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Guide for business owners

Handling a Bullying or Harassment Complaint at Work

A complaint about bullying or harassment is one of the most sensitive situations an owner can face. Handle it well and you protect your people and your business. Handle it badly and you risk a claim with no upper limit, plus the damage to trust and morale. Employers also now have a legal duty to take reasonable steps to prevent harassment, so doing nothing is no longer an option. Here is how to handle a complaint properly.

Written by Samantha Newton FCIPD, Chartered Fellow CIPD · 6 min read · Last reviewed June 2026

Samantha writes a weekly HR column for Health & Wellbeing Magazine.

Take every complaint seriously, however it arrives

A complaint may come formally in writing, or informally in a quiet word. Either way, your first job is to listen, take it seriously, and resist the urge to dismiss it as a personality clash or someone being oversensitive.

How you react in the first conversation sets the tone for everything that follows. Thank the person for raising it, reassure them it will be taken seriously, and explain what happens next. Do not promise an outcome, and do not take sides.

First move

Treat any complaint as serious from the first moment, listen properly, and explain what will happen next.

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Investigate fairly before you reach any conclusion

Most complaints need some form of investigation: hearing both sides, speaking to any witnesses, and gathering the facts before you decide anything. Jumping to a conclusion, in either direction, is where employers get caught out.

Keep the process confidential, keep a written record, and stay impartial even if you have a view about the people involved. If you are too close to the situation to be fair, bring in someone independent to investigate.

First move

Gather the facts from both sides before deciding anything, and keep a written record throughout.

Protect people during the process, and act on what you find

While you investigate, think about how to keep the people involved safe and comfortable, which may mean adjusting working arrangements. Avoid anything that looks like punishing the person who complained, as that can become victimisation.

Once you have the facts, act on them: that might be informal resolution, mediation, a disciplinary process, or training and clearer expectations. What matters is that you respond, and can show you took it seriously.

First move

Keep those involved protected during the process, then act on your findings rather than letting it drift.

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Key takeaways

  • You now have a legal duty to take reasonable steps to prevent harassment, so prevention matters, not just reaction.
  • Take every complaint seriously from the first conversation, and never take sides early.
  • Investigate fairly, confidentially and impartially before reaching any conclusion.
  • Protect the person who complained, act on your findings, and keep a record. If in doubt, take the free Situation Check.

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