“One in four [of us] alleges they are being bullied, and one in eight is affected by bullying in the workplace,” says Carol McLachlan in the May 2010 Accounting and Business article “Big Issue: is this Bullying?” As she concedes there is no universally accepted definition of workplace bullying, she offers some advice on best practice feedback principles and how to deal with workplace intimidation when these practices are breached.
Recognise Bullying Behaviour When Receiving Feedback
According to McLachlan, a workplace bully is likely to give feedback which is:
- personal and not focused on the individual’s actions or behaviours that require change but, rather, on their personality traits (eg calling someone “lazy” or “incompetent”)
- non-specific and general (talking about a “bad attitude” is not specific enough)
- non-constructive rather than aimed at helping to improve performance or behaviour
- judgmental, indiscreet and untimely
If persistent and not appropriately dealt with, the above instances of bad feedback practice, sometimes combined with verbal abuse and other intimidating behaviours, could cause the individual to suffer an emotional breakdown, undue stress or other illness.
Tackling Bullying and Workplace Bullying Policy
Assuming the workplace has an anti bullying policy, it should be easily available from the Human Resources or the Personnel Department, or included in the staff handbook. The policy should set out the individual’s rights, the grievance procedure and the process that the individual may decide to follow in order to complain and to prevent further bullying.
Whether or not the individual chooses to take the formal route and follow the firm’s official grievance procedure, McLachlan offers the following advice to help manage what is going on:
- seeking support from and confiding in a friend, a colleague or a family member
- contacting The National Bullying Helpline, a specialist advisory service for those being bullied at work
- keeping factual and objective records of all bullying incidents and the impact they have
Speaking to the workplace bully in the first instance may also improve matters, provided it is done during a private meeting and in a calm, non-confrontational and unemotional fashion. Specific examples of the bullying incidents should be discussed, as well as the emotional impact they have had on the individual. Sometimes line managers do not realise the effect their demeanour or language have on their subordinates and their behaviour may improve after such meeting.
Finally, the Human Resource or the Personnel Department can be contacted for advice if the situation does not improve and some organisations also offer a confidential counseling helpline to their employees.
Sources:
McLachlan, Carol.”Big Issue: is this Bullying?” Accounting and Business, May 2010.
