Fostering a Culture of Respect: Combatting Workplace Bullying in the UK
By Rebekah Clark, Powered By Diversity Collective
logo care of The Anti-Bullying Alliance
As we reach this year’s ‘Anti-Bullying Week’, we are being invited to ‘Make a Noise About Bullying’ by the brilliant team at the Anti-Bullying Alliance in the UK. During this time, I find myself reflecting on how my own lived experiences of bullying has not only significantly shaped the person I am today, but also inspired my work with Happy Marlo. I am often asked why I decided to focus on children’s emotional wellbeing, working towards Happy Marlo’s mission to empower little humans with big feelings. One of the core reasons is due to the bullying I faced at school whilst a teenager, which led to a young adulthood of low self-esteem and self-worth, taking many years of healing to overcome. Sadly, too many of us have similar stories and bullying in today’s schools is far from being a thing of the past. However, this piece isn’t about bullying at school, but rather in another a setting where it is totally unacceptable. The workplace.
In 2023, bullying in the UK workplace is a serious problem, with damaging consequences for the individuals involved, and wider teams. The British Safety Council found that over one third of UK employees have experienced bullying at work, with 40% of these employees experiencing mental health issues as a result.
Bullying at work can take many forms: verbal abuse, exclusion, extreme and frequent criticism or discrimination, with the impact being far-reaching. One of the most insidious bullying tactics is ‘banter’. A study released by Irwin Mitchell earlier this year found that 32% of UK workers have experience bullying masked as banter. Those hurtful comments that when challenged are dismissed as ‘just jokes’, which often lead to further harm through gaslighting, with those on the receiving end being told they are ‘taking themselves too seriously’, or they ‘can’t take a joke’.
Whatever form is takes, a simple definition as outlined by Bright Horizons, the national childcare organisation is “someone feeling that they are being singled out for unfair treatment by a manager or a colleague.” The negative impacts on bullied employees include stress, anxiety, depression, and a decreased sense of self-worth. A study conducted by the University of Manchester found that victims of workplace bullying were twice as likely to experience suicidal thoughts or attempt suicide. Many are suffering in silence. Wright Hassell found that 62.5% choose not to report their experiences of bullying, with the most common reason being because they believe nothing will be done.
Unsurprisingly, in addition to the personal toll, workplace bullying can also have a significant impact on organisational performance, leading to decreased productivity, increased absenteeism, and higher turnover rates. Christine Porath, a Georgetown University Professor of Management, and Christine Pearson, Professor at the Thunderbird School of Global Management at Arizona State University, conducted a study on the impact of abusive and uncivil behaviour amongst employees. After interviewing over 14,000 CEOs, managers, and employees, they wrote for the Harvard Business Review, “companies we’ve worked with calculate that the [financial] tab for incivility can run into the millions.”
Organisational culture plays a crucial role in creating an environment that is conducive to bullying. When leadership does not prioritise psychological safety and tolerance, employees are likely to feel unsafe and unsupported. To combat bullying in the workplace, companies must take a proactive approach to building and maintaining a positive and inclusive culture. For larger organisations this responsibility day-to-day lies with their dedicated HR teams, and in smaller businesses, it is the role of founders, CEOs, senior managers, and directors. Unfortunately, it can sometimes be the case that those is leadership roles can be the biggest perpetrators of bullying. Regardless of business size, leadership sets the tone. Culture always comes from the top. Studies show that positive, transformational leadership behaviours have positive effects on employee’s wellbeing, and is related to less workplace bullying amongst employees.
With so much at stake and too high a cost for individuals and businesses, it is imperative that effective strategies to address workplace bullying are adopted. Studies show that workplaces that prioritise psychological safety tend to have lower rates of workplace bullying, increased employee engagement and retention, alongside higher levels of productivity and innovation. Successful strategies might include:
Encouraging employees to speak up and report bullying behaviour, alongside establishing clear policies and procedures for reporting and addressing bullying, with assurances that individuals will be heard, and appropriate action will be taken.
Providing resources and support for those who have been affected by bullying.
Delivering training for all employees (including leadership) on how to recognise and respond to bullying. This training can be extended to be preventative, covering areas such as relationships at work, managing conflict, and understanding of different personality types, backgrounds, and cultures.
Creating a culture of respect and support through positive leadership and role modelling.
Demonstrating a sincere and determined approach to diversity, equity and inclusion initiatives with appropriate and meaningful levels of investment and action. True commitment to DEI demands sustained and substantial efforts towards creating a positive, inclusive, and equitable workplace.
Strategies and policies by their nature are top-down, so the real work is in creating an authentic sense of shared ownership amongst business communities, along with shared responsibility. Well-regarded UK companies who are getting this right include McKinsey & Co, BT, and Unilever. The latter runs an internal programme called “Mindful Working” which focuses on creating a more compassionate and supportive workplace culture, stress management, and mindfulness.
Workplace bullying demands our immediate action. We each have a role to play, regardless of our position or job title, to contribute towards cultivating respectful and inclusive environments where everyone can thrive. The time to eradicate toxic work cultures is now, as we move towards professional cultures of dignity, compassion, and empathy being the norm. Together, we can and must foster healthy, empowering workplaces where everyone feels valued, respected, and supported.
Resources
Mind: UK-based mental health charity that offers support and advice on a range of issues including bullying and harassment at work.
ACAS: the Advisory, Conciliation and Arbitration Service provides free and impartial advice on workplace bullying and harassment.
Citizens Advice: free, confidential advice on a range of issues.
Bullying UK: UK charity providing support and advice to people affected by any type of bullying.
The Anti Bullying Alliance: For school resources to support anti-bullying
About the author
Rebekah Clark is the founder of Happy Marlo, a children’s emotional wellbeing company empowering 3- to 12-year-olds and their grown-ups. She is also the founder of Beautiful Soup, a social impact communications consultancy. A Fellow of the Royal Academy of Arts in London, Rebekah is a 2022 ’40 over Forty’ winner, recognised as one of the world’s top 40 communications experts.
About the Collective
The Powered By Diversity Collective works with Powered By Diversity to produce a wealth of lived experience playbooks, videos and other training materials to give businesses the tools to create a truly equitable, diverse and inclusive workplace.
Further materials (available though subscription to the Powered By Diversity award winning data platform)
Creating a Culture of Conversation
Sexism, Sex Discrimination and Harassment
An Allies' Guide to Anti-Racism for the Workplace
An Ally’s Guide to Inclusive Language
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