Harassment and bullying at work

The spectrum of workplace incivility and unfair treatment

Bullying and harassment occur at the more severe end of the workplace incivility spectrum. Read our evidence review on workplace incivility and bullying for more detail on workplace incivility.  

People have the right to be treated with dignity and respect at work and organisations should take any form of unfair treatment, including harassment or bullying, seriously. People professionals should lead on developing a positive and inclusive culture that doesn't tolerate any form of unfair treatment.

Unfair treatment and behaviour

Unfair treatment such as bullying and harassment may be against one or more people and may involve single or repeated incidents across a wide spectrum of behaviour, ranging from extreme forms of intimidation, such as physical violence, to more subtle forms such as ignoring someone. Examples include:

• Unwelcome remarks about personal matters.
• Isolation or non-cooperation and exclusion from social activities.
• Persistent unwarranted criticism.
• Personal insults.

Unfair treatment can be in person but can also include cyber bullying such as use of the internet, mobile technology, social media, messaging platforms, gaming platforms or mobile phones to harass, bully, or cause harm to another.

Bullying and harassment are still a serious concern in many workplaces.

Employers should put in place a well-communicated policy and guidance that clearly states the organisation’s commitment to promoting dignity and respect at work. Employers’ responsibilities extend to work-related activities outside the workplace, such as work parties or team outings. 

All individuals have a responsibility to behave in ways which support an inclusive and tolerant working environment. Everyone should play their part in making the organisation’s policy a reality and managers should challenge inappropriate behaviour and take action. 

Developing a climate of respect

Promoting a positive and inclusive climate at work based on dignity and respect will help to prevent inappropriate behaviour. Senior leaders should demonstrate strong values that communicate what a climate of dignity and respect looks like, and role-model appropriate behaviour at all times. 

Policies, communication and training

A well-designed policy is essential to tackle bullying and harassment. Policies and guidance should be agreed with trade union and/or employee representatives and communicated to everyone. They should, for example:

• Communicate a clear organisational position on bullying and harassment, and explain why such behaviours will not be tolerated.
• Give examples of what constitutes unfair treatment including bullying and harassment, as well as examples of behaviour that can take place across a wide spectrum of unacceptable conduct.
• Explain the damaging effects of bullying and harassment, for example on people’s health and wellbeing as well as employee morale and the organisation’s performance.
• Define the policy’s scope, for example, applicability to agency and freelance staff, also addressing third-party harassment and work-related situations outside normal working hours.
• Explain how to raise concerns if an employee experiences or witnesses bullying or harassment, as well as the procedure to make a formal complaint.
• Make clear that allegations of bullying and harassment will be treated speedily, seriously and confidentially.
• State that all complaints will be investigated thoroughly and treated as a disciplinary offence where a case is proven.
• Clarify the roles and responsibilities of all employee groups, including line managers, for upholding expected standards of behaviour.

All employees should:

• Be made aware - through induction, training and guidance - about their rights and personal responsibilities and understand the organisation’s commitment to deal with bullying and harassment.
• Know who to contact if they want to discuss their experiences to decide what steps to take.
• Know how to make a complaint and the timescales for any formal procedures.

The policy should be monitored and regularly reviewed for effectiveness.

It’s essential that line managers have regular training and understand their role in addressing all forms of inappropriate behaviour, and that they have access to advice and support from HR with appropriate confidentiality. Policies should specify a choice of contact if the line manager is the alleged harasser or bully.

There’s more in our Dealing with conflict at work guide.

Where possible, organisations should encourage people to resolve conflict informally, at the earliest possible stage. This approach is more effective because it helps to prevent disagreements from escalating and developing into more serious disputes.

All complaints should be dealt with promptly. 

Our research on tackling bullying and harassment shows that a significant number of organisations are open to using an independent third party to help resolve workplace conflict. Mediation, for example, is a voluntary impartial process and can be used in alleged bullying and harassment cases where both parties are willing to participate and the complaint isn't at the serious end of the spectrum.

Listen to our podcast: Handling harassment: are you getting it right?

If informal approaches aren’t appropriate, formal procedures should be triggered. 

Anti-bullying and harassment policies should align with the organisation's policy for dealing with grievances and disciplinary issues, clearly defining what constitutes gross misconduct. IT policies should also be co-ordinated, explicitly prohibiting the use of workplace systems for online harassment or bullying.

Investigation

Formal allegations of harassment, bullying or any intimidating behaviour should be throroughly investigated including:

• A prompt, thorough and impartial response.
• Taking evidence from witnesses.
• Listening to both the alleged harasser and the complainant’s version of events.
• A time-scale for resolving the problem.
• Confidentiality in the majority of cases.

All sensitive information should be treated confidentially and meet the requirements of data protection law.

Confidentiality or Non-disclosure agreements (NDAs)

NDAs should never be used to cover up inappropriate behaviour and wrongdoing, such as harassment. People professionals have an important role to play in ensuring the ethical use of NDAs and that they are never used as a means to silence alleged complainants of unfair treatment such as bullying and harassment. Our employer survey found that just over a fifth (22%) of employers use NDAs if dealing with allegations of sexual harassment.

Acas guidance makes clear that confidentiality clauses should not be used as a matter of routine and that there are many circumstances where it may be inappropriate and/or unlawful to use confidentiality clauses. Confidentiality clauses in settlement agreements will always be unenforceable where they attempt to hide something that cannot legally be kept confidential. 

Contacts

Acas - Discrimination, bullying and harassment

GOV.UK - Workplace bullying and harassment

Equalities and Human Rights Commission – What is harassment?

Sexual Harassment at Work - legal advice telephone helpline provided by charity Rights of Women

TUC – Reporting work-related violence

Books and reports

Equalities and Human Rights Commission. (2020) Sexual harassment and harassment at work: technical guidance. London: EHRC.

Fisher, V. and Kinsey, S. (2018) Lifting the lid on sexual harassment and power in the workplace. CIPD Applied Research Conference Paper. Reviewed in Bitesize research.

Young, J. and Gifford, J. (2022) Bullying and incivility at work: an evidence review. Practice summary and recommendations. London: Chartered Institute of Personnel and Development.

Journal articles

Aldridge, C., Pugh, A. and Dougan, V. (2024) New EHRC guidance on preventing workplace sexual harassment. People Management (online). 29 July. 

Jackson, I. (2024) Worker Protection Act: how should employers prepare? People Management (online). 27 August. 

Rubino, C. at al. (2018) And justice for all: How organizational justice climate deters sexual harassment. Personnel Psychology. Vol 71, No 4. pp519-544. Reviewed in Bitesize research.

CIPD members can use our online journals to find articles from over 300 journal titles relevant to HR.

Members and People Management subscribers can see articles on the People Management website.