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How Bullying Manifests at Work — and How to Stop It

• Ludmila N. Praslova,
• Ron Carucci,
• Caroline Stokes

It’s a systemic problem that requires systemic solutions.

The term workplace bullying describes a wide range of behaviors, and this complexity makes addressing it difficult and often ineffective. For example, most anti-bullying advice, from “anger management” to zero-tolerance policies, deals with more overt forms of bullying. Covert bullying, such as withholding information or gaslighting, is rarely considered or addressed. In this piece, the authors discuss the different types of bullying, the myths that prevent leaders from addressing it, and how organizations can effectively intervene and create a safer workplace.

While the organizational costs of incivility and toxicity are well documented, bullying at work is still a problem. An estimated 48.6 million Americans, or about 30% of the workforce, are bullied at work. In India, that percentage is reported to be as high as 46% or even 55% . In Germany, it’s a lower but non-negligible 17% . Yet bullying often receives little attention or effective action.

• Ludmila N. Praslova , PhD, SHRM-SCP, uses her extensive experience with neurodiversity and global and cultural inclusion to help create talent-rich workplaces. The author of The Canary Code , she is a professor of graduate industrial-organizational psychology and the accreditation liaison officer at Vanguard University of Southern California. Follow Ludmila on LinkedIn .
• Ron Carucci is co-founder and managing partner at  Navalent , working with CEOs and executives pursuing transformational change. He is the bestselling author of eight books, including To Be Honest and Rising to Power . Connect with him on Linked In at  RonCarucci , and download his free “How Honest is My Team?” assessment.
• CS Caroline Stokes is a stakeholder capital business sustainability coach and strategist, and CEO of FORWARD , working with leaders and teams in AI, cybersecurity, and digital entertainment.

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Addressing workplace bullying in higher education

The Inclusive Wellness Series, sponsored by Cornell’s Department of Inclusion and Belonging in partnership with the Graduate School Office of Inclusion and Student Engagement and the Office of Faculty Development and Diversity,  hosted a well-attended public talk with Dr. Leah Hollis on March 10 about her research on workplace bullying in higher education. Dr. Hollis is an associate professor at Morgan State University and a noted national and international expert on workplace bullying.

Dr. Leah Hollis

Driven by case studies and research discussed in her book, “ Bully in the Ivory Tower: How Aggression and Incivility Erode American Higher Education ,” Hollis shared how prevalent bullying is, and how it impacts the performance and well-being of employees.

“62% of respondents are affected by workplace bullying in higher education, and over the last ten years this percentage has remained relatively consistent,” Hollis said.

Sonia Rucker, AVP of Inclusion and Belonging, was instrumental in bringing Hollis back to Cornell after a visit nearly ten years ago.

Rucker explained, “We work a lot with the Office of Institutional Equity and Title IX when they receive bias complaints. There were certain things that were coming up repeatedly with some of the complaints around behavior that wasn't exactly bias, but it had this element of hierarchy. People were uncomfortable addressing behavior if it came from someone who was higher than them within the organizational structure.”

In the changing environment of the workplace post-pandemic, there has been an uptick in the number of employees leaving work specifically because of bullying. “Bullying is expensive,” Hollis said. “It’s eroding human resources. It’s stealing the talent. It’s stealing the innovation.”

She offered several solutions to stop bullying before it becomes ingrained within an institution, emphasizing the influential role that leaders play. “If leadership ignores the problem, it becomes an even bigger problem.”

Hollis left the audience with the following message, “We have a responsibility to be civil to each other and to respect the difference of opinions. It takes a village to maintain a bully. The whole system works together to allow the bully to come forward. … And similarly, the whole system can work to end bullying as well.”

Grace DePaull is the Diversity & Inclusion Media Assistant with the Department of Inclusion and Belonging in the Division of Human Resources.

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Signs and Effects of Workplace Bullying

Gpointstudio/Image Source/Getty Images

• What Employers Can Do

Frequently Asked Questions

Workplace bullying is persistent mistreatment that occurs in the workplace. It can include behaviors such as verbal criticism, personal attacks, humiliation, belittling, and exclusion. It's important to note that anyone can be a bully or be bullied, regardless of the role they have in the workplace.

Unfortunately, bullying in the workplace is far from uncommon. According to a survey by the Workplace Bullying Institute, 30% of workers have directly experienced bullying while at work. People who work remotely were more likely to report such bullying, with 43.2% responding that they had been bullied on the job.  

Workplace bullying hurts the health and well-being of employees. It can also damage workplace productivity and performance. "Bullying's pernicious nature creates long-lasting scars that have an effect on the victim's sense of self-worth, self-assurance, and general mental health," says Azizi Marshall, LCPC , a licensed clinical professional counselor and founder of the Mental Health at Work Summit and Center for Creative Arts Therapy.

This article discusses some of the signs and effects of workplace bullying. It also covers its impact on the workplace and what people can do to help prevent this type of behavior.

Signs of Workplace Bullying

If you're a target of bullies in the workplace, you probably start each week with a pit of anxiety in your stomach. Then, you count down the days until the weekend or next vacation. Inappropriate behavior by adult bullies may include:

• Berating people
• Coercing people to do things they don't want to do
• Dismissing someone's efforts
• Embarrassing people in front of their employer, co-workers, or clients
• Excluding others
• Intimidating people
• Lying to others
• Making snide remarks
• Minimizing others' concerns
• Taking credit for other people's work
• Threatening others
• Criticizing others unfairly

Workplace bullying is not always overt or openly hostile. It can also take more subtle forms, including gaslighting , where the bully engages in abusive behaviors but then denies the abuse. The goal of gaslighting is to make the victim of bullying doubt their reality and experiences.

Subtle workplace bullying can hide in plain sight, but recognizing its more subtle signs can empower individuals to reclaim their worth.

According to Marshall, some of these more subtle types of workplace bullying can include:

• Deliberately excluding people from conversations, decision-making, or work-related events
• Purposely ignoring, disregarding, or avoiding someone, such as by "forgetting" to invite them to work meetings
• Concealing or distorting information to achieve personal goals
• Feigning ignorance, changing the subject, or canceling meetings to divert attention from an issue
• Emotionally manipulating people by using shame or guilt to cause feelings of inadequacy, undue responsibility, or unworthiness
• Undermining someone's work to hamper their progress or ability to succeed
• Pitting people against one another to create a competitive, divisive environment
• Changing someone's responsibilities to disrupt their work and interfere with their sense of purpose
• Creating unrealistic or unattainable expectations or constantly shifting expectations to ensure failure
• Unfairly criticizing people's work to hurt the other person's self-esteem

Effects of Workplace Bullying

Workplace bullying can have a range of negative effects. Research on bullying in the workplace quantifies the personal consequences for the victim and the fiscal consequences that affect the company's bottom line.

Health Risks

The effects of workplace bullying don't end when you leave the office. Experiencing bullying can cause physical and psychological health problems, including high blood pressure, mood changes, panic attacks, stress , and ulcers.

People who are bullied at work may also experience physical symptoms such as headaches, muscle tension, and changes in appetite. Bullying can impact sleep quality and duration as well.

Workplace bullying can contribute to increased stress, low self-esteem , and feelings of anxiety and depression. "One's sense of security is undermined by ongoing unpleasant interactions, which can cause anxiety, tension, and even melancholy," Marshall says.

Researchers have found that the coworkers of those who are bullied also experience negative effects, even when they themselves are not bullied. One study showed that victims of bullying and those who witness it are more likely to receive a prescription for psychotropic medications such as antidepressants, tranquilizers, and sleeping pills.

Bullying in the workplace can increase the risk of negative physical health effects and lead to decreased mental well-being for both the victims of bullying and their co-workers.

Effect on Job Performance

"Bullying at work has a negative impact on a person's ability to do their job. Due to the mental discomfort brought on by the bullying, victims frequently exhibit decreased productivity, increased absenteeism, and difficulties concentrating," explains Marshall.

Bullied workers cannot perform their jobs to the best of their ability. Performance issues include:

• Inability to work or concentrate
• Loss of self-esteem
• Trouble making decisions
• Lower productivity

Bullied workers not only lose motivation, they lose time because they are preoccupied with:

• Avoiding the bully
• Networking for support
• Making plans to deal with the situation
• Ruminating about the situation
• Trying to defend themselves

Targets of bullying feel a sense of isolation.  Workplace bullying can leave the victim so traumatized that they feel powerless, disoriented, confused and helpless.

Changes in the Workplace

Workplace bullying has detrimental effects on employers, not just the victim and their co-workers who witness it. In addition to disrupting the work environment and impacting worker morale, it can also:

• Create a hostile work environment
• Impact workers compensation claims
• Promote absenteeism
• Reduce productivity
• Result in costly, and possibly embarrassing legal issues​

Other effects on the employer include:

• Additional costs to recruit and train new employees
• Erosion of employee loyalty and commitment
• Increased use of sick leave, health care claims, and staff turnover
• Increased risk of legal action
• Poor public image and negative publicity

Coping With Bullying in the Workplace

"To effectively respond to workplace bullying, it’s important to adopt an assertive and direct approach. Confronting the issue head-on and establishing clear consequences for unacceptable behavior is a must," explains Avigail Lev, PsyD , founder and director of the Bay Area CBT Center.

If you are being bullied at work, there are strategies that you can use to cope. Being proactive may help you feel better.

Set Boundaries

When a bully engages in abusive behavior, tell them what they have done and that it is unacceptable. Let them know that their behavior will not be tolerated and that if it occurs again, you will take action. Setting boundaries lets others know what type of behavior you are willing to accept. 

Marshall says that setting these boundaries to establish what is acceptable and improper can help you defend your rights and protect against future abuse.

Confront the Behavior

Once you establish a boundary, following through with the consequences is essential. Marshall suggests always remaining professional, avoiding retaliation, and utilizing "I" statements to assertively voice your concerns and address the specific behaviors that upset you.

