From Awareness to Action: A Practical Guide to Combating Workplace Bullying

Workplace bullying is a serious issue with far-reaching consequences. While traditional seminars on harassment and bullying often occur after problems arise, they frequently miss the underlying causes. A truly effective approach requires a proactive strategy deeply embedded in the organizational culture. This guide provides concrete strategies for organizations (e.g., HR professionals and leaders) and individuals committed to creating healthier, more respectful workplaces that prevent bullying from taking root.

Understanding Multifaceted Impact of Workplace Bullying: Beyond the Obvious

Workplace bullying encompasses repeated, unreasonable actions directed toward an employee or group of employees, creating a risk to health and safety (Einarsen et al., 2011). It's critical to recognize that bullying can manifest in subtle ways, including social isolation, spreading rumors, undermining work performance, and verbal abuse. Microaggressions can also build up and eventually cause the employee's stress level to hit a critical level.

The Cascade of Effects: From Individual to Organization

The impact of bullying extends far beyond the individual victim. It leads to increased stress, anxiety, depression, decreased job satisfaction (Hoel & Cooper, 2000), and potential long-term health problems. This, in turn, negatively impacts productivity, absenteeism, employee turnover, and damages the company's reputation. When employees feel unsafe, they are unwilling to take risks, stunting innovation, growth, and the ability to adjust to changing market conditions. Research indicates that organizations with high levels of workplace bullying can experience a 30-50% decrease in overall efficiency (Salin & Hoel, 2013).

Proactive Strategies: Building a Bullying-Free Culture

Moving beyond reactive measures requires a multi-pronged, proactive approach. A critical element is embedding interpersonal skills development throughout the organization.

I. Organizational Strategies

These are things an organization can do to prevent workplace bullying.

1. Beyond Training: Embedding Interpersonal Skills Development: The Core Foundation

Bullying often stems from a lack of fundamental interpersonal skills. HR should invest in ongoing programs focused on developing these core competencies across the entire organization. To foster the skills needed for a positive work environment, organizations need to focus on communication skills, conflict resolution, stress management, and emotional intelligence. Implementing training programs for emotional intelligence, stress management, and positive communication create a better work environment. This proactive approach requires a commitment from all levels of an organization but offers a variety of positive outcomes that will increase ROI.

These programs should be focused on building the following skills:

• Self-Awareness and Self-Reflection: All employees should be trained to understand and reflect on their behavior in various contexts. This can be promoted through regular feedback rounds and self-evaluation tools (Smith et al., 2020). Research has shown that self-awareness is a key factor in reducing workplace bullying (Hoel & Cooper, 2000).

• Emotional Intelligence: Developing empathy, self-regulation, and social skills can assist employees in managing their own feelings and the feelings of others.

• Stress Management and Communication: Training on stress management strategies and positive communication skills helps employees navigate difficult situations professionally and respectfully. Understanding one's own behavior in stressful situations is essential. Studies have shown that effective communication skills can significantly reduce workplace conflicts (Keashly & Neuman, 2010). This also impacts employees positive use of non-violent communication.

• Conflict Resolution: Equip employees with the tools to address disagreements constructively. Skills to mediate conflicts, find common ground, and de-escalate tense situations are essential. This reduces the likelihood of conflicts escalating into bullying behaviors.

• Awareness of Power and Role: It's crucial for employees to understand their own role as well as those of their colleagues and superiors. Particularly important is raising awareness of one's own power and its effects. Workshops on organizational structure and role analysis can provide valuable insights (Einarsen et al., 2011).

• Responsibility and Scope for Action: Employees should be encouraged to take responsibility for their actions and use their scope for action positively. This can be achieved through empowerment programs and the promotion of personal initiative (Nielsen & Einarsen, 2018).

2. Crafting a Robust Anti-Bullying Policy: Clarity, Enforcement, and Communication

A well-defined anti-bullying policy should clearly define prohibited behaviors, reporting procedures, investigation protocols, and consequences for violations (Ferris et al., 2014). But a policy is only effective if it is consistently enforced and proactively communicated to all employees. The anti-bullying policy also needs to make note on any local and federal laws that impact the region, while also working with an attorney that has experience in this situation.

3. Implementing the CREW (Civility, Respect, and Engagement in the Workforce) Intervention & Beyond

Evidence-based interventions like the CREW (Civility, Respect, and Engagement in the Workforce) program can foster a more positive and respectful work environment by explicitly promoting these values (Mayer, 2008). CREW is a structured program designed to foster communication, collaboration, and a sense of shared purpose within teams.

