How does your workplace address workplace bullying or harassment and its impact on mental health? Share a specific policy or practice that is in place.

Proactive Prevention Through 'Psychological Safety Check-ins' In my psychiatric practice, we recognize that workplace bullying and harassment are not just HR issues; they are direct threats to mental health, capable of causing or worsening conditions like anxiety, depression, and even PTSD. While we have a strict zero-tolerance policy on paper, our most effective practice is one of active prevention: the "Psychological Safety Check-in." This isn't a formal, intimidating review. Instead, during our regular team meetings, we intentionally create space to discuss the emotional climate of the workplace. I might ask questions like, "How has the energy of our collaboration felt this week?" or "Were there any situations that felt particularly stressful or unsupported?" The goal is to normalize conversations about workplace dynamics before they fester into genuine conflict. This practice is rooted in a core psychiatric principle: creating a safe environment where concerns can be voiced without fear of retribution. Recently, a check-in revealed tension between two staff members over a new scheduling protocol. It wasn't bullying, but it was causing palpable stress and resentment. By catching it early in this informal setting, we were able to mediate a solution that worked for everyone. This proactive approach does more than just address problems as they arise. It actively fosters a culture of mutual respect and psychological safety. We find that the best way to protect our team's mental health is to create an environment where bullying and harassment simply cannot find the space to take root.

At Nerdigital, we don't treat workplace bullying or harassment as a compliance issue—we treat it as a cultural one. The way people feel at work directly impacts not just their mental health but also their creativity, productivity, and willingness to collaborate. That's why we built proactive systems to make sure our team feels psychologically safe and supported, not just protected by policy. One key practice we've implemented is anonymous reporting paired with transparent resolution. We use a third-party tool that allows any team member to report inappropriate behavior without fear of retaliation. But the important part is what happens after that. We've trained a designated response team—cross-functional, not just HR—to handle every report thoughtfully and quickly. We don't sweep issues under the rug, and we don't jump to conclusions. We listen, investigate, and then act decisively. And we communicate outcomes while protecting privacy, so people see we follow through. Beyond that, we hold monthly check-ins—not just performance reviews, but real conversations where managers ask how people are doing, not just what they're doing. We train leaders to spot signs of burnout, isolation, or conflict early. We've also built peer-led initiatives where team members create mental wellness resources and lead sessions on communication, conflict resolution, and inclusion. Our stance is simple: if someone doesn't feel safe speaking up, then our culture is broken. So we build trust first, and policy supports that trust—not the other way around. When you give people agency, clarity, and care, they speak up not just when something's wrong—but when something can be better. And that's when culture really starts to grow in the right direction.

We have a zero-tolerance policy for harassment, supported by mandatory mental health training for managers to recognize and respond to toxic behaviors. We have confidential reporting through an anonymous hotline, which allows employees to safely voice concerns without fear of retaliation. We also provide immediate access to counseling services for affected staff, ensuring psychological support is available. I strongly advocate for proactive measures like these, as they not only reduce harm but also foster a culture of respect and psychological safety. Employers must prioritize mental health in anti-harassment policies, silence or inaction only perpetuates trauma.

At spectup, we've made it a point to create an environment where everyone feels respected and safe. We're not a corporate giant with a thousand layers of policy, but we're clear and firm about what's acceptable and what's not. From day one, during onboarding, we set the tone—zero tolerance for bullying or harassment. It's not just a line in a handbook; it's part of how we work together daily. If anyone feels something's off, they can speak directly to me or a team member they trust, without going through bureaucracy. One specific practice we've found effective is our anonymous feedback channel. It lets team members flag any issues—whether it's subtle exclusion or more overt behavior—without fear of blowback. I remember a situation a while ago where someone raised a concern through that channel. It wasn't something explosive, but it was real, and it was affecting their mental health. We addressed it quietly but firmly, realigned expectations, and followed up later to ensure it didn't fester. That moment reminded me how easy it is to miss these things if you're not paying attention. We also run short, informal check-ins every other week, where mental health and team dynamics are on the table—not as an agenda item, but as a natural part of the conversation. No flashy programs—just honest talk, clear standards, and accountability.

At Fulfill.com, we've built our culture around respect and psychological safety from day one. Creating an environment where every team member feels valued isn't just good for mental health—it's essential for innovation and collaboration in our fast-paced industry. We maintain a comprehensive anti-harassment policy with clear reporting mechanisms and a strict zero-tolerance approach. What makes our policy particularly effective is our emphasis on prevention through regular training sessions that go beyond compliance checkboxes. These interactive workshops explore real scenarios in technology workplaces and encourage open dialogue about boundaries and respectful communication. One practice I'm particularly proud of is our "open door, closed loop" system. Team members can raise concerns through multiple channels—directly to managers, through our anonymous reporting tool, or via our HR portal. The "closed loop" ensures every report receives a defined response timeline and transparent resolution process. We've also implemented quarterly wellness check-ins separate from performance reviews. These conversations focus solely on workload balance, stress management, and resource needs. During the pandemic, these evolved to include expanded mental health benefits and flexible scheduling options that we've maintained. In my experience navigating the logistics technology space for years, I've seen how unaddressed workplace tension can derail entire projects and drive away top talent. That's why we've made psychological safety a cornerstone of our leadership training. The 3PL industry moves at lightning speed, with high stakes and tight deadlines. Creating space where team members can bring their full, authentic selves to work without fear of bullying or harassment isn't just the right thing to do—it's a competitive advantage that drives our innovation and success.