If the abuse continues, call out the behavior the next time it happens. Ask them to leave until they can behave in a professional, work-appropriate manner. 

Therapist-Recommended Strategies

Other strategies that Lev recommends to cope with workplace bullying include:

• Detached empathy : It can be helpful to detach yourself emotionally from the other person's actions while maintaining a certain level of empathy. According to Lev, this allows people to become less reactive while staying grounded.
• Reverse DARVO: This self-defense strategy can be utilized to combat manipulation. "This involves recognizing and challenging the Deny, Attack, Reverse Victim and Offender tactics employed by the bully. It stands for Detach, Assert, Validate, and Observe. This helps people cultivate detached empathy and helps them stay non-reactive," Lev explains.
• The BIFF technique : BIFF stands for Brief, Informative, Friendly, and Firm. Lev suggests it can be an effective way to cope with gaslighting in the workplace. "When confronted with gaslighting, responding in a BIFF manner involves keeping interactions brief and to the point, providing factual information without engaging in lengthy debates, maintaining a friendly tone, and asserting your position firmly," she explains.

Keep Track of the Abuse

Whenever you feel that you have been bullied at work, document the details including the time and exactly what happened. Write down any witnesses who were present and save any documents or records that can corroborate the abuse.

Talk to Management or Human Resources

If you've tried resolving the bullying on your own without success, it is time to involve your employer. Check with your workplace employee handbook to learn more about what steps you will need to take to file a complaint.

Marshall notes, however, that not all companies are great at addressing bullying. In such instances, it may be helpful to get outside assistance from legal counsel or an employee assistance program.

Care for Yourself

In addition to taking decisive action to protect yourself from bullying, it is also important to take steps to care for yourself. Seek out social support , practice relaxation strategies for stress, and consider talking to a mental health professional if you are experiencing symptoms of depression, anxiety, or distress.

Creating boundaries and directly confronting the behavior are two strategies that may stop bullies from targeting you. Recording and reporting the bullying is also important. You can also help care for yourself by seeking social support and talking to a therapist.

What Can Employers Do?

It's always in your best interest to confront workplace bullying and maintain a bullying-free workplace because prevention is more cost-effective than intervention or mediation. It's also the right thing to do if you care about your employees.

Workplaces can safeguard their employees' mental health and provide a pleasant and productive atmosphere for all by developing rules and procedures that condemn bullying, offering assistance options, and encouraging open communication.

Employers must offer education opportunities for managers, supervisors, and other authority figures, because the majority of workplace bullying comes from bosses. Strive to create a workplace environment that cultivates teamwork, cooperation, and positive interaction instead.

Employers should also take steps to reduce bullying in the workplace. Educate employees and managers about bullying and outline steps that workers can take if they are experiencing abuse in the workplace.

Workplace bullying can be openly hostile at times, but it can also take more subtle forms. In either case, it can take a serious toll on employee well-being and productivity. It is important to be able to recognize the signs of workplace bullying so that you can take action to protect yourself. Organizations can also take steps to reduce bullying, including helping employees learn how to respond when they witness someone being bullied at work.

Calling out the behavior and making it clear that it will not be tolerated are important actions, but it is also critical to care for yourself outside of the workplace. Talk to friends and loved ones, spend time doing things you enjoy, and look for ways to help relax. Talking to a therapist can also be helpful.

Check your employee handbook to see if it describes steps you should take to report bullying. This may involve talking to your manager or reporting the behavior to human resources (HR) so they can investigate. If your manager is the one engaging in bullying, you might need to report the behavior to HR or to someone who is a position higher up the chain of command.

Workplace bullying can involve a range of damaging actions that can involve verbal, nonverbal, psychological, or physical abuse. Examples can include threats, humiliation, excessive monitoring, unjustified criticism, intentionally lying about work duties, and intimidation.

Employers can help prevent bullying by making it a priority to create a supportive workplace and refusing to tolerate bullying behaviors. Co-workers can help by being supportive and speaking up if they witness abuse in the workplace.

Wu M, He Q, Imran M, Fu J. Workplace bullying, anxiety, and job performance: choosing between "passive resistance" or "swallowing the insult"? .  Front Psychol . 2020;10:2953. doi:10.3389/fpsyg.2019.02953

Workplace Bullying Institute. 2021 WBI U.S. Workplace Bullying Survey .

Nielsen MB, Magerøy N, Gjerstad J, Einarsen S. Workplace bullying and subsequent health problems . Tidsskr Nor Laegeforen . 2014;134(12-13):1233-1238. doi:10.4045/tidsskr.13.0880

Glambek M, Skogstad A, Einarsen S. Take it or leave: a five-year prospective study of workplace bullying and indicators of expulsion in working life .  Ind Health . 2015;53(2):160–170. doi:10.2486/indhealth.2014-0195

Canadian Centre for Occupational Health and Safety. Bullying in the workplace .

Lallukka T, Haukka J, Partonen T, Rahkonen O, Lahelma E. Workplace bullying and subsequent psychotropic medication: a cohort study with register linkages . BMJ Open . 2012;2(6). doi:10.1136/bmjopen-2012-001660

Robert F. Impact of workplace bullying on job performance and job stress .  J Manag Info . 2018;5(3):12-15. doi:10.31580/jmi.v5i3.123

Einarsen S, Skogstad A, Rørvik E, Lande ÅB, Nielsen MB. Climate for conflict management, exposure to workplace bullying and work engagement: a moderated mediation analysis .  Int J Hum Resour Manag . 2016;29(3):549-570. doi:10.1080/09585192.2016.1164216

By Sherri Gordon Sherri Gordon, CLC is a published author, certified professional life coach, and bullying prevention expert. She's also the former editor of Columbus Parent and has countless years of experience writing and researching health and social issues.

Workplace Bullying: Weaponizing Belonging at Work

Why belonging is central to personal and professional well-being..

Updated June 24, 2024 | Reviewed by Monica Vilhauer

• How to Handle Bullying
• Take our Anger Management Test
• Find a therapist to support kids or teens
• Belonging is an evolutionary human need.
• Workplace bullying is the purposeful revocation of a target's belonging at work.
• Character assassination and ostracization are used to sever the target's belonging to her work community.
• Thriving after tragedy is possible through Post Traumatic Growth.

Belonging is an evolutionary longing in which connection equals protection, both for our bodies and souls (Sapolsky, 2004). Authentic connection is generative, encouraging us to grow while staying in alignment with our core values (hooks, 1996). True belonging encourages both interdependence, inviting us to lean on and support others, and independence, insisting we maintain personal freedom and autonomy.

Big Tent and Closed Circle Organizational Cultures

Organizations, like families and social networks, enculturate behavioral norms that create either a “big tent” or “closed circle” community (Suskind, 2023). Organizations that create big tent belonging encourage diverse opinions, value disagreement, provide constructive feedback, and, when things go wrong, get curious about the derailment instead of shifting into a blame-and- shame approach to problem-solving.

Most importantly, such organizations, promote psychological safety, which Edmondson (2019) defines as “a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won't be humiliated, ignored, or blamed.”

In contrast, closed circle organizational cultures utilize workplace bullying to weaponize belonging, insisting on uniformity in thought, conformity in action, and a blind eye towards abusive and unethical behavior. Closed circle communities construct strict group norms, steep hierarchies, and opaque communication systems that discourage creativity and dissenting opinions.

In closed circle cultures, when disaster strikes and whistleblowers speak up for justice — calling out unprofessional, unethical, or dangerous behavior — organizational retaliation is fierce and swift, most often resulting in the termination, voluntarily or involuntary, of the whistleblower's employment and oftentimes career (Mecili et al., 2012). Alarmingly, such actions serve as a warning shot to bystanders, making them less likely to speak up and out, thus perpetuating the toxic culture (Cialdini, 2005; Kenny, 2019).

Primary Tools for Weaponizing Belonging

At its core, workplace bullying is a covert and overt weaponization of belonging. Workplace bullies use character assassination and ostracization as their primary tools to revoke the target’s belonging to her work community and, most tragically, to herself. The abuse is carried out in a three-part play.

In the first act, the target is identified, most often because she broke toxic workplace norms by being an expert in the field, a highly productive contributor, and a creative problem solver. Once identified, the bully launches an underground rumor campaign, quietly quelling her opportunities, sullying her reputation, and crafting a case with leadership and Human Resources that she is “not a good fit.” In the second act, the target’s work is sabotaged, she is excluded from meetings and social events, and colleagues are encouraged to keep their distance or risk being targeted next. In the final stage, the character assassination is vicious and overt and she is fully ostracized from the community.

The Loss of Belonging at Work

Humans are wired for connection and dependent on others for social support, growth, and the mirroring of self-worth . Work is a primary place where we demonstrate competence, contribute, and build relationships. In the bullying cycle, one of the first weapons deployed is exclusion, slowly pushing the target outside the inner circle. Exclusion, a milder version of ostracization, may take the form of being left out of social events, pushed off of projects, and left to eat alone in the company lunchroom.

Ostracization, on the other hand, is a permanent and full-throttle blow, where the target is discharged from his duties under a false veil of wrongdoing, resulting in intense personal shame. Amplifying the harm, colleagues that the target once considered true friends turn their back, refusing to speak up against the wrongdoing and often joining in on the attacks by contributing to the false narrative, leaving the target isolated when he most needs to feel connection and support. The fallout is intense and long-lasting, resulting in symptoms that may include anxiety , sleep deprivation, depression , gastrointestinal issues, migraines , complex PTSD , and suicidal ideations (Suskind, 2023).

The Loss of Belonging to Oneself

The loss is not contained to the work community but ripples out and into the target’s sense of belonging to himself, creating a moral wounding. A moral injury , according to Shay (2014), occurs when there is a betrayal of what is right by someone in authority in a high-stakes situation. The wounding is intensified by organizational complacency, when — despite the egregious, unethical, and harmful behaviors — those in positions to right the wrong and stop the bleeding instead look the other way, fearful to risk their own reputations. Such negligence results in institutional betrayal, intensifying the harm done (Smith & Freyd, 2015).

