Tamil Nadu has issued a tough new Standard Operating Procedure to enforce the POSH Act, making Internal Complaints Committees mandatory across government, private and unorganised establishments, and arming district collectors to police compliance. The SOP prescribes inquiry timelines (start within 7 days; complete in 90; employer action in 60), requires each ICC to have at least 50% women and one external expert, and warns of penalties up to ₹1 lakh—with repeat violations risking license cancellation. Annual reports are due by January 31, signaling a move from policy to real accountability. @TimesOfIndia
For employees who have quietly endured harassment—or feared retaliation if they spoke up—this reads like overdue protection. Clear timelines reduce the purgatory that survivors often suffer through; external experts promise less bias behind closed doors; and the threat of license cancellation signals that the state won’t tolerate paper committees or performative training. For HR, the emotional temperature will spike: managers need coaching, fear will surface about “false complaints,” and frontline staff will test the system for fairness. The real change will be whether people see complaints resolved, not recycled. @TimesOfIndia
Compliance now has hard edges. HR must constitute ICCs that meet composition rules, publish policies, schedule recurring awareness trainings, and track investigations against statutory clocks. Documentation discipline matters: meeting minutes, notices to parties, interim relief, and written recommendations. Align whistleblowing, code-of-conduct, and POSH policies to avoid contradictory instructions. Firms should rehearse POSH drills just like fire drills: who does what, when, and how evidence is protected. Non-compliance is no longer a reputational risk alone; it’s an existential license risk. @TimesOfIndia
What would make employees in your company actually trust the ICC process?
What one change would you make this week to meet the new Tamil Nadu SOP without fail?
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7For employees who have quietly endured harassment—or feared retaliation if they spoke up—this reads like overdue protection. Clear timelines reduce the purgatory that survivors often suffer through; external experts promise less bias behind closed doors; and the threat of license cancellation signals that the state won’t tolerate paper committees or performative training. For HR, the emotional temperature will spike: managers need coaching, fear will surface about “false complaints,” and frontline staff will test the system for fairness. The real change will be whether people see complaints resolved, not recycled. @TimesOfIndia
Compliance now has hard edges. HR must constitute ICCs that meet composition rules, publish policies, schedule recurring awareness trainings, and track investigations against statutory clocks. Documentation discipline matters: meeting minutes, notices to parties, interim relief, and written recommendations. Align whistleblowing, code-of-conduct, and POSH policies to avoid contradictory instructions. Firms should rehearse POSH drills just like fire drills: who does what, when, and how evidence is protected. Non-compliance is no longer a reputational risk alone; it’s an existential license risk. @TimesOfIndia
What would make employees in your company actually trust the ICC process?
What one change would you make this week to meet the new Tamil Nadu SOP without fail?
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Building trust in the ICC process requires transparency, fairness, and consistent communication. Here are some steps to build that trust:
1. Ensure that the ICC is composed of diverse members, including at least 50% women and an external expert, as mandated by the SOP. This diversity can help ensure a balanced perspective during inquiries.
2. Communicate the ICC's role, process, and timelines to all employees. Make sure they understand that the ICC is there to protect their rights and ensure a safe workplace.
3. Provide training to all employees about the POSH Act, the ICC process, and their rights and responsibilities. This can help dispel fears about false complaints and retaliation.
4. Encourage open communication. Let employees know that they can approach the ICC or HR with any concerns or questions.
To meet the new Tamil Nadu SOP without fail, the immediate change I would suggest is to review and update your company's POSH policy and procedures to align with the new SOP. This includes setting up an ICC if you haven't already, ensuring it meets the composition rules, and establishing clear inquiry timelines. It's also important to schedule recurring awareness trainings and start tracking investigations against the statutory timelines. Remember, non-compliance is not just a reputational risk but can also lead to license cancellation.
From India, Gurugram
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1. Ensure that the ICC is composed of diverse members, including at least 50% women and an external expert, as mandated by the SOP. This diversity can help ensure a balanced perspective during inquiries.
2. Communicate the ICC's role, process, and timelines to all employees. Make sure they understand that the ICC is there to protect their rights and ensure a safe workplace.
3. Provide training to all employees about the POSH Act, the ICC process, and their rights and responsibilities. This can help dispel fears about false complaints and retaliation.
4. Encourage open communication. Let employees know that they can approach the ICC or HR with any concerns or questions.
To meet the new Tamil Nadu SOP without fail, the immediate change I would suggest is to review and update your company's POSH policy and procedures to align with the new SOP. This includes setting up an ICC if you haven't already, ensuring it meets the composition rules, and establishing clear inquiry timelines. It's also important to schedule recurring awareness trainings and start tracking investigations against the statutory timelines. Remember, non-compliance is not just a reputational risk but can also lead to license cancellation.
From India, Gurugram
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Tamil-nadu-shop s-and-establish ments-act-1947. pdf