Internal Committee (IC) Fatigue: How to Keep Your POSH Panel Ethical, Active, and Trained

  Sep 28 2025 | theoutcastcollective

Introduction and Context Setting 

The Internal Committee (IC), established under the POSH Act (Prevention of Sexual Harassment of Women at Workplace Act, 2013), plays a crucial role in ensuring that workplaces remain safe, inclusive, and free from harassment. The IC is responsible for receiving and inquiring into complaints of sexual harassment while upholding confidentiality, fairness, and the emotional dignity of all parties involved. However, the scope of the IC’s responsibilities extends beyond handling complaints. It includes proactively creating awareness, implementing and updating the POSH policy, supporting complainants through the process, and recommending systemic changes to enhance workplace safety.

Despite the critical importance of these duties, IC members often operate under immense emotional and psychological pressure. The nature of the work—frequently dealing with trauma, power imbalances, and ethical dilemmas—can result in what could be identified as IC fatigue. It is a form of psychological and emotional exhaustion that not only affects individual members but can also compromise the committee’s effectiveness and the overall integrity of the workplace safety framework.

Understanding IC Fatigue

IC fatigue refers to the emotional, psychological, and cognitive exhaustion that members may experience from prolonged exposure to high-stakes, sensitive, and often distressing cases. IC fatigue stems from prolonged exposure to emotionally charged complaints, complex investigations, frequent subjection to detailed accounts of trauma, navigating conflicting narratives, and the moral weight of making life-altering decisions for complainants and respondents. 

IC Fatigue includes emotional exhaustion from handling distressing complaints, psychological weariness due to lack of support or organisational apathy, and cognitive burnout leading to reduced empathy or ethical disengagement, which can then impact the capability of the IC members to conduct case investigation, present findings and recommendations effectively. When left unaddressed over a period of time, this fatigue can compromise the IC’s impartiality and erode employee trust in the redressal system.

The signs of IC fatigue often appear subtly. Some of the notable signs and symptoms of IC Fatigue are as follows:

• Treating complaints as routine compliance matters
• Displaying diminished sensitivity or compassion toward complainants and respondents
• Ethical detachment or providing rigidly procedural responses devoid of nuance
• Reluctance or fear in pursuing difficult cases

Causes of IC Fatigue

One of the primary drivers of IC fatigue is the repetitive and emotionally intense nature of the cases being handled. As more employees become aware of their rights under the POSH Act, the volume of complaints has increased. While this reflects progress in awareness, it also puts considerable strain on IC members, especially in organizations that fail to distribute the workload equitably or invest in adequate resources for the emotional and psychological safety of their employees. 

Below are some reasons for the common cause of IC fatigue:

• Repetitive exposure to distressing cases: Repeated exposure to emotionally intense complaints involving trauma, harassment, and interpersonal conflict can result in secondary trauma or compassion fatigue, which may eventually impact the mental health and emotional well-being of the committee members. Over time, this psychological toll can lead to burnout, reduced sensitivity, and emotional detachment.
• Resistance from organisation: ICs sometimes face pushback when attempting to hold influential or high-performing employees accountable. This resistance may manifest as subtle efforts to discredit the committee, delay proceedings, or even manipulate outcomes. In some cases, senior leadership may pressure the IC to shape findings or recommendations to protect reputational or business interests, compromising the fairness and integrity of the inquiry process.
• Lack of training and capacity building: Many IC members are appointed without the necessary legal, procedural, or psychological training to navigate complex complaints effectively. This lack of preparedness can result in poorly conducted interviews, ineffective implementation of interim measures, or procedural gaps—all of which can negatively affect complainants and respondents. For complainants, especially those already hesitant to come forward, such shortcomings can further deter them from seeking redressal.
• Safety and Retaliation concerns: Investigating complaints involving senior executives or sensitive issues can expose IC members to professional risks, workplace hostility, or even personal threats. Fear of retaliation—whether direct or indirect—can discourage members from acting impartially or speaking out. In rare but serious instances, external influence or intimidation may also pose physical or reputational threats, highlighting the urgent need for protective measures within and beyond the organization.

Ensuring Sensitivity and Protection of IC members

To uphold the integrity and independence of Internal Committees (ICs), members must receive both emotional support and institutional protection. The role of an IC member is not only demanding but also sensitive, often involving the navigation of complex power dynamics and emotionally charged cases. Without adequate safeguards, their ability to act impartially and effectively can be compromised.