At Bestonlinecabinets, we prioritize mental health support through our Employee Assistance Program (EAP). This program provides confidential counseling services for employees facing bullying or harassment and offers access to professional mental health resources so team members can seek help without stigma. We regularly review and update our policies based on employee feedback to ensure they remain relevant and effective. We also encourage open dialogue through monthly town hall meetings, where employees can voice concerns and suggest improvements regarding workplace culture. We commit ourselves to a safe environment and empower our team to shape a respectful and supportive workplace actively.

Not what you're asking, but I can provide some information on the problem of workplace bullying of neurodivergent employees and why not enough is done about it if you like. It's a problem experienced far too commonly by ND people, for example employees with ADHD are 4x more likely to face bullying at work than people without ADHD. A large part of the problem comes down to lack of understanding by leaders, managers, and HR on what ADHD really is, and how it manifests. What this means is that when people with ADHD are not accepted for who they are, face discrimination, harassment, etc... from colleagues, the people responsible for protecting those employers don't know how to recognise what's happening. There needs to be far more training, condition-specific training, rather than broad-brush neurodiversity awareness. Two examples of the above that I have personally witnessed: 1) The manager of an Autistic person kept pushing them to make eye contact and smile more when presenting, saying it was unprofessional not too. The autistic person, feeling under pressure then tried to do so - the result was then the manager chastising them for 'coming across weird' to people by staring at them with a forced smile. Colleagues of this person would eye-roll in the presentations, and gossip about them around this, implying it made them look un-confident in what they were presenting, even though they are actually good at getting results and their numbers accurate. These people did not know that avoiding eye contact and struggles with social communication is an autistic trait. 2) A person with ADHD often asks lots of questions when being given instructions/direction by a manager, sometimes this will be in a group setting. The manager gets frustrated at why the person doesn't 'get it' when other colleagues do. Some other colleagues laugh at the questions, deeming them 'silly' questions, with answers that should be obvious. They all start to form judgments about the ADHD person's competence and intelligence, based on them not understanding what is clear to others. These people did not know that for people with ADHD, too much information will flood into their minds, meaning they will multiple alternative meanings from what has been said, and must ask questions to narrow down the directions, and understand the expectations. The ADHD people will have different ideas that are obvious to them, but not the others. None of this stops them being good at their job.

We're a fully remote company, and when you're not in a physical office, you have to work extra hard to detect early signs of bullying or exclusion—because there's no body language, no overheard hallway conversations, no chance to notice someone looking deflated after a meeting. So one thing we've implemented that's been quietly powerful: we've made emotional safety part of our performance review structure. Here's how it works. We don't just evaluate based on output or execution. We have a recurring review prompt that asks: "How safe do the people around this person feel to disagree with them?" That question alone changes the tone of how people show up. It reinforces that dominance, defensiveness, and quiet undermining aren't just bad vibes—they're performance issues. And it empowers teammates to say, "Hey, I'm not sure I can be candid with this person," without needing to wait until something blows up. We also encourage 1:1 feedback loops early and often—tiny, direct messages like "Hey, that comment in Slack didn't land well—can we chat about it?"—so things don't fester or escalate into something heavier. Workplace bullying often hides in micro-behaviors that don't trigger formal complaints, but do real damage over time. So instead of treating mental health as something we only deal with after there's been harm, we treat psychological safety as something everyone is actively responsible for—and rewarded for maintaining.

We treat workplace bullying and harassment as serious threats to both mental health and organizational integrity. As an addiction recovery center, we understand firsthand how psychological safety impacts a person's healing journey—and that includes our staff as well as our clients. One key policy we've implemented is a zero-tolerance anti-harassment framework embedded into every layer of our operations. From onboarding to quarterly reviews, we require staff training on trauma-informed communication, boundaries, and conflict resolution. Additionally, we've established an anonymous reporting system so employees can safely share concerns without fear of retaliation. We also take a restorative approach when addressing incidents—our goal is not just compliance, but culture change. This includes immediate intervention, support for impacted individuals (including access to therapy or time off), and facilitated conversations when appropriate. The result? A healthier team dynamic and a workplace where people feel genuinely safe to show up as themselves.

