Combating Bullying in the Workplace

When we hear the word “bullying” we often think of school playgrounds, but bullying often continues to be a problem in adulthood—and even in the workplace. In fact, it can become a form of harassment when done in a discriminatory way.

Bullying can show up at work in many forms, including intimidation, threats, exclusion, sabotage of work, setting unreasonable demands, and hostile or mocking comments or actions. Unfortunately, these actions do not always get the attention that harassment gets because they are not always directed at a protected class or based on another discriminatory characteristic. Yet, bullying can cause a multitude of problems for the target, including emotional distress, stress, anxiety, and frustration—often culminating in the loss of employment (voluntary or otherwise), which hurts everyone involved.

It should go without saying that bullying should not be tolerated in the workplace, but it can be tough for employers to know about and even tougher to police. What can an employer do?

Tips for Combating Bullying in the Workplace

Employers should be comforted by the fact that there are many steps they can take to reduce the likelihood of bullying. Check out these tips:

• Be sure that all members of upper-level management (and, ideally, all supervisors) are on board with having zero tolerance for bullying behaviors. Without support from management, it will be tough to get traction.
• Create an antibullying program or policy and clearly state it in employee materials, such as the employee handbook. This should be separate and in addition to your antiharassment policy.
• Train all employees on what is and is not bullying, how to recognize it, and what to do about it when it is discovered. Remember, bullying can be subtle, but that doesn’t mean it’s not harmful.
• Provide clear guidance on whom to contact if an employee feels he or she is being bullied.
• Use multiple forms of communication to convey antibullying messages. For example, in addition to training and policies, employers can include posters around the worksite that remind employees about the antibullying policy and what they can do if targeted or if they witness bullying behaviors.
• Ensure that your complaint investigation procedures are up to date and take all bullying complaints seriously. This might seem obvious, but unfortunately, many companies only give lip service to this important issue and don’t actually take it seriously. This leads victims to feel they cannot get any relief and have no choice but to quit, initiate a lawsuit, or both. A substantial portion of people who are bullied in the workplace either resign or look for a transfer, and many who are forced to quit do so as a result of the bullying problem.
• Have disciplinary policies in place to handle bullying—and know when to proceed to advanced disciplinary steps if the situation warrants it. There should always be a strong signal that bullying is never acceptable. Unfortunately, many workplace bullies go unpunished, leading to turnover and morale issues.
• Train managers and supervisors on what to do if they witness bullying behavior among other employees. Also, train managers on managerial behaviors that are unacceptable.
• Be sure to have procedures that prompt appropriate follow-up to all bullying complaints and situations. This includes following up after the investigation and disciplinary action have concluded to ensure the situation remains resolved.

Some companies worry that combating bullying is expensive, but the cost pales in comparison to losing employees and dealing with lawsuits. Implementing these ideas to reduce the risk is a step in the right direction.

About Bridget Miller:

Bridget Miller is a business consultant with a specialized MBA in International Economics and Management, which provides a unique perspective on business challenges. She’s been working in the corporate world for over 15 years, with experience across multiple diverse departments including HR, sales, marketing, IT, commercial development, and training.