The chances are that around 25% of us who work in organisations have experienced some kind of workplace bullying and harassment in the past year. That’s according to data from the CIPD. Other studies suggest the problem is even bigger – and growing. What’s more, not all of it is even seen, with the emergence of online or ‘cyberbullying’.
This all points to many of our workplaces having aspects of a hostile and intimidating culture – and that’s hardly a good environment for a healthy and productive workforce.
This blog looks at the scale of the workplace bullying and harassment problem in the UK and focuses on how employers can tackle the root causes, perpetrators, and better protect and support their people.
Anti-Bullying Week 2025
There’s no designated ‘Workplace Bullying and Harassment Week’ but the annual UK Anti-Bullying Week is Monday 10 – Friday 14 November and, while this is aimed at raising awareness of bullying of young people, it will also raise the profile of bullying as a wider problem.
Workplace bullying and harassment – differences and examples
It’s important to explain the difference between workplace bullying and workplace harassment. In brief, harassment is often physical – targeting individual differences – such as race or gender, and directly linked to discrimination, even though these characteristics are protected in law. Bullying is usually psychological including behaviours like constant criticism or humiliation, and often private.
Examples of bullying can include verbal attacks like shouting or name-calling, undermining someone’s work, spreading rumours, and exclusion. Cyberbullying includes email intimidation, abusive messages, social media abuse, unwanted texting, posting embarrassing photos or the emotional stress caused by being excluded from digital communications and work meet up groups.
Whether it’s bullying or harassment, both can cause physical or emotional harm that impacts on mental health and wellbeing. And it may not come as a surprise to discover that women are more likely to be targeted. From an operational perspective, employees are likely to be more anxious, stressed and potentially less productive and more absent.
The problem in the workplace
It’s not that organisations aren’t aware of the problem, or don’t have policies in place. The problem, according to the CIPD, is that too many workplace cultures make it difficult or intimidating for employees to challenge inappropriate behaviour. And in many instances, line managers are frequently the perpetrators. So, if your line manager is bullying you – this makes it extremely difficult as the person you should be able to trust to address the problem – IS the problem.
What’s more, it very often doesn’t get reported. Law Firm Wright Hassall campaigns to end workplace bullying and their research, of over 1000 UK employees in 2024, found that of those who had experienced workplace bullying, a staggering seven in 10 (72%) didn’t report it. Of those who did report it almost half (46%) found it was ignored, dismissed or the situation was made worse.
Why employers should care
Employers that fail to address the problem risk having a damaged reputation in the employment market that will deter the talent they need to grow – and customers may well notice too. And, as we’ve covered, the damage to employee wellbeing through stress and anxiety is likely to cause an increase in cases of absence and underperformance.
And then there are the legal considerations. Discrimination is unlawful. If employees are being bullied and harassed because of protected characteristics such as race, gender, age or sexual orientation, it can lead to claims of discrimination, and this may end up in a costly and damaging employment tribunal.
How can employers respond and protect their people?
Policies and procedures aren’t effective if the problems persist. And the often the problems persist because employers make light of any complaints – if they are even made. Organisations where bullying and harassment are rife are often cultures lacking in psychological safety – a term used to describe a culture where employees feel safe and empowered to speak up and call out bad behaviours without fear of reprisal.
Rather than a list of actions, we’ve written our suggestions as a set of values that you could use to address the problem. Change takes time but you may see certain actions you could take before others.
- Set clear expectations: We’ll have a clear, well-communicated bullying and harassment policy that shows our commitment to dignity and respect at work and what that looks like in everyday behaviour.
- Build an inclusive culture: We want a workplace where everyone feels valued and accepted, where teamwork, openness, and positive relationships thrive.
- Lead the way: Our leaders and managers will get the training and support they need to set the right example, handle issues early, and create a healthy work environment. What’s more, those who manage line managers will take any complaints seriously and treat those making them with respect.
- Speak up safely: We’ll provide clear, confidential ways to report concerns and make sure any complaints are handled quickly, fairly, and with care.
- Play your part: We all share responsibility for creating a culture of dignity, respect, and inclusion – and for calling out behaviour that doesn’t fit those values.
In conclusion
With many employees facing bullying or harassment in the workplace, failure to address the problem carries risks not only to health and mental wellbeing, but also to wider reputation with potential employees and indeed customers. Employers are advised to build inclusive cultures where unfair treatment is recognised as unacceptable – tackling rather than ignoring problems – and with a clear focus on creating a safe environment with dignity and respect at the core.
Further reading
CIPD guide to bullying and harassment
https://www.cipd.org/uk/views-and-insights/cipd-viewpoint/bullying-harassment/
Acas guide to bullying at work
https://www.acas.org.uk/bullying-at-work
Cordell Health: Reducing Stress Triggers and Creating Psychological Safety
https://cordellhealth.co.uk/reducing-stress-triggers-and-creating-psychological-safety/
Photo by Roxy Aln on Unsplash