Inside the bullying paradigm, the moral injury and institutional betrayal create what Janoff-Bulman (2010) describes as “shattered assumptions,” a disassembling that takes place when the target no longer believes the world is benevolent, events are meaningful, and he has inherent value. This loss is immeasurable and hard to define, leaving the target with what Boss (2021) describes as an ambiguous loss or “a loss that remains unclear and without official verification or immediate resolution, which may never be achieved.” This wounding leaves many targets in a repeating loop of despair as they search for the external apology and justice that are likely not forthcoming.

So what is one to do to recreate the connections that have been lost and reclaim the sense of belonging that is an inalienable human right?

Reclaiming Belonging: Post Traumatic Growth

Healing from the moral injury and institutional betrayal of workplace abuse requires the target to reconnect to a community and herself, re-establishing her belonging. As Holocaust survivor Viktor Frankl (1992) aptly put it, “When we are no longer able to change a situation, we are challenged to change ourselves.”

Though many targets of abuse, by no fault of their own, remain in a tailspin of terror and despair, unable to find solid ground to rebuild a foundation, some not only recover from the trauma but thrive after the tragedy. Thriving is not a result of forgetting or even forgiving the harm done, but acknowledging the pain and repositioning it inside their life’s narrative in a way that makes it manageable to carry and even a beacon of insight and hope for those that follow. As Rabbi Harold Kushner (1981) put it, “In the final analysis, the question of why bad things happen to good people translates itself into some very different questions, no longer asking why something happened, but asking how we will respond, what we intend to do now that it has happened.”

This seismic shift is called Post Traumatic Growth or PTG, first unearthed by Tedeschi and Lawrence (1996). PTG is a type of Kintsugi, the Japanese art of repairing broken pottery with gold lacquer, accentuating the cracks as a revenant offering, inviting the target not to cover up the tragedy but to see it as a new reconfiguration of self that is fully whole and beautiful (Kumai, 2018).

• The first shift occurs when the target seeks out new opportunities, realizing the current situation is unmanageable and must change. This may take the form of switching professional positions or making a change outside of work life, like creating a writing group for those who have suffered abuse. Oftentimes, in providing a service and outlet to help others, we end up saving ourselves.
• The second shift happens when the target rebuilds her community by deepening her current friendships outside of work or forming new connections, whether it be in the community formed in shift one or another community like a painting or hiking group.
• Inside these blossoming communities from shifts one and two, the third shift transpires when the target acquires a new appreciation and reverence for her inner strength, courage, and value, hence re-establishing her belonging to herself.
• In the fourth shift, this inward appreciation moves outward, as the target readjusts and reprioritizes her worldview, emphasizing service and relationships over profit and position.
• The fifth and final shift transpires once the target has reestablished her community and self-belonging, preparing her to connect to something greater than herself, whether that be through religion, spiritual practice, or nature.

In the end, as Ram Dass (2022) poetically shared, “we’re all just walking each other home.”

Janoff-Bulman, R. (2010). Shattered Assumptions: Towards a new psychology of Trauma. Simon and Schuster.

Cialdini, R. B. (2005). Basic social influence is underestimated. Psychological Inquiry, 16(4), 158–161.

Dass, R. & Bush, M. (2022). Walking each other home: Conversations on loving and dying. Sounds True.

Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Hoboken, New Jersey: John Wiley & Sons.

Frankl, V. E. (1992). Man's search for meaning. Boston: Beacon Press.

Kenny, K. (2019). Whistleblowing: Toward a new theory. Cambridge: Harvard University Press.

hooks, B. (1996). Reel to real: Race, sex, and class at the movies. New York: Routledge.

Kushner, H. S. (1981). When bad things happen to good people. New York: Schocken Books.

Kumai, C. (2018). Kintsugi wellness: The Japanese art of nourishing the mind, body, and soul. New York: HarperCollins.

Miceli, M. P., Near, J. P., Rehg, M. T., & Van Scotter, J. R. (2012). Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing. Human Relations, 65, 923-954.

Sapolsky, R. M. (2004). Why zebras don't get ulcers. New York: Times Books.

Shay, J. (2014). Moral injury. Psychoanal. Psychol. 31, 182–191. doi: 10.1037/a0036090.

Smith, C. P., & Freyd, J. J. (2015, August). First, do no harm: Institutional betrayal in healthcare. Symposium presented at the 123rd Annual Convention of the American Psychological Association, Toronto, Ontario.

Suskind, D. (2023). Workplace bullying: Finding your way to big tent belonging. Rowman and Littlefield.

Tedeschi, R. G., & Calhoun, L. G. (1996). The posttraumatic growth inventory: measuring the positive legacy of trauma. Journal of Traumatic Stress, 9(3), 455–71.

Dorothy Suskind, Ph.D., is an Assistant Professor in the Education and Counseling Department at Longwood University in Farmville, Virginia. Her research focuses on workplace bullying.

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Sticking up for yourself is no easy task. But there are concrete skills you can use to hone your assertiveness and advocate for yourself.

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Stop office bullying

Bullying in the workplace can lead to increased absenteeism, employee turnover, even lawsuits. Here’s how employers can reduce aggressive behavior among employees.

Foster improved communication skills

In a Department of Veterans Affairs (VA) pilot program, psychologists and others taught employees how to communicate more effectively.

The program used a technique called Collaborative Action Inquiry. The approach encourages groups to collect data about a problem, then cycle through stages of action and reflection.

After the training, employees reported less aggression and more satisfaction.

Teach employees to understand each other

The Ramsey County, Minnesota, government uses several strategies to teach employees how to avoid misunderstandings.

In one exercise, for instance, small groups of coworkers rate how violent they think various behaviors are. One person might think kicking a wall is a healthy way to relieve anger, while another thinks it’s a violent act. The discussion helps employees see each other’s perspectives.

Identify root causes

At one VA center, for instance, the underlying problems were favoritism and union employees' feelings that upper management wasn't hearing their concerns.

Psychologists urged the union and management to nominate a group of employees to serve on an action team to address the problems.

After analyzing findings from an employee survey, the team developed a program called “Flake-off Fridays.” On Fridays, a manager invites a randomly selected group of employees to a meeting where they can ask questions, bring up concerns or just chat.

A follow-up survey revealed that bullying and other aggressive behavior decreased as a result. Productivity also increased.

Establish a policy of respect

A policy that defines bullying is also important. Ramsey County states its antibullying policy on posters and in its employee manual.

It’s not enough just to have a policy, however. Employers must take disciplinary action against any violations, say psychologists.

Adapted from "Banishing bullying," APA Monitor on Psychology

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Bullying and harassment

If you work in education, your workplace probably has a bullying policy for pupils. But are staff equally protected? We explain how to recognise bullying and harassment at work, and how to respond if it is happening to you.

Guides / 11 mins read

What's in this guide:

What are workplace bullying and harassment?

Workplace bullying and the law, how bullying and harassment can affect your health and wellbeing, how to deal with a bullying incident.

• Taking formal action against workplace harassment

Life after bullying

Sources of support.

Does the behaviour of someone at work make you feel humiliated, intimidated, frightened or extremely uncomfortable? If so, it could be a case of workplace bullying.

Bullying and harassment can take place in almost any workplace. In a survey carried out by the trade union NASUWT in 2023, 9% of teachers said workplace bullying had negatively affected their mental health.

Bullying of education staff can come from a range of sources: a headteacher or senior leader, or from peers, parents or pupils. ‘Upward bullying’, where senior staff are bullied by junior colleagues, can also be an issue.

Working in education is uniquely high-pressured. The never-ending cycle of high-stakes inspections and test results, combined with continual change, under-resourcing and crisis situations, can create an atmosphere of stress and blame where bullying can become commonplace.

The good news is that the different types of workplace bullying – and their impact on mental and physical health – are becoming increasingly well understood. A growing number of education organisations are making efforts to create a workplace environment where people feel comfortable discussing concerns so they don’t fester and lead to bullying. Many are taking positive measures to protect staff by introducing anti-bullying policies, creating employee support schemes or holding training sessions to raise awareness. The law also gives you wide-ranging protection against bullying and harassment at work.

According to workplace experts Acas (the Advisory, Conciliation and Arbitration Service):

Bullying is behaviour from a person or group that's unwanted and makes someone feel uncomfortable.

Harassment is when bullying or unwanted behaviour is related to any of the following (known as 'protected characteristics' under the Equality Act 2010):

• gender reassignment
• pregnancy and maternity [which have special protections in law]
• religion or belief
• sexual orientation  

Workplace bullying may be verbal, physical or psychological. It can happen face to face or online. It might be a one-off incident but is more often a repeated pattern of behaviour. It is classed as harassment if it violates a person’s dignity or creates a hostile environment for them – whether the perpetrator intends this or not.

Examples in education settings include:

• Your headteacher repeatedly subjects you to unnecessary unannounced observations and criticises your teaching methods unfairly.
• Your head of department assigns you an unreasonably heavy workload compared to that of your colleagues.
• Your line-manager unjustly overlooks you for promotion or training opportunities.
• Your senior leadership team redesign your job, giving you more than your fair share of challenging classes and unpleasant classrooms, or forcing you to teach outside your area of expertise.
• A co-worker touches you inappropriately in the staffroom.
• Colleagues repeatedly exclude you from social events.
• Your assistant frequently undermines you in front of parents.
• The caretaker calls you a homophobic nickname.
• A governor uses racist or sexist language about you in meetings.
• A parent spreads false rumours about you on social media.
• A student threatens you or physically attacks you.
• A group of pupils make up offensive jokes, cartoons or graffiti about you.

