Bullying and harassment in the workplace are widespread problems, affecting many people at work every day. They are serious issues which deny people their right to be treated with dignity and respect. This article looks at the types of bullying and harassment, and at how organisations can effectively intervene and create a safer workplace.
Defining Workplace Bullying and Harassment
Workplace bullying can be defined as repeated, unreasonable behaviour directed towards an employee or group of employees that creates a risk to their health and safety. This can include verbal abuse, humiliation, intimidation, or undermining an individual’s work performance.
Harassment, on the other hand, is any unwanted conduct related to a protected characteristic, such as race, age, or disability, that has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, or offensive environment.
Legal definitions and implications in the UK
Although there is no legal definition of bullying, the Health and Safety at Work Act makes it clear that all employees have the right to work in a safe environment.
It may also be covered by:
- The Equality Act 2010, if it is linked to a protected characteristic.
- The Employment Rights Act 1996, especially the ‘detriment’ provisions.
- Claims for breach of an express or implied term of the employment contract
- Protection from Harassment Act 1998.
A myriad of other legal principles and laws may also apply for example:
- The common law obligation for an employer to take care of workers’ safety.
- Personal injury protection and duties to take care of workers arising out of Tort law.
- Health and Safety at Work etc Act 1974.
- Criminal Justice and Public Order Act 1994.
- Whistleblower protections.
- The Equality Act 2010 makes it illegal to harass or bully employees based on protected characteristics such as race, gender, age, disability, and sexual orientation.
- Human Rights Act 1998.
One in three workers have experienced bullying passed off as “banter”
Types of bullying and harassment
Workplace bullying can manifest in various forms, including:
Verbal:
This involves persistent criticism, insults, or derogatory remarks, often in front of colleagues.
Example: you may notice a manager constantly criticising an employee’s work in front of their colleagues or a co-worker making derogatory comments about an employee’s race, sexuality or disability.
Emotional:
Exclusion or social isolation i.e. deliberately ignoring an individual or excluding them from work-related activities or social events.
Example: You may see a team leader purposely excluding a team member from an important decision-making process which affects them.
Undermining or sabotage:
Deliberately withholding information, resources, or opportunities that an individual needs to succeed in their role.
Example: An employee can constantly undermine someone’s authority for example refusing to complete tasks. This is often known as subordinate bullying or upward bullying.
Sexual harassment
Unwanted sexual attention towards an individual. Making threats of dismissal, or promises, such as promotion, as a consequence of agreeing or disagreeing with requests of a sexual nature is sexual harassment. Other sexual harassment examples include inappropriate physical contact, unwanted requests for dates or unwelcome gifts, e-mails, or calls.
Example: Telling lewd jokes or sharing details of sexual experiences which make the listener feel uncomfortable.
Physical: Intimidation or threats:
Using fear, aggressive behaviour, or the threat of negative consequences to coerce an individual into compliance.
Example: An employee may get physically pushed around in the office. It can also include damage to property, such as tampering, scratching or breaking a person’s property.
Cyberbullying:
Harassment or bullying that takes place online.
Example: Posting or sharing harmful content about someone on social media.
Micromanagement:
Closely controlling and scrutinising an individual’s work to an unreasonable degree, often accompanied by criticism or negative feedback.
Example: A micromanager may discourage casual chat by physically separating employees. This stifles collaboration and camaraderie.
Effects on organisations and individuals
Workplace bullying can have far-reaching consequences for both employees and organisations.
For individuals, there is a psychological impact often leading to increased stress, anxiety, depression, and even physical health problems. Bullying can also significantly impact an employee’s job satisfaction, productivity, and overall well-being.
From an organisational perspective, workplace bullying can contribute to high employee turnover, decreased morale, and reduced productivity, ultimately impacting the bottom line. There is also the risk of reputational damage.
Recognising bullying and harassment
Identifying the signs of workplace bullying and harassment is crucial for addressing the issue effectively. Some common indicators include:
- Sudden changes in an employee’s behaviour or work performance, for instance, becoming withdrawn.
- Frequent complaints or concerns from employees about their treatment by colleagues or superiors.
- Increased absenteeism or requests for transfers or reassignments.
- Rumours or complaints of favouritism, discrimination, or unfair treatment.
Shortly after starting work at a PR company in London, Mia* found herself falling victim to workplace cyberbullying.
Her colleagues would exchange emails or texts while being physically present in the same room, and then they would smirk and laugh with one another. Eventually, one of them started ‘accidentally’ sending insulting emails directly to Mia, feigning innocence and claiming that they were not about her.
In addition, Mia’s colleagues sought to damage her reputation with her boss and clients by intentionally providing her with incorrect event timings, just so they could report to the boss that she was late. They also consistently left her out of important email communications, leaving her completely unaware of what was happening at work.
The situation caused Mia to dread going to work. She became paranoid, constantly questioning the content of every email she received, fearing that it was directed at her.
“I began to dread going into work and became paranoid, wondering what every email they sent was saying and if it was about me. I felt constantly anxious and close to tears, and was reminded of the misery of school bullying.”
With little support from her manager, after a few months, Mia left the company.
Industries where bullying commonly occurs
Bullying can occur in any industry but some are identified as having a prevalence. These are often industries with rigid pecking orders or where many in the workforce are high-achievers.
Finance: A poll conducted by the Financial Times has found that 66% of financial professionals have encountered workplace bullying.
Healthcare: This industry is known to have a high prevalence of bullying, with 20% of staff experiencing bullying and 43% witnessing bullying.
Education: The education industry has also been linked to bullying, particularly in the workplace culture where highly powerful people work alongside those with lower status.
