IDS HR Study 826, July 2006

Harassment and bullying

• Discusses the issues involved in dealing with harassment and bullying, including devising a policy, defining inappropriate behaviour and establishing responsibilities
• Explores both informal and formal methods of resolving complaints
• Details the legal implications of harassment and bullying
• Features detailed case studies of how six named organisations handle harassment and bullying

The effects of harassment and bullying can seriously impact on employees’ physical and emotional well-being as well as their ability to work effectively. Their friends, colleagues and line mangers may also be affected, while dealing with the problem can tie up the time of more senior managers. Employers are legally obliged to take reasonable steps to prevent harassment from occurring – but many are now going beyond this requirement and making efforts to create a positive and inclusive working environment.

Organisations can underline their commitment to eradicating bullying and harassment in the workplace by having a dedicated policy. This usually provides definitions of unacceptable behaviours and outlines the roles and responsibilities of staff, managers and HR. However, simply launching a new policy is not in itself enough – communication is also important if the principles it promotes are to become embedded throughout the business.

This HR Study includes a dedicated section outlining employers’ legal responsibilities as well as six detailed case studies of how harassment and bullying are dealt with at Royal Mail Group, BAE Systems, The Co-operative Group, Barnsley Hospital NHS Foundation Trust, BAA – Terminal 5 Project, and Cranfield University.