I suffered a really difficult time in my last school. I didn’t feel hugely supported at work, experienced daily injustice and felt very unhappy. I had been teaching at the school for 22 years, however my last three years there were really tough. I was bullied and indiscriminately placed on a support plan which undermined my confidence. Helen, primary school teacher

The bullying might not necessarily take place at your school or college. If you are targeted during a residential trip, staff training day or work Christmas party, it’s still classed as workplace bullying.

Are you sure?   Before making an accusation, you must be certain that the other person’s behaviour is actually bullying or harassment. Constructive criticism and performance measurement procedures are part of working life. Changes to your role, or suggestions for altering your working practice, may be unwelcome but they are not bullying if they are reasonable and given fairly. If in doubt, chat to your union rep or a trusted colleague.

There’s no single UK law covering workplace bullying, but your employer has a duty to tackle discrimination and protect your health, safety and wellbeing (including mental wellbeing) at work. This is enshrined in several pieces of legislation:

• The Equality Act 2010 provides protection against racist, sexist, ageist, homophobic and ableist behaviour and other types of discrimination that have ‘the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment’ in relation to ‘protected characteristics’ (see above). This Act also protects workers against pregnancy and maternity discrimination.
• The Employment Rights Act 1996 allows workers to claim unfair dismissal if they are forced to leave their job because of their employer’s actions (e.g. discriminatory practice) or inactions (e.g. failure to deal with a complaint).
• Under the Health and Safety at Work Act 1974 , employers must provide a safe and healthy working environment. This includes protection from bullying and harassment.
• The Management of Health and Safety at Work Regulations 1999 require employers to assess risks to employees’ safety and health (including mental health) and take measures to eliminate or reduce these risks as far as
• Other legislation that may be relevant includes the Disability Discrimination Act 1995 (which defines stress as a disability), Protection from Harassment Act 1998 , Malicious Communications Act 1988 and Computer Misuse Act 1990 .

Unfortunately, legal protections don’t apply if you’re self-employed (a visiting music teacher or sports instructor, for example) or doing voluntary work.

Because of the complex legal situation, it’s helpful to have expert support to deal with bullying or harassment at work. You can get legal advice from:

• a trade union (if you’re a member)
• your workplace employee assistance scheme (if there is one)
• an employment lawyer (for a fee)
• the Mind legal line (for guidance on mental health-related law) on 0300 466 6463

… and advice on workplace issues, and how they affect your mental health or wellbeing, from:

• the Education Support helpline on 08000 562 561
• the Acas helpline on 0300 123 1100

Workplace harassment can sometimes be a serious criminal offence. If you are physically or sexually assaulted, raped, threatened physically, subjected to racial or homophobic hate crime, or your personal safety is threatened in any way while at work, consider taking the matter to the police.

Harassment and bullying can have a damaging impact on your mental health and, consequently, on your performance at work. Targets of workplace bullying often report low self-esteem, isolation, depression or anxiety. Some find their physical health suffers as they struggle with insomnia or self-medicate with alcohol or recreational drugs. The mental pressure of continued bullying can also manifest in physical symptoms, such as nausea, headaches, high blood pressure, skin rashes or an irritable bowel.

I was being bullied at work. It got so bad I started self-harming. It really affected my mental health. I ended up in a very dark place and took two overdoses. Anna, teacher at a school for children with special needs

Find someone you can turn to for moral support – perhaps a close friend, family member or colleague who can help you make sense of what’s happening and offer you the kindness and support you need.

If the stress and anxiety of the situation are making it difficult for you to work effectively, see your GP. They may be able to help by referring you to talking therapies or community services, signing you off work for a while, or prescribing medication – if that’s an appropriate treatment and one you feel comfortable with.

You can also call the Education Support helpline on 08000 562 561 . It’s completely confidential and open round the clock, no matter the issue.

When you’re being bullied, call out the unwanted behaviour there and then if possible. Try saying something like: “Please don’t touch me like that” or “Please don’t use that word when you talk to me”.

Just as when you deal with children, focus on the behaviour and not the person. Try not to respond emotionally by losing your temper or crying. Instead stay calm (even if you don’t feel it inside), be assertive but not aggressive, and stick to the facts. Avoid retaliating or you could be open to accusations of bullying yourself.

If the bullying persists, consider having a one-to-one chat with the perpetrator, if you feel safe to do so. This will give you an opportunity to explain what you don’t like about their behaviour and how it affects you. They may be unaware of the impact of their words or actions.

Read your organisation’s policy document on bullying in the workplace (if there is one) and explain to the perpetrator how your experiences fit with the definition of bullying in the policy. Make clear that you will take formal action if the situation doesn’t change.

Resolving the matter without going though formal procedures is often preferable. Doing this alone can be daunting, so you might want support from your union rep or mentor (if you have one), or from a trusted colleague or manager. You could even ask them to talk to the bully on your behalf if you don’t feel able to.

Taking formal action against workplace harassment  

What if you don’t have the confidence to confront your bully? Or you do, but the harassment doesn’t stop? Or the bullying is too serious to be dealt with informally? The next step is formal action – also called ‘raising a grievance’. Most employers have a written policy on how to do this, so read it carefully and follow the guidance given.

If you’re considering formal action, it’s useful to keep a diary of your experiences beforehand. Collect evidence of the bullying too if you can – screenshots, notes, emails and recordings can all back up your accusations. If there are witnesses to the bullying, ask if they would be willing to support you.

If you are not satisfied with the outcome of your formal complaint, or the harassment continues, you could take legal action against your employer at an employment tribunal. Some workers have great success overturning workplace injustices – and being financially compensated – through the tribunal process. Bear in mind, though, that tribunals can be gruelling and stressful. You must stick to strict protocols and timeframes, and not every case is successful. You must inform Acas if you are considering going down this route, and it’s best to get support from your union (if you belong to one).

If you don’t get the outcome you were hoping for by taking formal action, and you can’t face an employment tribunal, there’s always the option of changing something about your working life. Working with a different age group or adjusting your hours might reduce your contact with the bully. Or you may feel you’d be happier in a different workplace or even a different career.

Being bullied or harassed at work is an incredibly stressful and overwhelming experience. Even when the situation is resolved, feelings of self-doubt and anxiety can linger.

Always remember that you are not to blame. Bullying is an abuse of power – whether that power is physical, psychological, social, societal or organisational. It is never the victim’s fault.

It can take time to recover from such a traumatic experience, so take good care of yourself. Eat well, exercise regularly and surround yourself with people who give you emotional support and validation. Counselling can also be beneficial, helping you move on mentally and emotionally. If you have ongoing mental health issues, such as panic attacks, depression or post-traumatic stress disorder, visit your GP to discuss the best treatment options.

I had counselling through Education Support… The helpline was amazing. You guys were my light in a very dark tunnel. Anna, teacher at a school for children with special needs

While some bullying victims feel relieved to return to normal in their role or workplace, others find they can only experience ‘closure’ by moving to a new job, new area or new type of work. Whichever path you choose, know that you will be stronger and wiser and that many other people you meet in your education career will share similar experiences.

I spoke to the Education Support helpline after I finished at the school as I was still feeling very frustrated and upset. I felt I needed to talk to someone about it. The helpline was just really good at listening. Teaching has been my life and what happened had really affected my health. As time goes on my anxiety levels have decreased. I’ve got targets and things to aim for in my new life as a supply teacher. Now I’m appreciated again. The helpline was really supportive and helped me with my feelings and moving on. I felt emotionally burdened and they just got to the nub of it. I’m gradually building my confidence again. Helen, primary school teacher

• Education unions All the trade unions for teachers, school leaders and support staff offer guidance and support on workplace bullying
• Acas – www.acas.org.uk/discrimination-bullying-and-harassment Freephone helpline – 0300 123 1100
• UK government – www.gov.uk/workplace-bullying-and-harassment
• Citizens Advice www.citizensadvice.org.uk/work/discrimination-at-work/checking-if-its-discrimination/if-youre-being-harassed-or-bullied-at-work/
• Education Support   Confidential and free helpline for everyone working in education – 08000 562 561

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This toolkit is a collection of policies, tips, tools and resources for fire and emergency service departments about the prevention of bullying in the workplace.

This resource is a mix of existing and new resources from the IAFC, other fire service organizations, private industry and local model practices and SOPs. They range from simple, no-cost, common-sense solutions to those that are more resource-intensive.

Sample Policies and Resources

• Devon and Somerset (UK)
• Pend Oreille County, Washington (USA)
• Threat Management Policy Example (City of San Diego)
• Harassment Prevention Policy (Austin, TX, Fire Department)
• Emergency Responder Crisis Text Line (Colorado First Responders)
• National Standard of Canada for Psychological Health and Safety in the Workplace (Mental Health Commission of Canada)
• Link between bullying and substance abuse
• Using the Annual Performance Evaluation to Reduce Harassment in Your Workplace (Lexipol)

Legislation

• Healthy Workplace Bill
• Ontario Government Introduces Workplace Violence Legislation

Other Organizations

• Workplace Bullying Institute
• American Psychological Association, Resources for Employers Regarding Bullying  - a collection of workplace bullying resources, including articles and research abstracts, book recommendations, useful statistics and links to other high-quality resources.

