More than half (57%) of workers who experienced bullying or harassment chose not to report it, according to findings from software provider Culture Shift.
A survey of 1,060 employees found that 28% had been bullied or harassed in the past 12 months.
The research findings, released on 18 February, also highlighted that junior colleagues were twice as likely (54%) as senior leaders (27%) to say that speaking up about workplace issues is “pointless” because “nothing meaningful will be done about it”.
While workers at all levels are worried about speaking up, this number rose for junior staff. Almost half (47%) reported that they would be worried about the repercussions, compared with 40% of senior management and 30% of the C-suite.
When 57% of employees choose not to report bullying, “that’s not a resilience issue, that’s a trust issue”, said Michelle Hartley, founder of the HR consultancy People Sorted.
According to Hartley, workers usually don’t report for three reasons: repercussions, lack of faith in follow-through, and power dynamics.
“Employees worry about being labelled difficult, disloyal, or ‘not a good fit’,” Hartley explained, adding: “If junior colleagues believe nothing meaningful will be done, that perception has been earned somewhere.”
Explaining how power dynamics prevent employees from speaking out, Hartley said: “When the alleged bully is senior or high-performing, employees assume the organisation will protect performance over people.”
Zhanna Zhuravleva, resident chief people officer for PTHR consultancy, agreed: “When serious complaints are reframed as ‘a misunderstanding’ or disappear into process, the rational choice is not to put your head above the parapet. It’s a calculation people make to protect job, reputation and wellbeing.”
Organisations wanting to genuinely raise awareness and build confidence in reporting need to “move beyond policy statements and awareness weeks”, Hartley said.
“Culture is built through consistent behaviour,” Hartley continued. “Leaders must be visible in calling out poor conduct, even when it is uncomfortable.
“Outcomes, themes and actions taken should be shared transparently, while protecting confidentiality. When employees see action, belief follows.”
“Leaders must signal that conduct matters as much as delivery, and that bullying is never the price of performance, Zhuravleva said, adding: “Managers should be held to account for how they get results: how they handle conflict, respond to concerns and protect psychological safety, not just what they deliver.”
An effective reporting process is “simple, accessible and psychologically safe,” Hartley said, explaining: “That means multiple reporting routes, including anonymous options, clear timelines and regular updates so the person raising the concern is not left in limbo.”
Handling bullying allegations well also requires “trained, impartial investigators who understand trauma-informed approaches. And critically, it means protection from retaliation is actively monitored, not just promised,” Hartley said.
Zhuravleva added that HR leaders and employers should triage and risk assess situations early, put protective measures in place for people who disclose, and focus on learning loops: analyse trends, identify hotspots, and take targeted action.
