HR teams in 2025 face a different kind of compliance challenge. The focus has moved away from maintaining individual policies and toward ensuring that safety, conduct, and working conditions operate seamlessly across the organisation.
As a result, POSH and new labour codes compliance is no longer managed in isolation. Authorities now expect these requirements to function as a unified framework that supports safer and more respectful workplaces.
The new labour codes emphasise safe working environments, equal treatment, and employee welfare. These objectives directly support the intent of POSH legislation. In practice, regulators now look beyond policy documents to examine how safety and respect are implemented on the ground.
One clear example is women night shift safety, where compliance depends on operational planning rather than written intent. Shift allocation, supervision, and employee confidence all contribute to how safety standards are evaluated.
As enforcement becomes more practical and outcome-focused, POSH and new labour codes compliance is reviewed as a single framework rather than two separate obligations.
Earlier, organisations focused on having policies in place. In 2025, authorities focus on awareness, behaviour, and response quality.
A well-defined workplace conduct policy sets expectations clearly, but its real value lies in how consistently it is communicated and followed. Regulators increasingly assess whether employees understand reporting channels and whether managers actively support respectful conduct.
This shift places accountability not just on HR, but also on leadership and line managers.
Strong POSH governance depends on effective internal mechanisms. Inspectors now review whether committees function independently, members receive training, and decisions are documented properly.
Effective IC/ICC compliance requires more than formal constitution. It demands regular engagement, confidentiality, and timely action. Alongside this, labour codes require employers to manage operational safety risks, including consent + transport arrangements for employees working late hours.
When these elements work together, organisations reduce exposure and build employee trust.
Training has shifted from an annual checkbox to an ongoing responsibility. A defined training calendar helps organisations demonstrate continuous awareness across levels, including new joiners and managers.
Equally important is a clear complaints process. Employees expect timely acknowledgment, confidentiality, and transparency. Delays or inconsistent handling often attract more scrutiny than the complaint itself.
These factors explain why POSH and new labour codes compliance is now evaluated through execution rather than documentation alone.
Organisations that continue to manage POSH and labour codes separately risk gaps in execution. Those that integrate them benefit from clearer accountability, smoother audits, and stronger employee confidence.
Viewed together, POSH and new labour codes compliance becomes a framework for safer workplaces, predictable processes, and credible governance.
As compliance expectations continue to rise, informal practices no longer provide sufficient protection. Organisations now need structured systems that connect policies, training, internal committees, and day-to-day operational decisions into one coherent framework.
Team Management Services supports organisations in building integrated compliance frameworks that address both labour code requirements and POSH compliance obligations. From POSH policy alignment and Internal Committee support to training programs, documentation review, and compliance readiness, TMS helps businesses implement statutory requirements with clarity and consistency.
When compliance is approached as an ongoing practice rather than a checklist, workplaces become safer and more resilient. Integrating POSH principles with labour code requirements helps organisations move from reactive issue-handling to preventive governance. In the long run, this alignment strengthens trust, supports employee well-being, and creates a workplace culture that can adapt confidently to evolving regulatory expectations.
Yes. Organisations must maintain full POSH compliance at all times, including policies, committees, and training, even if no complaints have been reported.
Training should be conducted regularly, especially for new joiners, managers, and committee members. One-time or outdated training is no longer considered adequate.
Authorities increasingly review POSH compliance as part of overall workplace safety, dignity, and labour code enforcement rather than as a separate exercise.
Organisations most often fall short due to gaps in execution, such as inactive Internal Committees, inconsistent training coverage, or incomplete documentation. Regulators now evaluate how effectively POSH processes operate in practice, not just whether policies exist.
Contact TMS:
+91-224-149-8942
+91-224-896-7640
For General Queries:
[email protected]
For Sales:
For Jobs:
[email protected]
Team Management Services. All Rights Reserved | Privacy Policy | Terms & Conditions