Tools for the Family

• Cyberbullying Warning Signs (Cyberbullying Research Center)
• The Bully Project
• Bully Defense Tools - A Resource for Kids, Parents & Teachers
• Bullying Facts (Medicinenet)
• Bullying and Cyberbullying (Helpguide)
• K-12 is Where Future Bullies Practice
• National Association of People Against Bullying - A non-profit designed to advocate on behalf of bullied children and their families. Has a crisis line, bully statistics , current stories in the news and offers free speaking engagements.
• Stop Bullying Now
• Responding to Cyberbullying: Top Ten Tips for Teens

Training Resources

• Bullet Points Regarding Hazing Bullying Pranks, Policy (J. Curt Varone)
• Addressing Workplace Bullying From the Witness Perspective - Recording + PowerPoint (Dr. Sabrina Ricks)
• This American Life - Amsterdam Fire Department  
• Don't Let Judgement & Bullying Keep You From Winning Life! (Dr. Candice McDonald)

Research Papers

• Bullying at the Fire Station? Perceptions Based on Gender, Race and Sexual Orientation (American Journal of Social Science)
• Workplace Violence and Harassment: A European Picture (European Agency for Safety and Health at Work)
• Understanding Cyberbullying and Where We Go From Here (Chapter out of The Handbook of Research on Cyberbullying and Online Harassment in the Workplace)
• Bullying: Fire and EMS's tragedy and disgrace (FireRescue1)
• Children who experience trauma are more likely to get bullied or bully others (Consumer Affairs)
• Bosses who bully can negatively impact workplace safety, study shows (Safety + Health)
• Bullying by subordinates in the fire service (FireRescue1)
• Hazing in fire academies: Legal and practical considerations (FireRescue1)
• How to Complete a Log for Workplace Harassment (Chron.com)
• Firefighter probie problems: How this stressful period can demotivate members (FireRescue1)
• We Must Make a Change: Ending Harassment in the Fire Service (FireEngineering)
• Confronting Workplace Violence in the Fire Service (FireChief.com)
• Enough is Enough: 5 Ways to End Bullying in Fire and EMS (FireRescue1.com)
• Yes, Bullying and Harassment and Violence are Alive in the Firehouse
• Bullying: Does It Really Matter? (Dr. Candice McDonald)
• The tragedy and disgrace of bullying in fire and EMS
• How fire chiefs can end bullying and harassment
• Rape, harassment and retaliation in the U.S. Forest Service: Women firefighters tell their stories
• #MeToo and Sexual Violence in the U.S. Fire Service
• Think Twice: Harassment in the Fire Station
• They reported sexual harassment. Then the retaliation began
• 7 steps to an inclusive fire department culture
• Don't Leave Workplace Civility to Chance Civility (Leadership Now)
• 5 Reasons Firefighter Training on Harassment Fails (by Linda Willing for FireChief.com)
• "Exploring Workplace Bullying in New Hampshire Fire Departments" (David F. Emanuel, Durham (NH) Fire Department, EFO Paper)
• 20 Subtle Signs of Workplace Bullying (HR Insights Blog) & Table defining subtle vs. overt bullying and more
• Definitions of Workplace Bullying The article defines bullying, outlines how to document if you are being bullied and how to report bullying in the workplace.
• Bullies at Work: Stamping Out Abuse in the Workplace (Manfred Kets de Vries)
• Workplace bullying widespread at fire departments, survey shows
• Retention of Internal Stakeholders in the U.S. Volunteer Fire Service
• Bullying in the Workplace Causes, Symptoms, and Remedies

Special thanks to the Safety, Health and Survival Section  (SHSS), Volunteer and Combination Officers Section (VCOS) , the Human Relations Committee , International Association of Women in Fire & EMS  (iWomen) and others who've championed this cause and contributed to this toolkit.

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Deal with a bully and overcome bullying.

• Cyberbullying: Dealing with Online Bullies

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Understanding bullying behavior at work

Types of workplace bullying, effects of being bullied at work, why bullying occurs at work, how to deal with a bully at work tip 1: speak out, tip 2: keep a detailed record, tip 3: practice self-care, tip 4: shift your focus, bullying at work.

Being bullied at work? You're not alone. Learn about the causes and effects of this toxic behavior and what to do about workplace bullying.

Bullying at work is much more widespread than you may imagine. About 30% of American workers report being bullied at work, according to the Workplace Bullying Institute. And it doesn’t just take place in offices and on factory floors. As many as 43% of remote workers also experience bullying.

A workplace bully might use everything from offensive jokes to seemingly playful pranks to embarrass or frustrate you. More subtle acts, like purposely giving you inaccurate work information or excluding you from events, can also count as bullying. While a coworker of similar rank may bully you, managers and supervisors can also misuse their power. For example, you might expect a supervisor to offer constructive criticism. That’s part of their job. However, a bullying supervisor may overly criticize you in front of others in an attempt to embarrass or tear you down.

Bullying behavior at work can add stress to any job. You might continually check the shift schedule or watch the clock, hoping you can avoid the bully. On days that you can’t avoid the bullying, you may leave work feeling angry, embarrassed, and vulnerable. Fear of retaliation might keep you from speaking up. Or maybe you rationalize that the bully’s behavior isn’t as bad as it seems. Perhaps you think you should simply “tough it out” or change your own behavior.

But the truth is no one deserves to be bullied at work, and these incidents are not your fault. No matter what’s motivating the bully, they’re responsible for their own behavior. That doesn’t mean you have to wait for them to realize the error of their ways. You can take steps to end bullying and protect your own sense of well-being.

While playground bullies may resort to physical violence, bullying in the workplace tends to take on different forms. Common forms of workplace bullying include:

Verbal bullying. This type of bullying could involve name-calling, threats, and other inappropriate remarks. It can also include more subtle attempts to make a person feel bad, such as mixing constructive criticism with demeaning language.

Cyberbullying. Cyberbullying may include attempts to mock or intimidate coworkers via social media posts, emails, or other online messaging systems. A cyberbully might leave insults under your profile picture or try to humiliate you in a chat group with coworkers. In some cases, cyberbullies can operate anonymously. One study found that nearly 15% of adults reported being targets of cyberbullying , with young adults, ages 15 to 25, reporting the highest rates of cyberbullying.

Social exclusion. This is when a bully uses an “us vs. them” dynamic to exclude you from social interactions with coworkers. A bully might accomplish this by talking behind your back and driving a wedge between you and other coworkers. The goal is to make you feel isolated in the workplace or reduce your social status.

Sabotage. A bully may put on an outwardly pleasant face but take actions to diminish the quality of your work. Supervisors or managers can do this by giving you purposely vague instructions or unnecessarily short deadlines. Coworkers of a similar rank may make attempts to limit your access to shared resources, making your job more difficult.

[Read: Bullying and Cyberbullying]

Bullying vs. harassment

Bullying and harassment are often used interchangeably, but harassment has a more specific meaning. If a bully targets someone’s protected class, this behavior is considered harassment.

While legal definitions may vary depending on where you are in the world, according to the U.S. Equal Employment Opportunity Commission, protected classes include “race, color, religion, sex (including pregnancy, sexual orientation, or gender identity), national origin, age (40 or older), disability, and genetic information.”

Harassment is a type of discrimination, and may be illegal if it creates a hostile work environment or if, as the employee, you’re forced to either endure it or lose your job.

Workplace bullying isn’t just uncomfortable in the moment. It can cause real and long-term harm to your mind and body.

Mental distress

Bullying can have a significant impact on your mental health. It can contribute to depression , anxiety , and other mood disorders. The situation may cause you to feel a lingering sense of hopelessness. You might internalize some of the bully’s insults and begin to feel highly self-conscious. This could lead you to anticipate ridicule from others and try to avoid interactions altogether.

Some studies seem to indicate that the psychological effects of bullying can be long term. The results of one study showed that workplace bullying was a predictor of mental distress two years later. Another study indicated even longer consequences, finding that workplace bullying was a predictor of mental health problems in men five years later.

Speak to a Licensed Therapist

BetterHelp is an online therapy service that matches you to licensed, accredited therapists who can help with depression, anxiety, relationships, and more. Take the assessment and get matched with a therapist in as little as 48 hours.

Physical effects

If you’re bullied at work, your physical health is also jeopardized. Victims of workplace bullying may be more at risk for headaches, chronic neck pain, and acute pain. Workplace bullying has also been linked to an increased risk of cardiovascular disease . This can have long-term implications for your health, especially if you’re already at risk for heart-related issues.

Difficulty sleeping

Studies show that bullying may reduce the quality of your sleep . Once your sleep is disrupted, you’re more vulnerable to other problems, such as difficulty concentrating, fatigue, memory problems, and changes in mood. All of this can affect your work and personal life. For example, you might begin to be more irritable and take those feelings out on friends, family members, and coworkers.

Absenteeism and disengagement

Bullying doesn’t just affect individuals. Businesses also pay a price. Research shows that workers who are bullied are more likely be absent from work. You might call off due to your neck pain and headache. Or you might decide to stay home to avoid working a shift with the bully. When you do muster the motivation to go to work, you might feel disengaged from your tasks, impacting your job performance, and ultimately, your career.

Before you look for relief from workplace bullying, it helps to know why bullying occurs in the first place. The bully’s personality plays a big role, but the workplace environment can also make abusive behavior more likely to occur.

Personality factors

Almost anyone can be a victim of bullying. One study found that there is no consistent victim personality profile. In other words, most victims don’t differ from non-victims. However, a separate study indicates that bullies may have similar personality profiles. Bullies tend to be:

• Extraverted
• Disagreeable
• Strategically manipulative

Bullies typically have a motive for their actions. Motives may include:

Envy. Are you an outstanding worker? Perhaps you frequently receive praise for your hard work or adapt to challenges faster than your coworkers. A bully might feel threatened by your success and lash out at you. Even bosses may use bullying behavior to tear down employees who have the potential to quickly rise in rank. A bully might also see your likeability or popularity with others as a reason to attack you.

Bigoted beliefs. A bully might hold bigoted opinions and target you because of your differences. Maybe the bully is a man who doesn’t believe women should work in your specific field. Or maybe the bully sees you as a threat due to your religion, race, or sexual orientation.

Anger issues. The bully may be a hotheaded individual with poor impulse control. For example, an abusive boss might lash out at you and your coworkers when deadlines are missed or clients seem unhappy. Their anger may be the result of their own feelings of helplessness, but that’s no excuse to bully others in the workplace.

Workplace factors

The environment you work in may also increase the risk of bullying. In a 2013 online survey, workers in healthcare, education, and public services reported the highest rates of bullying.