Sales: There is often a tactical acceptance of bullying in a high-pressure sales environment to achieve targets. Managers may turn a blind eye because the bullies are generating profit for the business.
Reporting and intervention
Two common reasons for not reporting bullying and harassment are:
- Fear it will make things worse.
- A lack of confidence that anything will change.
It is the responsibility of managers to provide reassurance and a safe means of reporting and to improve how complaints are handled.
How to report bullying
- Anyone who believes they are being bullied at work is advised to keep a written record or diary including details of past incidents no matter how small they might be.
- Employees may like to sort the problem informally at first. For instance, speaking directly to the bully or harasser: they may not have realised how distressing their actions are.
- If they are not comfortable with this, they should make management or HR aware who can then offer advice and take steps to resolve the issue.
- Formal grievance procedure: An employee can raise a grievance if:
– they feel raising it informally has not worked
– they do not want it dealt with informally
– it’s a very serious issue, for example, sexual harassment or whistleblowing - Employment tribunal: This is only an option where the person being bullied has worked for their employers for 24 months and is considered harassment under the Equality Act 2010.
Bystander awareness – why most people do nothing
Up to 60% of people report doing nothing when witnessing bullying at work
A bystander refers to someone who witnesses an event without actively participating or intervening.
Being scared to get involved is a common reason for a bystander’s lack of intervention but where bullying behaviour goes unchallenged, it becomes normalised and part of the culture. This is why is essential that leaders encourage bystanders to be more proactive and speak up if they witness such behaviour by giving them effective and safe ways to do so.
Long-term impact and recovery
The long-term effects of workplace bullying can be severe, both for the individual and the organisation. Victims may experience ongoing mental health issues, such as post-traumatic stress disorder, and may struggle to regain their confidence and trust in the workplace. Organisations, on the other hand, may face increased legal liability, reputational damage, and the challenge of rebuilding a positive, productive work culture.
Recovery from workplace bullying can be a complex and challenging process, often requiring a combination of individual and organisational support. Victims may benefit from counselling, mentoring, or support groups to help them process their experiences and develop coping strategies. Organisations, in turn, must be proactive in addressing the root causes of bullying and implementing effective prevention and intervention measures.
Prevention
Strategies can be implemented to stop workplace bullying and create a safe, inclusive and respectful work environment.
Awareness training: Organisations need to raise awareness about workplace bullying and its detrimental effects. This can be done through training or workshops. Employees should be educated about what constitutes bullying behaviour, how to identify it, and the impact it can have on individuals and the workplace as a whole.
Training for managers: Managers play a key role in preventing and addressing workplace bullying. They should foster a culture of respect and intervene promptly when necessary. Providing appropriate training can give them the tools and confidence necessary to achieve this.
Open communication: Creating an environment where employees feel comfortable reporting bullying incidents is crucial. Employers should encourage communication channels, such as an open door policy, anonymous reporting system or dedicated personnel to provide support.
Support systems: There must be support systems in place for employees who have experienced workplace bullying. This can include access to counselling services, Mental Health First Aiders or Mental Health Champions, employee assistance programs, or support groups. Creating a safe space for victims to share their experiences and seek guidance can help in their recovery and prevent further instances of bullying.
Clear policies and procedures: Employers should establish comprehensive policies and procedures that explicitly state their zero-tolerance towards workplace bullying. These policies should be communicated to all employees and be easily accessible. Everyone needs to understand the consequences of engaging in bullying behaviour and the support available for victims.
Surveys and feedback: Organisations should actively monitor whether bullying or harassment is a problem within their workforce. Anonymous surveys and other feedback sources can be used to assess the prevalence and nature of bullying and harassment concerns.
Legal and organisational policies
A workplace bullying policy should be agreed upon with trade union or employee representatives and communicated to everyone.
The policy should include for example:
- Examples of what constitutes harassment, bullying and intimidating behaviour, including cyber-bullying, exclusion and persistent criticism.
- The impact of bullying and why it will not be tolerated.
- Details on how it will be treated as a disciplinary offence where a case is proven.
- Details on where to find help and on reporting procedures and channels.
- Assurance that allegations will be treated speedily, seriously and confidentially
- The accountability of all managers, and the role of union or employee representatives.
It should also require supervisors/managers to implement policy and ensure it is understood, and it should emphasise that every employee is responsible for their behaviour.
The role of leadership
By encouraging people to speak up about inappropriate behaviour, holding perpetrators accountable and adopting a zero-tolerance approach, managers can set the tone from the top.
An effective manager should:
- Work towards improving the resolution of problems and ensure access to alternative means of resolution such as mediation where appropriate.
- Make resources, representation and support available for individuals going through the process.
- Encourage and enable early intervention to tackle low-level, unprofessional behaviour before it escalates.
Case studies of successful interventions
How an organisation effectively addressed bullying and harassment:
Ryan, who works as a project manager in a sales company, faced online harassment from a colleague, Jordan.
Using a false name, Jordan repeatedly sent hurtful messages to Ryan through his work email. The messages questioned Ryan’s professional abilities and made claims about his personal life.
Distressed, Ryan eventually reported the cyberbullying to the company’s HR department which took the allegations seriously and promptly investigated the matter.
Once they were able to confirm it was Jordan who was behind these messages, the company took decisive action. They offered support to Ryan and implemented disciplinary measures against Jordan. They also stepped up employee training on responsible digital conduct and reminded staff of the strict penalties for online harassment.
Through this zero-tolerance approach, the company reinforced its commitment to providing a safe place for all employees.
Resources for further information, advice and training
ACAS gives employers and employees free, impartial advice on workplace rights, rules and practices. They can also help to resolve disputes.
Protect gives confidential advice and support for whistleblowers.
Or call us for more advice regarding in-work training such as our accredited courses:
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