The Respectful Workplace Toolkit

Why This Guide?

The UK Civil Service is committed to a culture of integrity and respect, yet behaviours such as incivility and bullying can still emerge, undermining our wellbeing and effectiveness. This guide translates internationally validated research into a practical, confidential tool for all public servants. It provides a structured way for everyone—particularly those with management responsibilities—to reflect on their workplace interactions, build self-awareness, and foster a positive, productive atmosphere.

The Evidence Base

This guide is built from:

• peer‑reviewed studies and validated measurement scales (e.g., Leymann Inventory of Psychological Terror, Negative Acts Questionnaire‑Revised)

• systematic reviews that map the full spectrum of workplace aggression, from subtle incivility to severe bullying

What Is Workplace Bullying?

For this guide, we adopt the widely accepted definition: repeated, unreasonable behaviour directed toward an employee or group that creates a risk to health and safety. Bullying often involves a real or perceived power imbalance, making it difficult for the target to defend themselves. It ranges from overt aggression (shouting, insults) to subtler acts (withholding information, social exclusion).

The questionnaire could be useful as a self-help tool in cases where the the subject is willing to improve and the bullying behaviour is unconscious:

• the result of long-formed habits which have been tolerated/remained unchallenged for a variety of reasons

• the expression of personality traits/ “hot” temperament (Anderson 1999)

• the consequence of a victim-bully cycle where bullying behaviour is diffused through the ranks; in this instance a victim's questionnaire/journal would also be useful.

• the expression of the spiralling effect of incivility in the workplace. This is similar to the victim-bully effect described above, but it involves low-intensity deviant behaviour with ambiguous intent to harm (Andersson 1999). However such behaviour might as well be perceived as bullying by anyone at the receiving end or a bystander.

There are also cases of conscious bullying, persons displaying behaviour meant to belittle and intimidate coworkers under the excuse of “efficiency at all costs”. In these cases, the questionnaire could be used as a voluntary developmental tool with one’s own manager during weekly conversations.

How to Use This Questionnaire

Confidential & Developmental – This is a self‑development tool, not a performance metric.

Be Honest – The value lies in candid self‑reflection.

Focus on Growth – Identify habits and areas for improvement without judgment.

Use It Regularly – Set aside 15 minutes each week for three months to track patterns.

Take Action – Use the Reflection & Action prompts to turn insights into positive change.

Weekly Self‑Reflection Questionnaire

(For the week commencing: [date])

For each statement below, note how many times the behaviour occurred this week.

Category 1 – Threat to Professional Standing

(Actions that undermine a person's work, value, or professional reputation.)

Publicly belittled someone’s opinion or professional judgement

Reminded someone of past mistakes or blunders

Failed to give due credit for their work

Unfairly questioned a colleague’s commitment or effort

Gave feedback focused on personal traits rather than specific actions

Instances this week: ______

Category 2 – Threat to Personal Standing

(Actions that are personal attacks or insults, devaluing an individual.)

Used insults, name‑calling, or swearing toward a colleague

Ridiculed a colleague (e.g., mimicking their speech or mannerisms)

Spread malicious rumours or gossip

Made inappropriate remarks about someone’s personal life or appearance

Instances this week: ______

Category 3 – Isolation

(Actions that socially or professionally exclude someone.)

Intentionally withheld information needed for someone to do their job

Blocked a colleague's access to opportunities (training, projects, meetings)

Refused to speak with or acknowledge a colleague

Actively excluded someone from a team or social group

Instances this week: ______

Category 4 – Overwork & Unrealistic Pressure

(Actions that set someone up to fail through an unmanageable workload.)

Set impossible or last‑minute deadlines without good reason

Applied undue pressure on an individual to complete tasks

Disrupted someone unnecessarily while they were working or speaking

Assigned meaningless tasks or removed responsibilities without explanation

Instances this week: ______

Category 5 – Destabilisation & Intimidation

(Actions that create uncertainty, fear, or a loss of control.)

Used verbal or non‑verbal threats (e.g., door slamming, invading personal space)

Deployed disciplinary or competence procedures in a threatening way

Rejected leave or training requests without fair and transparent explanation

Was told my behaviour was perceived as intimidating, unprofessional, or demeaning

Instances this week: ______

Reflection & Action

Which category had the most instances this week?

What situations or triggers might have contributed to these behaviours? (e.g., stress, tight deadlines, a difficult meeting)

What is one positive, proactive step I can take next week to address this?

If Category 1 was high: “I will publicly acknowledge a colleague’s good work in our next team meeting.”

If Category 3 was high: “I will proactively share key information and make a point to invite quieter team members to contribute.”

If Category 4 was high: “I will review all upcoming deadlines with my team to ensure they are realistic and achievable.”

If there are any incidents in Categories 2 or 5 (Personal Standing / Intimidation):

Behaviours in Category 2 (Threat to Personal Standing) and Category 5 (Destabilisation & Intimidation) are particularly serious and can cause significant harm. If you find yourself recording any actions in these areas, a more robust response is required.

Immediate Reflection: Ask yourself honestly what is driving this behaviour. Is it a reaction to stress, a specific conflict, or a deeper pattern?

Taking Ownership: If you have acted inappropriately, a sincere and direct apology to the affected person is a critical first step toward repairing the relationship and professional trust.

Seeking Support: These behaviours often benefit from external support. We strongly encourage you to:

• speak with your line manager to discuss professional development and coaching

• contact the Employee Assistance Programme (EAP) for confidential, professional guidance on conflict resolution, communication, or anger management

• consult your HR Business Partner for advice on appropriate conduct and available training resources

Recommendations for Implementing the Questionnaire

For this initiative to succeed, visible leadership and structured support are key.

Visible Commitment – The Senior Leadership Team (SLT) should publicly pledge to participate, modelling the desired behaviour.

Dedicated Time – Block a 30‑minute protected “Reflection Time” in calendars each week (e.g., Friday 14:30) to signal organisational support.

Evaluate Impact – Run an anonymous pulse survey midway and at the end of the three‑month trial to gauge culture change and refine the approach.

Consultation – Implementation teams should consult with departmental HR, unions, and inclusion groups to ensure the rollout is effective and well-supported.

Remember: Consistent, honest self‑reflection is a powerful step toward healthier, more respectful workplaces – and evidence shows it works. Let’s set the standard together.

Key Academic Sources

Cowie, H., et al. (2002). Measuring workplace bullying. Aggression and Violent Behavior, 7(1), 33‑51.

Leymann, H. (1990). Mobbing and psychological terror at workplaces. Violence and Victims, 5, 119‑126.

Olweus, D. (1999). In P. K. Smith et al. (Eds.), The nature of school bullying: A cross‑national perspective (pp. 7–27). Routledge.

Rayner, C., & Hoel, H. (1997). A summary review of literature relating to workplace bullying. Journal of Community & Applied Social Psychology, 7(3), 181‑191.

Notelaers, G., et al. (2019). Measuring bullying at work with the short‑negative acts questionnaire. Work & Stress, 33(1), 58‑75.

Additional Recommended Reading

van Reemst, L. & Jongerling, J. (2021). Measuring and modelling exposure to external workplace aggression. Journal of Interpersonal Violence, 36(17‑18), 7978‑8003.

Silva, R., et al. (2021). Leymann Inventory of Psychological Terror Scale: Development and validation. Economies, 9(3), 94.

White Jr., R. D. (2010). The micromanagement disease: Symptoms, diagnosis, and cure. Public Personnel Management, 39(1), 71‑76.