Workplace bullying involves systematic, continuous, and intimidating negative behaviors directed at an employee. A single argument, harsh feedback, or increased workload during busy periods does not constitute bullying. There are three distinguishing criteria: repetition of behavior, targeting a specific person, and resulting in the person's exclusion or demoralization.
Note: This content is for general informational purposes and does not substitute legal advice.
Typical behaviors considered bullying
- Deliberately not assigning tasks or giving tasks far below the person's qualifications.
- Intentionally excluding the person from meetings and information flow.
- Constantly belittling criticism, mockery, or imitation in front of others.
- Setting impossible targets deliberately.
- Unjustified and repeated denial of leave requests.
- Spreading rumors or insinuations about personal life.
- Constantly changing location, role, or shift to wear the person down.
Difference between bullying and tough management
A manager may be demanding and direct with everyone; while unpleasant, this is not bullying. The difference lies in these questions: Is the same behavior shown to others in the team? Is criticism about the work or the person? Has the behavior been repeated for months? If the answers are "only to me / the person / yes," it should be considered bullying.
How to gather evidence?
The biggest challenge in bullying cases is proof, as most behaviors are verbal and without witnesses. Steps to take:
- Keep a dated journal: Record each incident with date, time, place, who was present, and what was said. It's much stronger than a collective account written later.
- Preserve written communication: Emails, messages, task assignments. Keep copies of important ones in your personal archive in case you lose access to your corporate account.
- Document requests in writing: Confirm unusual verbal instructions via email by stating, "as I understand, I will proceed as follows."
- Note witnesses: Record the names of people who witnessed the incidents.
- Health records: If the process affects your health, medical consultations can support your case.
Steps to take within the company
Exhausting internal channels is beneficial both legally and practically. If your company has an ethics line, HR department, or disciplinary board, make a written application and keep a copy. A written application eliminates the "we were not aware" defense later.
External avenues for complaints
- ALO 170: Ministry of Labor and Social Security contact line; used for complaints and information.
- CIMER: Creates a record of written applications.
- Labor court: For compensation and justified termination claims. Timing is crucial; consult a lawyer before proceeding.
- Public Prosecutor's Office: If behaviors constitute crimes like insult or threat.
For employers: bullying is an HR risk
Bullying allegations impact team productivity and employer branding beyond compensation risks. Three preventive measures: allow complaints to be directed to a channel independent of the manager, record every application in writing, and take exit interviews seriously. If a departing employee repeatedly names someone, this data is already in your hands.
Frequently asked questions
Can I receive compensation if I resign due to bullying?
The Labor Law grants employees the right to immediate termination for justified reasons, which may lead to severance pay. However, the outcome depends on proof and specific circumstances; always seek legal advice before taking action.
How long must bullying continue to be recognized?
There is no fixed duration in the law. Judicial decisions seek systematic and continuous behavior; repeated actions over several months may meet this criterion.
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