Navigating workplace conflict – part one
By Calisha K Spencer, Human Resources Practitioner
In any organisation, HR professionals play a crucial role in maintaining a harmonious work environment. However, one of the most difficult situations they face is addressing workplace bullying, especially when the aggressor is a fellow employee or even a leader. While companies often have policies in place to prevent harassment and foster respectful behaviour, workplace bullying can still persist and cause significant damage if not managed promptly and effectively.
Recognising the company bully
Workplace bullying differs from isolated incidents of disagreement or tension. It is a pattern of persistent and unwanted behaviour that intimidates, humiliates, or undermines the victim. A bully in the workplace might display any of the following behaviours:
– Verbal abuse: Offensive remarks, name-calling, or public shaming.
– Manipulation: Spreading rumours, exclusion from key projects or meetings.
– Unreasonable expectations: Overloading employees with work or setting them up for failure.
– Undermining work: Sabotaging efforts, withholding crucial information, or taking credit for someone else’s accomplishments.
Bullying can take various forms, ranging from subtle psychological tactics to outright aggression. The impact is far-reaching, often resulting in decreased morale, higher turnover rates, and even legal complications if left unchecked.
The role of HR in addressing bullying
When HR receives a report of workplace bullying, the department is tasked with protecting employees while preserving the company’s best interests. This process requires sensitivity, impartiality, and a firm commitment to uphold company policies.
1. Investigating the claims
The first step is conducting a thorough and unbiased investigation. HR must gather all relevant information, including written complaints, witness statements, and any supporting evidence (emails, reports, etc.). It’s crucial to ensure confidentiality to protect the complainant from retaliation.
HR should also remain neutral during this phase. If the bully holds a senior position, there may be pressure to downplay the issue. However, favouritism can exacerbate the problem and erode trust within the organisation.
2. Ensuring fair treatment
Once the investigation is complete, HR must determine whether bullying occurred and, if so, what actions should follow. Employee handbooks should outline the possible repercussions for such behaviour. Some policies mandate warnings, demotions, or termination. It is HR’s responsibility to ensure the consequences align with both company policy and the severity of the bullying.
3. Providing support for the victim
It’s equally important for HR to support the employee who experienced the bullying. This might involve creating a safe space for the employee to voice their concerns ensuring the issue is properly resolved.
Creating a follow-up plan is also beneficial. This allows HR to monitor the situation and ensure that the workplace environment improves for the victim and other employees.
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