Telling a supervisor about sexist jokes is the right move for a respectful Ontario workplace.

Let’s talk about a situation that pop-ups in every workplace at some point: a coworker tells a sexist joke. It’s uncomfortable, and you might feel stuck between saying something and just hoping it goes away. In security teams—where focus, trust, and clear lines of responsibility matter—how you handle it can ripple through the whole workplace. Here’s the straightforward, practical stance: the most appropriate action is to inform a supervisor about the jokes.

Why that choice makes sense in Ontario workplaces

When a coworker makes sexist jokes, it isn’t just a moment of bad humor. It can chip away at trust, create a hostile vibe, and undermine the safety and inclusivity that teams need to do serious work. In Ontario, codes of conduct and anti-harassment policies are there to protect people and keep work environments professional. Reporting the behavior to a supervisor or to a human resources contact is how you trigger a proper process—one that aims to stop the behavior and prevent it from affecting others.

Think of it this way: you’re not snitching; you’re helping maintain the standards that keep your team reliable and focused. When jokes go unchecked, they normalize disrespect. That can lead to disengagement, increased turnover, and even safety risks. For security-minded teams, where you’re constantly assessing risk, allowing harassment to fester is a blind spot you can’t afford.

What’s at stake isn’t merely comfort. It’s morale, collaboration, and the environment where people can speak up about vulnerabilities—whether in code, processes, or culture. Your goal is a workplace where everyone feels respected enough to contribute ideas, challenge assumptions, and report problems without fear. That kind of culture isn’t built by wishful thinking; it’s built by consistent actions, including reporting when something crosses a line.

A practical, clear path to take

If you’re wondering how to act in the moment, here’s a simple approach that fits most Ontario workplaces:

• Observe and note. What exactly was said, who heard it, and when did it happen? If you’re comfortable, jot down a quick note after the incident. Details matter—date, time, exact words, witnesses, and where it occurred.

• Check the policy. Most teams have a code of conduct or harassment policy. Read it so you understand the official channels and any confidentiality protections. If there’s a policy document in your employee portal, you’ll usually find it there.

• Report to the supervisor. Bring the incident to the person who has responsibility for upholding standards in your team. A straightforward, factual report works best: “Yesterday, during [location], [coworker] made a sexist joke in front of several people. It created a tense environment, and I’m concerned about ongoing impact on team morale.” If you’re worried about retaliation, mention that you’d like guidance on the process and any confidential reporting options.

• Use the right tone. You’re aiming for clarity, not venting. Focus on behavior and impact, not intent. This helps the supervisor take the issue seriously and act in line with policy.

• Document your report. If you can, save an email or make a brief written note of the report you gave. This isn’t about filing a grudge; it’s about having a trace of the steps taken to resolve the situation.

• Follow up as needed. If nothing changes after a reasonable period, or if you feel the situation is escalating, escalate to HR or to a higher level of management. In many Ontario organizations, there are formal escalation paths and confidential channels designed to protect employees from retaliation.

What if the supervisor isn’t responsive?

That’s a tough moment, but there are still solid options:

• Escalate to human resources or a workplace ethics hotline, if your company has one. Many larger organizations have anonymous channels to report concerns while protecting the reporter.

• Talk to a union representative if you’re in a unionized environment. They can navigate the process and ensure your rights are protected.

• Seek confidential advice from a compliance officer or an ombudsperson if available. They’re there to ensure policies are followed without exposing you to backlash.

• In rare cases, consult external resources, like Ontario’s human rights resources, to understand your rights and the avenues for formal complaints. You’re not left without recourse; you just need to follow the official routes.

What happens after you report?

A fair and well-handled report does more than stop the jokes in the moment. It can lead to:

• A formal review, which might involve conversations with the person who made the comments, and perhaps a broader awareness initiative or training.

• A reminder of the code of conduct and the expectations for professional behavior.

• Support for the team to re-establish a respectful environment, especially for those who felt targeted or uncomfortable.

• Documentation that helps prevent future incidents and demonstrates a commitment to inclusion and safety.

This is not about punishment as a first instinct. It’s about fixing the problem and preserving the team’s capacity to work well together. In security-related roles, where teams depend on mutual respect to coordinate risk assessments, threat modeling, and incident response, that trust is priceless.

What about personal impact and safety?

If you’re worried about retaliation, take it seriously but don’t let fear stop you from acting. Your employer should have anti-retaliation protections. If a supervisor or HR seems dismissive, lean on formal channels and document every step. If you ever feel physically unsafe, contact on-site security or local authorities. Your safety comes first, always.

A quick note on culture—and what you can do beyond reporting

Reporting is essential, but it’s not the only tool. You can contribute to a healthier culture in small, tangible ways:

• Model the behavior you want to see. Use respectful language, call out bias when appropriate, and keep conversations professional, even in informal moments.

• Encourage inclusive discussions. Create space for colleagues to share concerns about inclusivity and propose ideas that make the team more welcoming.

• Seek or propose training. Short, practical sessions on respectful communication and unconscious bias can pay off big in morale and collaboration.

• Reflect on your own language. We all slip up. If you catch yourself using a joke that could alienate someone, own it, apologize, and adjust.

• Be a helper, not a bystander. If you notice someone feeling uncomfortable, check in with them. A simple, “Are you okay?” goes a long way.

Putting it into everyday language

Here’s the bottom line: when sexist jokes show up in your day-to-day, the right move is to talk to a supervisor. It’s how you protect colleagues, protect the work, and protect the culture you’re helping sustain. It’s not about being difficult or squeaking the system; it’s about stewardship—keeping teams safe so they can focus on the real work.

Let me put it another way: addressing the joke is like patching a vulnerability in a system. If you ignore it, the problem could spread. If you report it, you give the organization a chance to fix the root cause, train the team, and prevent future incidents. The result is a stronger, more trustworthy team—and that matters more than any single joke.

A few practical reminders to carry with you

• If something makes you uncomfortable, you aren’t overreacting. Trust your instincts and document what happened.

• Use the official channels first. They’re there for this exact purpose.

• Keep things professional. You’re modeling behavior that makes it easier for others to come forward.

• Remember the bigger picture. A respectful, inclusive environment improves teamwork, speed, and accuracy—critical traits for security-minded professionals.

• If you’re unsure about the policy, ask for clarity. Better to know the rules than guess.

Final takeaway

In Ontario workplaces, addressing sexist jokes through the proper channels is not only the ethical thing to do, it’s the smart thing for teams focused on reliability and safety. By informing a supervisor, you’re helping to uphold a standard that protects colleagues and strengthens the work you do together. It’s a move that signals: we look out for each other, we hold to a fair code, and we keep the focus where it belongs—on doing solid, ethical, collaborative work.

If you’re navigating this kind of moment, you’re not alone. You’re part of a professional fabric that values respect as much as results. And that’s a standard worth upholding—every day, in every team, across Ontario.