Workplace Bullying: A Terminal Disease of Workplace Culture

June 7, 2024

The other day, a friend reached out to ask about resources on workplace bullying. Despite having books and materials on conflict resolution, communication strategies, and building positive cultures, I realized I lacked in-depth information on handling workplace bullies. Unfortunately, I had to tell my friend I had nothing to share. This clear knowledge and resource gap motivated me to delve deeper into the topic.

What exactly is workplace bullying? According to the Workplace Bullying Institute, “workplace bullying is repeated, health-harming mistreatment by one or more employees of an employee: abusive conduct that takes the form of verbal abuse; or behaviors perceived as threatening, intimidating, or humiliating; work sabotage; or some combination of the above.” Approximately 30% of adult Americans are bullied at work, an incredibly high percentage. Many of us are familiar with the “screamer” type of bully, who lacks emotional control and shouts to intimidate and get their way. However, the “schemer” type is more elusive, subtly claiming the work of others, gaslighting, spreading rumors, and undermining colleagues' efforts. It sounds terrible, right?

So how do bullies even get started in the workplace? Sadly, it often results directly from an organization’s culture. Is the culture highly competitive or focused on ranked performance? Such environments may incentivize employees to take credit for others' work, shout down ideas to promote their own, and so on. Some might even see bullying as raising the collective bar, a particularly harmful notion since bullied employees often perform worse. Even if a bully’s behavior isn’t overtly supported by the organization’s culture, a lack of correction from leadership signals that such behavior is acceptable. This behavior is often dismissed with rationalizations like "that's just how they are" or "they're a high performer," but the results are the same as with other forms of bullying.

What are the consequences for organizations with workplace bullies? Increased costs and lost opportunities. Common costs include staff turnover, litigation, and higher insurance and worker’s compensation costs due to increased claims. Lost opportunities arise from excessive employee absences to avoid bullying or, conversely, employees not taking leave for fear of retaliation, leading to burnout or other stress-related issues. Bullied employees may not contribute to their full potential out of fear, while bullies gatekeep ideas and innovations, only supporting those that benefit them personally, often at the organization’s expense.

Clearly, workplace bullying is taxing for both the bullied and the organization. How do we fix it? Prevention is key, starting with an honest reflection on the organization’s culture and the behaviors it rewards or tolerates. If these behaviors are problematic, address them and communicate why change is necessary. Organizational leaders should implement training for employees and managers focused on non-violent communication and emotional intelligence. Transparency in rewards, promotions, resource allocation, and other practices that elevate social status within the organization is crucial. HR or ombudspeople should actively work to dismantle workplace bullying if it is discovered. HR professionals, in particular, should be vigilant in bullying prevention since past practices in the HR community have led to HR’s complicity in maintaining a bully’s power through inaction or rationalization, according to the Workplace Bullying Institute. A key "don’t" when handling bullying is to avoid placing the burden of proof on the bullied employee. Bullying is traumatic and asking an employee to document their trauma while living it may be too much for them to handle.

While it is unfortunate that workplace bullying is so prevalent, awareness of this issue allows us to take active steps to end it. Collectively, we can reflect on our organizational practices and address cultural issues that enable workplace bullying. Let’s strive for a future where all employees thrive.

For more resources on workplace bullying check out:
https://workplacebullying.org/

https://hbr.org/2022/11/how-bullying-manifests-at-work-and-how-to-stop-it

https://psyche.co/guides/how-to-respond-and-seek-help-when-youre-bullied-at-work?gad_source=1&gclid=CjwKCAjwmYCzBhA6EiwAxFwfgFCH9IkqvwXCh3yvaStXz-rvaF-J2yj27WVMwp6o66M9AsWBlQGHChoC9F0QAvD_BwE

Winsami Solutions & Consulting is here to help build psychological safety in your organization. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

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Return to Office Mandates Don’t Build Culture – These Do!

