Whilst the majority of us would like to think bullying, harassment and discriminatory practices in the workplace were a thing of the past, the recent media coverage highlighting over a hundred reported cases of harassment, racism and assault at the fast food giant McDonald’s is a reminder that these are still issues that need addressing.
This is endorsed by an evidence based review of ‘Bullying and incivility at work’ published by the Chartered Institute of Personnel and Development (CIPD) in 2022, which stated that “interpersonal conflict and uncivil behaviour, such as bullying and harassment, are remarkably common in the workplace. The persistence of such serious incidents highlights that ‘workplace incivility’ is a major HR issue.”
As well as damaging the image of this well-known global brand, it seems quite probable that the highlighting of these failures could well lead to the organisation becoming embroiled in costly civil action, as well as making recruitment and retention in an already challenging environment even more difficult.
However, the effects of an environment where bullying and harassment have become routine are likely to be most acutely felt by the individual victims, with consequences that can be devastating to their wellbeing and careers. Even one-off events can leave victims feeling traumatised, anxious and isolated, particularly when the perpetrators are in positions of authority.
Clearly the development of a “toxic culture” within any workplace can significantly undermine the performance and sustainability of the organisation, and indicates a significant lack of oversight, understanding and control on the part of management.
So it makes absolute sense to ensure good risk management principles underpin human resource strategies and processes to support the development of a fair and just culture, in order to get the best out of the organisation’s most valuable assets – its people.
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