Searches for the “definition of bullying in the workplace” have surged by 140% in the past month, highlighting growing concern among employees about behaviour at work.
The spike follows high-profile media coverage, but experts say it also reflects a deeper issue: confusion around what constitutes bullying versus harassment, and how organisations should respond.
Bullying vs harassment: what’s the difference?
According to Jayne Harrison, Head of Employment Law at Richard Nelson LLP, understanding the legal distinction is critical for both employers and employees.
Harassment is defined in law under the Equality Act 2010 as unwanted conduct related to a protected characteristic — such as race, sex or disability — that violates someone’s dignity or creates an offensive environment. It typically involves a pattern of behaviour.
Bullying, by contrast, is not specifically defined in legislation. It is usually outlined in workplace policies and can include:
- Intimidating or insulting behaviour
- Misuse of power
- Actions that undermine or harm an individual
Importantly, bullying can be a one-off incident or repeated behaviour, and may happen in person or remotely.
Why this matters for workplace culture
While the legal definitions differ, the impact on employees can be equally damaging.
A workplace where bullying is ignored or poorly handled can lead to:
- Increased stress and anxiety
- Reduced engagement and productivity
- Higher absence and turnover
- Greater legal and reputational risk
As scrutiny on workplace culture grows, employers are increasingly expected to go beyond policies and actively create environments where respect and psychological safety are the norm.
The employer responsibility
Experts stress that employers must take all complaints seriously and investigate them thoroughly.
Clear expectations around behaviour, visible reporting channels, and consistent action are essential. Without this, employees may feel unable to speak up — allowing issues to escalate.
This aligns with a broader shift in workplace expectations, where culture, not just compliance, determines risk.
What employees can do if they experience bullying
For individuals experiencing or witnessing bullying, early action can make a significant difference.
1. Set boundaries
Address inappropriate behaviour early where possible, making it clear it is not acceptable.
2. Speak up
Raise concerns with a manager, HR or a trusted colleague. Documentation is key.
3. Stay aware
Support colleagues and challenge poor behaviour where it is safe to do so.
4. Be mindful in social settings
Work events can blur boundaries — remain professional and remove yourself from uncomfortable situations.
5. Use formal reporting channels
Most organisations offer confidential processes to escalate concerns safely.
A growing priority for employers
The surge in searches suggests employees are actively seeking clarity — and likely questioning whether their own experiences cross the line.
For employers, the message is clear: tackling bullying is not just a legal necessity, but a cultural imperative.
Organisations that take a proactive, consistent approach will be better positioned to protect their people — and their business.
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