Over the past decade, diversity, equity and inclusion efforts have helped expose the prevalence of workplace bullying.
But, as some organizations pull back on DEI due to backlash or budget cuts, it may signal to staff that addressing bullying is no longer a priority. This could lead to reduced awareness and training on respectful workplaces, making harassment more likely and harder to report, says Deborah Hudson, partner at Hudson Sinclair LLP and facilitator at Queen’s University’s Industrial Relations Centre.
Experts agree workplace bullying — legally recognized as harassment — can have serious consequences for both employees and businesses. Taking a preventative approach, rather than waiting to react, is key to addressing issues before they escalate.
Roughly seven in 10 Canadians workers have experienced some form of harassment or violence on the job, according to a report by the Centre for Research and Education on Violence Against Women and Children at Western University. It also found LGBTQ2S+ and Indigenous workers, along with those living with at least one disability, face these issues at disproportionately higher rates.
The most common bullying behaviours include verbal intimidation, spreading rumours or negative comments, persistent criticism of work or effort, sabotage, undermining performance and even physical intimidation and assault, says Adriana Berlingieri, research partner and adjunct professor at CREVAWC at Western University.
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Bullying can decrease employee productivity, says Hudson, noting if other employees know bullying exists in the workplace, it can affect their morale too. “It may impact [an employee’s] attendance, it might impact their confidence, it may impact their communication and it may impact their ability to take direction.”
Bullying can also have serious long-term impacts on an employee’s financial, mental and physical well-being, according to the CREVAWC’s report. Targeted workers may be pushed out of careers they once loved, lose social ties and turn to substances to cope — and, in some cases, contemplate suicide.
For employers, bullying can lead to costly legal claims, exposing employers to lawsuits under Ontario’s Occupational Health and Safety Act, which mandates a harassment-free workplace, says Hudson.
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It’s not uncommon, however, for employees to fear reporting workplace harassment — especially when the bullying comes directly from leadership, such as CEOs or department heads, she adds. When people feel like they can’t report it, or when no clear reporting structure exists, “people quit and go elsewhere. They just feel like there’s no safe place for them.”
It’s important for employers to develop and communicate comprehensive, updated policies on bullying to all staff. “Good policies are written, reviewed annually, clearly define harassment and outline confidential reporting mechanisms — including alternatives if the supervisor is the harasser,” says Hudson. “A safe culture includes regular training, visible leadership support and assurance that complaints are taken seriously without retaliation.”
Employers should also consider what common workplace systems or practices might be misused to perpetuate bullying in the workplace, especially in situations where a power imbalance exists, says Berglingieri.
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One example is the performance review process. Bullies may use the anticipation of an upcoming review as a form of intimidation or exploit the appraisal itself to continue their harassment, she says. This is one reason some organizations are shifting to 360-degree feedback methods. Unlike traditional top-down evaluations, 360-degree feedback incorporates self-assessments and input from peers and colleagues, offering a more balanced view.
When bullying is identified, affected employees should be supported through counselling services provided by employee assistance or benefits programs, says Hudson. While offering time off isn’t mandatory, it can be helpful in some cases.
Employees found to be engaging in workplace bullying should initially receive a written warning and undergo training to address and change their behaviour. Employers may also need to adjust reporting structures to protect targeted employees as a proactive step before more serious measures are taken.
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