What counts as bullying at work?
Acas describes bullying as unwanted behaviour from a person or group that is offensive, intimidating, malicious or insulting, or an abuse or misuse of power that undermines, humiliates or causes harm. It is often a pattern, but a single serious incident can be enough. The person doing it may not realise their behaviour is bullying.
It helps to separate behaviours that are often lumped together. Describing behaviour accurately matters whether you are reporting it or reflecting on your own conduct.
| Term | What it means | Clinical example |
|---|---|---|
| Incivility | Low-level rudeness, often without clear intent to harm | Sighing, eye-rolling or saying 'just do it' when a nurse asks about a prescription |
| Aggression | Hostile or threatening behaviour | Shouting at a junior colleague in a corridor, swearing at someone, slamming equipment |
| Bullying | Offensive or intimidating behaviour, or misuse of power, that undermines or humiliates | Repeatedly criticising one trainee in front of the team and giving them the worst shifts |
| Harassment | Unwanted conduct related to a protected characteristic that violates dignity or creates a hostile environment | Repeated jokes about a colleague's accent, religion or age |
There is no single law against bullying. But under the Equality Act 2010, bullying linked to a protected characteristic (such as race, sex, religion, disability, age or sexual orientation) can be unlawful harassment, and victimising someone for complaining is also unlawful.
What is not bullying?
Fair feedback, performance management or being asked to follow a policy is not bullying, even if it is uncomfortable, provided it is reasonable and delivered respectfully. A senior colleague raising their voice once in a genuine emergency to stop an unsafe act is different from a habit of shouting. The question is whether the behaviour was reasonable and proportionate in the circumstances.
This is especially relevant for internationally educated staff. Communication styles differ between countries and between hospitals. A direct, loud style that was normal elsewhere may be experienced as aggressive in a UK team. Recognising this is not saying your training was wrong. It is accepting that behaviour is judged by how it is experienced by the people you work with now.
Why is bullying a patient safety issue?
Healthcare depends on people being willing to speak up. A nurse needs to feel able to call a doctor at three in the morning. A junior pharmacist needs to feel able to question a senior prescriber. When staff are belittled or afraid, they share less information, ask fewer questions and delay escalation.
- People spoken to rudely tend to focus on the rudeness, which affects their thinking and memory.
- Witnesses to rudeness can also perform less well, not only the person targeted.
- Junior staff may avoid calling a colleague known to be aggressive, delaying help for a deteriorating patient.
- Staff who are bullied are more likely to take sick leave or leave, increasing pressure on those who remain.
Tomasz, a newly qualified nurse on nights, called the on-call doctor about a low blood pressure and was told loudly to stop wasting the doctor's time. Three hours later, another patient became drowsy with a rising respiratory rate. Tomasz hesitated for forty minutes before calling, because he did not want to be shouted at again. The earlier comment was not the only reason for the delay, but it played a part.
This is why the NHS Staff Survey asks every year about bullying, harassment and abuse from colleagues and managers, and why regulators treat behaviour towards colleagues as a professional issue rather than a private disagreement.
What do regulators say about behaviour towards colleagues?
| Regulator | Relevant expectation |
|---|---|
| GMC | Good Medical Practice 2024 says doctors must treat colleagues with kindness, courtesy and respect, must not act in a way that could be seen as bullying, harassment or discrimination, and should act if they witness such behaviour |
| NMC | The Code requires nurses, midwives and nursing associates to work cooperatively, treat people with kindness and respect, and uphold the reputation of the professions |
| HCPC | The standards of conduct, performance and ethics require appropriate and effective communication and honest, trustworthy behaviour |
| GPhC | The standards for pharmacy professionals require working in partnership with others and behaving professionally |
Concerns about shouting, humiliating colleagues, intimidation and sexual comments can all lead to a referral. A single lapse that is acknowledged and not repeated is viewed very differently from a sustained pattern, especially one targeting junior staff or linked to a protected characteristic.
What should I do if I am being bullied at work?
- Keep a record: Write down what happened, when, where, what was said and who was present, as soon as you can. Keep copies of emails or messages.
- Consider an informal approach: If you feel safe to, you or a trusted colleague might tell the person how their behaviour affects you. This is never required, especially if the behaviour is serious.
- Speak to someone: Talk to your line manager, or a more senior manager if your manager is involved. Your organisation's Freedom to Speak Up Guardian, HR team or trade union representative can also advise.
- Use the formal policy: NHS organisations have a bullying and harassment or dignity at work policy. Read it and follow its process for a formal complaint.
- Look after your health: Occupational health, staff support services, your GP and NHS Practitioner Health can help if bullying is affecting your wellbeing. If you ever feel unable to cope, Samaritans are available on 116 123, day and night.
Acas offers free, confidential advice on bullying and employment rights. If you are thinking about a legal claim, get advice from your union or an employment adviser early, because time limits can apply.
What if a complaint has been made about my behaviour?
Most people referred for behavioural concerns do not see themselves as bullies. Being told someone has complained can feel unfair. How you respond in the next few days matters a great deal.
