Whilst there have been many open discussions and platforms to raise the awareness of workplace discrimination, there is often little said about workplace tyranny which can make one’s life in the office intolerable. No one wants to wake up in the morning only to commute to a toxic work environment.

While there are laws in place to protect one from workplace harassment, workplace bullying seems to be taken more lightly.

Imagine this: Your superior begins finding fault with your work, scrutinising you more closely to try and find your mistakes – basically, setting you up for failure so that there might appear to be a ‘legitimate’ reason for firing you, denying you that promotion, or marginalising you. Or having a job delegated to you that is twice the load, yet expecting you to complete it within the same time frame. Employees and, often, performing ones, would then choose to leave.

WHY IS IT SO DIFFICULT TO DETECT?
The issue itself is a concern as it happens at a personal level in a professional setting. It would take a lot of courage for one to speak up about their experience, and even then, it might not get resolved. Many perceive that the issue, if it is ever raised, would be swept under the carpet. This is true in a majority of the cases, as often, the bullying is done by someone who has authority over the employee, or by someone who is more influential, outspoken or senior in rank.

While bullying can be obvious in the form of threats and verbal abuse, it can also occur in other forms like isolation, intimidation, sabotage, unwarranted negative evaluations, rumours, or deliberate withholding of information.

Though workplace bullying usually occurs in a hierarchical situation, it is also common amongst peers, especially if one is new to the organisation.

The New Paper reported that an online survey conducted by Jobstreet.com in 2012 showed that 24% of Singapore employees felt they were victims of office bullying¹.

About 74% said their colleagues are the biggest bullies with bosses making up 62% of the culprits. Some 21% said they were bullied by clients.

EFFECTS ON THE INDIVIDUAL
As a human resource (HR) practitioner with more than a decade’s experience, I have seen this happen too many times. Belittling others and questioning one’s inadequacy in front of colleagues during meetings are not uncommon. Also included are uncalled-for comments, name-calling or using one’s superiority to intimidate others, with some going to the extent of refusing basic rights like granting annual leave and even sick leave. I have heard of comments like, “It’s not your brain that is sick, only your leg is swollen, so get on and submit the report by today”; “The monkey is not in today?” (in reference to a subordinate); and “Why is your mother/child always sick?”.

Workplace bullying affects one’s sense of value, casts doubt on one’s competence, gives him or her a profound sense of worthlessness when inflicted on deeper levels, and, in worst-case scenarios, leads to depression.

While going to HR seems like the most logical thing to do, often doubts would fill the individual on how the situation would turn out. There are no clear parameters on acceptable work behaviour. One can choose to keep silent and suffer until he reaches the breaking point and then leave. The alternative is to raise the issue but be prepared for the worst. It will unlikely be solved at the first attempt or instance unless you have gathered substantial evidence, but it would help to make the workplace slightly better if the issue is on the radar.

The process of reporting workplace bullying in itself can be difficult – evidence gathering or recordings while going through the experience on your own. One has to be very discreet and careful in the fact-finding process. Sharing or talking to other colleagues may sometimes add fuel to the fire, as others could take advantage of the situation for their own benefit. You could also end up being ostracised, with others spreading gossip or rumours to the point that you feel isolated, creating a more tense situation which could instead be the straw that breaks the camel’s back.

ADDRESSING BULLYING INCIDENTS
Workplace bullying isn’t always an obvious situation to spot. Firstly, it is important to recognise that specific groups of employees are more likely to be susceptible to bullying so you should keep a closer watch on them. Secondly, take note of incidents of bullying by looking out for unacceptable behaviours. During exit interviews, look out for tell-tale signs and repeated incidents of bullying. You should also listen carefully to any grievances that they may come across. It is much easier to brush someone off than to investigate his or her claim, but by taking their grievances seriously, you could intervene to stop any negative experiences early. Once you are aware of the situation, keep an eye on the suspected bully, and carefully analyse his or her interactions with other employees. If you witness any particular incidents that could raise a red flag, document them immediately, and keep the documentations organised and accessible. Unsubstantiated claims of grievances with no proper documentation could weaken your case.

While listening to fellow colleagues and documenting incidents are vital steps in addressing bullying incidents, it’s also important to show that the organisation does not tolerate such behaviours. Bullies don’t like to be called out, so it’s important to not put any power back in their hands. Establish proper body language and tone of voice when communicating with the bullies. Speak firmly to show that you are serious and will not tolerate toxic behaviours in the workplace when you meet them in private. Public scrutiny could lead the bullies to feel cornered and wronged. It is also important to report these interactions to the higher authority or HR.

Organisations should consider implementing initiatives in addressing workplace bullying to show that such behaviours will not go unnoticed as it would have a negative effect on recruiting and retention efforts. It could introduce an anti-bullying policy that integrates well with its culture and other initiatives. The policy often comes with training sessions and topics ranging from diversity and inclusion, proper communication, and early recognition. If every employee and executive undergoes these trainings and takes the policy seriously, workplace bullying can be better mitigated. Bullying is an unfortunate reality that some may have to face in their lives, but it doesn’t have to be a reality in the workplace. By learning how to identify situations, prepare proper documentations, take a firm stand, and implement ong-term policies to end workplace bullying, you will find yourself with a healthy and happy workplace culture. My final advice is to not let anyone belittle your capability and especially your self-esteem. If you’re confident in yourself and you’ve given your best, you really don’t have to worry about your capabilities. If you’re faced with workplace bullying, do not suffer in silence and move on. The organisation may lose a valued employee but if the manager is incompetent, it will be losing a lot more than just the affected individual. ⬛

¹ https://www.tnp.sg/news/singapore/man-suffers-mental-breakdown-after-constant-bullying-workplace

Maisarah Dasukie is a Human Resource Manager of AMP. She has over a decade of experience in human resource management.