2. Preventing Workplace Bullying - Identifying, Controlling, Monitoring

2. Preventing Workplace Bullying

There is a risk of workplace bullying wherever workers have contact with other people, including co-workers, supervisors, clients and other visitors to the workplace. There may not be obvious signs of bullying at the workplace but this does not mean it is not occurring. Workplace bullying is best dealt with by taking steps to prevent it before it creates a risk to health and safety.

2.1. Identifying the potential for workplace bullying

Processes that may help identify workplace bullying or the potential for it to occur include:

• regular consultation with workers and, where they exist, health and safety representatives and health and safety committees, including discussions aimed at finding out if bullying is occurring or if there are factors likely to increase the risk of workplace bullying—for some businesses conducting an anonymous survey may be useful

• seeking feedback when workers leave the business, for example holding exit interviews

• seeking regular feedback from managers, supervisors or other internal and external parties

• monitoring incident reports, workers compensation claims, patterns of absenteeism, sick leave, staff turnover and records of grievances to establish regular patterns or sudden unexplained changes, and

• recognising changes in workplace relationships between workers, customers and managers.

Research indicates that there are a number of factors which may increase the risk of workplace bullying occurring. The following characteristics could help alert to potential WHS risks in the workplace:

• presence of work stressors –

• high job demands

• limited job control

• organisational change, such as restructuring or significant technological change

• role conflict and ambiguity

• job insecurity

• an acceptance of unreasonable workplace behaviours or lack of behavioural standards, and

• unreasonable expectations of clients or customers.
  
  

• leadership styles –

• autocratic behaviour that is strict and directive and does not allow workers to be involved in decision making

• behaviour where little or no guidance is provided to workers or responsibilities are inappropriately and informally delegated to subordinates, and 

• abusive and demeaning behaviour that may include inappropriate or derogatory language, or malicious criticism and feedback.
  
  

• systems of work –

• lack of resources 

• lack of training

• inappropriate work scheduling, shift work and poorly designed rostering, and

• unreasonable performance measures or timeframes.
  
  

• poor workplace relationships –

• poor communication

• isolation

• low levels of support, or

• work group hostility.
  
  

• workforce characteristics – groups of workers that may be more at risk of being exposed to workplace bullying can include:

• young workers 

• apprentices/trainees

• workers in a minority group because of ethnicity, religion, disability, gender or sexual preferences

• casual workers

• new workers

• injured workers and workers on return to work plans

• piece workers, and

• volunteers, work experience students and interns.

2.2. Controlling the risks

The risk of workplace bullying can be minimised so far as is reasonably practicable by creating and promoting a positive work environment where everyone is treated fairly and with respect. A combination of control measures aimed at the organisational level and at individual behaviours should be considered.

Management Commitment

Demonstrated senior management commitment in identifying, preventing and responding to workplace bullying is one of the key factors for preventing unreasonable behaviour and managing psychological risks. Effective leaders model their organisation’s values and standards for workplace behaviour through their own conduct. This can send a clear message to workers that the organisation is serious about preventing workplace bullying and contribute to a positive workplace culture where unreasonable behaviour is not tolerated.

Managers can demonstrate commitment in various ways including by:

• modelling respectful behaviours at all times

• developing and implementing a bullying policy which clearly identifies the expected behaviours and consequences of not complying

• dealing with unreasonable behaviour as soon as they become aware of it

• ensuring that reports of bullying are taken seriously and properly investigated, and

• consulting with workers.

Set the standard of workplace behaviour

A workplace can set and enforce clear standards of behaviour through a code of conduct or a workplace policy that outlines what is and is not appropriate behaviour and what action will be taken to deal with unacceptable behaviour. 

It can apply to all behaviours that occur in connection with work, even if they occur outside normal working hours. The standards of behaviour should also include a reference to reasonable management action.

The advantage of this approach is that unreasonable behaviours can be addressed before they escalate into workplace bullying.