4. Fostering a Culture of Psychological Safety

When employees feel safe, they are more likely to come to work. Creating a culture that encourages reporting and open communication, celebrating diversity, and addressing any form of discrimination or harassment is essential.

5. Leadership Modeling Respectful Behavior

Leaders must model respectful and inclusive behavior. Training programs for supervisors and managers should cover the following:

• Recognizing Bullying: Identifying the signs of bullying, both overt and subtle.

• Intervention Strategies: Knowing how to address bullying incidents promptly and effectively.

• Promoting Teamwork: Building cohesive teams based on trust and mutual respect.

6.  Gender-Specific Training Programs

Organizations need to acknowledge and directly address the documented gender differences in perceiving and responding to bullying. You can find more information on this topic here. Training programs should focus on these blind spots and bias:

• Awareness of Subtle Bullying Tactics: Men need to be trained to recognize the less overt forms of bullying, including relational aggression and microaggressions, which are frequently experienced by women (Salin, 2021).

• Empathy and Perspective-Taking: Training should foster empathy and help men understand the impact of bullying on targets, especially women, who may experience it differently (Escartín et al., 2011).

• Confronting Conflict Constructively: Men need tools and strategies to address conflicts directly and constructively rather than avoid them or minimize their impact (Ólafsson & Jóhannsdóttir, 2004).

• Challenging Traditional Masculinity Norms: Training can challenge traditional norms that discourage open communication and emotional expression, fostering a more supportive and inclusive environment (Connell, 2005).

7.  Revamp Reporting Procedures

Create transparent and accessible reporting mechanisms to ensure all bullying claims are investigated promptly and impartially, regardless of the gender involved.

8.  Promote Gender Equality in Leadership

Implement initiatives that actively support women's advancement into leadership roles. Diverse leadership teams are more likely to cultivate inclusive environments where bullying is less tolerated (Ely & Rhode, 2010).

9.  Leadership Commitment and Accountability

Senior leaders must visibly champion anti-bullying initiatives and hold themselves and others accountable for creating and maintaining a respectful workplace culture (Edmondson, 1999). This includes intervening when bullying is observed and taking disciplinary action when necessary.

10. Regular Organizational Climate Assessments

Conduct regular assessments to gauge the organizational climate and identify potential bullying hotspots. These assessments should include questions about gender dynamics and conflict resolution practices.

Photo by Jeremy Bishop @jeremybishop via Unsplash.

II. Individual Strategies

1.  Document Everything

Keep a detailed record of every incident, including dates, times, locations, witnesses, and specific details. Be as specific as possible in describing what happened, including the exact words used if you can recall them. This level of detail helps you process the events more clearly and provides substantial evidence if you decide to escalate the matter. Save emails, memos, or other communication demonstrating harassment, manipulation, or adverse treatment.

Consider creating a timeline of incidents to visualize the pattern of behavior over time. This can also help you discern whether the bullying is an ongoing issue and can potentially highlight any escalation in the severity of the behavior. In addition to aiding your case, this process can provide you with a sense of control in a situation where you might feel powerless.

2.  Seek Support

Talk to a trusted friend, family member, or therapist. These individuals can offer a safe space to process your feelings without needing to justify your emotions. Experiencing workplace bullying may lead to confusion, self-doubt, and a diminished sense of confidence and trust.

A therapist can help you clarify your situation, enabling you to understand the dynamics and explore your options. They can assist in identifying triggers and developing effective coping and recovery strategies to navigate these difficult experiences. Remember that seeking help is a sign of strength!

3.  Know Your Rights

Familiarize yourself with your company's anti-bullying policy and any relevant legal protections in your area. Take time to read through the policy thoroughly to know what behaviors are deemed bullying and what steps the organization commits to take in response.

Consult with an attorney specializing in employment law and can provide tailored advice based on your specific circumstances. An attorney can help you understand the nuances of your case and clarify your options for seeking justice, whether that involves filing a formal complaint within your company, pursuing a claim with a government agency, or potentially seeking legal action. By seeking to understand and assert your rights, you can take a proactive stance.

4.  Report the Bullying (Important: When Safe to Do So):

Start by reviewing the reporting procedures outlined in your company's anti-bullying policy; this will guide you through the proper channels and protocols to follow. It's essential to adhere to these procedures, as they are designed to handle such complaints in a systematic and confidential manner.

It's important to report bullying only when you feel safe to do so. If you believe that making a formal complaint could lead to further retaliation or exacerbate the situation, consider seeking advice from a lawyer.

