Recognise This! – Bullying is a cultural issue that cannot be addressed through a policy in the employee handbook.
Have you ever been bullied at work? To some, this is a sensitive question to ask. Some don’t want to acknowledge having been bullied out of fear it will make them seem weak.
Others, perhaps, stood aside instead of intervening when bullying was happening. Still others may have been (or still are) the bully themselves.
Regardless, the reality is bullying is as prevalent in the workplace as it is in the schoolyard. And the impact of that reality extends far beyond those who are actively bullied. According to research reported in HR Review:
“Canadian researchers writing in the journal Human Relations, published by SAGE, have found that nurses not bullied directly, but who worked in an environment where workplace bullying occurred, felt a stronger urge to quit than those actually being bullied.
“This is potentially interesting because we tend to assume that direct, personal experiences should be more influential upon employees than indirect experiences only witnessed or heard about in a second-hand fashion. Yet our study identifies a case where direct and indirect experiences have a similarly strong relationship to turnover intentions.”
A cultural issue
Is an anti-bullying policy (as suggested in another recent article) the solution?
“The time has come for employers who have not declared their workplaces to be bully-free to do so. Even if the law does not require it, many employers of goodwill know that bullying does nothing for their employment brand, their retention or their productivity.
“Antibullying policies and attendant education are essential for the kind of workplace that is a haven from the rancor of our political and social divides. The courts are smart enough to know the difference between a tough performance review and a vicious attack. Responsible employers do as well.”
I don’t think a “policy” will solve bullying in the workplace. This is a cultural problem. The Canadian research proves this point in that even those unaffected by bullying but aware of its occurrence want out. These valuable employees want no part of a culture in which bullying and, more to the point, employees who engage in bullying behaviours are permitted.
If not through a policy, how do you address this culturally? First, clearly define the behaviours you want to see from employees. Second, recognise and reward employees for demonstrating those behaviours. Third, clearly define the behaviours you will not allow. Finally, take appropriate actions, including firing, for those who violate these behaviours.
Adhering to these guidelines will communicate more strongly, clearly and consistently your position on bullying in the workplace than any formal policy ever could. The same is true for any other undesirable behaviours such as unethical actions counter to the culture you want to create in your organisation.
How is bullying addressed in your workplace?
Derek Irvine is senior vice president of global strategy at Globoforce.
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