In Janaki Chaudhary & Anr. v. Ministry of Women and Child Development & Ors., the petitioners sought legal protection for IC members from retaliatory actions in private workplaces. This case underscores the urgent need for systemic measures to ensure that ICs can function without fear or external influence.

The following practices are essential to ensure the sensitivity and protection of IC members:

• Confidentiality: Strict confidentiality protocols must be maintained throughout and after the inquiry process. Safeguarding the identities of complainants, respondents, and witnesses is critical to prevent undue pressure, protect privacy, and preserve the credibility of the process. Any leak of sensitive information not only undermines the inquiry but also exposes all involved parties—including IC members—to potential risks.
• Emotional Support Systems: IC members should have access to professional counseling and peer support, especially after dealing with emotionally heavy or contentious cases. Such support mechanisms help mitigate the effects of secondary trauma and emotional exhaustion. Importantly, they also reduce the risk of unhealthy coping mechanisms, such as substance abuse, by offering healthier alternatives to process stress and emotional fatigue.
• Protective Policies: Organizations must establish clear, enforceable policies that protect IC members from retaliation or intimidation. This includes support in case of external threats and internal safeguards, such as HR protocols, to address any backlash from within the organization. By fostering a culture that respects and defends the IC’s independence, organizations can ensure that investigations are carried out transparently, fairly, and without fear or bias.

Actionable Strategies to keep IC Ethical, Active, and Trained

To ensure that Internal Committee (IC) members remain ethical, engaged, and effective in their roles, organizations must go beyond legal compliance and invest in ongoing training, emotional resilience, and organizational support. A well-functioning IC requires not just technical knowledge, but also emotional intelligence, institutional backing, and regular opportunities for skill development. The following strategies can help sustain an active, impartial, and competent IC:

1. Prioritising IC Training 

A well-trained IC is the foundation of an effective POSH implementation. Training should not be a one-time event but a continuous process that evolves with new challenges and legal developments.

• Onboarding Training: Introduce new IC members to the POSH Act, investigation procedures, ethical inquiry methods, and legal ramifications.
• Refresher Modules: Conduct periodic sessions to keep members informed about recent legal updates, case precedents, and evolving best practices.
• Specialised Topics: Include advanced training on trauma-informed approaches, empathetic interviewing skills, unconscious bias, and detailed documentation practices.

2. Equip IC to Handle Emotional Scenarios

IC members often encounter high-emotion situations and must be equipped to navigate them with sensitivity and balance.

• Emotional Intelligence: Encourage the development of skills such as active listening, empathy, and emotional regulation to support complainants and respondents better.
• Trauma Sensitivity: Train members to recognize signs of trauma and understand its impact on communication, memory, and behavior during inquiries.

3. Foster Organisational Mental Health Support

A mentally resilient IC requires a supportive organizational culture that prioritizes emotional well-being and stress management.

• Resilience Workshops: Offer regular workshops on managing stress, emotional fatigue, and maintaining psychological balance.
• Employee Assistance Programs (EAPs): Provide confidential access to professional counselors or therapists for IC members who need emotional support after dealing with difficult cases.
  

4. Improve Respect and Team Collaboration

Institutional respect and seamless collaboration have a significant impact on the morale and performance of IC members.

• Respect from Leadership: Senior management should visibly and vocally support the IC’s independence and legitimacy, reinforcing trust in the system.
• Feedback Mechanisms: Create safe channels through which IC members can raise concerns or flag procedural challenges without fear of retaliation.
• Organisational Collaboration: Encourage close coordination between ICs and HR, Diversity, Equity & Inclusion (DEI) teams, and external legal or psychological experts to strengthen the organisational inquiry process and create a safer working environment.

Conclusion

An ethical, active, and well-trained Internal Committee (IC) is the cornerstone of a safe, fair, and inclusive workplace. However, maintaining such a committee requires more than just procedural compliance—it demands consistent organizational investment in both the professional development and emotional well-being of its members. Addressing IC fatigue through thoughtful training, empathetic support, and strong institutional safeguards not only strengthens the integrity of the POSH framework but also reflects a deeper, values-driven commitment to workplace dignity. 

When organizations prioritize the resilience and independence of their ICs, they don’t just meet legal obligations—they foster a culture of trust, respect, and accountability. Ultimately, investing in your IC means investing in your people—and in the long-term health and credibility of your organization.