needs to investigate a concern. Practice owners may have little choice but to make enquiries because of their obligations towards employees. Even if you do not agree with the concern that has been raised, engaging constructively with the process will usually help matters reach a resolution more quickly.
The GDC requires registrants to treat colleagues fairly and with respect, and not to bully, harass or unfairly discriminate against them. Most concerns are likely to be resolved locally and at an early stage. However, serious or repeated issues, or failure of an associate to listen, may have consequences beyond the associate agreement.
Ultimately, professional boundaries still matter, even in the most relaxed and familiar working environments.
What do these changes mean for practice owners?
For practice owners, preventing harassment starts with understanding the realities of what happens in their practice on a day-to-day basis.
Risks are not limited to what happens in surgery hours. Workplace WhatsApp groups, staff social events, Christmas parties, conferences and other work-related functions can all give rise to concerns. Just because an interaction takes place away from the practice premises does not necessarily mean it falls outside a workplace context.
For example, a member of staff may feel uncomfortable about repeated jokes relating to dating and relationships. Another may feel uneasy about personal comments or unwanted familiarity. Importantly, harassment is not limited to one sex or gender behaving inappropriately towards another. Every situation depends on the circumstances. Context matters.
When concerns are raised, simply dismissing the issue on the basis that somebody "did not mean anything by it" is unlikely to be a sensible response. Intent is only part of the picture. The impact on the individual involved also matters.
Significant Employment Tribunal awards often arise because the employer has failed to address a problem that was brought to their attention early on.
Importantly, harassment is not limited to one sex or gender behaving inappropriately towards another. Every situation depends on the circumstances. Context matters.
In many cases, a prompt, proportionate response can prevent a small issue from becoming a much larger one. You should be able to demonstrate that you have considered the risks within your workplace and taken practical steps to prevent harassment. These measures might include:
Having clear policies and reporting procedures
Providing regular training
Ensuring managers understand how to respond to concerns
Encouraging respectful workplace behaviour
Creating an environment where staff feel comfortable speaking up.
Policies, risk assessments and training all have an important role to play, but paperwork alone is not enough. Day-to-day behaviour should reflect the standards set out on paper.
GDC guidance indicates that concerns about the behaviour or professional performance of colleagues should ordinarily be raised appropriately and, in the first instance, this is likely to be within the practice. You should ensure employees know how to raise concerns and that managers know how to respond. Some concerns may be resolved through an early conversation, while others will require a formal investigation. The important point is that concerns are addressed promptly and proportionately.
Preventing harassment involves creating a workplace culture where professional boundaries are understood, concerns are addressed appropriately, and everyone is treated with dignity and respect.
Day-to-day behaviour should reflect the standards set out on paper.
Everyone has a role to play
Preventing sexual harassment is not just a consideration for practice owners. It is something that requires commitment from everyone in the practice. While practice owners have particular legal responsibilities, maintaining a professional and respectful working environment is everyone's responsibility, including associates.
Many of these situations come down to perspective. An interaction that feels perfectly ordinary to one person may feel uncomfortable, overly familiar, or inappropriate to somebody else.
That does not automatically mean that anyone has behaved badly, but it does mean concerns should be listened to and considered carefully rather than dismissed.
In most cases, a little self-awareness, a willingness to reflect and an ability to adapt will go a long way towards maintaining positive working relationships.
Dental practices work best when people feel valued, respected, and safe. Professional boundaries are not about making workplaces less friendly. They are about ensuring that friendliness never comes at the expense of somebody’s dignity, comfort, or wellbeing.
While practice owners have particular legal responsibilities, maintaining a professional and respectful working environment is everyone's responsibility, including associates.