Please note that if the result of the informal process is not viewed as favorable to the employee, the employee may move forward to the formal process.
A University Staff employee may file a complaint with the department chair or unit head.
He should raise the issue with employees in a general manner even if he knows of no instances of it, and encourage team members to speak out if they become a victim of it or observe it happening.A manager might also draft company rules against workplace intimidation, although these are not likely to be effective against subtle forms of intimidation.Oral and written confidential communications occurring during the informal process (e.g., admissions of fault, apologies, offers to reconcile, etc.) may not be used as evidence in any subsequent formal process.This is to encourage frank discussions to achieve a resolution.As a victim, you should confront the bully with your complaint.
Keep your emotions in check -- the company may be secretly waiting for an excuse to fire him, and if your tormentor explodes in anger and you don't, you may have given your company just the pretext it needs to do so.
In extreme cases, workplace intimidation can lead to suicide.
One of the most effective ways for a manager to prevent workplace bullying is to respect his own subordinates, thereby promoting a company culture of mutual respect.
When using the informal process to resolve the conflict, the University Staff member should be prepared to identify precisely the pattern or acts of conduct believed to constitute the violation.
This should be a record (of what was said, in what context and who witnessed the event, etc.) that the University Staff member has compiled during the time of the intimidating behavior.
You may experience depression, high blood pressure or substance abuse problems.