December 30, 2024

Over the past year, many organizations have implemented "Return to Office" (RTO) mandates, often with the goal of improving culture or productivity. However, preliminary research suggests that not only do these mandates often fail to achieve their intended outcomes, but they can also increase turnover, lower morale, reduce productivity, and make recruitment more difficult. Many employees struggle to see the value of these mandates, and organizations frequently fall short in explaining their importance. As a strong advocate for maintaining hybrid and fully remote work—particularly for distributed teams—I believe there are strategies organizations can use to enhance the RTO experience. Here are some recommendations: 1. Be Intentional and Transparent Organizations should clearly articulate why they are adopting an RTO model. If the goal is to build culture, specify the type of culture being pursued and establish programs, policies, expectations, and metrics to track progress. Senior leaders must lead by example, modeling the behaviors they expect from employees. For instance, if the objective is to foster collaboration, leaders should actively engage in collaborative efforts. If, on the other hand, the rationale for RTO is to better monitor employee work, be upfront about it. The quickest way to erode trust is by being disingenuous. Don’t claim the goal is cultural growth if the real aim is oversight. While employees may not necessarily agree with the reasoning, they will respect the honesty. 2. Build Community Humans are inherently social beings, and a sense of community and belonging is essential. If employees return to the office only to sit in front of a computer doing tasks they could easily complete from home, resentment and disengagement are likely. Organizational leaders should proactively create opportunities for community building. For example: Organize team lunches. End the workday early occasionally for team-building activities, like trivia or games. Encourage employees to propose ideas for connection, increasing engagement and inclusivity (this works well for remote teams too). 3. Be Flexible A significant advantage of hybrid and remote work is the ability for employees to balance personal and professional obligations more effectively. Organizations should consider offering flexible schedules to ease the transition to in-office work. While not the same as fully remote or hybrid roles, flexibility helps employees adjust to these new routines. 4. Offer Lifestyle Benefits This strategy may require more resources but can significantly ease the transition. Employees returning to a five-day in-office schedule may face challenges in managing care for loved ones, such as children, aging parents, or pets. This additional stress can hinder their ability to focus. Organizations could: Partner with nearby childcare or eldercare facilities. Establish collaborations with healthcare providers, gyms, or restaurants close to the office. Making services accessible near the workplace can reduce stress and resistance to RTO policies. 5. Be Human and Listen Regardless of the reason for the RTO mandate, it’s critical to listen to employees' concerns. What are their challenges? What could ease their transition? Even if the organization cannot resolve every issue, taking time to listen shows care and builds trust. Final Thoughts While transitioning back to the office can be challenging, implementing one or more of these strategies can ease the process. Organizations should also consider tracking employee sentiment and productivity before and after enforcing RTO policies. This data could provide valuable insights, potentially leading to a reconsideration of hybrid or remote work models if warranted. By prioritizing transparency, community, flexibility, and empathy, organizations can create a workplace culture that fosters collaboration and engagement—whether in the office, at home, or somewhere in between.

