TRIGGER WARNING: This article comprises mention of bullying, workplace harassment and related terminologies. Please read ahead at your own discretion.
Workspaces often witness repeated misuse of power. Whether it’s subtle or crude, any form of intimidation directed towards an employee or a group of people subjugates their dignity to work is unfair and downright problematic. Biting comments, passive-aggressive mail, unsolicited japes, questioning one’s competence, mockery or gaslighting are all forms of bullying. Despite the organisational costs of toxic workplaces and impertinence being thoroughly documented, bullying is still a persisting problem. How does one identify it—maybe it’s just part of the job.
But what if these moments aren’t isolated? Why do such behaviours keep happening, day after day, subtly chipping away at one’s confidence, well-being, and sense of safety at work? It’s not just a tough workplace or a ‘bad day’—it’s more common (and damaging) than you think.
While interacting with All Things Talent, Nirmala Menon, Founder & CEO, Interweave Consulting, a professional diversity consulting organisation, breaks down what constitutes bullying and harassment at work, how to identify the signs, and what actions you can take to protect yourself and your colleagues.
So, what does workplace bullying really look like?
Workplace harassment and bullying can take many forms, often rooted in behaviours that create an uncomfortable or fearful environment. As Menon points out, “A whole range of behaviours could qualify as bullying and/or harassment based on the frequency, gravity, pervasiveness, and impact of the behaviour.” These can range from verbal putdowns and insensitive jokes to more serious forms like intimidation, withholding resources, or sabotaging someone’s work. When these behaviours become persistent, they create a toxic environment.
Menon explains that harassment often involves the “misuse of power/position,” such as a senior using unjustified criticisms or micromanaging to belittle someone. “It is also about taking credit for the target’s work,” she adds, emphasising how manipulation of authority can contribute to a harmful atmosphere. While physical bullying is less common, Menon notes that “verbal and non-verbal psychological bullying and isolation are far more pervasive,” and in today’s digital age, these behaviours often extend to “digital intimidation, threats, and stalking.”
“It’s not hard to identify an obvious bully,” Menon states. “The real challenge is in catching the more subtle signs of the problem.” She highlights red flags such as someone who “takes credit for things others have obviously contributed to,” or dominates meetings with “sarcasm, interruptions, or insults masked as jokes.” Menon warns that when “team members are afraid to speak up or show signs of stress in body language,” it’s a signal that something deeper may be wrong with the team dynamics. “If someone is by themselves or isolated, those are all signals for a deeper look,” she adds urging organisations to be proactive in identifying and addressing these issues early.
The Hidden Costs of Workplace Harassment
Mutual trust and respect are the foundation of any healthy workplace. As Menon points out, “Relationships are an organisation’s real structure. They either facilitate growth or bring in stagnation.” When harassment enters the picture, this delicate balance is disrupted, leading to profound consequences for employees’ mental health, productivity, and overall retention.
Constant fear and uncertainty from harassment can trigger high levels of stress and anxiety, severely affecting daily functioning and interpersonal interactions. Menon highlights that the psychological toll can “contribute to feelings of worthlessness and poor self-esteem,” leaving victims feeling undervalued, disrespected, and demotivated. These emotional impacts go far beyond just low morale, they erode creativity, hinder performance, and diminish overall mental well-being.
The outcome? Employees may experience burnout or even contemplate self-harm in extreme cases. As Menon states, “Burnout and self-harm are not unusual outcomes of such situations.” In addition, the toxic environment often leads to increased absenteeism, as employees may either miss work frequently or, in some cases, leave the organisation entirely in search of a healthier, safer work culture.
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In the end, harassment doesn’t just affect the individual; it has a ripple effect on the entire organisation, stalling progress, damaging employee well-being, and causing turnover rates to soar. It’s clear that addressing workplace harassment is crucial not only for the individuals involved but for the long-term success and sustainability of any organisation.
Policies and Procedures to Prevent Harassment and Bullying
To prevent harassment and bullying effectively, organisations must take a proactive stance., “Establishing a Zero-Tolerance Policy against harassment and bullying is crucial for setting clear expectations and fostering a culture of respect,” Menon emphasises. This policy should be backed by continuous education, ensuring that employees not only understand the consequences of inappropriate behaviour but also how to recognise, prevent, and report such incidents.
