Chucking out bullying behaviours at work: Why it’s so crucial for today’s workforce

Envision a scenario, where Fatima, a Dubai-based marketing associate began her job at an FMCG company. She was keen to leave a positive mark, pouring her energy and dedication into every assignment. Unfortunately, her initial enthusiasm was soon overshadowed by ongoing criticism.

Her colleagues, perceiving her inexperience as an opportunity, began to delegate tasks that strayed far from her marketing responsibilities. As a result, Fatima found herself buried under a pile of administrative work that did not align with her primary duties or future goals.

Though she hoped this situation would improve, the constant disregard and lack of encouragement took a toll on her morale. Team meetings turned into tense sessions where her ideas were dismissed, and she increasingly felt unappreciated.

This case exemplifies a situation of workplace bullying, which continues to impact many employees globally. According to findings from the ILO Experiences of Violence and Harassment at Work survey, 17.9% of employed men and women have encountered psychological bullying at some point. However, the true number of unreported cases remains uncertain.


Understanding workplace bullying: What constitutes it?

Workplace bullying involves repeated harmful actions that erode an employee's dignity, causing emotional pain and creating a hostile work atmosphere through acts of intimidation, humiliation, or unfair treatment.

Such behaviour can appear in various forms, often through ongoing, unfair actions intended to demoralise or intimidate an employee. In Fatima's case, the root cause behind her declining confidence was the unjust treatment from her coworkers and manager, which made her feel isolated.

Here are additional examples of common workplace bullying behaviours:

• Undermining an employee’s efforts: Consistently criticising someone’s work without constructive advice can leave them feeling undervalued. For instance, calling out a team member’s mistakes in a group setting, rather than in a one-on-one conversation, can damage their self-assurance and morale.
• Spreading gossip or false information: Disseminating baseless rumours about a colleague can harm their reputation and impact team relationships. For example, coworkers circulating false stories about someone’s personal life can create a toxic work environment.
• Overloading with unrealistic deadlines: Giving an employee an excessive workload or setting impractical deadlines can result in high stress and burnout. For instance, a manager may consistently delegate challenging assignments to one team member, fully aware that the deadlines are unattainable.

Why are employees still sceptical about reporting such incidents?

Despite the harmful effects of workplace bullying, many employees lack confidence in their organisation's reporting mechanisms, believing that no action will be taken to address such incidents.

A survey from CIPD's Spring 2024 Labour Market Outlook, revealed that 36% of employees who reported incidents of workplace bullying felt that they were not fully resolved. This survey further indicates a significant reluctance among other employees to report incidents of workplace bullying, majorly due to a lack of trust in the resolution process.

• Fear of retaliation: The apprehension of backlash frequently prevents employees from speaking up. For instance, they might worry about being treated even more harshly by the bully, losing career advancement opportunities, or facing subtle forms of punishment, such as exclusion from important projects or a poor performance review.

• Lack of awareness regarding inappropriate conduct in the workplace: In certain instances, employees might not be aware that they are experiencing bullying. Without adequate education and understanding of what defines bullying behaviour, they may not realise they have the right to report these incidents.
• Concern about being judged: Those who experience workplace bullying often feel a sense of embarrassment or shame regarding their circumstances, likely stemming from the fear of being scrutinised by peers and supervisors.

Delving into the adverse outcomes of unreported workplace bullying

The consequences of such behaviours reach far beyond immediate emotional turmoil, resulting in long-term implications for both individuals and organisations. For example, ongoing exposure to bullying can lead to stress, anxiety, depression, and even post-traumatic stress disorder (PTSD), significantly affecting an employee's mental health.

In Fatima's case, the persistent criticism and feelings of isolation took a significant toll on her mental well-being, making it challenging for her to concentrate and perform effectively.

Other detrimental effects of workplace bullying include:

• Disruption of team dynamics and productivity: Bullying not only harms the targeted individual but can also disturb team cohesion and overall productivity. When employees feel undervalued or unsafe, their willingness to engage and contribute diminishes. For instance, Fatima's experience of being burdened with unrelated tasks prevented her from focusing on her primary duties, ultimately decreasing her productivity.
• Higher turnover rates: Organisations that either tolerate or fail to address bullying risk losing talented individuals who feel unsupported or mistreated. When employees observe upper management ignoring unfair treatment, it conveys a message that the organisation accepts toxic behaviour. As a result, it can prompt others who have experienced harassment to remain silent and ultimately leave without disclosing the real reasons for their resignation.
• Damaged organisational reputation: Companies with a bullying culture often find it difficult to attract new talent, as negative experiences circulate through reviews and employee networks, harming their public perception. For instance, an employee who resigns due to a toxic environment may post anonymous reviews highlighting the negative aspects of the organisation’s culture.

How HR leaders can combat bullying in the workplace

To effectively mitigate the culture of workplace bullying, HR leaders should first aim to create an environment that recognises and appreciates collaborative and supportive actions.

Dr Jane Victoria Usher, PhD, emphasised in a LinkedIn article that organisations must implement strategies that extend beyond basic conflict resolution policies to tackle this widespread issue. She pointed out that even subtle forms of bullying, such as exclusion or excessive oversight, should be treated with the same gravity as overt aggression.

Here are some suggestions for HR leaders looking to prevent bullying at work:

• Establish clear open-door policies and promote them effectively: Implement a strict open-door policy that clearly outlines what constitutes bullying and ensures rigorous enforcement. This policy should encourage employees to voice their concerns without the fear of backlash. For example, HR leaders can conduct regular check-ins with staff, creating a welcoming environment where employees feel at ease discussing their challenges.
• Implement hands-on training on acceptable and unacceptable behaviours: Engaging in experiential training can make anti-bullying strategies more relevant and impactful compared to conventional seminars. For instance, HR leaders can adopt a practical approach, allowing staff to witness and engage with complex bullying scenarios in real time.
• Provide anonymous reporting options: By introducing digital platforms that facilitate anonymous reporting of bullying incidents, employees can safely voice their concerns regarding workplace misconduct. HR leaders could create a similar platform that includes a mobile app feature. Furthermore, a chat function can be established where employees can seek guidance or raise concerns in a secure setting, assuring them that their issues are taken seriously and will be addressed appropriately.
• Create peer support systems: After gathering and analysing employee concerns through various reporting tools, HR leaders can establish a peer mentoring or buddy system. This initiative would enable employees to seek guidance and support from one another, helping to cultivate a sense of community and providing an additional layer of assistance for those impacted by bullying.

Summing it up:

Addressing workplace bullying demands a proactive strategy from HR leaders aimed at nurturing a constructive work environment. By recognising and tackling both subtle and overt bullying behaviours, organisations can enable employees to flourish in their positions. Implementing clear policies, promoting transparent communication, and developing peer support systems are critical measures to achieve this goal. In return, such initiatives will enhance employee morale, boost performance, and strengthen the organisation’s reputation.