The Critical Question Organizations Should Be Asking About AI Productivity Gains

December 13, 2024

The other day, I was excited to sit down and watch some of HackingHR’s replay on their AI in HR conference. It was the first time in a couple of months that I could really dive back into HR topics. While I haven’t watched all the content, the messaging in the sessions left me concerned and reflecting on AI in the workplace. My perspective is limited to the USA since I haven’t worked elsewhere (okay, I did a short internship at a Japanese elementary school in 2004, but that’s not really relevant). However, my concerns might resonate with a broader, global context. The sessions I watched focused on upskilling and reskilling workers, making them more productive, and impacting the employee lifecycle. However, none of the content I’ve seen so far addressed a critical question: Who receives the benefits of increased worker productivity? According to the U.S. Bureau of Labor Statistics , real hourly compensation has not kept pace with labor productivity gains. As labor becomes more productive, those gains have been redistributed to organizations or their leadership rather than to employees. I’m not trying to be political, but in the interest of fairness, if employees are contributing increased productivity, shouldn’t they receive rewards or incentives reflecting their added value to the organization? I strongly believe that HR and People Operations leaders who are serious about the future of work must have deep, and likely, uncomfortable conversations with their leadership teams about how the benefits of increased productivity from AI should be distributed. I also encourage leaders to avoid viewing productivity gains solely as a way to reduce headcount and create leaner teams. As we look toward the future of work, we should prioritize improving employees’ quality of life. In my ideal scenario, incorporating AI into operations would include one or more of the following approaches: Increased wages for employees – With productivity and profits rising (whether from revenue growth or cost reductions), employees should be rewarded for their enhanced productivity. Demonstrate your organization’s commitment to its workforce by sharing these gains. I believe increases in base pay, rather than one-time bonus payments, should be the standard in these circumstances. Reduced work hours – If employees are more productive, they may not need to work 40-50 hours a week. A four-day work week or reduced weekly hours could be considered. Importantly, reduced hours should not result in reduced pay. If employees are maintaining or exceeding previous productivity levels, they should not be penalized for their efficiency. Increased community building – As AI boosts worker productivity, leaders should model behaviors that enhance human connection and community building to improve employee inclusion, deepen trust, and emphasize the human experience of collaboration. This doesn’t necessarily mean mandating return-to-office policies; as an online gamer, I’ve witnessed incredible community building in MMORPG guilds in entirely virtual settings. Instead, focus on approaches that strengthen personal relationships, whether in-person or online. How we choose to distribute the gains from AI-assisted productivity will profoundly shape the future of work and society as a whole. We can either maintain the status quo—where productivity gains are not shared with workers and communities—or embrace this opportunity to improve employees’ and communities’ lives. I hope you’ll join me in advocating for the latter as we lay the foundation for the future of work. -- Winsami Solutions & Consulting is here to help with your organization's People Operations strategy. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.

