How to spot bullying in your workplace
Workplace bullying is not always obvious. It can involve repeated comments, exclusion, unreasonable demands or other behaviour that gradually undermines a worker’s confidence, wellbeing or ability to do their job.
For managers, recognising the warning signs early is important. Bullying can cause psychological harm and is also a psychosocial hazard that employers need to identify and manage.
What is workplace bullying?
Under the Fair Work Act 2009 (Cth), workplace bullying occurs when a worker or group of workers is repeatedly subjected to unreasonable behaviour that creates a risk to health and safety.
Bullying can take many forms, including:
repeated teasing, insults or humiliating comments
aggressive or intimidating behaviour
deliberately excluding someone from work activities
repeatedly withholding information they need to do their job
unreasonable work demands or deliberately setting someone up to fail
pressuring someone to behave inappropriately
repeated threats or other aggressive conduct
deliberately undermining or isolating a worker.
The behaviour does not have to be physical. Bullying can happen in person, by email, through messaging platforms or in other workplace communications.
What should managers look for?
Some warning signs are behavioural. Others are changes in the team.
You may notice that a worker:
avoids particular people or meetings
becomes unusually quiet or withdrawn
stops contributing or raising concerns
appears distressed after particular interactions
is repeatedly left out of workplace activities
is receiving unusual levels of criticism or unreasonable work demands.
You may also notice a pattern of conflict, complaints or tension involving the same people.
A single unreasonable incident does not meet the Fair Work Act definition of bullying, which requires repeated unreasonable behaviour. However, a one-off incident should not be ignored. It may be serious in its own right, breach other workplace obligations or be a warning sign of a developing pattern of behaviour.
Not every difficult workplace interaction is bullying
Managers also need to distinguish bullying from reasonable management action.
Reasonable performance management, disciplinary action, work allocation, feedback and other management decisions are not bullying when they are carried out reasonably.
The way management action is carried out matters. Performance concerns should be addressed professionally, consistently and in a way that is proportionate to the circumstances.
A disagreement between colleagues is not automatically bullying either. Conflict, differences of opinion and workplace tension can occur without meeting the legal definition of bullying.
That does not mean they should be ignored. Conflict and poor workplace relationships are recognised psychosocial hazards and can become more serious if they are allowed to continue.
What should employers do?
Prevention is better than waiting for a formal complaint.
Employers should make sure managers and workers understand expected standards of behaviour, how concerns can be raised and what will happen when an issue is reported.
Where serious allegations are made, an independent workplace investigation may be appropriate to establish the facts and provide a fair process for everyone involved.
Bullying is also only one form of harmful workplace behaviour. Harassment, sexual harassment, discrimination, conflict and poor workplace relationships can create similar risks and may trigger other legal obligations.
Creating a respectful workplace means addressing poor behaviour early, setting clear expectations and making it safe for workers to speak up when something is not right.
Read Respect & Responsibility in the Workplace Training >
For support and more information, contact us today.
