More than half (57%) of workers who experienced bullying or harassment chose not to report it, according to findings from software provider Culture Shift.<\/p>\n\n\n\n
A survey of 1,060 employees found that 28% had been bullied or harassed in the past 12 months.<\/p>\n\n\n\n
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 \u201cpointless\u201d because \u201cnothing meaningful will be done about it\u201d.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
When 57% of employees choose not to report bullying, \u201cthat\u2019s not a resilience issue, that\u2019s a trust issue\u201d, said Michelle Hartley, founder of the HR consultancy People Sorted.<\/p>\n\n\n\n
According to Hartley, workers usually don\u2019t report for three reasons: repercussions, lack of faith in follow-through, and power dynamics.<\/p>\n\n\n\n
\u201cEmployees worry about being labelled difficult, disloyal, or \u2018not a good fit\u2019,\u201d Hartley explained, adding: \u201cIf junior colleagues believe nothing meaningful will be done, that perception has been earned somewhere.\u201d<\/p>\n\n\n\n
Explaining how power dynamics prevent employees from speaking out, Hartley said: \u201cWhen the alleged bully is senior or high-performing, employees assume the organisation will protect performance over people.\u201d<\/p>\n\n\n\n
Zhanna Zhuravleva, resident chief people officer for PTHR consultancy, agreed: \u201cWhen serious complaints are reframed as \u2018a misunderstanding\u2019 or disappear into process, the rational choice is not to put your head above the parapet. It\u2019s a calculation people make to protect job, reputation and wellbeing.\u201d<\/p>\n\n\n\n
Organisations wanting to genuinely raise awareness and build confidence in reporting need to \u201cmove beyond policy statements and awareness weeks\u201d, Hartley said.<\/p>\n\n\n\n
\u201cCulture is built through consistent behaviour,\u201d Hartley continued. \u201cLeaders must be visible in calling out poor conduct, even when it is uncomfortable.<\/p>\n\n\n\n
\u201cOutcomes, themes and actions taken should be shared transparently, while protecting confidentiality. When employees see action, belief follows.\u201d<\/p>\n\n\n\n
\u201cLeaders must signal that conduct matters as much as delivery, and that bullying is never the price of performance, Zhuravleva said, adding: \u201cManagers 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.\u201d<\/p>\n\n\n\n
An effective reporting process is \u201csimple, accessible and psychologically safe,\u201d Hartley said, explaining: \u201cThat means multiple reporting routes, including anonymous options, clear timelines and regular updates so the person raising the concern is not left in limbo.\u201d<\/p>\n\n\n\n
Handling bullying allegations well also requires \u201ctrained, impartial investigators who understand trauma-informed approaches. And critically, it means protection from retaliation is actively monitored, not just promised,\u201d Hartley said.<\/p>\n\n\n\n
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.<\/p>","protected":false},"excerpt":{"rendered":"
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