What Should Managers Do If They Suspect Bullying at Work?

Workplace bullying isn't always brought to a manager's attention through a formal complaint.

Sometimes concerns arise because a manager witnesses an uncomfortable interaction, notices changes in an employee's behaviour or becomes aware of tension within a team.

Knowing whether to intervene can be difficult, especially when the employee involved hasn't raised any concerns themselves. Managers shouldn't ignore behaviour that makes them uncomfortable, but they also need to be careful about making assumptions. Something that appears inappropriate from the outside may have a different explanation, and raising concerns in the wrong way could make an already sensitive situation more difficult.

What Are the Signs of Workplace Bullying?

Bullying can take different forms and isn't always openly confrontational. A manager might notice an employee being repeatedly interrupted, excluded from discussions, undermined in front of colleagues or subjected to unreasonable criticism. They may also observe someone becoming withdrawn, appearing uncomfortable around a colleague or avoiding certain workplace interactions.

These behaviours don't automatically establish that bullying is taking place. However, they may indicate that something needs attention, especially where similar situations occur repeatedly. The key is to recognise possible warning signs without immediately deciding what they mean.

Should Managers Intervene Without a Formal Complaint?

Managers don't necessarily need to wait for an employee to raise a formal grievance before addressing concerns about workplace behaviour. However, how they approach the situation matters.

If a manager witnesses an interaction they find concerning, their first response shouldn't automatically be to accuse someone of bullying or assume the other employee feels victimised.

Instead, it may be appropriate to speak privately with the employee they believe could be affected, giving them an opportunity to share their perspective. A manager might say: "I noticed the conversation in the meeting earlier seemed a little uncomfortable, and I just wanted to check how you felt about it. Is everything okay?"

This opens the conversation without suggesting that bullying has occurred or putting words into the employee's mouth. The employee may explain that they weren't concerned, or they might share information the manager wasn't previously aware of. Either way, the discussion can help the manager understand the situation before deciding whether further action is needed.

Where a manager has directly witnessed clearly inappropriate behaviour, they can also address that behaviour with the person responsible without waiting for a complaint.

What if the Manager Suspects Bullying but Has No Evidence?

Sometimes managers sense that something isn't right within a team but have little more than observations or changes in behaviour to support their concerns. In these circumstances, they should avoid making allegations or treating suspicion as fact.

Instead, managers can pay closer attention to team interactions, arrange individual conversations and ask open questions about working relationships.

It's important that these conversations feel supportive rather than investigative. Employees shouldn't feel pressured to confirm a manager's suspicions or disclose concerns they're not comfortable discussing.

However, managers also need to recognise when a situation requires more than informal observation. If concerning behaviour continues, further information comes to light or there are indications of serious misconduct, seeking HR advice can help determine the appropriate next steps.

What if the Employee Doesn't Want to Make a Complaint?

An employee may acknowledge that they're uncomfortable with a colleague's behaviour but be reluctant to take matters further. They might worry about damaging working relationships, being treated differently or making the situation worse.

Managers should listen carefully, explain the options available and avoid pressuring the employee into submitting a formal grievance. However, they shouldn't promise that nothing will happen. Depending on the seriousness of the concerns, the employer may need to make further enquiries or take action even where the employee would prefer not to proceed.

This is especially important where allegations involve discrimination, harassment or risks to employee wellbeing. Any next steps should be explained sensitively, with information shared only where necessary.

How Should Managers Respond to Suspected Bullying?

Once concerns have been identified, managers need to consider what action is proportionate to the circumstances. This might involve:

• Recording relevant observations, including specific behaviours, dates and what was actually witnessed.

• Speaking privately with those involved, using open questions rather than making assumptions.

• Addressing inappropriate behaviour early, where the conduct itself is clear.

• Considering employee wellbeing, including whether any immediate support or protective measures are needed.

• Seeking HR advice where concerns are serious, disputed or difficult to assess.

Managers must remain impartial throughout. Even where they have concerns about someone's behaviour, they should avoid reaching conclusions before the relevant facts have been established.

When Is a Formal Investigation Necessary?

Not every difficult workplace interaction requires a formal investigation. Some situations may be resolved through early management intervention, clearer expectations or an informal discussion.

However, where allegations are serious, disputed or suggest a pattern of bullying, a formal investigation may be appropriate. Employers should follow their relevant policies and ensure that any investigation is fair, proportionate and sufficiently impartial.

It's also important to recognise that bullying and harassment aren't necessarily the same thing legally. Harassment related to a protected characteristic can amount to unlawful discrimination under the Equality Act 2010, while employers also have a specific duty to take reasonable steps to prevent sexual harassment. These considerations may affect how concerns need to be handled.

Why Sensitive Early Intervention Matters

Early intervention doesn't mean managers need to turn every uncomfortable interaction into a formal workplace issue. It means being attentive to how employees are treated, recognising when behaviour may be causing difficulties and creating opportunities for concerns to be raised.

Sometimes a quiet conversation will establish that no further action is needed. In other situations, it may reveal concerns that would otherwise have remained unspoken.

By approaching these situations sensitively, managers can address inappropriate behaviour without unnecessarily escalating matters or making employees feel uncomfortable about speaking openly.

Need HR Support?

If you're concerned about bullying, inappropriate behaviour or difficult working relationships within your team, BloomHR can help you assess the situation and decide how best to respond.

We provide friendly, straightforward HR advice to small and medium businesses across the UK, helping employers manage sensitive workplace matters fairly and confidently. Contact us for more information.