As I was writing my upcoming book, Navigating a Toxic Workplace For Dummies (Wiley), I was reminded about all the research on workplace bullying that indicates HR gets the blame for bullying, HR is not helpful, and, in fact, according to the research, most often makes things much worse for people who complain of bullying.
I have always taken issue with this research because that’s just not been my experience. In over 16 years and almost 300 clients, of course I’ve come across this on occasion, but for me the norm is that HR has been trying to get permission from their CEO to address toxic behavior from one individual or a toxic culture causing turnover and other problems.
I included the research in my book so readers have a full picture of potential outcomes of a complaint, but I also crafted a whole chapter for my HR readers to help them create a solid, fact-based argument for addressing toxicity at work (excerpted below).
Here’s what research says on HR getting the blame for bullying
Here are some quotes from the book, Bullying and Harassment in the Workplace: Theory, Research and Practice (3rd Ed.), edited by big-name workplace bullying researchers, Einarsen, Hoel, Zapf and Cooper:
- “Targets of bullying often express great dissatisfaction with the support and help they hoped to receive by HR.”
- “HR managers have frequently been portrayed as at best passive and uninformed in bullying cases, and at worst an accomplice, siding with the bully.”
- “HR managers tried to reframe the bullying situation, provide temporary solutions rather than addressing root causes or even tried to push away help-seeking targets.”
I noticed, however, that the author of this chapter, another big-name researcher, Denise Salin, is using a lot of research from 2010 through 2015 to make her point that HR isn’t an ally for targets of bullying. Hopefully 10 years later, HR has come a long way in terms of their response to complaints of bullying.
And, while the above scenarios are certainly very real for many people out there, I think Salin has failed to ask the question “WHY?” Why does HR not offer support? Why do they appear to side with the bully, or offer only temporary solutions?
These questions are important because their answers highlight that HR is still clambering for a seat at the table, to be heard, and to get support and money to implement their ideas for building a better work environment that attracts and retains talent. HR professionals join HR to make people’s lives better, and the reality is that they often can’t get permission from leadership to do just that.
Hence, the chapter in my book 🙂
How HR can build a case for culture change
Below is an excerpt from Navigating a Toxic Workplace For Dummies, due out in just under a month to help you make your case to leadership for solving toxic work problems. This is the section referring to the POWER method, designed by Granville Toogood in his book, The Articulate Executive in Action.
I’m offering a specific script here, and suggest that while you read it, consider whether you speak like this when presenting your ideas to leadership.
Punch
Open with a hard-hitting fact or cost-related impact to capture attention immediately. For example: “We’re losing 20 percent of employees within their first six months. This is costing us approximately $275,000 annually in lost productivity, recruiting, and training costs.”
One theme
Focus on one core issue and break it down with data and real-world impact. Use survey results, industry benchmarks, and other data that help you make your case. Be sure to use high-impact numbers that pack a punch —don’t dilute your argument with small percentages or too many numbers.
For example: “In the last month alone, four employees left our call center, forcing the remaining ten to work overtime, costing us $25,000 in extra pay. Three more employees have just put in their notice due to burnout. I calculated the total turnover cost, including recruiting, hiring, and lost productivity. So far this year, we’ve already spent $250,000 replacing people who leave.”
Window
Support your case with industry research, expert opinions, or competitor examples. Leaders trust numbers and trends, not just opinions.
For example: “An MIT study shows that a structured onboarding program including a buddy system with at least eight meetings can increase retention by 90 percent. Implementing this program would cost $70,000 over eight months in my time, the software, and the time to train my HR teammates, but it would save us $205,000 next year.”
Ear
Address any areas they may push back on before they’re brought up. For example: “I’m sure timing is on your mind, given everything else we have going on. My thoughts are . . . which aligns with . . . .” Also, ask questions to invite discussion and gauge their concerns instead of just talking at them.
For example: “Any questions so far? How does this sound to you? Have any of your teams been impacted by turnover? What other information do you need to feel comfortable moving forward? What may make you hesitate to approve this initiative?”
Retention
End with a clear summary of what you’re proposing, why it matters, and how it benefits the business.
For example: “This onboarding system will reduce turnover and increase productivity. The key components include a buddy program, rearranging training schedules to better integrate new hires, gamifying learning to help employees engage with our culture, and implementing software. The total estimated cost is $70,000, and we can roll it out in four months.”
What’s next
HR often gets a bad rap when it comes to workplace bullying. But from where I sit, that reputation doesn’t match the heart I see in so many of you. You’re the ones trying to make work better, often with limited support and under a ton of pressure.
Toxic workplaces are real. It’s chasing good people out the door, draining morale, and costing your company more than anyone wants to admit. But there’s a way forward. You now have tools, language, and a strategy to build a business case leadership can’t ignore.
Don’t let old perceptions box you in. You do have a voice. You have the data and the passion.
For more tips, pre-order my book and join the virtual launch party! I’m sharing everything I’ve learned working with hundreds of organizations that wanted better, too.
We’ll be joined by the amazing Garry Ridge, former CEO of WD-40 (yep, the company known for its incredible culture), and we’re giving away copies of Any Dumbass Can Do It: Learning Moments from an Everyday CEO of a Multi-Billion-Dollar Company. Plus, we’ve got a few fun surprises for lucky attendees, too.
Your seat at the table is waiting – let’s get you there with a message that matters.
