Ragini works in a team of 20, where she’s the only woman. “I often feel excluded because of my gender,” she admitted.
She continued, “I am left out of informal gatherings and find out about them when peers make references to the “great times” they have had. In formal meetings, my perspective is frequently ignored. I am interrupted and even after raising my voice, am not given a platform to share my point of view. I experience a lot of stress and anxiety about whether I will be able to perform and grow in spite of working so hard. I just feel sad”.
Then there’s Sharon, a dynamic, ambitious women leader in her early 30s. During a one-on-one coaching session, she revealed how the first six months in her new job had been very different from what she had been expecting. Instead of focusing on her competence or aspirations, senior colleagues repeatedly asked her the same intrusive question: “Why aren’t you married?”. “It was very stressful,” she confided. It felt like my private life was under scrutiny, and I felt and knew this wasn’t how it was supposed to be.
Both Ragini and Sharon felt helpless to challenge these behaviors and were unsure if speaking up would change anything or make things worse.
Their stories are not uncommon. They are however a powerful reminder of why organisations need to become more aware of their workplace cultures and the impact it has on the lives of their employees.
The invisible and more common forms that workplace harassment and bullying can take
Workplace bullying and harassment can take many forms, often even seemingly harmless microaggressions that intentionally or unintentionally offend, humiliate or belittle someone.
Instances of verbal and non-verbal psychological bullying and harassment are a lot more common at workplaces than one would think. They are however not reported. The reason for this is that the formal processes and policies to address these are as not clearly articulated for these as they are for physical harassment and bullying.
Also, as these are less visible or talked about, the offenders are more likely to get away with them unless organisations have strong measures in place to identify and address these.
Impact of such behaviour
Such behaviours create an uncomfortable and stressful work environment and are likely to cause psychological stress for the recipients. They can contribute to feelings of poor self-esteem, exclusion, not feeling valued, humiliation, disrespect etc.
This can impact not only the person’s ability to perform and bring their best selves to work but can also lead to mental health concerns. Attrition, burnout, self-harm, absenteeism, lack of interest and motivation, anxiety, panic attacks are some of the outcomes of this stress.
What can organisations do to identify these instances early and address them effectively?
Here are some key initiatives that can be implemented:
Respect for each individual’s perspective –
“Should I express what I am feeling? What if I am the only one?”
Microaggressions are many times actions or comments by people who believe they are doing nothing wrong. This is something they have experienced in the workplace culture before or seems “normal” to them. Yet, what feels inconsequential to one person can cause stress or anxiety to another, especially when such behaviors are repetitive. Recognizing that every employee experiences the workplace differently—and valuing those experiences—is vital.
Encourage open dialogue
“Whom should I approach to discuss how I am feeling?”
Regularly capture employee perceptions through anonymous engagement and inclusion surveys and through one-on-one meetings. This can help to identify and catch issues early.
Support employees
“ I don’t want to appear vulnerable or weak”
Provide access to confidential counselling services and provide resources on mental health and wellbeing
Policy and process –
“Do you think it will stop on its own after some time?”
Communicate a Zero-Tolerance Policy against harassment and bullying organisation wide. Establish a clear and confidential process for reporting. Enable quick and impartial investigations with appropriate actions against offenders.
Employee awareness training –
“I didn’t know this also was workplace bullying”
Educate employees on a regular basis on identifying, preventing, and reporting workplace harassment and bullying.
Confidential reporting –
“Will I be able to work here after I complain?”
Provide confidential reporting options, a dedicated hotline, or direct access to HR/ ER SPOC or teams. Have a strong anti-retaliation policy which protects employees who report harassment.
The role of Leaders –
Train leaders on their role in creating a respectful workplace. Leaders have to consistently behave in ways that respect and value employees, create a workplace culture where team members feel safe to report disrespectful behaviours and take quick, decisive action when required.
In conclusion, workplace bullying isn’t just a personal issue—it’s a cultural and organizational challenge. By taking these meaningful initiatives and actions organizations can create truly RESPECTFUL workplaces where employees will not only thrive but also feel included, respected and experience a strong sense of belonging.
Take the first step today—commit to building a zero-tolerance culture.
Shared by : Shubhashree Naldurg,
Head – Women Leadership Development Business Vertical, Interweave Consulting Pvt.Ltd
