Workplace Bullying

This page offers practical knowledge, tips, and guidance on how to deal with harassment, demeaning behavior, and bullying in the workplace.

 Bullying differs from the conflicts that naturally arise in any work environment. The causes of bullying are diverse and multi-layered. As a rule, the personality of the affected individuals plays a secondary role. The general corporate culture, organization of work, and management are far more decisive. A stressful work environment as well as deficiencies in leadership behavior can foster disrespectful interactions among employees.

Have you felt attacked, marginalized, or demeaned over a longer period of time? Take your situation seriously and speak to us about it. 

 Bullying in the legal sense is rare. In contrast, tensions, disagreements, and conflicts are common – and they must be addressed, regardless of how they are ultimately classified from a legal perspective. Silence, looking away, or taking sides within the team can intensify and entrench conflicts. The longer you wait, the more difficult a solution becomes. This is why addressing issues early is key.

All employers are legally required to develop internal regulations. These outline what is meant by bullying. Furthermore, they define the code of conduct applicable within the company, as well as the procedures, responsibilities, and sanctions in the event of an incident. This makes it clear that harassing behavior will not be tolerated in the company and that violations carry employment-law consequences.

As a phenomenon, bullying is difficult to grasp, and the distressing dynamics often do not meet the legally required criteria for bullying. Nevertheless, the problem that led to this difficult dynamic must be addressed and resolved.

Therefore, take your situation seriously: if you feel unfairly treated, marginalized, or disrespected, seek advice from the external trust point for employees.

Depending on the initial situation, it can be useful to address the other person directly about the behavior you find difficult. The goal should be to find a good solution—without immediately accusing the other person of bullying. An immediate accusation will invariably provoke defensiveness and prevent conflict resolution.

There is no uniform or legally binding definition of bullying. Bullying is often described as follows: Harassing actions, refusal to communicate, or conflict-ridden communication used to directly or indirectly attack one or more individuals.

• The actions occur repeatedly, systematically, and continue over a longer period of time. The nature of the attacks can constantly change.
• The attacks originate from supervisors and/or colleagues.
• The affected person subjectively perceives the action as hostile. It is possible that this is not the case initially, and the negative intent is only recognized over time and in hindsight.

The goal of the action may be to damage the reputation of the targeted person, to isolate them, or to exclude them. Through these acts of bullying, the targeted person is driven into a subordinate position.

Viewed in isolation, an individual act of bullying often does not constitute a serious offense and allows for various interpretations. Even for the affected person, it is sometimes difficult at first to notice and name the harassment. 

Over the course of the bullying process, incidents and harassment accumulate, and the power dynamic shifts to the disadvantage of the bullied person: distinct roles of perpetrator and victim emerge. In addition, the "bullying system" usually includes active participants, bystanders, and those who look away. 

When evaluating bullying, the events are assessed in their entirety. A mutual process of escalation between the parties involved, without a clear perpetrator and victim, is not legally classified as bullying. However, the underlying conflict must still be addressed and resolved.

Studies show that the majority of bullying originates from supervisors (Dieter Zapf, 2004). This fact (referred to as "bossing") stems from the reality that supervisors hold a particularly high amount of power and responsibility. By virtue of their position alone, their statements and behaviors carry more weight. They can support and inspire employees, but they can also demotivate and marginalize them.

Insulting, threatening, exposing, or harassing individuals via digital media, i.e., smartphones, emails, websites, forums, chats, and social networks.

Bullying harms the physical and psychological health of the affected person. The devaluation of their performance, the unfair treatment by the bully, and the lack of support from colleagues and supervisors are felt as severe offenses. And what offends, causes illness. It damages self-esteem and impairs work performance. Not infrequently, the productivity of the entire team suffers. 

All employers are legally obliged to protect the physical and mental health of all employees (Art. 6 Swiss Labor Act). The Federal Supreme Court states unequivocally that employers who fail to prevent bullying are neglecting their duty of care (BGE 125 III 70).

After an allegation of bullying, those affected usually want to let the matter rest as quickly as possible. However, such an incident shakes the trust of everyone involved, and a downward spiral often affects the entire team. 

Through mediating and clarifying discussions within the framework of mediation, the participants can understand which behaviors hindered cooperation and poisoned the working atmosphere. Reflection together makes it possible to lay the past to rest emotionally as well and to dare a fresh start together.