At my workplace, addressing bullying and harassment is taken very seriously because we recognize its profound impact on mental health. One specific practice we have is a confidential reporting system that allows employees to raise concerns without fear of retaliation. I've seen firsthand how this encourages people to speak up early, which helps us address issues before they escalate. We also conduct mandatory training sessions that focus not only on recognizing bullying but also on fostering a culture of respect and empathy. After implementing these measures, I noticed a more open environment where mental health is prioritized and employees feel safer. This proactive approach has helped reduce incidents and created a supportive space where everyone knows their well-being matters.

At Kate Backdrops, we focus on building a safe and respectful workplace because we believe creativity grows in a positive environment. We have a strict zero-tolerance policy for bullying or harassment, clear ways to report issues, and confidential support for our team. We encourage open communication and team-building to build trust. Supporting mental health is as important to us as creating great products; it's the key to helping photographers tell their best stories.

Workplace bullying and harassment can seriously impact mental health, causing anxiety, depression, and low self-esteem. To tackle this, we've implemented measures to prevent, address, and support affected employees. We have a strict zero-tolerance policy, clearly explained in our employee handbook and reinforced through mandatory training. These sessions teach staff how to spot, report, and handle harmful behavior, helping create a safe and respectful workplace for everyone. We offer confidential counseling for employees who experience or witness bullying. Our trained mental health professionals help individuals cope, regain confidence, and manage challenges. We also have regular team check-ins and an anonymous reporting system to make it safe for employees to speak up. With clear policies and mental health support, we strive to create a respectful and inclusive workplace.

At my company, bullying and harassment is taken seriously to protect employees and mental well-being. We have a confidential reporting system where employees can report incidents without fear of retaliation. Whether it's an anonymous online form or a direct line to HR, we make sure concerns are heard and followed up on quickly. Once a report is made, a trained HR team does a thorough and neutral investigation. If misconduct is found, clear actions are taken - from mediation and written warnings to termination depending on the severity. What I like most is that support doesn't stop there. The company also provides mental health resources including free counseling sessions through an Employee Assistance Program (EAP). Managers are trained to recognize signs of stress or emotional impact and are encouraged to check in with their teams regularly. The message is clear: a respectful workplace isn't optional - it's a shared responsibility. This proactive and compassionate approach has created a culture where people feel safe to speak up and know they're not alone if something goes wrong.

In our workplace, we don't tolerate bullying or harassment—not in the break room, not in the courtroom, not in a single email. We've got a clear, written zero-tolerance policy that outlines what's unacceptable, how to report it, and what happens next. But more than that, we've built a culture where people feel safe speaking up—because policy means nothing if folks are scared to use it. One specific practice we've put in place is a confidential reporting system—not just through HR, but also through a third-party platform. That way, if someone's uncomfortable going internal, they still have a voice. We also offer mental health support through our benefits, and we check in regularly—not just when something goes wrong. The goal is simple: protect our people, protect our culture. Because when folks feel safe and respected, they do their best work—and they stick around.

At my job, they take workplace bullying and harassment pretty seriously. They've got this open-door policy where anyone can chat with HR confidentially about any issues they're dealing with. There’s also mandatory training for all employees, which we go through annually. It’s not just a boring click-through; it really dives into what bullying and harassment look like and how they affect people's mental health. Plus, we have regular check-ins with our managers, where you can bring up less urgent stuff in a more casual way. If things get serious, there’s a formal process for filing complaints that ensures the person making the complaint is protected and supported throughout. Honestly, knowing there are clear steps and genuine support makes a huge difference in keeping the work vibe positive. Always good to know someone's got your back, right?

There is now a heightened focus on workplace bullying and harassment. We are dedicated to creating a positive and respectful workplace where every team member respects and feels respected and valued. We have a zero-tolerance policy, making it clear that bullying or harassment in any form will not be tolerated, and we react promptly and decisively as soon as matters are raised by our employees. There's one practice in particular we've implemented, our Zero-Tolerance Policy on Harassment and Bullying, which is outlined in our employee handbook. This policy includes processes for reporting that enable employees to report an incident anonymously without fear of retaliation. We also have regular training for staff on bullying, mental health, and having a respectful workplace. We also provide counseling and mental health resources as part of our support for mental health. We also have a formal grievance process where HR addresses the grievances in a timely, transparent, and amicable manner. By taking care of mental health and having good policies, we have created a healthy work environment, and the outcome is that our employees are more comfortable, and we have a good company culture at LAXcar.

In our company, workplace well-being is treated with the same importance as performance. We've built a culture where no one is above the rules. Any signs of bullying or harassment trigger an immediate, confidential review by HR. Everyone knows this and respects the line. We also implemented mental health check-ins and ensured team leaders received training to identify early signs of distress. There's an open-door policy for talking about issues, whether work-related or personal. At the end of the day, no one should feel afraid to come to work.

We're a small, close-knit team, so respect and clear communication are everything. We have a zero-tolerance policy on bullying, and any issue raised gets looked into right away. It's written into our employee guide, and everyone reads and signs it during onboarding. We also check in with the team regularly, not just about work but how they're feeling overall. And when someone's struggling, we make sure they feel supported by offering time off, mediation, or simply being available to listen.