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workplace bullying and discrimination build a response framework before the problem takes over the organisation

Having a policy on paper is not enough. We help companies put in place clear rules, roles, communication and response procedures for reports of workplace bullying, discrimination and inappropriate conduct.

Book a call about your response model

When a report is made, the organisation cannot start learning the procedure from scratch

Many companies formally have anti-bullying and anti-discrimination policies, but those policies fail to answer the most important question: what exactly should we do when a real situation arises?

Mateusz Sawaryn

Managing Partner Counsel

Common problems and challenges

The most common problems we solve

The policy exists, but no one knows how to use it The document is available on the intranet or in the internal rules, but when a report is made it does not clearly state who will handle the matter, how actions should be documented, how to communicate with the parties or when to escalate it.

We organise or update policies, reporting procedures and investigation rules so that they can be used in a real process.

HR and managers receive a clear course of action instead of having to interpret a document under pressure.

A formal policy may not protect the organisation if it is not reflected in decision-making, communication and accountability in practice.

The first report triggers chaos A formal or informal concern is raised about the conduct of a supervisor or team member, or about unequal treatment. The company wants to respond quickly but is unsure where to begin.

We help assess the risk, plan the next steps, safeguard communications and determine who should be responsible for further action.

The organisation responds consistently and without improvisation, while the management board retains greater control over the situation.

A delayed or inconsistent response may increase tensions, make the matter more difficult to investigate and increase the risk of a dispute.

Managers do not know where conflict ends and legal risk begins Teams experience tensions, difficult communication, allegations of unequal treatment or signs of abuse of authority. Managers often respond instinctively-too late, too forcefully or inconsistently.

We develop response standards for managers and provide practical training on handling difficult situations.

Managers' initial response becomes more predictable, measured and aligned with the organisation's interests.

A poorly managed response by a manager may aggravate the conflict and impede subsequent action by HR or the management board.

HR is left to shoulder the responsibility alone HR receives concerns, speaks with employees, seeks to reduce tensions and simultaneously manages legal risk. Without a clear division of roles, overload, delays and poor decisions can easily follow.

We define the roles and responsibilities of HR, managers, compliance, the management board and those receiving reports.

Everyone knows what they are responsible for, when they should become involved and which decisions should be escalated.

Unclear roles increase the risk of chaos, duplicated effort, gaps in documentation and loss of control over the process.

The management board is unsure whether the organisation is adequately protected From the management board's perspective, this is not solely an employee-relations issue. It also entails legal, reputational and organisational risk, as well as a growing time burden when the matter escalates.

We build a response model that gives the management board clarity about the risks, the applicable procedures, who makes decisions and when a management-level response is required.

The management board does not need to become involved in every detail, but retains oversight of the organisation's response mechanism.

Without a response model, decisions may be inconsistent, conflicts may escalate, key people may leave and employment disputes may arise.

The company is growing faster than its operating rules Following rapid growth, a restructuring, a merger or a change in management, the previous informal approach to resolving tensions is no longer sufficient.

We assess current practices and design a response model suited to the organisation's actual scale.

The company gains a predictable way of working that reduces risk without obstructing the business.

Tensions may build unnoticed, and the organisation may respond only once the problem has become difficult to control.

Our solution

What exactly you receive

Workplace Bullying and Discrimination Response Model

We help turn obligations and rules into a practical operating system encompassing documents, roles, decisions, communication and responses to specific situations. The objective is not another policy left unused, but a model that HR, managers and the management board can apply in practice.

Assessment of current rules and practices

  • review of policies, internal rules and procedures,
  • analysis of existing reporting channels,
  • review of the roles of HR, managers, compliance and the management board,
  • identification of gaps in documentation, communication and operational practice.

 

  • A map of risks and critical points, with recommendations on what should be improved, clarified or implemented

Preparation or update of procedures

  • anti-bullying and anti-discrimination policy,
  • reporting procedure,
  • rules for conducting investigations,
  • standard for documenting decisions and actions,
  • clear criteria for escalating a matter.

 

  • A set of procedures ready to be implemented and used in organisational practice

Clear roles and decision-making paths

  • division of responsibilities among HR, managers, compliance, legal counsel and the management board,
  • designation of the person who receives a report,
  • determination of who handles the matter,
  • decision-making and escalation points,
  • confidentiality and internal communication rules.

 

  • A clear accountability model

Support with specific reports and high-risk situations

  • analysis of legal and organisational risk,
  • recommendation of next steps,
  • support in preparing communications,
  • organisation of records of actions taken,
  • advice on limiting escalation.

 

  • A case-specific action plan that supports a prompt, consistent response without unnecessary disruption

Internal communication model

  • rules for communicating with reporting persons,
  • rules for communicating with persons concerned by a report,
  • communications for managers and HR,
  • recommendations on tone, confidentiality and the scope of information,
  • measures to limit the risk of rumours, tensions and uncontrolled escalation.

 

  • A safe and structured communication standard for difficult internal situations

Practical training for HR, managers and senior management

  • identifying high-risk situations,
  • a manager’s initial response,
  • receiving reports,
  • avoiding procedural errors,
  • working through scenarios and real organisational dilemmas.

 

  • The response team knows how to act in practice-before a crisis arises

Who this service is for

For organisations that want to retain control over difficult workplace situations

HR Director / Head of People

when they need clear procedures, roles and response protocols for reports of workplace bullying, discrimination or inappropriate conduct.

Compliance Officer / General Counsel

when they need to assess risk, organise documentation and ensure that the organisation’s actions are consistent with its obligations and operational practices.

Management Board Member / CEO / COO

when they want to reduce the risk of escalation, disputes, costly procedural errors and management board involvement in every detail of a matter.

Stages of our work

How we work together

Assess risks and critical points

We review current documents, procedures, practices, roles and the situations the organization is facing.

Design a response model

We prepare or update procedures, reporting routes, investigation rules, responsibilities and communication standards.

Implement across the organization

We define ownership for each step, how to communicate the rules and how to prepare HR and managers to follow the procedures.

Embed the process and provide practical support

We deliver training and consultations, and support the organization in situations requiring risk assessment or corrective action.

Contact us

Check whether your organisation is ready to handle a difficult report

If procedures exist only on paper, the first serious matter will quickly expose their weaknesses. It is better to clarify roles, decisions and communications in advance-before pressure, conflict and a risk of escalation arise.

Briefly tell us whether you need an audit of existing procedures, support with an initial report, a policy update, manager training or clearer roles for HR and the management board. We will recommend the best first step.

Mateusz Sawaryn

They will follow up with any questions or recommend a next step.

Quick response

We usually respond within two hours on business days.

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