• Bullying behavior is more likely to take place in workplaces that are undergoing organizational change or in spaces where workers must deal with conflicting demands. For example, sudden changes in leadership or direction may create a chaotic workplace in which workers resort to bullying one another.
• Fields that are generally high in stress may see more instances of bullying behavior at work. These could include servers who have to wait multiple tables in a short-staffed diner, for example, or hospital staff who are sleep deprived yet constantly facing life or death situations.

On the other hand, workplaces with a “psychosocial safety climate” may experience fewer incidents of bullying. A psychosocial safety climate is created when workers are aware of policies, practices, and procedures that are in place to protect their psychological health. In these workplaces, workers and supervisors may have a better understanding of how issues like conflicting demands and lack of communication can increase stress.

Whatever your circumstances, there are ways to assert yourself and protect your sense of well-being and it begins with speaking out. Keep in mind that not every bully is the same, though. Some bullies may leave you alone after you initially speak up. Others may intensify their efforts until you take more extreme measures.

Talk to the bully

Confrontation can be nerve-wracking, but it’s often the most straightforward step in dealing with a workplace bully. Often, the earlier you speak up, the better, while the longer you wait, the more emboldened the bully may become.

Be direct and calm in your response. Call attention to the bully’s behavior and explain how it affects you and your work. For example, “I appreciate constructive criticism, but some of your comments are simply personal insults.” If necessary, make it clear that you’ll report the problem to someone else if the behavior continues.

If you fear that confronting the bully will lead to retaliation, you may want to skip this step and move on to the next.

Talk to friends

Bullying can make you feel powerless and alone. That’s why it’s important to talk to someone about the situation and your feelings. You don’t have to have this chat with a coworker (especially in situations where you are already facing social exclusion). You can turn to friends and family members for social support. This can help remind you that you’re not alone, and your confidant might have advice to share as well.

If you do talk to friendly coworkers, you might find that you’re not the bully’s only target. This can make it easier to form a united front and make a persuasive case to your manager or HR contact.

In a journal or on your smartphone, keep track of each instance of bullying. Write down the time, the place, and what happened. If there were any witnesses, write down their names as well. During instances of cyberbullying, take screenshots of the exchanges.

You can also write down how the incidents have affected your work performance. Did their behavior distract you from an important task? Did they withhold resources or block your progress? These details can demonstrate how the bully is slowing down workplace productivity.

Keep a detailed, but objective record. Avoid over exaggerating or editorializing. You can use this record if you need to demonstrate to your boss or HR manager how you’ve been targeted.

Report the bully

When bullying remains a consistent problem, talk to your manager about it. Let them know how it’s affecting your ability to work. Again, remain collected and professional. Rather than attack the bully’s character, simply lay out the events and the consequences, referring to the records you’ve been keeping. If your boss is the bully, you’ll need to file a complaint with the human resources department instead.

[Read: Mental Health in the Workplace]

What should you expect after you make your report? It depends on the policies that your employer has in place. The bully may be fired, suspended, reassigned, or simply reprimanded. If the bully faces no consequences, take a step back and consider whether you wish to remain working in a toxic workplace or if you can find options elsewhere .

Bullying at work laws can differ from place to place. If all previous attempts to remedy the situation fall flat, look into any available legal options.

Self-care is always important to manage the daily rigors of the workplace , but it’s especially vital when you’re facing the added stress of bullying at work. Consider the following practices to help you better cope:

Adopt a healthy sleep schedule. Lack of sleep can make you more susceptible to stress, so aim to get enough rest every night . Certain habits, such as avoiding bright screens several hours before bed, can help improve your sleep.

Use exercise to manage stress levels. Embrace physical activities you enjoy , whether they involve swimming, biking, or hiking. Activities that involve gentle movements and stretches, such as yoga, can also be useful in easing tense muscles.

Stick to a healthy diet of whole foods that keep you energized. Try to minimize processed foods and alcohol, which can sap your energy and worsen your mood.

[Read: Healthy Eating]

Use positive self-talk throughout the day. Forgive yourself for any imperfections and mistakes. Acknowledge your strengths, both in the workplace as well as in your personal life. This can help minimize the negative effect that bullying can have on your self-esteem.

Use relaxation techniques to manage stress and build emotional resilience. Some relaxation options include deep breathing, progressive muscle relaxation, and body scan meditation. Or try one of HelpGuide’s free audio meditations .

The bully’s actions can prevent you from noticing the more positive aspects of your job. Take time to adjust your focus by making a list of those positives. Are there coworkers you enjoy spending time with? Maybe you enjoy helping customers or get a sense of purpose from another work duty.

As you focus on those positive aspects, aim to minimize your interactions with the bully. If possible, ask your supervisor if you can work during a different shift or in another department.

It’s also important to remember that the bully’s actions are likely an indication of their own insecurities. With that in mind, resist the temptation to search for flaws in your own character or blame yourself for the situation. The bully wants to feel powerful, and the less you dwell on their actions, the less influence they have over you.

Helplines and support

1-800-273-8255 –  Crisis Call Center

0845 22 55 787 –  National Bullying Helpline

1-866-585-0445 –  Wellness Together Canada  mental health and substance use support

1300 22 4636 –  BeyondBlue  mental health support

Help for gay and lesbian people being bullied

1-866-488-7386 –  The Trevor Project

0800 999 5428 –  Galop

PFLAG Canada  offers regional numbers

1800 184 527 –  Qlife

More Information

• Help for Bullied People - Tutorial to guide you through the problem of workplace bullying. (Workplace Bullying Institute)
• What is workplace bullying? - Tips and advice for dealing with the problem. (Workplace Bullying Coalition)
• Who is protected from employment discrimination? - Understanding your rights in the U.S. (U.S. Equal Employment Opportunity Commission)
• Are You in a Bully-Prone Industry - Why bad behavior is more prevalent in certain fields and what you can do about it. (Society for Human Resource Management)
• Bullying in the Workplace - Question-and-answer fact sheet. (Canadian Centre for Occupational Health and Safety)
• Namie, Gary. “2021 WBI U.S. Workplace Bullying Survey.” Workplace Bullying Institute (blog). Accessed December 7, 2021. Link
• Namie, Gary. (2014). 2014 WBI U.S. workplace bullying survey. Link
• Wang, Meng-Jie, Kumar Yogeeswaran, Nadia P. Andrews, Diala R. Hawi, and Chris G. Sibley. “How Common Is Cyberbullying Among Adults? Exploring Gender, Ethnic, and Age Differences in the Prevalence of Cyberbullying.” Cyberpsychology, Behavior, and Social Networking 22, no. 11 (November 1, 2019): 736–41. Link
• Hauge, Lars Johan, Anders Skogstad, and Ståle Einarsen. “The Relative Impact of Workplace Bullying as a Social Stressor at Work.” Scandinavian Journal of Psychology 51, no. 5 (October 2010): 426–33. Link
• Nolfe, Giovanni, Claudio Petrella, Gemma Zontini, Simona Uttieri, and Giuseppe Nolfe. “Association between Bullying at Work and Mental Disorders: Gender Differences in the Italian People.” Social Psychiatry and Psychiatric Epidemiology 45, no. 11 (November 2010): 1037–41. Link
• Finne, Live Bakke, Stein Knardahl, and Bjørn Lau. “Workplace Bullying and Mental Distress – a Prospective Study of Norwegian Employees.” Scandinavian Journal of Work, Environment & Health 37, no. 4 (July 2011): 276–87. Link
• Einarsen, Ståle, and Morten Birkeland Nielsen. “Workplace Bullying as an Antecedent of Mental Health Problems: A Five-Year Prospective and Representative Study.” International Archives of Occupational and Environmental Health 88, no. 2 (February 2015): 131–42. Link
• Takaki, Jiro, Toshiyo Taniguchi, and Kumi Hirokawa. “Associations of Workplace Bullying and Harassment with Pain.” International Journal of Environmental Research and Public Health 10, no. 10 (October 2013): 4560–70. Link
• Kääriä, S., M. Laaksonen, O. Rahkonen, E. Lahelma, and P. Leino-Arjas. “Risk Factors of Chronic Neck Pain: A Prospective Study among Middle-Aged Employees.” European Journal of Pain (London, England) 16, no. 6 (July 2012): 911–20. Link
• Saastamoinen, Peppiina, Mikko Laaksonen, Päivi Leino-Arjas, and Eero Lahelma. “Psychosocial Risk Factors of Pain among Employees.” European Journal of Pain (London, England) 13, no. 1 (January 2009): 102–8. Link
• Xu, Tianwei, Linda L. Magnusson Hanson, Theis Lange, Liis Starkopf, Hugo Westerlund, Ida E. H. Madsen, Reiner Rugulies, et al. “Workplace Bullying and Workplace Violence as Risk Factors for Cardiovascular Disease: A Multi-Cohort Study.” European Heart Journal 40, no. 14 (April 7, 2019): 1124–34. Link
• “Workplace Bullying and Sleep – A Systematic Review and Meta-Analysis of the Research Literature – ScienceDirect.” Accessed December 7, 2021. Link
• Campanini, Paolo, Paul Maurice Conway, Luca Neri, Silvia Punzi, Donatella Camerino, and Giovanni Costa. “[Workplace bullying and sickness absenteeism].” Epidemiologia E Prevenzione 37, no. 1 (February 2013): 8–16. Link
• Glasø, Lars, Stig Berge Matthiesen, Morten Birkeland Nielsen, and Ståle Einarsen. “Do Targets of Workplace Bullying Portray a General Victim Personality Profile?” Scandinavian Journal of Psychology 48, no. 4 (August 2007): 313–19. Link
• Dåderman, Anna M., and Carina Ragnestål-Impola. “Workplace Bullies, Not Their Victims, Score High on the Dark Triad and Extraversion, and Low on Agreeableness and Honesty-Humility.” Heliyon 5, no. 10 (October 1, 2019): e02609. Link
• Ortega, Adriana, Annie Høgh, Jan Hyld Pejtersen, Helene Feveile, and Ole Olsen. “Prevalence of Workplace Bullying and Risk Groups: A Representative Population Study.” International Archives of Occupational and Environmental Health 82, no. 3 (February 2009): 417–26. Link
• Oxenstierna, Gabriel, Stig Elofsson, Maria Gjerde, Linda Magnusson Hanson, and Töres Theorell. “Workplace Bullying, Working Environment and Health.” Industrial Health 50, no. 3 (2012): 180–88. Link
• Law, Rebecca, Maureen F. Dollard, Michelle R. Tuckey, and Christian Dormann. “Psychosocial Safety Climate as a Lead Indicator of Workplace Bullying and Harassment, Job Resources, Psychological Health and Employee Engagement.” Accident; Analysis and Prevention 43, no. 5 (September 2011): 1782–93. Link

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Workplace Bullying and Harassment: What's the Difference?

