In the minds of many senior executives bullying and harassment are problems that exist in other organisations but not their own. If they think about it at all, such matters are the province of the HR department. This being so, only rarely do they reach the ears of top management and never the boardroom agenda.
Workplace bullying and harassment are often overlooked by senior executives, who may perceive these issues as problems confined to other organisations or as matters solely for the HR department. This mindset prevents such critical concerns from reaching top management or appearing on boardroom agendas.
However, dismissing these issues can cultivate a toxic climate at work, leading to decreased morale, reduced productivity, and increased employee turnover. A culture of fear may emerge, where employees feel unsafe to voice concerns, knowing that previous reports of bullying have been ignored.
Start at the top
To address workplace bullying effectively, organisations must foster a climate that includes positive mental wellbeing as part of its culture. This begins with leadership demonstrating a genuine commitment to employee wellbeing. When leaders prioritise mental health and openly discuss its importance, it sends a powerful message to employees that their mental wellbeing is valued.
This is why organisations should implement comprehensive policies that clearly define unacceptable behaviours and outline procedures for reporting and addressing complaints. Regular training sessions can equip employees and managers with the skills to recognise and respond to bullying, ensuring that issues are addressed promptly and effectively.
Clear definitions
It is essential that any such training clearly explains what constitutes bullying, the difference between bullying and other forms of unacceptable behaviour. This will enable managers to make informed decisions about how to act in response to complaints. All too often, I have seen the emotive term ‘bullying’ reacted to without checks and balances to ensure a) that spurious accusations are responded to responsibly and, b) unnacceptable behaviour is dealt with efficiently without mistakenly triggering a lengthy and costly complaints procedures.
A manager who understand what bullying is and what it isn’t will be able to choose the appropriate course of action. Genuine cases of bullying by an individual or group will be indentified, and so will other forms of poor behaviour, whether or not they constitute bullying.
It’s also essential to recognise that not all accusations of bullying are valid. There are instances where underperforming employees may make false accusations to deflect attention from their shortcomings. Such spurious claims can undermine genuine cases, making it imperative for organisations to investigate all allegations thoroughly and impartially.
By proactively addressing workplace bullying, organizations can create a healthier, more productive environment where employees feel safe, valued, and motivated to contribute their best efforts.
See my article Article – Bullying and Harassment; climate control