Organisations should establish clear and confidential reporting channels to ensure employees feel safe coming forward without fear of retaliation. This can include direct reporting to HR, a dedicated hotline, or an anonymous online portal. To maintain the perception of fairness and privacy, it is essential that the confidentiality of the matter is upheld throughout the entire process. Strong anti-retaliation policies must also be in place, outlining the organisation’s commitment to protecting employees who report harassment. Menon stresses that “swift, impartial investigations and appropriate actions against offenders are essential to maintaining credibility and trust in the process,” highlighting the need for transparent and fair handling of complaints.
Equally important is providing counselling support for those affected by harassment. Organisations should offer access to confidential counselling and support services, ensuring that employees who have experienced harassment feel supported. Furthermore, fostering a culture of open dialogue is key to identifying issues early. Regular employee surveys, one-on-one meetings, and team discussions help encourage feedback and allow employees to voice concerns. Menon notes, “By promoting open communication, issues can be caught early, rather than waiting for them to escalate into bigger problems.” Early intervention prevents bullying from becoming ingrained in the workplace culture, making it crucial to address concerns as soon as they arise, even before they develop into formal complaints.
Role of Leadership in Setting the Tone for a Respectful Workplace
Leaders set the tone for workplace culture, and their behaviour is often mirrored by their teams. As Menon points out, “To be role models of respectful behaviour at work, leaders must consistently demonstrate actions and attitudes that reflect dignity, consideration, and fairness”. Menon stresses that being considerate, valuing others’ opinions, and being attentive when others speak are essential markers of respectful workplace behaviour. “These small, everyday actions,” she says, “have a profound impact on the environment and influence how employees treat one another.”
Moreover, leaders must take an active role in encouraging employees to report disrespectful behaviour without fear of retaliation. In the event of inappropriate conduct, leaders must take decisive and transparent action, demonstrating that no form of disrespect or bullying will be tolerated.
Immediate Steps When Harassment Is Reported
When an incident of harassment or bullying is reported, organisations must respond swiftly and with sensitivity. Menon advises, “The first step is to acknowledge the complaint and appreciate the employee for raising the matter.” Recognising the courage it takes to come forward creates an environment where employees feel supported and valued.
Menon stresses the importance of assuring the complainant that the issue will be handled promptly and confidentially.
To protect all parties involved, the organisation should consider separating the individuals in question during the investigation process, especially if the nature of the complaint is serious. This helps to prevent further conflict and ensures a neutral, safe environment while the investigation unfolds.
Additionally, ensuring no retaliation occurs is critical. Menon emphasises that “Organisations must take all measures to ensure that the complainant does not face any retaliation or negative consequences from raising the issue.”
Finally, depending on the severity and complexity of the complaint, it is often wise to involve external investigators to conduct an unbiased and impartial inquiry.
Ensuring Fair Investigations into Harassment Claims
Menon emphasises that HR must be “the custodians of all investigations or workplace bullying and harassment,” serving as the key to maintaining integrity throughout the process.
To ensure fairness, HR must establish clear policies and procedures for investigations and ensure that a team of well-trained investigators is in place. Menon stresses that “For every complaint, unbiased investigators should be assigned to both parties, with clear policies on what constitutes a conflict of interest.”
The investigation process must be fair to both parties involved, with provisions for cross-questioning as appropriate, and full confidentiality maintained throughout until the appropriate disciplinary action is completed.
Additionally, HR is responsible for maintaining all related documents to prove due diligence in case either party challenges the decision in court. Menon says it is also critical for HR teams to update procedures as new learnings or gaps arise, ensuring that the process remains robust and effective.
Menon points out the importance of regular surveys and audits of workplace culture to ensure continuous focus on respectful behaviour and inclusivity.
Training to Recognise and Address Harassment
Awareness workshops are essential in educating employees to recognise and prevent bullying and harassment early on, along with a clear understanding of the organisation’s policies and procedures. Menon stresses that such training should be part of the orientation program so that employees understand the expected behaviours from day one. “Employees must also be made aware of their responsibilities regarding reporting and bystander intervention,” Menon adds, noting that everyone should know how to act when witnessing harassment. Leaders, in particular, need training to “recognise and address disrespectful behaviour early,” Menon explains, ensuring they respond effectively and protect confidentiality when harassment is reported.
Because, in the end, a workplace is only truly successful when people feel respected, valued, and safe, irrespective of their position or title.
Mamta Sharma is a freelance journalist committed to sharing stories on talent management, DEIB, workplace culture alongside narratives on leadership, entrepreneurship, tech innovation and employee wellbeing.