Implement a workplace bullying policy

A policy designed to prevent workplace bullying may be a stand-alone policy or incorporated into a broader code of conduct or work health and safety policy. The policy should be set out in writing, be developed in consultation with workers and should include:

• a statement that the organisation is committed to preventing workplace bullying as part of providing a safe and healthy work environment

• the definition of workplace bullying (as described in this guide)

• the standard of behaviour expected from workers and others in the workplace

• a statement, where relevant, that the policy extends to communication through email, text messaging and social media

• the process for reporting and responding to incidents of unreasonable behaviour

• the process for managing reports of workplace bullying, including vexatious reports, and

• the consequences of not complying with the policy.

An example of a workplace bullying policy is at Appendix A. Implementing a policy in a small business may simply involve the business owner advising workers and reminding them when necessary that bullying behaviour is not tolerated in the workplace, what to do if it does occur and what action will be taken.

To be effective, the policy should be easily accessible and consistently applied. It should be communicated and promoted through notice boards, the intranet, team meetings and by managers discussing the policy with their staff.

Develop productive and respectful workplace relationships

Good management practices and effective communication are important in creating a workplace environment that discourages workplace bullying. Examples include:

• promote positive leadership styles by providing training for managers and supervisors

• mentor and support new and poor performing managers and workers

• facilitate teamwork, consultation and co-operation

• ensure that reasonable management actions are clearly defined, articulated and understood by workers and supervisors, and

• ensure supervisors act in a timely manner on unreasonable behaviour they see or become aware of.

Dealing with external parties

Where there is a risk of workplace bullying by other people, for example clients, the following control measures may be considered:

• communicate the expected standard of behaviour through a code of conduct or in contracts and agreements

• empower workers to refuse or suspend service if other people fail to comply with the expected standard of behaviour

• provide support to workers who are exposed to unreasonable behaviour, and

• implement control measures to eliminate or minimise the risk of workplace violence.

Design safe systems of work

The following work design control measures may reduce the risk of workplace bullying:

• clearly define jobs and seek regular feedback from workers about their role and responsibilities

• provide workers with the resources, information and training they need to carry out their tasks safely and effectively

• review and monitor workloads and staffing levels to reduce excessive working hours

• provide access to support mechanisms, such as employee assistance programs, particularly during busy and stressful work periods, and

• provide effective communication throughout workplace change, including restructuring or downsizing.

Implement reporting and response procedures

Workplace bullying behaviours should not be tolerated and early reporting of these behaviours should be encouraged.

If a worker considers they are being bullied they will be more likely to report it if they know there is a transparent reporting process in place and that it will be followed as soon as a report is received.

Reporting can be encouraged by:

• making it clear that victimisation of those who make reports will not be tolerated

• ensuring consistent, effective and timely responses to reports, and

• being transparent about dealing with workplace bullying by regularly providing information on the number of reports made, how they were resolved and what actions were taken—see section 3.3 on balancing confidentiality and transparency.

It is important for those who experience or witness workplace bullying to know who they can talk to in the business, that a report will be taken seriously, and that confidentiality will be maintained. Implementing effective response procedures should ensure that reports of workplace bullying are dealt with in a consistent and reasonable way. These procedures should be used each time a report of bullying is made. They should also provide flexibility to fit the different circumstances of each report, and be designed to suit the size and structure of the organisation. An effective procedure should:

• be in plain English and if necessary available in other languages

• outline how issues will be dealt with when a report of workplace bullying is made or received including broad principles to ensure the process is objective, fair and transparent—see section 3.2

• clearly state the roles of individuals such as managers and supervisors, and

• identify external avenues available to workers where reports of workplace bullying have been unable to be resolved internally.

A procedure must be developed in consultation with workers and health and safety representatives (if any).

