The effects of bullying will permeate a small business, resulting in decreased productivity, increased absenteeism, increased turnover and significant impact to employee morale, according to the Washington State Department of Labor and Industries. Managers must take an immediate active approach to prevent and correct bullying, reinforcing the expectation that bullying behavior is unacceptable and unwelcome in the organization. To prevent bullying it is essential that the bully is held accountable for his actions. Rewarding the bully's behavior -- even inadvertently -- will encourage others to emulate the approach and perpetuate the problem.
Act quickly to prevent bullying. Intervene any time you see bullying happen in the workplace. Speak up in front of others so that your expectations are clear by saying something like, "Let's stop the name-calling and keep things professional, please."
Pull the bully aside and meet with him in a private office or conference room. Describe the actions you witnessed and explain that you consider that kind of behavior bullying. Inform the bully of the consequences of continued bullying, such as disciplinary action, reassignment and removal from high-profile assignments.
Avoid inadvertently rewarding the bully for his behavior. Don't base promotions purely on results; deny advancement to those who have exhibited bullying behavior in the preceding weeks or months, even if results have been good. The bully must learn that the ends don't justify the means, and that you consider ethical behavior just as important as results.
Document instances and reports of bullying -- and your response -- in the supervisor's file so you are not starting over from scratch each time the bully is caught acting inappropriately. Record the inappropriate behavior in the employee's performance evaluation. Consider reassigning the employee or sending him to training to address the problem.
Give the bully a formal performance improvement plan. State your expectations for behavior in writing. Set specific, measurable goals with clearly defined examples of both expected and unacceptable performance. Review the plan in 30 to 60 days to continue coaching the bully and assess the progress.
Discipline the employee if the bullying continues. Progress through lower-level discipline, such as a written reprimand, to a suspension or pay reduction before ultimately firing the employee if the behavior continues. Assess the behavior on a case-by-case basis to determine the appropriate level of discipline. You might even discharge the employee on the first event if it is extremely severe and egregious.
- Provide training for all employees on acceptable and unacceptable workplace behavior.
- Encourage reporting with an open-door approach. Prohibit retaliation so that employees can report incidents without fear of reprisal.
- Create a workplace policy that specifically addresses and prohibits bullying behavior.
- Staff might feel intimidated by the bully and be hesitant to complain. Provide an anonymous complaint mechanism for employees to report bullying behavior.
- "Harvard Business Review"; Diagnose and Eliminate Workplace Bullying; Baron Christopher Hanson; July 2011
- Washington State Department of Labor and Industries; Workplace Bullying and Disruptive Behavior -- What Everyone Needs to Know; April 2011
- University of Iowa: Conflict Management at Iowa -- Ten Characteristics of Workplace Bullying
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