Bullying in the Workplace

Despite equal opportunities legislation protecting potentially vulnerable employees, the National Bullying Helpline has recently reported that 1 in 4 people allege that they are being bullied at work, and 1 in 8 people are affected by bullying in the workplace.

The recent allegations of staff mistreatment among officials working under Prime Minister Gordon Brown has further highlighted the problem of bullying and harassment within the workplace.

The allegations against Mr Brown were made public by the founder and Chief Executive of the National Bullying Helpline, Christine Pratt, who reported that the anti-bullying helpline received several calls from Number 10 employees, who made complaints of a “bullying culture” in the Prime Minister’s office. The claims follow recent allegations made by a political correspondent that Mr Brown had been known to grab staff by the lapels, often swore at employees, and would push staff aside in anger.

Whilst the claims against the Prime Minister have been refuted, with Mr Brown’s defenders describing him as merely “passionate and demanding”, this perhaps highlights the fact that there is a fine line between what is deemed acceptable behaviour and what is clearly not.

Implementing a Policy

A robust policy is a vital tool in preventing bullying and/or harassment in the workplace. 

The types of behaviour that will not be tolerated by the employer must be outlined in the policy and the document should set out guidance for employees who feel they are being bullied or harassed.

An effective bullying and harassment policy should emphasise the importance of confidentiality in relation to this sensitive issue, and provide clear and effective guidance to line managers who are responsible for investigating claims of bullying and/or harassment.

Recognising Inappropriate Behaviour

General examples of bullying and harassment include:

• Unfair treatment of an individual;
• Coarse or insensitive jokes and pranks;
• Coarse or insensitive comments about appearance or character;
• The display of offensive material;
• Unwelcome familiarity or body contact;
• Abusive, insulting or threatening language;
• Threatened or actual violence;
• Ridiculing or demeaning someone;
• Blocking promotion or opportunities in the workplace;
• Spreading rumours or insulting someone.

It is important to remember that the effectiveness and efficiency, and sometimes the reputation, of the company may be damaged as a result of bullying or harassment.  If an informal resolution to an incident proves unsuccessful, or is considered inappropriate in the circumstances, the employee must be able to submit a formal complaint to their employer.  Any complaint must be investigated promptly, impartially and confidentially.