Present your documentation in a well-organized format. Include a summary of the incidents, clearly highlighting the dates, times, locations, and the nature of the behavior you've experienced. Be clear and concise in your account. State the specific actions that constitute bullying, provide any supporting evidence such as emails or messages, and mention any witnesses who can corroborate your experiences. This factual approach will reinforce the validity of your claims and demonstrate that you have taken the matter seriously.

III. Empowering Employees: Creating a Culture of Upstanding

Employees are not helpless bystanders; they play a crucial role in preventing bullying.

• Establishing Confidential Reporting Channels: Employees must have a safe and confidential means of reporting concerns without fear of retaliation. Anonymity is key.

• Promoting a Culture of Upstanding: Encourage employees to actively intervene when they witness bullying behavior.

• Providing Support and Resources: Offer counseling services, employee assistance programs (EAPs), and peer support networks to provide support to both victims and witnesses of bullying.

IV. Measuring Impact and Sustaining Progress

Prevention is an ongoing process.

• Tracking Key Metrics: Measure employee satisfaction, absenteeism rates, turnover, access employee complaints, and exit interviews.

• Continuous Evaluation and Improvement: Regularly assess the effectiveness of bullying prevention efforts and make adjustments as needed. Seek feedback from employees and adapt strategies to meet evolving needs.

Action Steps: Implementing Proactive Change Today

• Conduct a Workplace Culture Assessment: Identify the current state of your workplace culture and pinpoint areas for improvement.

• Develop a Comprehensive Anti-Bullying Policy: Create a clear, accessible policy that is actively enforced and communicated.

• Invest in Interpersonal Skills Training: Provide ongoing training to all employees on emotional intelligence, conflict resolution, and communication.

• Empower Leaders to Model Respectful Behavior: Equip leaders with the skills and resources they need to champion a positive and inclusive culture.

Keeping in Mind Legal and Financial Ramifications

• Bullying at work is illegal in some U.S. states (please look up details on the laws in your regions). Even in areas where it is not, it still creates legal problems and can expose businesses to costly lawsuits, settlements, and reputational damage.

• The legal cost of bullying-related issues and settlements often result in expensive legal fees. According to a SHRM survey, the average cost of defending against a workplace harassment claim is $125,000, not including any settlement or judgment amount.

Conclusion: A Long-Term Commitment

Preventing workplace bullying is not a one-time fix but rather a long-term commitment that requires sustained effort, resources, and leadership. By embracing a proactive, holistic approach, organizations can create a truly respectful, inclusive, and productive work environment where all employees thrive. Let us take steps toward fostering meaningful change today!

References:

Connell, R. W. (2005). Masculinities (2nd ed.). University of California Press.

Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.

Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2011). Bullying and harassment in the workplace: Developments in theory, research, and practice. CRC Press.

Escartín, J., Salin, D., & Rodríguez-Carballeira, Á. (2011). Conceptualizations of workplace bullying: Gendered rather than gender neutral? Journal of Personnel Psychology, 10(4), 157-165.

Ferris, P. A., Deakin, R., & Mathieson, S. (2014). Workplace Bullying Policies: A Review of Best Practices and Research on Effectiveness.

Hoel, H., & Cooper, C. L. (2000). Destructive conflict and bullying at work. Manchester: Manchester School of Management, UMIST.

Keashly, L., & Neuman, J. H. (2010). Faculty experiences with bullying in higher education: Causes, consequences, and management. Administrative Theory & Praxis, 32(1), 48-70.

Mayer, B. (2008). The dynamics of conflict resolution. Jossey-Bass.

Nielsen, M. B., & Einarsen, S. (2018). What we know, what we do not know, and what we should and could have known about workplace bullying: An overview of the literature and agenda for future research. Aggression and Violent Behavior, 42, 71-83.

Randstad. (2024). Stress am Arbeitsplatz – raus aus der Falle.

Salin, D., & Hoel, H. (2013). Workplace bullying as a gendered phenomenon. Journal of Managerial Psychology, 28(3), 235-251.

Smith, C. R., Palazzo, S. J., Grubb, P. L., & Gillespie, G. L. (2020). Standing up against workplace bullying behavior: Recommendations from newly licensed nurses. Journal of nursing education and practice, 10(7), 35.

Vartia, M., & Leka, S. (2011). Interventions for the prevention and management of bullying at work. Bullying and harassment in the workplace: Developments in theory, research, and practice, 2, 359-379.