If an employee is made to feel intimidated or offended by the words or actions of a colleague, this can make for a very unpleasant environment.
Harassment is unlawful pursuant to the Equality Act 2010 and considers any unwanted behaviour which focuses on a factor of that person, such as age, sex, disability, gender, religion, race or belief, to be unacceptable.
The process for reporting bullying or harassment in the workplace is relatively simple, in that an employee must raise a formal complaint relating to the actions or words of another, via the grievance procedure of their employer. It is often helpful to report the issues first to a Line Manager or Trade Union Representative because this may result in a more successful outcome.
If you are unsure of whether your case would qualify as a claim of bullying in the workplace, the below case studies may be helpful and Ringrose Law could assist you in bringing a claim.
Case Study 4 – Claimant D
D was subjected to a campaign of bullying of a period of many years which caused her ongoing stress. D was subsequently subjected to a disciplinary hearing for misconduct.
D, with the assistance of Ringrose Law, raised a formal grievance relating to the conduct of her employer in the information they had collected against her and the process for which they had undertaken the collection. D did not wish to return to work as she had been so impacted by the bullying so asked Ringrose Law to submit ‘without prejudice communication’ so that settlement could be attempted. The benefit of this process allowed that if D was not successful, the claim would not affect D’s attempt to return to work.
Ringrose Law negotiated a settlement agreement and D did not return to work.
Case Study 5 – Claimant E
E worked for a Local Authority for a period of 25 years when she was part of an internal restructure. Unfortunately for E, the restructure placed her beneath a new Director who, for unknown reasons, immediately took a dislike to her.
Over time, E was subjected to unmanageable tasks and made the scapegoat of for all failures within the Departments.
E was placed in charge of a failing Department directly before inspection and subsequently subjected to disciplinary action post failing. E began to suffer a deterioration in health and the Director (and others) began to spread rumours to the Senior Management Team that she was suffering with mental health issues.
Ringrose Law advised E to raise a formal grievance in relation to the treatment she had been subjected to. E decided she could not return to work and advised Ringrose Law to negotiate the best possible deal for her.
E’s employer agreed settlement at such a figure which allowed E to commence her retirement earlier than planned.