Workplace bullying is one of those organisational risks leaders hope they’ll never face — yet the reality is far less reassuring. The data suggests it’s not a rare occurrence or an edge case. It’s a recurring issue, quietly shaping culture, performance, and retention across organisations.
In HRchat episode 893, I spoke with Mary Cullen, Founder and Managing Director at Insight HR, about the findings from their Irish Workplace Bullying Report 2026. What emerged from our conversation wasn’t just a snapshot of Irish workplaces — it was a broader reflection of a challenge most organisations are still struggling to address effectively.
The Definition Problem
One of the most striking takeaways is the disconnect between how employees experience negative behaviour and how the law defines bullying.
In Ireland, as in many jurisdictions, the legal threshold for workplace bullying is high. A single incident — even if serious — may not meet that definition. But that doesn’t make it acceptable.
This gap creates confusion. Employees may feel genuinely mistreated, while managers or HR teams struggle to categorise the behaviour within formal frameworks. The result? Frustration, mistrust, and often escalation.
The Reality of Complaints
Mary shared a consistent pattern seen in investigations:
- Complaints most often involve managers and supervisors
- The stress impacts both the accuser and the accused
- Outcomes frequently include resignations, breakdowns in trust, and long-term cultural damage
In other words, even when cases don’t meet a strict legal definition, the organisational cost is very real.
There’s also an important insight around timing. Complaints often rise during periods of pressure — restructuring, performance management cycles, or organisational change. These moments amplify tension, making poor behaviours more visible and less tolerated.
Where Organisations Fall Short
Most organisations aren’t ignoring bullying. In fact, many have policies in place.
The problem is that policies alone don’t change behaviour.
What’s often missing is:
- Practical training for managers
- Real capability in handling conflict early
- Confidence in running fair and effective investigations
Without these, policies become reactive tools rather than preventative ones.
The “Zero Tolerance” Myth
Another uncomfortable truth is the gap between stated values and actual behaviour.
Many organisations claim “zero tolerance” for bullying. But in practice, high performers or senior individuals are sometimes protected despite repeated issues.
Employees notice this quickly.
And once they do, trust erodes — not just in leadership, but in the entire system meant to protect them.
The Cost of Getting It Wrong
Workplace bullying isn’t just a people issue. It’s a business issue.
The impacts show up in:
- Increased turnover
- Reduced engagement and performance
- Higher absence rates
- Reputational risk
And perhaps most importantly, a culture where psychological safety is compromised.
The Most Effective First Step
So where should organisations start?
Mary’s answer was refreshingly clear: train managers.
Not once. Not as a tick-box exercise. But in a way that builds real capability:
- Setting clear behavioural expectations
- Handling difficult conversations early
- Understanding the difference between performance management and harmful conduct
Managers sit at the centre of most workplace experiences. When they’re equipped to lead well, many risks reduce before they escalate.
Moving From Policy to Practice
If there’s one overarching lesson, it’s this: prevention beats reaction.
Organisations that take bullying seriously don’t just document standards — they operationalise them. They invest in skills, reinforce expectations, and address issues early.
Because by the time a formal complaint lands, the damage is often already done.
Workplace bullying may never be fully eliminated. But it can be significantly reduced.
And for leaders willing to move beyond policies and into practice, the opportunity is clear: build stronger managers, create safer workplaces, and protect both people and performance in the process.