Cyber-bullying ...at Work

What can we learn from the tragic and untimely death of Rutgers University freshman Tyler Clementi? Are we equipped to address issues of cyber-bullying at work? How do we even know it’s happening, short of monitoring the daily activities of our employees on their workplace computers?

Simply put, cyber-bullying is the use of technology – including email, instant messaging, social networks, or the inappropriate use of cameras and smart phones – to harass, threaten, embarrass or otherwise target another person.

It is important for all employers to review whether they have appropriate resources in place to be able to address these concerns when they arise. A starting place is to ensure that your organization has policies, such as Anti-Harassment, Electronic Communications, or Workplace Violence policies in place that inform employees about the standards of appropriate workplace conduct. In light of increased activity with technology, including the use of personal equipment including smart phones, iPads, etc., it is important to review these policies and add clear language about bullying, including cyber-bullying, to these policies. And, when concerns are raised, organizations should take immediate action by conducting investigations and resolving disputes.

On the subject of workplace monitoring of company-owned equipment, if that’s the route you want to take, be sure to coordinate your efforts with your IT departments. Sometimes the cyber-bullying will occur off premises and not on company time. Be sure to consult with your legal counsel on what actions may be taken to address off-duty conduct.

In addition to ensuring that the corporate systems are in place, it is key to focus on employees who raise concerns and to educate supervisors and managers on how to handle issues that arise and what they should be looking out for. Get advice: talk to the representatives of your Employee Assistance Programs about how they might be able to provide counseling for employees. Often times, cyber-bullying, like other forms of harassment or violence, has emotional or psychological consequences.

From newspaper reports, Mr. Clementi may have posted his concerns about the broadcasting of his intimate encounter, on message boards and complained to his dorm supervisors. Training is going to be a key element of your plan for prevention. Train your managers to recognize signs of employee distress and on crisis management and intervention techniques for when issues arise. Train all of your employees on the proper adherence to the various policies that your organization has in place to address these issues. Being proactive and educating our workforce about the ever-growing issues involving the use – and misuse – of new technologies that have an impact in the workplace may help prevent another terrible tragedy.


This is a guest post from Blue Mesa Group practitioner Laurie Zeligson. Read more from Laurie here.


Laurie has spent 25 years helping businesses and their employees do the right thing. An experienced employment law attorney and human resources professional based out of our offices in New York, NY, Laurie consults on all types of workplace issues ranging from discrimination and harassment to ethics, compliance programs and policy development. Read her full bio, here.