Human Resources (HR) departments are the cornerstone of any successful organisation, tasked with managing and optimising its most valuable asset: people. From recruitment and talent development to employee relations and regulatory compliance, HR ensures a productive and harmonious workplace. However, a recent study published in the Journal of Business Ethics reveals a troubling trend: employees have little trust in HR departments to handle workplace bullying fairly and effectively.

Researchers from Anglia Ruskin University (ARU) and Bishop Grosseteste University conducted an in-depth analysis of online reports detailing experiences of workplace bullying. The comments analysed predominantly came from employees of commercial companies based in English-speaking countries worldwide. The findings were stark: not one respondent had a positive account of their HR department's handling of bullying.

Instead, bullied employees reported being ignored, further victimised, and felt HR consistently sided with "management bullies." Employees described workplace bullying with words like pervasive, harassing, tormenting, manipulative, undermining, devastating, stressful, toxic, nightmarish, hellish, and unconscionable. Conversely, they characterised the HR departments as weak, complacent, cowardly, exploitative, complicit, corrupt, self-serving, ineffective, and colluding.

Lead author Dr. Clive Boddy, Associate Professor in the Faculty of Business and Law at ARU, highlighted the severity of the issue. "Our research shows workers to be critical of HR departments in dealing with the messier, darker side of organisational life," Boddy stated. "If there is an acceptance that internal procedures will not protect them, employees are less likely to report workplace bullying and will suffer in silence—potentially causing damage to mental health and affecting productivity."

Dr. Boddy's insights underline a crucial point: the lack of employees' trust in HR isn't unfounded. The departments are failing to address workplace bullying due to systemic issues driven by various factors. These include legal concerns and potential reputational damage for organizations that acknowledge bullying, fears of losing high-performing perpetrators, and the time-consuming nature of investigations and decision-making.

The study is the first to use a netnographic analysis—where researchers observe and analyse online discussions and commentary as they occur—to examine workplace bullying. This innovative approach provided researchers with raw, unfiltered insights into the realities employees face.

One respondent noted, "Reporting bullying to HR felt like shouting into a void. Nothing changed except that I was now seen as a troublemaker." Another shared, "HR seemed more interested in protecting the company and its image than addressing the toxic behavior I was experiencing."

Such accounts paint a grim picture of the current state of HR departments' effectiveness in dealing with workplace bullying. The implications of these findings are vast, impacting not only the mental health and well-being of employees but also overall organisational productivity and culture.

"It is in the interest of both employees and employers that strict codes of conduct are established and effectively policed by HR," Dr. Boddy emphasised. "Alternative ways of dealing with workplace bullying will need to be found if HR is incapable of helping the workers who need it the most."

The study calls for a reevaluation of HR practices and the implementation of robust anti-bullying policies that are enforced with genuine commitment. Organisations must recognise the long-term benefits of fostering a safe and supportive work environment over short-term gains from ignoring or inadequately addressing bullying.

These findings are especially relevant for countries where challenges such as addressing mental health concerns and fostering a positive work culture are already being neglected. In many companies, the stigma surrounding mental health issues and the hierarchical nature of workplaces often exacerbate the reluctance of employees to report bullying.

Dr. Boddy's study suggests that without significant changes, the lack of trust in HR to handle bullying effectively will persist, leading to a workforce that suffers in silence. The repercussions of this are far-reaching, with potential increases in absenteeism, lower job satisfaction, and higher turnover rates.

The study from ARU and Bishop Grosseteste University is a wake-up call for organisations worldwide. It underscores the urgent need for HR departments to rebuild trust with employees by demonstrating a genuine commitment to tackling workplace bullying.

For HR to regain credibility, it must:

Establish and Enforce Clear Policies: Develop comprehensive anti-bullying policies that are communicated clearly to all employees. Ensure these policies are enforced consistently.

Provide Training: Equip HR professionals and managers with the skills and knowledge to identify, address, and prevent bullying. Regular training sessions can help in recognizing subtle signs of bullying and responding appropriately.

Promote Transparency: Create a culture of transparency where employees feel safe to report bullying without fear of retaliation. This includes ensuring confidentiality and providing regular updates on the status of reported cases.

Support Mental Health: Integrate mental health support into the workplace. This can include providing access to counseling services, promoting work-life balance, and fostering an environment where mental health is openly discussed and supported.

Evaluate and Improve: Regularly assess the effectiveness of anti-bullying measures and make necessary adjustments. This can be done through employee surveys, feedback mechanisms, and independent audits.