- Pause. Do not reply in anger by email or message.
- Do not contact the person who complained to argue or ask colleagues to take sides. This can be seen as intimidation or victimisation.
- Get advice from your trade union, defence organisation or professional body, especially if a regulator may become involved.
- Write a private, honest account while it is fresh, and take advice before sharing it.
- If an apology is appropriate, give it through an agreed route, without justifications attached.
- Start reflecting and learning early, rather than waiting for an outcome.
Know your triggers
Many people find the same situations lead to the same behaviour: being interrupted during a complex task, a call at the end of a long shift, or feeling their judgement is being questioned. Plan a different response in advance, such as 'I am busy, I will call you back in five minutes', and then make sure you do call back.
What does insight look like in a behaviour reflection?
Behaviour is harder to remediate than a knowledge gap, because it is about how you act under pressure over time. A certificate alone shows little. Regulators look for an accurate account, understanding of the impact, and evidence from other people that your behaviour has changed and stayed changed.
I may have been a bit short with the junior doctor during a stressful on-call. She kept bleeping me about things that could have waited. I did not mean to upset her and I apologise if she was offended. Junior doctors need to be resilient.
Twice in one shift I spoke to a foundation doctor in a humiliating way, once calling her useless on the phone and once telling her, in front of nurses and a patient, that she should not be a doctor. That was bullying. She was right to escalate a patient she was worried about, and my response made it less likely she or the nurses would call for help again. A colleague has said I have spoken to juniors like this before, so I accept this is a pattern. I have apologised through her supervisor, started coaching, and completed multi-source feedback, which I will repeat after six months of observed on-call practice.
The strong version uses plain words ('I called her useless') instead of soft ones ('a robust exchange'), recognises the effect on patient safety, accepts the pattern, does not blame the other person, and points to evidence that others will provide.
| Remediation action | Evidence |
|---|---|
| Coaching or mentoring on communication under pressure | Record of sessions and a reflection on specific changes |
| Multi-source (360-degree) feedback | Results at the start and again after several months |
| Supervision with observation in busy settings | Supervisor's report over an agreed period |
| Informed testimonials | Statements from colleagues who know about the concern |
| Updated reflections | Dated reflections at three and six months |
Further learning
This guide is general information and not legal or employment advice. If you are involved in a formal process, your union, defence organisation or legal representative should guide what you say and submit.
Our course Workplace Behaviour, Aggression and Bullying helps professionals recognise the behaviour, understand what drives it, repair working relationships and build a reflection and remediation plan with verifiable evidence. Completing any course does not decide the outcome of a process, but it can help you understand and show what has changed.
Frequently asked questions
Is shouting at work classed as bullying?
It can be. A single raised voice to stop an unsafe act in an emergency is different from a pattern of shouting at colleagues. Shouting that is intimidating, humiliating or repeated, especially by someone with more power, is likely to meet the Acas description of bullying and can lead to a professional concern.
Can I report a bullying colleague to the NMC or GMC?
Usually you should raise it with your employer first using its bullying and harassment policy, because most concerns are best dealt with locally. You can refer to a regulator if the behaviour is serious, puts patients at risk, or local action has not worked. Your union or Freedom to Speak Up Guardian can help you decide.
Is bullying illegal in the UK?
There is no specific law against bullying. However, bullying related to a protected characteristic can be harassment under the Equality Act 2010, and victimising someone for complaining is unlawful. Severe bullying can also contribute to other claims, such as constructive dismissal. Acas and your union can advise.
Can a nurse lose their registration for bullying?
It is possible in serious cases, particularly where there is a sustained pattern, sexual harassment or discrimination, or a lack of insight. Many behavioural concerns are resolved locally or with conditions. Regulators look closely at whether the professional understands the impact and has shown lasting change.
What should I do if my manager is bullying me?
Keep a detailed record and speak to a more senior manager, HR, your trade union or your Freedom to Speak Up Guardian. Your organisation's dignity at work policy should explain how to raise a complaint when your line manager is involved. Look after your health and use occupational health or your GP for support.
Should I contact the colleague who complained about me?
No, not to discuss or challenge the complaint. Doing so can be seen as intimidation or victimisation and can make things worse. Follow your employer's process and any instructions you are given, and get advice from your union or defence organisation before responding.
Related courses
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Sources and further reading
- Bullying at work. Acas.
- Good Medical Practice (2024). General Medical Council.
- The Code: Professional standards of practice and behaviour for nurses, midwives and nursing associates. Nursing and Midwifery Council.
- Standards of conduct, performance and ethics. Health and Care Professions Council.
- Standards for pharmacy professionals. General Pharmaceutical Council.
- Equality Act 2010. legislation.gov.uk.
- The future of Freedom to Speak Up. NHS England.
Practitioner Insight is an independent education provider. It is not affiliated with or endorsed by the GMC, MPTS, NMC, HCPC, GPhC or any NHS organisation, and this information is not legal advice. If you have been referred to a regulator, speak to your defence organisation, trade union or legal representative.
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