How can one recognise workplace bullying?

Hannah Huxhol: Bullying often starts with a single individual. This person harasses another individual with the aim of excluding or getting rid of them by any means necessary. Bullying takes place over a prolonged period. As it progresses, other people often join in. This can involve attacks within a team. However, the aggression may also originate from a manager. Bullying never occurs between two equally powerful parties. There must always be a power imbalance, meaning one person or group holds a stronger position than another.

Is bullying a form of violence?

Hannah Huxholl: Yes, bullying is a form of violence. It can take psychological forms, such as public humiliation, belittling or harassment. But it can also escalate to physical assault or harassment.

Why is workplace bullying an issue?

Hannah Huxholl: Bullying is a group dynamic and is encouraged by certain circumstances. For example, it is more likely to occur when those involved are part of a fixed team, where staff changes are not possible or are only possible to a limited extent, for various reasons. This is why bullying occurs particularly in schools, but also in the workplace. It can start with an underlying conflict that gradually fades into the background while the person affected becomes the target of various forms of harassment and belittlement instead.

Unfavourable circumstances, such as an excessive workload and the resulting stress, can also contribute to bullying. In addition, inadequate leadership skills can play a role, for example when a manager takes no action and simply lets things run their course. Employees who bully others have an easy time of it if supervisors lack social and communication skills.

Let’s take a brief look at the process. How does workplace bullying unfold?

Hannah Huxholl: Psychological harassment often begins subtly. As it progresses, the affected person is systematically excluded, harassed, belittled, and sometimes even threatened. Over time, they become increasingly insecure and isolated within the group. Their stress levels rise and they make mistakes at work. If the bullying is not recognised and stopped, those affected often receive a formal warning from the employer or are transferred. The psychological strain can eventually become so great that those affected either resign or are dismissed. Workplace bullying can lead to long-term mental health problems and depression.

The suffering of those affected is often further marginalised by the persistent belief that those who are bullied have only themselves to blame. This is a false myth because there is no such thing as a ‘typical victim’. In principle, bullying can affect anyone: someone might be bullied because of their glasses, accent, or because they weigh too much or too little, or they are too loud or too quiet. Reasons are always found. To put an end to workplace bullying, we must not seek the cause in the person affected. If we are serious about preventing or stopping it, we must focus on the perpetrators and working conditions.

Professor Löbner, you led the research behind the report. Are there any groups of employees who are particularly often affected by workplace bullying?

Margrit Löbner: A study on workplace bullying, commissioned by the BMAS, was carried out between August 2023 and January 2024 as the scientific basis for the report on workplace bullying. According to this study, younger employees aged 18–29 report being affected by bullying significantly more often than employees over the age of 50. Almost eight per cent of younger employees say they have been bullied by colleagues in the last six months. In six per cent of cases, the bullying was perpetrated by line managers. Among employees over the age of 50, the frequency of being affected by bullying is significantly lower, at around two per cent. Similarly, the survey shows that bullying is particularly common among apprentices. Here, too, bullying is primarily initiated by colleagues, with around nine per cent of apprentices affected. The reasons for this are unclear. It may be that younger employees are more aware of the issue, while older employees are less likely to recognise it as such. It is also possible that younger employees have less experience of dealing with conflict and feel more insecure, whereas older employees, thanks to their longer professional experience, may have more strategies for resolving conflict at their disposal. As they are just starting out in their careers, younger employees may also experience power imbalances more frequently, which can increase the risk of bullying.

Apart from younger employees, are there other groups who are particularly affected, according to the report?

Margrit Löbner: In addition to younger employees, employees with a migrant background are also disproportionately affected. The representative study reveals a clear trend: among employees experiencing workplace bullying, 20% have a migrant background — a significantly higher proportion than among employees with no experience of workplace bullying (13.5%). We can only speculate as to the reasons for this. It is possible that people with a migrant background may find it more difficult to defend themselves against bullying due to language barriers. Cultural differences could also lead to misunderstandings in the workplace. Discrimination and unconscious biases could also play a role in this context. This could result in them being targeted more frequently or finding it harder to seek support from colleagues. It is also possible that employees with a migrant background are more frequently employed in precarious or insecure working arrangements, increasing their dependence on their job. In our study, bullying was also found to be more prevalent among people in contract or temporary employment. Therefore, it could also be linked to working conditions.

If those affected realise they are being bullied, what specific steps can they take, and who should they turn to?

Hannah Huxholl: If they realise they are being bullied, those affected should report it immediately within the company. They can contact their line manager or other designated company contacts, such as the company doctor, staff representatives or the human resources department. Employees should receive support here, as employers have a fundamental duty of care towards their staff. Therefore, if they become aware of bullying within their organisation, they must support those affected. To help them demonstrate that they are being bullied and identify those responsible, it is advisable to keep a bullying diary. This should contain a detailed record of the incidents of bullying.

How can managers recognise bullying within their team, and what specific action should they take?

Hannah Huxholl: Managers often only find out about bullying within their team at a late stage, by which time the situation has already escalated and urgent action is required. They must quickly gain an overview: Who is the perpetrator? Who is affected by the harassment? Ultimately, it is important to set clear boundaries, take a firm stance, and stop the bullying. Furthermore, working conditions should be scrutinised to establish why a power imbalance arose that facilitated the bullying. Why has the bullying only come to light now? How can working conditions be changed to prevent bullying from happening again?

What steps need to be taken at company level to counteract bullying?

Hannah Huxholl: Companies have a clear responsibility. Employers must fulfil their duty of care and ensure that hostility and intimidation are prevented in the first place. One possible starting point is a risk assessment, particularly with regard to risks arising from psychological stress. Are roles clearly defined? Are work processes transparent? Is the workload reasonable?

The working atmosphere and environment are of great importance. Employees who harbour ambitions to bully someone they dislike will find little support in a collegial environment when it comes to carrying out their plans – neither from their own team nor from management. However, a non-violent, open and appreciative environment does not just materialise out of thin air. This is an area in which companies must take action. For example, they can work with employees to establish rules for respectful and collegial interaction. This could take the form of a jointly developed code of conduct and values, to which everyone commits, and which is put into practice in day-to-day working life. Alternatively, it could be a service or works agreement. Such agreements should be displayed and staff should be regularly reminded of them. It is also advisable to define measures for dealing with bullying in specific situations, providing a kind of action guide. This would ensure a swift response should the need arise.

Company management and supervisors should take a clear stand against bullying, making it clear that it will not be tolerated in the workplace. It is also a good idea to provide information about internal or external counselling services and complaints procedures within the company.

What can a good working atmosphere achieve?

Hannah Huxholl: In workplaces that are clearly committed to non-violent, respectful interaction, people affected by bullying are more likely to confide in their line manager, another contact, or a trusted individual at an early stage. The works council is also a reliable point of contact. This means that a case of bullying can be identified and resolved quickly. The fundamental principle is this: a working environment characterised by respect and appreciation leaves no room for bullying. ●