34. Addressing Harassment & Bullying
How to create a safe and respectful work environment.
Imagine this - A once-enthusiastic employee now seems withdrawn and disengaged. They avoid team discussions, hesitate before speaking, and their performance is slipping. Other employees notice the tension—whispers, sarcastic comments, or exclusion from important conversations.
At first, it might seem like a simple personality clash. But upon closer examination, it’s clear—workplace bullying or harassment is taking place.
Harassment and bullying can take many forms, including -
Verbal abuse – Insults, belittling comments, or public humiliation.
Exclusion – Intentionally leaving someone out of meetings, projects, or workplace discussions.
Work sabotage – Setting someone up to fail by withholding information or support.
Intimidation – Using authority or aggression to create fear.
Sexual harassment – Unwelcome advances, inappropriate jokes, or physical gestures.
For SME owners, bullying and harassment are particularly dangerous because -
They destroy morale, trust, and collaboration.
They create legal risks, including employment disputes and lawsuits.
They drive away top talent, leading to high turnover and reputation damage.
HR psychology tells us that harassment and bullying thrive in environments with weak accountability, high stress, or unclear boundaries.
The challenge? How do you create a zero-tolerance culture while ensuring fair resolution and protecting workplace relationships?
The Solution – A Three-Part Approach - Prevention, Identification, and Resolution
Effectively handling workplace bullying and harassment requires clear policies, open communication, and decisive intervention. Here’s how to build a workplace where all employees feel safe, respected, and valued.
1. Prevention – Establishing a Zero-Tolerance Culture
The best way to address harassment and bullying is to prevent it from taking hold in the first place.
A. Set Clear Policies and Consequences
Every business should have a written anti-harassment and anti-bullying policy that outlines -
What constitutes harassment and bullying, with specific examples.
The disciplinary actions for violations—ranging from warnings to termination.
The reporting process—who employees can report to and how complaints will be handled.
HR Best Practice - Employees should review and acknowledge these policies during onboarding and at least annually.
B. Train Employees and Leaders on Respectful Workplace Behaviour
HR psychology confirms that most workplace harassment and bullying stem from a lack of awareness or unchecked power dynamics.
Provide anti-harassment and bystander training to help employees recognise, report, and intervene.
Teach conflict resolution skills so employees can address issues before they escalate.
Train managers to lead by example—employees take behavioural cues from leadership.
HR Insight - Workplaces that proactively train employees on respect and inclusion experience fewer harassment complaints and better team dynamics.
C. Create a Safe and Anonymous Reporting System
Many employees fear retaliation if they report harassment or bullying. To encourage openness -
Offer multiple reporting channels (HR, anonymous online reporting, direct manager, or a neutral third party).
Reassure employees that all reports will be taken seriously and handled confidentially.
Publicly reinforce a zero-tolerance stance on retaliation.
HR Best Practice - Studies show that workplaces with transparent reporting systems see lower harassment rates and increased employee trust.
2. Identification – Recognising Workplace Harassment and Bullying
Harassment and bullying aren’t always obvious. They often happen in subtle, persistent ways that wear down victims over time.
A. Signs an Employee Is Being Harassed or Bullied
Sudden withdrawal from social interactions.
Avoidance of specific colleagues or workspaces.
Frequent absenteeism or stress-related sick days.
Emotional distress—frustration, anxiety, or signs of depression.
Drop in productivity or engagement.
HR research confirms that employees suffering from workplace bullying often remain silent until the situation becomes unbearable.
B. Signs of a Workplace Bully or Harasser
Frequent use of sarcasm or belittling language toward one individual.
Singling out specific employees for excessive criticism or exclusion.
Micromanaging, sabotaging, or setting unrealistic expectations.
Defensive or aggressive reactions when questioned.
Red Flag - If multiple employees report concerns about the same individual, an investigation should begin immediately.
C. Encourage Peer Accountability
Build a culture where employees feel empowered to intervene when they witness harassment or bullying.
Train employees to speak up when they see misconduct.
Encourage reporting on behalf of affected colleagues.
Reward team members for fostering inclusivity and respect.
HR psychology confirms that harassment and bullying decrease when bystanders feel empowered to act.
3. Resolution – Taking Action to Address Harassment and Bullying
Once a complaint is made, handling it properly is crucial for maintaining trust, fairness, and workplace integrity.
A. Investigate Thoroughly and Fairly
Every complaint should be taken seriously and handled without bias.
Interview all involved parties separately to gather unbiased accounts.
Ensure confidentiality—only those necessary for the investigation should be involved.
Document everything, including dates, incidents, and any prior complaints.
HR experts stress that delays in responding to harassment complaints worsen the situation and increase legal risks.
B. Determine Appropriate Consequences
If misconduct is confirmed -
For minor infractions → Issue a formal warning and mandatory training.
For repeated or serious offenses → Implement suspension, demotion, or termination.
For criminal behaviour (e.g., threats, assault, sexual harassment) → Involve legal authorities immediately.
Red Flag - If leadership ignores complaints, workplace trust erodes, and toxic behaviour escalates.
C. Provide Support for the Affected Employee
Victims of harassment and bullying may experience long-term stress and emotional trauma. Offer -
Access to counselling or Employee Assistance Programs (EAPs).
Ongoing check-ins to ensure their workplace experience improves.
Reassignment of seating or teams if necessary to ensure their comfort.
HR psychology shows that supporting victims post-incident leads to higher engagement and retention.
Reflective Scenario – What Would You Do?
An employee who was once outgoing and engaged is now withdrawn, avoids team interactions, and frequently calls in sick. Other employees have quietly mentioned that one of their colleagues often belittles and excludes them.
Using the strategies above, you might -
Privately check in with the affected employee to understand their experience.
Investigate any patterns of misconduct without making assumptions.
If confirmed, implement disciplinary action against the aggressor and reinforce workplace policies.
Support the affected employee and ensure they feel safe and valued at work.
By taking swift, fair, and decisive action, you protect your team and create a culture of respect and accountability.
Golden Nugget - "A great workplace isn’t just about success—it’s about safety, respect, and dignity for everyone."
By establishing strong policies, fostering a culture of accountability, and addressing harassment and bullying decisively, SME leaders can create a workplace where employees feel safe, valued, and motivated.