Advice for organisations

What should we be doing as an organisation to tackle bullying and harassment?

• Devise and implement a bullying and harassment policy

This should summarise your organisation's approach to tackling bullying and harassment, and could include:

• a statement from senior management endorsing the policy
• definitions of what constitutes unacceptable behaviour
• a statement about responsibilities regarding the elimination of bullying behaviour
• information about how individuals can initially raise their concerns about bullying
• information about sources of emotional support
• the procedures that the organisation will follow for both the complainant and alleged bully
• information about the potential outcomes and rehabilitation

More detailed help with devising a policy can be found on the useful websites below.

• Promote a culture where bullying and harassment is not tolerated

This can include:

• accept that bullying can occur in any organisation
• understand what bullying and harassment are and what the consequences can be
• consult and discuss with your staff
• devise a policy and ensure your managers and harassment advisors are trained to implement it
• promote the policy within the organisation and enforce against the policy

• Be aware of the organisational factors that are associated with bullying, and take steps to address them

Responsibility for dealing with bullying and harassment rests with the organisation, and prevention strategies must be organisation-wide. Many organisations adopt a zero tolerance approach. Some factors associated with bullying include:

• perceived imbalance of power; few consequences perceived by perpetrator
• internal competition; reward systems focused solely on outputs
• organisational change

As an organisation, to tackle these factors, you might, for example:

• encourage a more collaborative, less autocratic management style in your managers
• encourage staff to attend diversity training
• publicise your bullying and harassment policy, and explaining the consequences of bullying within the organisation
• encourage control and choice for staff, as far as possible
• explore levels of competition between individuals and teams
• consider alternative incentives to achieving high performance
• ensure you are confident and comfortable in managing poor performance
• consult staff regularly and keep them informed during times of change
• ensure your managers have sufficient support to help them implement the policy

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What is workplace bullying?

Bullying at work can take many forms. It can involve:

• ignoring or excluding someone
• spreading malicious rumours or gossip
• humiliating someone in public
• giving someone unachievable or meaningless tasks
• constantly undervaluing someone’s work performance

There is no legal definition of workplace bullying. 'Bullies' are often – but not always – more senior than the person they are bullying. 'Bullies' sometimes target groups as well as individuals.

Harassment relates to unlawful discrimination on the grounds of race, sex, disability, age, religion or belief, or sexual orientation. The Prevention of Harassment Act (1997) covers harassment more generally.

Find out more

• Bullying and harassment at work: a guide for managers and employers
  Advisory, conciliation and arbitration service, Acas
• Harassment and bullying at work
  Chartered Institute of Personnel Development, CIPD
• Andrea Adams Trust
  a charity dedicated to tackling workplace bullying
• National Bullying Helpline 0845 22 55 787
  Help for employers and employees
• Dignity at work Partnership
  This is an anti-bullying project funded by the Department of Business, Enterprise and Regulatory Reform in partnership with Unite the Unions.