#BTColumn – Dear HR: How can one deal with a toxic work environment?

Disclaimer: The views and opinions expressed by the author(s) do not represent the official position of Barbados TODAY.

By Carol- Ann Jordan and Jacqueline Belgrave

I started to work a couple of years ago after being out of work for a long time. This job is important to me but I realise that a lot of the people who join the company now are not staying. They are leaving because, as they say, “The environment is toxic”. To be honest, some of the other staff have said they would like to leave but believe they have put in so much time that it would not be worth it. What is a toxic environment? Should I start looking for another job?

The phrase “toxic environment” is widely used. But what does it really mean? “Toxic” is used to describe a working environment in which negative attitudes and behaviours are ingrained in the culture to the extent that employees feel stressed much of the time. 

To a large degree, how employees feel about their working environment is a combination of their perception of what is taking place there, how they perceive they are being treated and the extent to which they believe their goals, aims and objectives are being met. It is important to start here because what one person considers uncomfortable, another person may not. In your case, it is important that you ensure that your work experience is being defined by you, rather than it being defined for you by your work colleagues who may be dissatisfied or uncomfortable at work. Those who may be unhappy with the culture of the workplace may believe it best to exercise other options, such as moving on, rather than waiting for or trying to bring about change. However, these decisions are personal decisions. 

It may also be difficult for those leading and managing the organisation to recognize that their styles of engagement and interaction are impacting workplace culture negatively. No employer wants their workplace to be described as toxic. 

What are some influences of workplace toxicity? 

Communication:

Communication is ineffective (may often be characterized by passive aggression). 

Pervasive absence of trust. 

Un-resolved miscommunications. 

Regular (unhealthy) employee conflicts.

Culture

An emphasis on “metrics” over “people”.

Inconsistent and unfair treatment of people.

“Clique-ish” behaviour

The existence of a culture of bullying (tacit or explicit) by peers or managers.

Employees feeling disempowered, unimportant and unappreciated.

Behaviour

Absence of clarity regarding levels of authority and responsibilities (and employees are afraid to ask).

Generally defensive or aggressive behaviour.

Sub-standard quality and quantity of employee output (employees miss deadlines or deliver work late, or to a lower standard).

The creation of unrealistic KPIs (metrics that are impossible to achieve).

Focus on competition rather than collaboration.

Irrationality or unreasonableness on the part of the employer/leader/manager

High employee turnover (i.e. frequent employee exits).

These influences can directly impact the state of an employee’s mental health. Individuals who are vulnerable will show signs of stress or depression and will lack motivation. Most often, an employee’s most blatant sign that they are in a toxic working environment is simply a persistent, unshakable, unwillingness to go to work. The affected employee often feels emotionally drained, demotivated, and defeated.

The feeling of toxicity can begin from as early as the employee’s first day or it may evolve over time. For example, an employee may join a company, full of hope and enthusiasm, only to discover that the job and available opportunities were misrepresented either in the advertisements or in the interview. Or, the employee may discover that the culture is quite different from what they were promised. These experiences alone can sow seeds of doubt and mistrust, which in turn, can violate the psychological contract that exists between the company and the employee. The term psychological contract refers to the set of expectations and assumptions that employees and the employer (i.e. its leaders and managers) have of each other. These expectations and assumptions are often un-spoken, but are held nevertheless. For example, each side (employee and employer) has expectations about how the other will behave or how people are treated within the organisation. During times of change, breaches to the psychological contract have caused significant conflict and disruption in the workplace. Sometimes the focus and priorities of an organisation change because of changes in its leadership and its management. If, for example, an individual who prioritizes results over all else is promoted to a position of leadership, the entire culture of the workplace can be affected and human relationships (employee relationships) may start to suffer. This one change may cause employees who originally identified with and believed in the company’s mission to fall out of alignment with it. 

Since it is their responsibility to create an environment in which employees are motivated, managers and supervisors should be aware of the features of a toxic environment. By proactively addressing employee concerns regarding ineffective communication, potential mental health issues, organisational culture and negative employee behaviours, organisational leaders can effectively minimise or reduce workplace toxicity levels or retard their evolution. This is also important because, in these negative environments, employees are less productive, less engaged and less motivated. They are at greater risk of burnout and of becoming increasingly dissatisfied with their jobs, their workplaces, and potentially even their lives. Leaders can well appreciate the impact these can have on their bottom lines. 

In the end, it is evident though that the individual employee will be influenced, in large measure, by his/her perception and personal interpretation of situations and experiences. While HR teams are more closely cued into the possible evolution and impact of toxicity in the workplace, it is unreasonable and impractical to expect HR alone to “fix” these issues. All members of the management team (starting with the employer/leader), and the employees themselves, must work collaboratively to achieve their desired outcomes. 

About Lifeline Labour Solutions: Lifeline Labour Solutions is a boutique partnership providing people management solutions to workplace challenges Partners Carol- Ann Jordan and Jacqueline Belgrave are established practitioners with a wealth of knowledge and experience in Employment Relations, Labour Relations and Human Resource Management between them. Email: info@ lifelinelabour.