Workplace civility policies can cover both unlawful and inappropriate conduct

​As HR professionals strive to ensure a safe and inclusive workplace for everyone, they should note that some harmful bullying behaviors that aren't technically unlawful harassment can still be addressed in a workplace civility policy .

An employer's policies can be more protective of employees than the law can, said Ann Fromholz, an attorney with The Fromholz Firm in Pasadena, Calif. "If having a workplace free from bullying is important to employers, they can go a long way to achieving that by modeling behavior, having a good policy and enforcing that policy."

What Is Bullying?

Bullying is generally defined as unwelcome behavior that occurs over a period of time and is meant to harm someone who feels powerless to respond.

Verbal bullying includes teasing and threatening to cause harm, according to stopbullying.gov, a website managed by the U.S. Department of Health and Human Services.

Social bullying in the workplace might happen by leaving someone out of a meeting on purpose or publicly reprimanding someone.

A 2017 survey by the Workplace Bullying Institute estimated that 61 percent of U.S. employees are aware of abusive conduct in the workplace, 19 percent have experienced it and another 19 percent have witnessed it.

These behaviors may or may not constitute unlawful harassment. Bullying is actionable under federal law only when the basis for it is tied to a protected category, such as race or sex, explained Jessica Westerman, an attorney with Katz, Marshall & Banks in Washington, D.C. Specifically, Title VII of the Civil Rights Act of 1964 prohibits harassment on the basis of color, national origin, race, religion and sex. Other federal laws prohibit such behavior on the basis of age, disability and genetic information. 

Additionally, if bullying amounts to some other civil or criminal wrong, such as assault or battery, it could amount to a claim under state law, Fromholz noted.

So a manager who is mean to everyone—who is sometimes known as the "equal opportunity harasser"—might not be engaging in unlawful conduct. But that doesn't mean it must be tolerated in the workplace. Bullies can create morale problems and other workplace issues, noted Kate Gold and Philippe Lebel, attorneys with Drinker Biddle in Los Angeles, in an e-mail. 

"Employers can have codes of conduct that address respect in the workplace and hold employees accountable if they do not treat others with respect," Fromholz said.

State Law Trends

"In the absence of federal legislation prohibiting generic workplace bullying, several states are considering legislation that would provide severely bullied employees with a claim for damages if they can prove that they suffered mental or physical harm as a result of the bullying," Westerman said.

Legislatures in 29 states have introduced workplace anti-bullying bills in recent years, according to the Healthy Workplace Campaign.

For example, S.B. 1013, a bill that was introduced in Massachusetts in 2017, would prohibit all "abusive conduct" against employees—even if it isn't based on a protected characteristic.

Tennessee's Healthy Workplace Act prohibits workplace bullying that is not tied into a protected category, but it only applies to public employers, Gold and Lebel said. Public employers are immune from liability if they adopt a policy that is compliant with the statute, though individuals would remain liable despite the adoption of the policy.

There is pending legislation in Tennessee to extend protections to the private sector, they noted.

Since Jan. 1, 2015, California businesses have been required to train supervisors on how to identify abusive conduct as part of their sexual harassment prevention training. "So far, however, there is no private right of action for bullying in the workplace," Fromholz said.

[SHRM members-only toolkit: Complying with California Sexual Harassment Training Requirements ]

"It would not be surprising to see more states pass laws requiring employers to train employees on anti-bullying," Gold and Lebel said. However, legislation that creates a separate cause of action for bullying unconnected to a protected class could open the floodgates for lawsuits by employees who feel their boss is abusive or even just unfair or mean." 

HR's Role

Even without a law against general bullying, employers can create policies and practices to prevent and prohibit such behavior. Westerman suggests that employers:

• Conduct a climate survey to learn about the problems in their particular workplace and use the survey's findings to tailor policies and procedures to that workplace. 
• Adopt clear, written anti-bullying policies in as many languages as are spoken in the workplace.
• Foster an organizational culture that prioritizes inclusion and doesn't tolerate bullying by regularly demonstrating a commitment to anti-bullying policies.
• Conduct bystander intervention training, which empowers co-workers to intervene when they witness bullying or harassing behavior. This "helps create a sense of collective responsibility for eliminating bullying and other problematic behavior in the workplace," Westerman said.
• Conduct workplace civility training, which may reduce the likelihood that bullying will occur by promoting respect among employees from different backgrounds and at different job levels.
• Implement clear and straightforward procedures so that employees know how and where to report incidents. These procedures should include multiple confidential reporting channels.
• Make an effort to maintain employees' confidentiality throughout the investigation. If employees need to be identified, investigators should notify employees about the possibility that co-workers will learn about their complaints.

Workers who are victims of bullying or harassment should know they can promptly report incidents to their supervisors, management-level employees, human resource representatives or other employees designated to receive reports, Westerman said.

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Summaries of legal decisions, legislative news and regulatory news, delivered Friday afternoons.

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• Laws & Policies

Federal Laws

Although no federal law directly addresses bullying, in some cases, bullying overlaps with discriminatory harassment when it is based on race, national origin, color, sex (including sexual orientation and gender identity), age, disability, or religion. Federally-funded schools (including colleges and universities) have an obligation to resolve harassment on these bases.

When the situation is not adequately resolved, consider:

• Filing a formal grievance with the school district.
• Contacting the  U.S. Department of Education's Office for Civil Rights  and the  U.S. Department of Justice's Civil Rights Division  for help.

Unfortunately, sometimes behaviors can become criminal. For example, when a violent crime or threat to commit such crime is motivated by bias against a person or group with specific characteristics, then it is called a hate crime. According to the  U.S. Department of Justice , at the federal level, a hate crime is any crime motivated by bias against race, color, religion, national origin, sexual orientation, gender, gender identity, or disability.

Are there federal laws that apply to bullying?

At present, no federal law directly addresses bullying. In some cases, bullying overlaps with discriminatory harassment, which is covered under federal civil rights laws enforced by the U.S. Department of Education (ED) and the U.S. Department of Justice (DOJ). No matter what label is used (e.g.,  bullying, hazing, teasing ), schools are obligated by these laws to address the conduct when it meets all three criteria below. It is:

• Unwelcome and objectively offensive, such as derogatory language, intimidation, threats, physical contact, or physical violence;
• Creates a hostile environment at school. That is, it is sufficiently serious that it interferes with or limits a student's ability to participate in or benefit from the services, activities, or opportunities offered by a school; and is
• Sex includes sexual orientation, gender identity, and intersex traits. Sex also includes sex-based stereotypes and sexual harassment.
• National origin harassment can include harassment because a student speaks another language.
• DOJ also has jurisdiction to enforce Title IV of the Civil Rights Act of 1964, which addresses certain equal protection violations based on religion in public schools. Title VI of the Civil Rights Act of 1964, enforced by both ED and DOJ, does not explicitly identify religion as a basis for prohibited discrimination. But religious-based harassment is often based on shared ancestry of ethnic characteristics, which is covered under Title VI.

What are the federal civil rights laws ED and DOJ enforce?

The types of discrimination prohibited in schools are the same types of discrimination that federal civil rights laws prohibit. A school that fails to respond appropriately to harassment of students based on a protected class may be violating one or more civil rights laws enforced by the ED and the DOJ, including:

• Title IV and Title VI of the Civil Rights Act of 1964
• Title IX of the Education Amendments of 1972
• Section 504 of the Rehabilitation Act of 1973
• Titles II and III of the Americans with Disabilities Act
• Individuals with Disabilities Education Act (IDEA)

Do federal civil rights laws cover harassment of LGBTQI+ youth?

• Yes, ED and DOJ have clarified that Title IX's prohibition against sex discrimination includes discrimination on the basis of sexual orientation and gender identity.
• ED/DOJ has developed this resource,  Confronting Anti-LGBTQI+ Harassment in Schools, to help students, parents, and educators understand their rights and actions to take.
• Executive Order on Preventing and Combating Discrimination on the Basis of Gender Identity or Sexual Orientation (January 20, 2021)
• Executive Order on Guaranteeing an Educational Environment Free from Discrimination on the Basis of Sex, Including Sexual Orientation or Gender Identity (March 8, 2021)
• DOJ also enforces rights protected under the Equal Protection Clause of the Fourteenth Amendment under certain circumstances.  Discrimination based on sex, including sexual orientation and gender identity, may violate LGBTQI+ students' constitutional rights.
• If you face discrimination or harassment at school because of your sex, sexual orientation, and/or gender identity, you can file a complaint with ED's Office for Civil Rights. You can also report civil rights violations with DOJ. The information is available in multiple languages.

What are a school's obligations regarding harassment based on protected classes?

Anyone can report harassing conduct to a school. When a school receives a complaint they must take certain steps to investigate and resolve the situation.

• Take immediate and appropriate action to investigate or otherwise determine what happened.
• Inquiry must be prompt, thorough, and impartial.
• Interview targeted students, students or staff alleged to have engaged in harassment, and witnesses, and maintain written documentation of investigation.
• Communicate with targeted students regarding steps taken to end harassment.
• Check in with targeted students to ensure that harassment has ceased.
• End the harassment,
• Eliminate any hostile environment,
• Prevent harassment from recurring,
• As appropriate, remedy the effects of the harassment, and
• Prevent retaliation against the targeted student(s), complainant(s), or witnesses.

