Is bullying a workplace issue?
Yes, bullying is a workplace issue. In Canada, occupational health and safety laws include the concept of due diligence. Due diligence means that employers shall take all reasonable precautions, under the particular circumstances, to prevent injuries or incidents in the workplace. Every person should be able to work in a safe and healthy workplace. The legislation in your jurisdiction will describe the roles and responsibilities for workplace parties with respect to workplace harassment and violence, including developing and implementing policies and programs. Definitions of harassment and violence often formally include bullying, but is implied if not.
Please refer to the following OSH Answers documents for more information:
- context Internet Harassment or Cyberbullying
- context Violence and Harassment in the Workplace
- context Violence and Harassment in the Workplace – Intimate Partner and Family Violence
- context Violence and Harassment in the Workplace – Legislation
- context Violence and Harassment in the Workplace – Dealing with Negative Interactions
- context Violence and Harassment in the Workplace – Parking Lot Safety
- context Violence and Harassment in the Workplace – Warning Signs
- context Violence and Harassment in the Workplace – Working Late
- context Violence and Harassment in the Workplace – Gender-Based Violence
What are examples of bullying?
While bullying is a form of aggression, the actions can be both obvious and subtle. It is important to note that the following is not a checklist, nor does it mention all forms of bullying. There is no way to predict who may be the bully or the target.
This list is included to show some ways bullying may occur in a workplace. Also, remember that bullying is usually considered to be a pattern of behaviour where one or more incidents will help show that bullying is taking place, but it may be one incident, especially one with a lasting effect.
Examples include:
If you are not sure an action or statement could be considered bullying, you can use the "reasonable person" test. Would most people consider the action unacceptable?
- context Spreading malicious rumours, gossip, or innuendo.
- context Excluding or isolating someone socially.
- context Intimidating a person.
- context Undermining or deliberately impeding a person's work.
- context Physically abusing or threatening abuse.
- context Removing areas of responsibility without cause.
- context Constantly changing work guidelines.
- context Establishing impossible deadlines that will set up the individual to fail.
- context Withholding necessary information or purposefully giving the wrong information.
- context Making jokes that are 'obviously offensive' by spoken word or e-mail.
- context Intruding on a person's privacy by pestering, spying or stalking.
- context Assigning unreasonable duties or workload which are unfavourable to one person (in a way that creates unnecessary pressure).
- context Underwork – creating a feeling of uselessness.
- context Yelling or using profanity.
- context Criticizing a person persistently or constantly.
- context Belittling a person's opinions.
- context Unwarranted (or undeserved) punishment.
- context Blocking applications for training, leave, or promotion.
- context Tampering with a person's personal belongings or work equipment.
What might not be considered bullying?
It is sometimes hard to know if bullying is happening at the workplace. Bullying can be very subtle and may be more obvious once a pattern of behaviour is established.
Also, many studies acknowledge that there is a "fine line" between strong management and bullying. Comments that are objective and are intended to provide constructive feedback are not usually considered bullying, but rather are intended to assist the worker with their work.
As described by WorkSafeBC, bullying and harassing behaviour does not include:
Prince Edward Island's Workers Compensation Board also adds that when done reasonably and fairly, the following actions are generally not considered workplace bullying or harassment:
- context Expressing differences of opinion.
- context Offering constructive feedback, guidance, or advice about work-related behaviour.
- context Reasonable action taken by an employer or supervisor relating to the management and direction of workers or the place of employment (e.g., managing a worker's performance, taking reasonable disciplinary actions, assigning work).
- context with good reason, changing work assignments and job duties;
- context scheduling and workloads;
- context inspecting the workplace;
- context implementing health and safety measures;
- context delivering work instructions;
- context assessing and evaluating work performance;
- context disciplinary actions; and/or
- context any other reasonable and lawful exercise of a management function.
What can you do if you think you are being bullied?
If you feel that you are being bullied, discriminated against, victimized or subjected to any form of harassment:
DO
Remember, it is not just the character of the incidents, but the intent of the behaviour and the number, frequency, and especially the pattern that can reveal the bullying or harassment.
If your health is affected, keep a detailed record of:
DO NOT
(Adapted from: Preventing Harassment and Violence in the Workplace Guide. CCOHS)
- context Firmly tell the person that his or her behaviour is not acceptable and ask them to stop. You can ask a person you trust, such as supervisor or union member to be with you when you approach the person.
- context The date, time and what happened in as much detail as possible.
- context The names of witnesses.
- context The outcome of the event.
- context Keep a factual journal or diary of events. Record:
- context Keep copies of any letters, memos, e-mails, etc., received from the person.
- context Know your organization’s violence prevention and harassment policies and follow the procedures outlined in those documents.
- context Report the bullying or harassment to the person identified in your workplace policy, your supervisor, or a delegated manager. If your concerns are minimized, proceed to the next level of management.
- context Build a support network – family, friends, supportive coworkers, support organizations, and information centres.
- context Take advantage of your workplace’s employee assistance program.
- context Understand that if you begin to question your own competence, the problem may not be you.
- context All physical and mental symptoms
- context All visits to your doctor or any other medical or psychological appointments
- context Any medication or treatment prescribed
- context Do not retaliate. You may end up looking like the perpetrator, and these actions will most certainly cause confusion for those responsible for evaluating and responding to the situation.
- context Do not blame yourself. Don’t waste time or energy worrying.
- context Do not engage in workplace conversations that make you uncomfortable. Excuse yourself and walk away. If necessary, say “I’m not comfortable discussing this.”
- context Do not agree or disagree with distorted statements.
What should I do if they witness bullying, harassment or violence?
If you witness harassment, bullying, or mobbing:
- context Make sure the victim knows about your workplace violence prevention policy.
- context Stand next to, or speak up for, the person being harassed, bullied, or mobbed.
- context Ask the harasser or bully to stop.
- context Offer support.
- context File an incident report with your employer or the person designated in your workplace violence prevention program.
What can an employer do?
The most important component of any workplace prevention program is management commitment. Management commitment is best communicated in a written policy. Since bullying is a form of violence and harassment in the workplace, employers may wish to write a comprehensive policy that covers a range of incidents (from bullying and harassment to physical violence).
A workplace violence and harassment prevention program should:
(Adapted from: Preventing Harassment and Violence in the Workplace Guide. CCOHS)
- context Be developed by management and worker representatives.
- context Apply to management, workers, clients, independent contractors and anyone who has a relationship with your company.
- context Define what you mean by workplace bullying (and harassment and violence) in precise, concrete language.
- context Provide clear examples of unacceptable behaviour and working conditions.
- context State in clear terms your organization's view toward workplace bullying and its commitment to the prevention of workplace bullying.
- context Precisely state the consequences of making threats or committing acts.
- context Outline the process by which preventive measures will be developed and implemented.
- context Encourage reporting of all incidents of bullying or other forms of workplace harassment and violence.
- context Outline the confidential process by which workers, including witnesses, can report incidents and to whom.
- context Assure no reprisals will be made against workers who choose to report their experiences.
- context Outline the procedures for investigating and resolving complaints.
- context Maintain confidentiality during the resolution process.
- context Describe how information about potential risks of bullying and violence will be communicated to workers.
- context Make a commitment to provide support services to victims.
- context Offer a confidential Employee Assistance Program (EAP) to allow workers to seek help.
- context Make a commitment to fulfill the prevention training needs of different levels of personnel within the organization.
- context Make a commitment to monitor and regularly review the policy.
- context State applicable regulatory requirements, where possible.