How harassment appears at work
Workplaces now run on chat apps, email, video calls, shared documents and sometimes private social media groups. These tools make collaboration easy, but they can also carry unwanted behavior. Harassment among colleagues is not limited to office hours or company systems; it can happen in after-hours messages, group chats set up by coworkers or posts on personal accounts that refer to a colleague.
Examples can include:
- Repeated demeaning or hostile messages in team channels or direct messages
- Public ridicule or sarcasm in group threads aimed at one person
- Excluding someone from chats or meetings as a way of isolating them
- Sharing screenshots of a colleague’s messages to embarrass them
- Spreading rumors or false claims about a coworker online
- Persistent contact outside working hours after the person has asked for it to stop
- Comments about someone’s personal characteristics, such as their background, appearance, age or beliefs
- Creating fake accounts or anonymous profiles to target a colleague
- Misusing video calls, for example by repeatedly interrupting or mocking someone
Context matters. Normal disagreement, firm feedback and clumsy humor are not automatically harassment. What tends to make behavior harassment is that it is unwelcome, repeated or severe, and has the effect of intimidating or demeaning a person. Many countries have laws and workplace rules covering specific forms of harassment and discrimination, and they differ, so this article offers only general information.
Effects on individuals
People targeted at work can experience:
- Anxiety before opening messages or logging in
- Trouble sleeping and difficulty concentrating
- Reduced confidence and fear of making mistakes
- Dread of meetings or reluctance to speak up
- Taking sick days, avoiding colleagues or considering leaving the job
- Strain on home life, since digital messages can arrive at any time
Because the workplace is also where someone earns a living, a person may feel they cannot simply walk away. That pressure can lead to staying silent for a long time. If the strain affects your wellbeing, a doctor, counselor or other qualified professional can offer support, and many employers provide confidential assistance services.
Effects on teams and organizations
Harassment rarely affects only the target. Colleagues who witness it may become guarded, communicate less openly or worry they could be next. Over time, organizations may see:
- Lower morale and trust
- Less collaboration, with information kept private
- Higher absence and staff turnover
- Reduced productivity from distraction and conflict
- Reputational and legal risk if complaints are mishandled
Teams where people feel respected generally find it easier to raise problems early. That is one reason many employers invest in clear conduct expectations and training. If you are interested in the preventive side, see our discussion of safety training.
If you are being targeted
You may not know whether your situation counts, and that is a fair place to start. Some steps people commonly find useful:
- Keep a record. Save messages, note dates and times, and record who saw what. Follow your employer’s rules about copying company data, and use only the methods they allow where possible. Our guide to saving evidence explains the general approach.
- Say so, if it feels safe. A short, clear message such as “Please stop sending me comments like that” can be enough in some cases, but you are not obliged to confront anyone.
- Use the formal route. Look for an employee handbook, human resources contact, manager, ombudsperson or designated person for complaints. Many organizations have procedures, including confidential options.
- Ask about support. Some workplaces can adjust reporting lines, channel access or schedules while a complaint is looked into.
- Seek outside advice. A union representative, workplace advice service or qualified employment lawyer in your country can explain your rights and time limits.
- Contact the police if there are threats, stalking or other criminal behavior, or emergency services if you are in danger.
If you witness it
Bystanders matter. You can check in privately with the person, avoid joining or reacting approvingly to demeaning messages, and report what you saw through the proper channel. Many of the same principles apply as when supporting a friend, with the added consideration of workplace procedures and confidentiality.
What employers can do
Employers have a responsibility, often legal, to respond to harassment. Good practice usually includes:
- A clear policy that states harassment through digital tools is covered, including messaging apps and off-hours behavior linked to work.
- Defined reporting routes, with more than one person to approach, so employees are not forced to report to the person involved.
- Prompt, fair handling of complaints, with confidentiality respected as far as possible and no retaliation against those who report.
- Training for managers so they recognize problems and know how to respond.
- Sensible tool settings, such as moderated channels, retention policies and guidance on group chat conduct. A written acceptable use policy can set out expectations in plain language.
- Follow-up to check that behavior has actually stopped and that the person is supported.
Employers should seek advice from qualified legal or human resources professionals about obligations in their country, since these vary.
Building a respectful culture
Prevention is mostly about everyday habits: courteous tone in chats, thinking before sending a joke, respecting off-hours and pushing back gently when something goes too far. Our piece on online etiquette covers norms for group conversations. Leaders who model respect and treat complaints seriously set the tone for everyone else.