The tribunal victory of an NHS nurse reported in February 2025 is more than a legal headline. It’s a wake-up call for all employers and HR professionals.

The respected diabetes specialist resigned after enduring years of passive-aggressive bullying from a colleague. The bullying wasn’t shouting or name-calling. It was exclusion. Petty behaviour such as erasing her name from a shared book. Turning away from her as she presented in meetings. She was consistently left out of the morning tea round and her morning greetings were ignored.

It cost the nurse her health. It cost the NHS an experienced specialist. It cost the NHS Trust £41,000 in damages.

These are the steps HR can take to prevent these sad circumstances:

1. Stop minimising “petty” behaviour

Cold shoulders, eyerolls, and subtle exclusion are not “personality clashes”. They are red flags. These “low-level” behaviours should be added to bullying policies, with managers trained to recognise and report them.

When patterns emerge, HR must act swiftly. If someone feels targeted, listen. Dismissive responses cost lives, careers, and reputations.

2. Take mediation seriously

The NHS Trust arranged mediation, but did nothing when the agreed outcomes failed. That’s not resolution. That’s avoidance.

Every mediation should be followed up with a review, escalating the case if needed.

3. Track workplace dynamics

The nurse’s colleague wasn’t held accountable despite continued toxic conduct. Why? Because the system only noticed what was on paper, not how people felt. Employers can use anonymous surveys and wellbeing data to uncover invisible issues.

4. Offer dedicated support

The specialist nurse was signed off with stress and underwent therapy, yet HR didn’t act with urgency. Bullying investigations shouldn’t take years. Employees in distress shouldn’t be left to fend for themselves. A dedicated HR contact should liaise with employees who report bullying, involving fast-track access to mental health support if needed.

5. Hold people accountable

When a team member undermines culture, it doesn’t matter how skilled they are. Behaviour is part of performance. HR must make that clear.

Values-based behaviour can be linked to appraisals. If someone repeatedly breaches conduct expectations, act swiftly. Make sure your disciplinary process is compliant and watertight.

The Bottom Line

‘Toxic culture doesn’t always shout,’ says Emma Clack of Henoem HR in Stevenage and Welwyn.  ‘Sometimes it whispers, avoids eye contact and skips your name on the tea list. But it’s still bullying and it’s HR’s job to stop it.’

Let’s not wait for the next tribunal to take this seriously.

Contact Emma for an initial discussion in confidence and without obligation.