By Jon Keeble, employment partner at law firm DWF in Preston
Bullying at work can be a real drain on a company’s resources, resulting in lower productivity and morale, loss of key staff members and ultimately, employment tribunal claims.

Often those who are responsible do not realise that their behaviour amounts to bullying, or the effect it is having on others. Employers need to make it clear that bullying will not be tolerated under any circumstances. The good news is that they can help to overcome the problem by training staff to recognise such behaviour in themselves and others.

Sometimes bullying is blatantly obvious, however here are seven signs that are often overlooked:

• ridiculing or demeaning someone - picking on them or setting them up to fail
  
  
• overbearing supervision or other misuse of power or position
  
  
• making threats or comments about job security without foundation
  
  
• deliberately undermining a competent worker by overloading and constant criticism
  
  
• preventing individuals progressing by intentionally blocking promotion or training opportunities
  
  
• the use of automatic supervision methods - such as computer recording of downtime from work, or
  recording of telephone conversations - if these are not universally applied to all workers
  
  
• a strong management style.

If an accusation of bullying is made, an objective investigation must be carried out. Allegations that are unfounded or malicious should also be investigated and dealt with.

A penalty is not the only option available when dealing with a bully. Counselling can sometimes resolve a complaint and is particularly useful where there is doubt about its validity. Counselling can also support the accused and make him or her more willing to accept the need to change their behaviour.

In some cases it may be possible to rectify matters informally if the employer and the victim agree. An informal discussion with the bully, perhaps attended by a HR or other representative, can often lead to a greater understanding of the bully’s behaviour and an agreement that it will stop.

If you do decide that the matter is a disciplinary issue, you must abide by the proper procedures. Be aware that a suspension or transfer may breach the employee's contract and could lead to a claim of constructive dismissal.

A bully may in turn become the victim of unacceptable behaviour from other staff. To avoid this, reiterate your policy that bullying of anyone will not be tolerated, and the possible consequences of not complying with it.