Get access to the exclusive HR Resources you need to succeed in 2018.
Sign up for free email newsletters and get more SHRM content delivered to your inbox.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 14 cities across the U.S. this fall.
Gain the skills you need to rise to the next level in your career. Jon us at SHRM's Leadership Development Forum, October 2-3 in Boston.
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
Speakers at a seminar given by the Washington, D.C., law firm Epstein Becker Green gave HR professionals tips to stop bullying effectively in their workplaces and prevent workplace violence.
Bullying, according to attorney Kara Maciel, is mistreatment of a person that is deliberate, hurtful and repeated and that prevents the person from performing his or her job. A bully often is trying to control or manipulate the person, she said. Bullying can be:
Bullying can come from an employee, vendor or customer and can happen during or after work, said Heidi Hayden, SPHR, chief HR officer for the firm. It can happen in person or via e-mail, mobile devices or Internet chat rooms and web sites.
This behavior is not typically harassment of a protected group or person because it is not race- or gender-based, Maciel noted, so technically it is legal behavior. But it is disruptive and inappropriate in the workplace and should be prohibited.
However, managers and supervisors shouldn’t be afraid to give criticism and performance feedback to employees. “HR and managers can legitimately control others’ work,” Maciel said. Coaching, counseling, discipline, evaluations, standards and goals—delivered in a respectful manner in line with policies and procedures—are acceptable behaviors.
Employers are paying the price when bullying happens in their workplaces. In 2008, the Indiana Supreme Court handed down a verdict of $325,000 against a surgeon who screamed at a nurse during an operation. The court upheld her claims on intentional infliction of emotional distress.
More costs could be coming via the proposed Healthy Workplace Bill, which has been proposed in 17 states. The legislation would make it an unlawful employment practice to subject an employee to “an abusive work environment,” said Maciel. Supervisors could be held liable for their actions, not just the employer, she said, and cases would go straight to court. No state agency would take on the case prior to the parties appearing before a judge.
An Employer’s Liability
According to Thomas Cox, Jr., an attorney with the firm, employers could be held responsible for their employees’ actions under the Occupational Safety and Health Act’s general duty clause to provide a safe workplace. Employers could be held liable for negligent hiring if they bring on a person who they knew or should have known was likely to cause harm, and for negligent referral, if they don’t warn other employers of a past employee’s violent history.
An employer who retains an employee who threatens or exhibits violent conduct could be guilty of negligent supervision and retention, Cox added. Documenting all steps taken in the discipline of all employees is more important than ever.
Employees might have claims against their employers under anti-discrimination laws, Cox said. In one case, an employee’s co-workers taunted him repeatedly for not being “manly.” Some federal courts have found that this behavior constitutes a hostile work environment based on “sexual stereotyping.”
How Not to Hire a Bully or Violent Employee
Hayden suggested pre-hire background screenings to avoid introducing a violent person to the workplace. She emphasized that employers should have a policy to govern their actions during the screening process and that the policy should be followed and acted on consistently.
During the hiring process:
'Scan Your Environment'
Hayden suggested that HR professionals “scan your environment.” Is inappropriate behavior addressed? Are employees leaving one department at a higher rate than other departments? How well are policies followed?
Employee surveys can help identify problem areas, she said, but HR should “be ready to take action” if the survey points out problems.
Conduct investigations to address problems the first time they crop up, Hayden said. “You might as well address it the first time; you may not have to worry about it happening a second time.”
Investigations should focus on facts, not opinions, she said, and should be thorough, dispassionate and objective. Compare witness statements and pieces of evidence, such as key card records and time clock data. Document everything you do.
Determine the appropriate action by considering:
Finally, tell the complaining employee the resolution of the problem so that he or she knows that you took their complaint seriously.
Training can prevent workplace bullying and violence, Hayden said. Training should be mandatory throughout the organization and include the organization’s policy on incident reporting, how to recognize warning signs of bullying and violence, how to respond effectively, how to resolve conflict, how to handle crises and emergencies (as in a crisis response plan), and how to use the Employee Assistance Program. Make sure that training on bullying and violence prevention corresponds with training on harassment prevention, Hayden added.
Finally, Hayden suggested making sure that all HR systems are working together to prevent bullying and to avoid prompting workplace violence. Do new-hire processes include background checks? Do orientation and training address violence prevention? Does the compensation and benefits system encourage employees unintentionally to compete too much? Do evaluations address how employees treat others?
“Do not inadvertently reward bad behavior,” Hayden cautioned.
Get Policies in Place
Cox and Maciel urged HR professionals to review their policies addressing bullying, violence and workplace behavior and make sure that they are up-to-date with laws and any changes in the organization. Have legal counsel review them to be sure that they are in line with state and federal regulations.
Written policies should be developed for:
“If you don’t have a plan [to prevent or respond to workplace violence], that is almost per se negligence,” Maciel said. “You need a plan that incorporates HR, legal, security and IT. That can be a game changer.”
Beth Mirza is senior editor for HR News. She can be reached at Beth.Mirza@shrm.org.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 10,000 companies