Clear, solid policies prevent bullies from picking on easy prey
While working as a career consultant prior to moving into human resources, I met numerous individuals who were targets of workplace bullying. These targets suffered intense shame and humiliation, not to mention anger at their company for not dealing with the situation.
It wasn’t until I was a target of workplace bullying that I fully understood both the emotional devastation of workplace bullying and the difficulties companies have in dealing with the situation. My experience took place while working as a solo HR practitioner and, like most targets, I felt I should have done something to stop it. As an HR professional, I certainly should have known what to do.
Understanding the psychology of workplace bullying can help offer solutions. Valerie Cade, a speaker and author of Bully Free at Work, provides insights into the mind of the bully and offers concrete strategies for targets in her book.
Although many organizations have harassment policies that include reporting, investigating and resolving workplace harassment complaints, bullying remains largely unreported. Why? Most bullying is conducted in private so there are no witnesses and it falls under “interpersonal conduct,” which can be seen as subjective, thereby creating difficulty in any change initiative. Many targets see no other alternative but to leave the organization. Targets who tell their story often face disbelief from colleagues, bosses and HR managers. Worse, some assume the target is a “problem employee” and the source of the problem.
Bullies choose targets who are “people-friendly, approachable, trusting, more interested in co-operating than competing, obliging, patient and tolerant, sympathetic, forgiving and kind,” says Cade.
They see the target’s kindness as a weakness — and they’re right. Bullies can get away with more when picking on people who are tolerant and forgiving because these victims hope and think the bully will change and often stay silent, going through emotions such as denial, delusion and, finally, despair.
Bullies use a wide variety of behaviours against their target: silent treatment, impersonal interactions, aggressive communication style, excessive criticism, micromanagement, assigning tasks above or below competence levels, giving impossible deadlines, punitive disciplinary actions, withholding information and discouraging initiative. The goal is to weaken the victim’s power and give the bully more control. Bullies are addicted to having power over people and they need their fix. It won’t stop unless there is an intervention.
What can HR do to help targets?
Understand the work culture: If the culture is one where toughness is valued, the target will need support — either to be heard or to exit the organization with dignity. There are many examples of targets who have confronted this type of culture only to become further emotionally and physically drained.
Coach targets on how to convey the situation in a rational and coherent manner: Targets may not be able to coherently explain the bullying. Most targets feel intense shame, which can be further complicated by their position in an organization. Help them write down the details, timelines and specific examples. If the target is unable to do this, he runs the risk of being seen as overreacting or too emotional to be taken seriously.
Education is empowerment: Group presentations on how to handle workplace bullying are unlikely to draw out the targets. Cade cites an example from a hospital where attending a session on bullying was seen as too risky. Targets did not attend, fearing reprisals and embarrassment. The best way to ensure things change is to provide a session on workplace bullying awareness, but make it open or mandatory for everyone.
Create a team dedicated to bullying, with employees from various levels: Employees can choose which team member to approach and a team can be more creative in finding approaches, as well as be accountable to each other for the solutions.
Examine policies: Does the policy help the target by providing a clear path and safe way to report bullying? Does it have consistent and transparent remedies? Does the policy offer the accused help to correct behaviour? Does it only identify and punish? Is it clear enough that a line manager can easily use it? A poorly crafted policy, however well-intentioned, can be used by employees against one another and can get more people involved than necessary.
While HR departments often bear the burden of trying to set and enforce workplace cultural standards, creating a workplace culture that discourages malicious behaviour is everyone’s responsibility. In an era where civility and kindness have taken a back seat to profits and productivity, all levels of an organization must strive for a culture of openness and respect for differences.
Alyson Nyiri is a Bright, Ont.-based independent writer and researcher. She can be reached at [email protected].
