Preventing bullying means saving a lot of money
Victims of intrigue and bullying in the workplace suffer massively and often become ill. However, the destructive processes also harm the companies that do not put a stop to the evil machinations. By Irmtraud Bräunlich Keller, lic.rer.pol., editor and employment law expert at Beobachter-Beratungszentrum.
According to a 2002 study by the State Secretariat for Economic Affairs (Seco), around one in 13 people in Switzerland suffers from bullying at work. These figures are likely to increase during the crisis. What is often forgotten is that it is not only the victims of harassment and exclusion who suffer. Companies that allow bullying to take place incur massive costs in terms of sick leave, reduced performance and unnecessary staff turnover. "Experts estimate that one case of bullying costs around one year's salary," can be read on the Seco website. Costs that no company can afford in difficult times.
How can companies effectively prevent bullying? How do you behave when tensions in the team lead to unfair machinations and fights to oust others? Here are the most important practical tips:
- Ensure a culture of open discussion. Let your employees know that they can address problems and express criticism without fear of negative consequences.
- Ensure that new employees receive thorough induction training. Provide them with a contact person, a "godfather", who will help the new team member to integrate as well as possible.
- Formulate your expectations of employees clearly and unambiguously. Provide information about upcoming changes as early and as openly as possible. Uncertainty, fears and rumors are an "ideal" breeding ground for bullying.
- In qualification interviews, also ask about the well-being of employees and their general satisfaction.
- Express justified criticism of an employee in private and not in front of the entire team.
- Address employees directly if there are signs of tension. For example: "I've had the impression recently that you don't get on particularly well with Mr. X. What do you think? How do you see that?"
- Take complaints of bullying, sexual harassment or other harassment seriously and ensure an impartial investigation. Designate a contact point for those affected.
- Allow those involved in bullying, both victims and perpetrators, to actively participate in the search for possible solutions. Do not talk about those involved, but with them. Protect victims of bullying from further exposure and retaliation, for example by separating them or transferring them.
- Be honest with yourself if you are unable to resolve a conflict or if you yourself are involved. Consult an (internal or external) specialist.
- Take time for a personal conversation with departing employees and encourage them to speak openly: How did they experience the working atmosphere? What problems may have led to their resignation?
Book tip
Mobbing - what to do? by Irmtraud Bräunlich Keller This comprehensive handbook provides information on the manifestations of bullying and explains the causes, consequences and legal aspects. It contains numerous tips for those affected and managers.
With many links, sample texts and annotated court rulings.
216 pages, paperback,
1st edition, April 2006, Beobachter-Buchverlag, ISBN: 978-3-85569-348-1, Fr. 34.?
How can companies effectively prevent bullying? How do you behave when tensions in the team lead to unfair machinations and fights to oust others? Here are the most important practical tips:
- Ensure a culture of open discussion. Let your employees know that they can address problems and express criticism without fear of negative consequences.
- Ensure that new employees receive thorough induction training. Provide them with a contact person, a "godfather", who will help the new team member to integrate as well as possible.
- Formulate your expectations of employees clearly and unambiguously. Provide information about upcoming changes as early and as openly as possible. Uncertainty, fears and rumors are an "ideal" breeding ground for bullying.
- In qualification interviews, also ask about the well-being of employees and their general satisfaction.
- Express justified criticism of an employee in private and not in front of the entire team.
- Address employees directly if there are signs of tension. For example: "I've had the impression recently that you don't get on particularly well with Mr. X. What do you think? How do you see that?"
- Take complaints of bullying, sexual harassment or other harassment seriously and ensure an impartial investigation. Designate a contact point for those affected.
- Allow those involved in bullying, both victims and perpetrators, to actively participate in the search for possible solutions. Do not talk about those involved, but with them. Protect victims of bullying from further exposure and retaliation, for example by separating them or transferring them.
- Be honest with yourself if you are unable to resolve a conflict or if you yourself are involved. Consult an (internal or external) specialist.
- Take time for a personal conversation with departing employees and encourage them to speak openly: How did they experience the working atmosphere? What problems may have led to their resignation?
Book tip
Mobbing - what to do? by Irmtraud Bräunlich Keller This comprehensive handbook provides information on the manifestations of bullying and explains the causes, consequences and legal aspects. It contains numerous tips for those affected and managers.
With many links, sample texts and annotated court rulings.
216 pages, paperback,
1st edition, April 2006, Beobachter-Buchverlag, ISBN: 978-3-85569-348-1, Fr. 34.?
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The Beobachter's new service: competent legal advice for SMEs and their employees. 6 months for only Fr. 99.- (introductory price).
You can reach the legal experts Monday to Friday from 9 a.m. to 1 p.m. on 043 444 54 09. You also have full access to the advice platform Helponline.ch and an Beobachter magazine every 14 days. The price also includes a gift: the standard work for SMEs from Beobachter-Buchverlag,
"How to get your money", worth CHF 48.
Order the consulting subscription for SMEs at: www.werbewoche.ch or by phone: 0800 83 0800.
