Workplace Bullying by Manager UK

Addressing workplace bullying often involves several practical steps. Keeping a detailed written record of incidents — including dates, times, what was said or done, and any witnesses — is widely considered important. Many people find it helpful to raise the issue informally first, either with the manager directly (if safe to do so) or with HR. If informal approaches do not resolve the situation, raising a formal grievance under the employer’s grievance procedure is a common next step. Employers have a duty of care to provide a safe working environment, and a failure to address bullying after it has been reported may strengthen any subsequent legal claim. If the bullying is related to a protected characteristic, it may be advisable to specifically reference this in any grievance.

Common situations include: a manager consistently undermining or belittling an employee in front of colleagues, being set unrealistic targets designed to lead to failure, being excluded from meetings or communications without justification, excessive micromanagement that goes beyond normal supervision, being shouted at or subjected to aggressive behaviour, and retaliatory treatment after raising concerns about the manager’s behaviour.

The Equality Act 2010 (section 26) defines harassment as unwanted conduct related to a protected characteristic that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment. Protected characteristics include age, disability, gender reassignment, race, religion or belief, sex, and sexual orientation. The Health and Safety at Work etc. Act 1974 places a general duty on employers to ensure the health, safety, and welfare of employees, which may include mental health. The Protection from Harassment Act 1997 may apply in serious cases. The ACAS Code of Practice on Disciplinary and Grievance Procedures is relevant to any formal grievance process, and failure to follow it may affect tribunal outcomes.

People experiencing workplace bullying often consider whether the behaviour is connected to a protected characteristic, which would engage Equality Act protections. Some explore raising a formal grievance and documenting the employer’s response. Others consider whether the situation has become so intolerable that it amounts to a fundamental breach of the implied term of trust and confidence. Seeking advice from a trade union representative, if available, may be helpful. Some people contact ACAS for guidance or explore whether early conciliation could assist. In serious cases, people may consider whether the behaviour amounts to harassment under the Protection from Harassment Act 1997.

Common mistakes include: not keeping a written record of bullying incidents as they happen, resigning without raising a grievance first (which may weaken a constructive dismissal claim), not identifying whether the bullying is linked to a protected characteristic, waiting too long to take action and potentially missing tribunal time limits, and underestimating the importance of witnesses and documentary evidence.