Provide training and information

Training is a significant factor in preventing and managing workplace bullying, particularly to enable early intervention in workplace conflict before it potentially escalates into bullying. Workers including managers and supervisors should be aware of their roles in relation to preventing and responding to workplace bullying and have the appropriate skills to take action where necessary.

Training

Induction training for workers should include information on:

• the standards of behaviour expected in the workplace including the use of social media if relevant

• how workplace bullying should be reported and how such reports are managed, and

• where to go internally and externally for more information and assistance.

Training for workers can be provided in various ways including through online courses, podcasts and face-to-face training. A training program should cover:

• awareness of the impact certain behaviours can have on others

• the work health and safety duties and responsibilities relating to workplace bullying

• measures used to prevent workplace bullying from occurring

• how individuals can respond to workplace bullying

• how to report workplace bullying, and

• how workplace bullying reports will be responded to including timeframes.

Managers and supervisors need the skills to be able to identify psychological hazards and put the right control measures in place. They should be trained in how to prevent and respond to workplace bullying, and in skills that will help develop productive and respectful workplace relationships, for example training that covers:

• communicating effectively and engaging workers in decision-making

• managing difficult conversations and providing constructive feedback both formally and informally

• conflict management

• effectively managing workloads and performance, and

• diversity and tolerance.

Training should be tailored to meet the needs of workers and suit the nature of the workplace and the workforce, for example levels of literacy.

Providing workers with information

Information about workplace bullying can be given to workers in a number of ways including:

• talking directly with workers by holding team meetings, tool box talks or speaking one-on-one with them at the beginning of the work day

• handing out company newsletters or pamphlets

• including information sheets in payslips

• displaying posters around the workplace, or

• through email messages or intranet announcements.

2.3. Monitoring and reviewing

Once control measures have been implemented they should be monitored and reviewed to ensure they are effective in managing the risk of workplace bullying. If the control measures do not work the situation should be analysed further to determine how to fix the problem.

Monitoring should be undertaken through regular scheduled discussions at management meetings, staff meetings and health and safety committee meetings. A standing agenda item at these meetings may help to ensure that regular monitoring occurs. Regular monitoring of the incidence of grievances, staff turnover and use of employee assistance programs is also useful. Bullying incident reports and findings should be reviewed to identify any trends.

Policies and procedures should be reviewed regularly. A review must be carried out in consultation with workers and their health and safety representatives (if any). A review can be conducted at any time but it is recommended it is conducted at least:

• when an instance of workplace bullying has been substantiated

• at the reasonable request of a health and safety representative or a health and safety committee

• when new or additional information or research about workplace bullying becomes available

• where a review of records indicates reports of workplace bullying are increasing, or

• according to a scheduled review date.

Information for a review can be obtained from the same sources used when identifying the potential for workplace bullying, for example:

• confidential surveys

• exit interviews, or

• records of sick leave.

Gathering evidence to answer the following questions may help in a review:

• Are supervisors and managers trained to recognise and deal with workplace bullying? Has the training been effective?

• Has awareness been raised amongst staff about workplace bullying?

• Do workers speak up about unreasonable behaviour?

• Has there been a change in workplace morale and behaviour over time?

• Are workplace bullying policies being consistently enforced?

• Are reports of workplace bullying being responded to quickly and effectively?

Results of reviews and suggested improvements should be reported to managers, board members and where applicable health and safety representatives and health and safety committees.

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2. Preventing Workplace Bullying

Guide for Preventing and Responding to Workplace Bullying, May 2016

© Commonwealth of Austr​alia 2020

This Guide provides information for persons conducting a business or undertaking on how to manage the risks of workplace bullying as part of meeting their duties under the work health and safety laws.

Workplace bullying is a risk to health and safety. It can occur wherever people work together in all types of workplaces. It is best dealt with by taking steps to prevent it from occurring and responding quickly if it does occur. The longer the bullying behaviour continues, the more difficult it is to address and the harder it becomes to repair working relationships.

from Safe Work Australia

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