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BY JOHN A. CHALLENGER<\/a><\/p>\n <\/em><\/strong><\/p>\n With policies firmly in place to address sexual harassment and discrimination, the next big initiative among the nation’s employers could be to root out workplace bullies – a widespread problem that is affecting companies’ bottom lines through lost productivity, low morale, legal costs, and, according to a survey, employee turnover.<\/em><\/strong><\/p>\n Nearly one in three (29 percent) human resource executives surveyed have seen one or more employees at their companies quit as a direct result of workplace bullying, according to a survey conducted among 100 human resource professionals by Challenger, Gray & Christmas, Inc., the global outplacement and business coaching consultancy.<\/p>\n The survey also found that one-third of the human resource executives have personally witnessed or experienced workplace bullying.<\/p>\n Statistically, bullying is far more prevalent than sexual harassment, workplace violence or racial discrimination and the long-term costs to the organization are significant. Yet bullying remains one of the most overlooked problems by management and the courts.<\/p>\n This is probably due in large part to the fact that qualities like aggression, a survival-of-the-fittest spirit, and a win-at-all-costs approach are often rewarded in business. These qualities may have their place, but more and more companies are learning – with Enron serving as the poster child – that overemphasizing these qualities can be detrimental.<\/p>\n Companies are beginning to take action against bullies. Of the survey respondents reporting that an employee quit, 83 percent said disciplinary action was taken against the offender.<\/p>\n All of the human resource executives reported that no litigation had resulting from the bullying-related departures, but the companies undoubtedly incurred heavy costs related to the loss of employees.<\/p>\n Each company that loses an employee due to a workplace bully has to replace that person. The cost of replacement can be as high as 150 percent of the former worker’s salary, when you take into account the cost of recruiting, training, lost customer service, etc. In a tight labor market like the one we are in now, the cost may be even higher.<\/p>\n Robert Sutton<\/strong> in his book, The No Asshole Rule<\/a>, cites one company that estimated losses of $160,000 annually in turnover, overtime and dealing with problems caused by one star sales performer’s bad temper and insulting behavior.<\/p>\n It is in a company’s best interest to identify bullies and coach them to change their ways or, failing that, remove them. Of course, one of the challenges companies will face in weeding out workplace bullies is identifying them. People can have widely varying ideas of what constitutes bullying. One person might see a supervisor or co-worker as a bully, but others might simply see a demanding, hard-driving employee.<\/p>\n As noted by one survey respondent who wished to remain anonymous, “The perception of bullying depends a great deal on the sensitivity of the individual. Unfortunately, behavior that is seen as a firm response by one person is perceived as verbal abuse and bullying by another. This is a topic that is receiving far more attention than it should and can be very disruptive in the workplace — supervisors are now walking on eggshells.”<\/em><\/p>\n The comment certainly demonstrates how difficult it could be to get everyone on the same page regarding the problem of bullying. It will depend heavily on the corporate culture that exists at each company.<\/p>\n The Workplace Bullying Institute<\/strong>, which seeks to increase and improve laws protecting workers from bullies, defines bullying as repeated, health-harming mistreatment of one or more persons by one or more perpetrators that takes one or more of the following forms:<\/p>\n \u00b7\tVerbal abuse Some companies avoid bullies by creating a corporate culture where such behavior is simply not tolerated.<\/p>\n In one example, SuccessFactor Inc.<\/strong>, a human resources management software firm, counts the following among its five founding principles, which can be found at the company’s website (www.successfactor.com):<\/p>\n No jerks! Our organization will consist only of people that absolutely love what we do, with a white hot passion. We will have utmost respect for the individual in a collaborative, egalitarian, and meritocratic environment – no blind copying, no politics, no parochialism, no silos, no games, no cynicism, no arrogance – just being good!<\/em><\/p><\/blockquote>\n CHALLENGER SURVEY ON BULLIES IN THE WORKPLACE<\/strong> Has an employee at your company quit due to a workplace bully?<\/strong> If Yes: Have you ever personally witnessed or experienced bullying?<\/strong> <\/em><\/p>\n Bullies Take Toll On Bottom Line \u00a9 2008, Challenger, Gray & Christmas<\/a>; <\/em><\/p>\n The Office-Politics Industry Expert Opinion Column | www.officepolitics.com;<\/p>\n","protected":false},"excerpt":{"rendered":"
\n\u00b7\tThreatening, humiliating or offensive behavior\/actions
\n\u00b7\tWork interference – sabotage – which prevents work from getting done.<\/p><\/blockquote>\n
\n(The survey was conducted by Challenger, Gray & Christmas, Inc., among 100 human resource executives, representing a variety of industries nationwide.)<\/em><\/p>\n
\n(i.e. an employee who is overly aggressive, verbally and\/or physically abusive, uses intimidation, etc.)
\nNo\t71%
\nYes\t29%<\/p>\n
\nNo action was taken\t17%
\nAction was taken to discipline the offender\t83%
\nThe bullying resulted in litigation\t0%<\/p>\n
\nNo\t67%
\nYes\t33%<\/p>\n
\n![\"John](\"https:\/\/www.officepolitics.com\/images\/john_challenger.jpg\")
John A. Challenger is chief executive officer of Challenger, Gray & Christmas, Inc.<\/a>, the global outplacement consultancy that pioneered outplacement as an employer-paid benefit in the 1960s. Challenger is a recognized thought leader on workplace, labor, and economic issues. <\/em><\/p>\n
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