What should a school do to resolve a harassment complaint?

• School must be an active participant in responding to harassment and should take reasonable steps when crafting remedies to minimize burdens on the targeted students.
• Policy prohibiting harassment and discrimination;
• Grievance procedure for students to file harassment complaints;
• Contact information for Title IX coordinators and others responsible for compliance with Section 504 and Title VI
• Training staff and administration on how to identify, report, and address harassment;
• Providing monitors or additional adult supervision in areas where harassment occurs;
• Determining consequences and services for harassers, including whether discipline is appropriate;
• Limiting interactions between harassers and targets;
• Providing targeted student an additional opportunity to obtain a benefit that was denied (e.g., retaking a test/class); and
• Providing services to a student who was denied a benefit (e.g., academic support services).
• Schools don't have to wait until behavior creates a hostile environment to act and may respond to misconduct based on a protected class as soon as they learn of it.

Are there resources for schools to assist with resolving harassment complaints?

DOJ's  Community Relations Service  is a "peacemaker" for community conflicts and tensions arising from differences of race, color, and national origin and to prevent and respond to violent hate crimes committed on the basis of: gender, gender identity, sexual orientation, religion, disability, race, color, and national origin. It is a free, impartial, confidential, and voluntary Federal Agency that offers mediation, conciliation, technical assistance, and training.

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• Employing people
• Contracts of employment and working hours

Workplace bullying and harassment

Bullying and harassment is behaviour that makes someone feel intimidated or offended. Harassment is unlawful under the Equality Act 2010.

Examples of bullying or harassing behaviour include:

• spreading malicious rumours
• unfair treatment
• picking on or regularly undermining someone
• denying someone’s training or promotion opportunities

Bullying and harassment can happen:

• face-to-face

Bullying itself is not against the law, but harassment is. This is when the unwanted behaviour is related to one of the following:

• gender reassignment
• marriage and civil partnership
• pregnancy and maternity
• religion or belief
• sexual orientation

What employees should do if they’re bullied or harassed

Employees should see if they can sort out the problem informally first. If they cannot, they should talk to their:

• human resources (HR) department
• trade union representative

If this does not work, they can make a formal complaint using their employer’s grievance procedure. If this does not work and they’re still being harassed, they can take legal action at an employment tribunal .

They could also call the Acas (Advisory, Conciliation and Arbitration Service) helpline for advice:

Acas helpline Telephone: 0300 123 1100 Textphone: 18001 0300 123 1100 Monday to Friday, 8am to 6pm Find out about call charges

You can also read Acas guidance on discrimination and bullying .

Employers’ responsibilities

Employers are responsible for preventing bullying and harassment - they’re liable for any harassment suffered by their employees.

Anti-bullying and harassment policies can help prevent problems. Acas has produced guidance for employers on preventing and handling bullying and harassment .

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Being bullied at work? Here's how to handle a toxic work environment

Research by Wright Hassall found that 59% of women have been bullied in the workplace

It seems that some of us never left the school playground behind, with bullying a depressingly common reality in the workplace. New research by the law firm Wright Hassall has found that nearly half of all UK employees have been bullied, or have witnessed bullying, at work. This rises to 59% when looking solely at female respondents.

The survey also indicated how some of us perceived certain worrying behaviours as being acceptable when in the office. Of those surveyed, 57% didn’t consider shouting as bullying, while 35% didn’t think making jokes at the expense of a colleague counted either. Alarmingly, one in 10 people (12%) believed that intimidation was acceptable, while 21% believed that spreading rumours about a workmate was justifiable.

So, with that being said, what actually can be considered bullying in the workplace, if the parameters are so loosely defined?

“Workplace bullying is typically characterised by repeated mistreatment of an individual at work, though severity and impact are also important factors to consider,” Aggie Mutuma, CEO of diversity and inclusion at Mahogany Inclusion Partners , explains to Harper’s Bazaar . “Bullying involves intentional behaviour that degrades, intimidates, or undermines an employee's work performance or ability to work.”

However, from a legal perspective, there’s no clear definition of what constitutes workplace bullying.

“It’s potentially one reason employers don’t take enough action,” explains Tina Chander, head of employment law at Wright Hassall . “Individuals also commonly believe that to allege or complain to their employer that they have been subject to bullying and/or harassing, then they must endure a pattern or persistent behaviour of this kind. This is not the case.” Severe single incidents can be reported if the event constitutes a significant negative effect on the victim.

Unsurprisingly, being a victim of bullying can have a hugely detrimental impact on a person’s ability to perform in the office.

“I've observed that, for underrepresented employees, bullying can exacerbate feelings of exclusion and lack of belonging,” Mutuma explains. “This often results in reduced productivity, lower job satisfaction, and higher turnover rates.”

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We’re now seeing an increasing number of workers opting to simply walk out of jobs if they are unhappy with the atmosphere they’re in. This is especially common among the younger generation; research carried out by the Chartered Management Institute (CMI) found that one third of Gen Z workers have quit their jobs because a poor manager created a toxic working environment. Elsewhere, a survey carried out by Wright Hassall last year found that one third of workers would not recommend their workplace to a friend because of bullying.

Bullying can also have a severe impact on our wellbeing. Those who consider themselves victims of a workplace aggressor are more likely to be depressed, stressed and burned out , but some studies have also shown that workplace bullying can have more serious consequences for our health. A 2018 study found that the more frequently participants said they were bullied, the greater their risk of developing cardiac problems in the future.

Because of the wide-reaching and sometimes idiosyncratic nature of aggressors, it can sometimes be hard to distinguish what behaviours count as bullying. It’s easy to reduce bullying behaviour to being shouted at, belittled and undermined, a la Miranda Priestly in The Devil Wears Prada , but due to the now-flexible nature of our workspaces, bullying can take place without a word being spoken at all.

“Bullying can occur in writing,” Chander explains. “I’ve seen more cases involving Teams and Slack messages.”

Bullying can also be more subtle than screaming: “Micro-aggressions are everyday verbal, nonverbal, and environmental slights or insults, intentional or unintentional, that communicate hostile, derogatory, or negative messages,” says Mutuma. “Examples of microaggressions include gossiping , exclusion, talking over someone, mispronouncing names, ignoring someone’s contribution in meetings, or making stereotypical jokes.”

This sort of more passive-aggressive bullying can be insidious; it’s often jocular nature can lead to more offensive remarks being passed off as “banter”, and make it seem more difficult to speak up. It’s little wonder, then, that research shows 26% of UK workers say they wouldn’t know what to do if they were being bullied at work.

“Speaking up about bullying is often difficult due to fear of retaliation, isolation, or being labeled as a ‘troublemaker,’’ says Mutuma. “This fear is particularly pronounced among people with underrepresented identities who might already feel marginalised.

“Many worry that their complaints will not be taken seriously or might even lead to job loss.”

However, this does not simply mean that those being bullied merely have to put up with poor behaviour. “I’d always encourage you to look at your employer's bullying and harassment policy first,” says Chander. “There may be advice here about what to do specific to your organisation.”

Meanwhile, Matuma says it’s important that victims start documenting incidents of perceived bullying before putting in a formal complaint. “Note dates, times, what was said or done, and any witnesses,” she says. “Speak to a trusted HR representative or use any anonymous reporting channels available.

“If you feel like you have tried to communicate your concerns with the appropriate people, it can help to follow the formal grievance procedure if informal attempts to resolve the issue fail.”

“Many worry that their complaints will not be taken seriously or might even lead to job loss”

Matuma adds that those undergoing a formal complaints process should take the time to understand that the situation they find themselves in “is not their fault”.

“These events reflect the nature of the perpetrator,” she says. “Looking after your mental wellbeing during these procedures is an important step to remaining resilient and overcoming obstacles in the workplace.”

Regardless if the company you work for is on the FTSE 500 or a small, family-run business, it’s important that proper processes are followed when tackling bullying. “Victims of workplace bullying should receive comprehensive support from their organisation,” Matuma says. “This includes emotional support through counselling services, practical support such as adjustments to work conditions if necessary, and procedural support in the form of a clear, fair investigation process.”

This could mean adjusting working patterns, or even giving an affected employee time off to deal with the impact of an investigation.

“Investigations should be allowed to occur without you being in fear,” Chander explains. “Time off isn’t compulsory, but in some cases, you may struggle to focus and work after submitting a formal grievance, and your employer should support you.”

If the bullying continues, even after an internal investigation comes to a close, then it may be time to seek further action. “You may consider bringing a claim and seeking compensation at work,” Chander says. “An employment lawyer can help you understand your options and support you.”

While some people may choose to stay and fight for their role, and stand up to workplace bullies, there’s no denying that these processes can be stressful, overwhelming and draining. In these circumstances, there is no shame in choosing to put your wellbeing first.

“Sometimes, the best course of action may be to seek a healthier work environment,” Matuma says.

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Alberti Center for the Prevention of Bullying Abuse Fund

A nationally recognized research center is supported through this fund.

The Alberti Center for Bullying Abuse Prevention focuses on reducing bullying abuse in schools and in the community by contributing knowledge and providing evidence-based tools to effectively change the language, attitudes and behaviors of educators, parents, students and society. The center is a national resource on the prevention of bullying and other forms of school violence among school children.

Our work includes research projects and publications on topics that address understanding, preventing, and intervening with bullying and other types of violence and abuse that impact children, schools, and communities. In addition, the Alberti Center offers a variety of workshops and presentations regarding bullying, cyberbullying, school crisis prevention and intervention, and other related topics. 

A generous gift from Graduate School of Education alumna Jean Alberti (PhD '70, Educational Psychology) established the Dr. Jean M. Alberti Center for the Prevention of Bullying Abuse and School Violence (Alberti Center for Bullying Abuse Prevention) at the University at Buffalo.

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