If someone in your team has told you that they are being bullied or harassed (including sexual harassment), you should follow the procedures laid down in your organisation’s bullying and harassment policy. It will include definitions of what your organisation regards as standards of acceptable behaviour and what you as a manager should do when any allegations are reported or any issues come to light.

The steps a manager should take when staff feel they are being bullied or harassed include:

• Having an informal discussion with them (or a designated colleague if they are more comfortable with this), to explore their concerns
• Informally raising the issue with the alleged ‘bully’
• Attempting mediation
• Making a formal complaint
• Legal action

Follow the specific guidance outlined in your company’s policy, but be sure to be sensitive, objective, and seek information.

Encourage the employee (or their designated colleague) to describe examples of the alleged inappropriate behaviour and what outcome they would like to see. To be fair to both parties, you need to decide whether the behaviour is bullying or harassment. The alleged ‘bully’ may have no idea about the effect their behaviour is causing. Be aware that malicious allegations can also happen.

You are advised to refer to your organisation’s bullying policy, harassment advisors, or other sources of help to assist you with this. You also need to let the member of staff know what their options are in terms of support, progressing the complaint, and relevant policies.

New duty to prevent sexual harassment in the workplace

Sexual harassment is widespread in the workplace and can be experienced by someone of any gender. Since 26 October 2024, the Worker Protection (Amendment of Equality Act 2010) Act 2023 outlines a new duty to prevent acts of sexual harassment in the workplace. This includes a duty for employers (and line managers) to evaluate and minimise the risk associated with the working environment (and that of work-related events) experienced by your employees. Read our guide to your new duty of care in preventing sexual harassment in the workplace.

Identify a way forward

Many cases of inappropriate behaviour can be resolved informally in consultation with the individuals concerned, to explore and discuss the allegations and agree a way forward. For more serious matters, you will need to seek the support of your organisation’s harassment advisors, human resources team, other organisational support services, or outside organisations. In serious cases, your staff member may wish to make an informal or formal complaint, or even take legal action.

Options for tackling the problems

Depending on the circumstances, bullying and harassment can be approached in a few ways. These include:

• An agreement between the parties on standards of behaviour
• Mentoring
• Performance management
• Training
• Transfer of staff
• Rehabilitation, including emotional support

Be sensitive and proactive

Raising bullying or harassment issues with one of your staff can be very uncomfortable – for them and you. It may be that the situation has been misinterpreted and the person you think is subject to inappropriate behaviour does not perceive any unacceptable behaviour at all. The relationship that you have with your staff depends on many factors such as personality, management style and the culture of the team or organisation.

How managers tackle this issue may be very different. One way would be to create the atmosphere and circumstances for the individual to raise the problem themselves –ask open questions such as “how are things going?” and foster a supportive and receptive team ethos.

How can I stop bullying and harassment in my team?

Responsibility for dealing with bullying and harassment rests with the organisation, and prevention strategies must be organisation-wide. Many organisations adopt a zero-tolerance approach, and this requires full support from management – including line managers.

Some factors associated with bullying include:

• Perceived imbalance of power
• The ‘bully’ thinks they can get away with it
• Internal competition where reward systems focus solely on outputs
• Organisational change

Managers can address these factors through, for example:

Communication

• Ensuring the management style is collaborative and not autocratic
• consulting staff regularly and keeping them informed during times of change

Training

• Encouraging staff to attend diversity training

Policy

• publicising your organisation’s bullying and harassment policy
• Explaining the consequences of bullying within the organisation

Management

• encouraging control and choice for staff, as far as possible
• Exploring levels of competition between individuals and teams
• Considering alternative incentives to achieving high performance
• Ensuring you are confident and comfortable in managing poor performance

If in doubt, ask

If you have any concerns about how best to manage the issues associated with bullying and/or harassment in your teams (especially with the new proactive requirement with regards sexual harassment), please reach out to HR.

We would also advise reading the Equality and Human Rights Commission’s (EHRC) guidance on harassment and sexual harassment at work.