UK Workplace Issue Playbook · 2026
How do I deal with a bullying manager in the UK?
Why this matters
Bullying by a manager is the most common workplace problem I see in 12 years of recruitment — and the most undocumented. People are afraid to complain because the bully controls their performance review, references, and pay. But the longer it continues, the more it damages your career, health, and confidence. Action protects all three.
Legal basis
Equality Act 2010 (harassment if related to protected characteristic); Employment Rights Act 1996 — section on legislation.gov.uk">Employment Rights Act 1996 s.95(1)(c) (constructive dismissal); Health & Safety at Work Act 1974; Protection from Harassment Act 1997.
Step-by-step playbook
1) Document every incident: date, words used, witnesses, your response, impact. 2) Save evidence: emails, Teams/Slack messages, performance reviews showing inconsistencies. 3) See your GP if your health is affected — gives medical evidence. 4) Read company policy on bullying and dignity at work. 5) Raise grievance directly with HR (skip your manager). 6) Reference: company policy, ACAS Code, Equality Act if applicable, employer's duty of care under H&S Act. 7) Request: investigation, no-contact arrangement, transfer if possible, support (counselling, EAP). 8) Engage with investigation. 9) If outcome inadequate, appeal. 10) If situation untenable, get specialist advice before resigning — constructive dismissal claim possible with 2 years' service.
Letter / template
Grievance to HR (manager bullying) template: 'Dear [HR Director], I am writing to raise a formal grievance under the company's grievance procedure and the ACAS Code of Practice. Because the grievance concerns my line manager [name], I am submitting it directly to HR. The grievance is that [name] has engaged in a sustained pattern of bullying behaviour, including: - [Date]: [specific incident — e.g., public criticism in team meeting, exclusion from email, withholding work allocation] - [Date]: [specific incident] - [Date]: [specific incident] [If applicable: I believe the conduct also constitutes harassment under the Equality Act 2010 because it relates to my [characteristic].] The impact on my health and performance has been [specific impact]. I have seen my GP who has [diagnosis/treatment]. I request: - A formal investigation by an independent manager (not within my line) - No-contact arrangement with [name] during the investigation - A temporary alternative reporting line - Access to the Employee Assistance Programme - Confidentiality - The right to be accompanied at meetings I am also conscious of the employer's duty of care under the Health and Safety at Work Act 1974. Please confirm next steps within 5 working days. Yours sincerely, [Your name]'
What NOT to do
Don't: confront the manager publicly; resign in frustration without advice; delete evidence (Slack/email logs); rely on memory — document daily; ignore your physical/mental health; trust the manager's narrative about your performance; accept performance ratings without appealing if they're unfounded; assume HR will see what's happening — they need it spelled out.
Worked example
Sophie's manager repeatedly belittled her in team meetings, withheld her project allocations, and gave her a 'meets some expectations' rating despite delivering all targets. She kept a 6-month diary, saved emails, and got a GP note for stress. She raised a grievance to HR. Independent investigation upheld the complaint, removed her from his line, and gave her a re-rated performance review and £4,000 retrospective pay rise. Her career recovered; without the documentation, she'd have left with no record of the truth.
Recruiter pro tip
The asymmetric weapon against bullying managers is contemporaneous documentation of THEIR behaviour AND your performance. Bullying managers often quietly downgrade ratings to justify exclusion; if you can show your actual delivery vs their narrative, the gap exposes them. Save your delivery evidence (emails confirming completed work, client feedback, project outcomes) every month, separately from the work systems. It's not paranoid — it's professional risk management.
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