Highlighted Talent Part 2: People with Disabilities

July 2, 2024

Before we dive in, I want to acknowledge that language in the disability community is evolving. Some prefer person-first language (e.g., "person with a disability"), while others favor identity-first language (e.g., "disabled person"). My goal here is to highlight this community’s underrepresentation in the workforce. If any corrections are needed to better address the community, please email me at gary@winsamiconsults.com, and I will make the necessary adjustments. The COVID-19 pandemic, despite its tragedies, drastically changed how a large portion of the workforce operated—remotely. In April 2022, LinkedIn noted that remote job postings peaked at just over 20%. Although that number has since settled closer to 10%, remote work still has a significant impact on the workforce, especially for the disability community, whose overall employment reached about 21% in 2022, the highest since the Bureau of Labor Statistics (BLS) began tracking this figure in 2008. According to the BLS, “people with a disability accounted for 13% of the population in 2023.” Of this 13%, about 25% (nearly 11 million people) were part of the labor force (working or unemployed). However, their overall unemployment rate of 7.2% is just over double that of their non-disabled peers at 3.5%. This gap is truly unfortunate. Furthermore, disabled people had higher levels of self-employment than their non-disabled peers. The BLS data does not indicate whether this is a matter of choice or market imposition. What it does suggest is that traditional employment is less accessible for those with disabilities than for their non-disabled peers. While I firmly believe that we work to live and not live to work, jobs generally provide social connections and a collective sense of purpose. Moreover, work, especially living-wage work, helps us meet our life obligations and passions. People with disabilities should be able to share in these experiences. Why Hire a Person with a Disability? For me, the top reason is perspective. Let me be vulnerable for a moment: in the past, I was not always a dependable ally to people with disabilities. Though unintentional, the impact was still there. My true awakening came when my husband/partner was diagnosed with amyotrophic lateral sclerosis (ALS), also known as Lou Gehrig’s Disease. He is a dedicated educator who has spent his professional career teaching physics with a focus on improving the student experience ensuring accessibility for his students, providing flexibility for assignment due dates, and trying new ways to engage students in learning, which made hearing his stories about the obstacles he encountered at his place of employment frustrating. The real kicker for me was when he tried to use public transit, and the commute took up 4 hours of his day. This shouldn’t be how the world works. While he had some allyship at his workplace, the implementation of changes was slow. My feelings on the matter are best described by Miranda Priestley’s sarcastic comment in The Devil Wears Prada, “By all means move at a glacial pace. You know how that thrills me.” My personal anecdote aside, disabled people have a unique experience of navigating a world that is designed by non-disabled people, often unintentionally, to their detriment. Their perspective of the world may bring attention to overlooked safety concerns, product/service design issues, or insights to service delivery and communication in your organization. Strictly from a lived experience perspective they can help you re-evaluate how you’ve always done specific work and make it more accessible. Furthermore, people with disabilities also bring with them diverse educational backgrounds, expertise, and cultural backgrounds which are incredibly useful for organizations. Another aspect of perspective is how it changes for other employees. There may be uncomfortable conversations as people navigate new ways of doing work duties or in adjusting their language, but these are learning opportunities. This empathy not only leads to a more understanding organization but also uncovers behaviors, policies, practices, and design choices that disproportionately impact specific demographics and need correction. However, it's important not to tokenize employees with disabilities or engage in inspirational porn . Hiring people with disabilities can also transform your brand. It opens your talent pipeline to an underutilized and underappreciated pool of talent, showing your commitment to diversity and equal opportunities, thus improving your brand image. Additionally, your organization might become eligible for tax credits and incentives. However, inclusion should stem from a genuine desire to uplift these workers, not from superficial PR stunts. Authentic inclusion demonstrates the full value your organization brings to the community. Doesn’t It Cost a Lot to Meet Accommodations? In the United States, according to the ADA, “a reasonable accommodation is a modification or adjustment to a job, the work environment, or the way things are usually done during the hiring process. These modifications enable individuals with disabilities to have equal opportunities not only to get a job but to perform their job tasks successfully. The ADA requires reasonable accommodations in three aspects of employment: 1) ensuring equal opportunity in the application process; 2) enabling a qualified individual with a disability to perform the essential functions of a job; and 3) allowing an employee with a disability to enjoy equal benefits and privileges of employment.” In terms of cost, accommodations aren’t necessarily expensive. Some are as simple as policy changes, adjusting work schedules, or providing software. Accommodations can also lead to rethinking how work is done, presenting them as investments rather than costs. You may find that changing the office environment improves employee performance, health, and office culture. Getting Started Due to the wide variety of organizations that support people with disabilities, it can be difficult to choose one to begin with. Your organization might start by consulting with a disability-focused consultant to help reimagine your workspaces and provide recommendations. You might also consider working with the Association of People Supporting Employment First (APSE) , which aims to support people with disabilities in obtaining employment. See Part 1 of this series on International Students . References: https://galtfoundation.org/2023/02/14/8-reasons-hiring-people-with-disabilities-benefits-business/ https://www.bls.gov/news.release/disabl.nr0.htm https://www.americanprogress.org/article/removing-obstacles-for-disabled-workers-would-strengthen-the-u-s-labor-market/ https://www.shrm.org/topics-tools/news/inclusion-equity-diversity/employment-rate-rising-people-disabilities https://nationalpartnership.org/disabled-employment-record-high-but-disparities-remain/ https://www.usnews.com/news/economy/articles/2024-01-25/remote-work-has-radically-changed-the-economy-and-its-here-to-stay https://apse.org/ https://www.apa.org/monitor/2021/11/feature-cultivating-empathy https://www.accenture.com/content/dam/accenture/final/a-com-migration/pdf/pdf-89/accenture-disability-inclusion-research-report.pdf https://en.wikipedia.org/wiki/Inspiration_porn -- Winsami Solutions & Consulting is here to help with your organization's talent strategy. Our mission is to support organizations in adapting their People & Culture practices to meet the needs of an evolving workforce.