Public and Commercial Services Union

Reps and members should refer to centrally negotiated procedures where they exist, and ensure they are followed in the workplace.

Informal procedure

It might be possible for the complainant to simply ask the perpetrator to stop the unacceptable behaviour, either in person or in writing. there should be provision for them to be accompanied by a representative and for their representative to speak for them. A written record of such a meeting should be kept.

Formal procedure

An employee who believes they are being bullied should make a formal complaint to the appropriate manager. this might be their immediate manager, but if this person is the bully, they should be able to go to the next most senior manager who is not involved.

There should be provision for the complainant to be accompanied by their union representative if the matter is raised in the meeting, or they should raise the complaint in writing.

The manager must then investigate the allegation, confidentially and promptly.

They should interview the complainant and alleged perpetrator separately and any witnesses. All should be entitled to have a representative present.

There must be clear time limits for each stage. These should allow for speedy resolution of a problem before it gets worse but at the same time must allow proper and fair consideration of the matter.

If the investigation results in the complaint being upheld, the manager must take prompt action to resolve the complaint, possibly by relocating the perpetrator or by taking disciplinary action. only in exceptional cases should the relocation of the complainant be seen as acceptable, even if it would be easier for the organisation – such actions send out the wrong message about the results of bullying complaints and can be seen as penalising the victim.

If appropriate, the alleged bully might need to be suspended or relocated pending the results of the investigation.

There should also be procedures for appeal.

If the matter becomes a disciplinary issue, the complainant should be kept informed, attend as a witness (with a representative if appropriate) and should hear the result.

Monitoring and reviewing the policy

There should be a formal procedure for monitoring the number and nature of incidents of bullying. depending on the availablility of equality monitoring data, it can also be helpful to identify cases by race, gender, disability, sexual orientation, religion or belief, age and grade of complainant and perpetrator.

There should be regular reviews of the procedure, to ensure it is working, identify any problems and to discuss results. This should usually include feedback from staff on their knowledge of and confidence in the policy.

Properly trained and independent counselling can help a person who is bullied to get over the experience. It should be made clear that should they wish to seek this support, staff will not be seen as having a fault or weakness.

Employee assistance schemes

Employee assistance programmes are confidential personal counselling services, which are often provided free of charge by employers.

there are professional counselling services, which can advise on a range of work or non-work-related problems, including relationship or family matters, work related stress, bullying, financial problems, and alcohol or drug problems.

Like counselling, these programmes do not remove the causes of stress in the workplace but they can help individuals cope with the stress. they must be independent and confidential and can be useful as part of a strategy in tackling stress at work.

It may also be appropriate for the employer to fund additional external counselling appointments.

Contact officers or harassment advisers

Many employers provide these independent contacts as part of a strategy to tackle bullying.

Their role could include:

• listen to the member of staff
• give them information about policies
  and procedures
• assure confidentiality
• accompany a member when reporting the incident to a manager.

They should not:

• pressurise individuals to take a specific course of action
• take decisions about next steps - this is the member’s decision
• represent members in any formal action, or make a complaint on members’ behalf
• intervene between the complaint and alleged bully
• investigate whether the bullying has taken place. » discuss the situation with anyone else unless requested.

Where such advisers are provided, it can be helpful to have a clear protocol setting out what is appropriate for advisers to deal with and when employees should be referred to their appropriate trade union representative.