Bullying in the Workplace: A Construction Industry Case Study

Introduction

Workplace bullying is more than just poor behaviour. It is a serious occupational health and safety concern that affects productivity, mental health, and the overall culture of an organization. In the construction industry, where high pressure and strict deadlines are part of the daily routine, bullying is often overlooked or excused as “tough leadership.” However, the reality is that bullying can have devastating consequences for both workers and employers. This blog explores a construction industry scenario where a supervisor’s behaviour crosses the line into bullying. We will provide a case in point and examine how Canadian legislation addresses workplace bullying and harassment.

Scenario: The Foreman Who Yells

Carl is an electrician working on a commercial build in Ontario. His site foreman, Bob, is known for barking orders and using name calling to “motivate” his crew.

At a morning safety meeting, Bob points at Carl in front of everyone and shouts: “Carl, you are slowing everyone down. If you cannot keep up, I will find someone who can.”

Later that week, Bob passes Carl during lunch and says, loud enough for others to hear: “You are always slacking off. Do you even care about this job?” On another occasion, Bob calls Carl an “idiot” for double checking wiring.

Carl begins to dread coming to work. He takes more sick days and avoids speaking up about safety concerns. His productivity drops, and his confidence plummets.

This scenario is not simply tough supervision. It is bullying because:

• The criticism is public and humiliating.
• The power imbalance makes it difficult for Carl to respond.
• The behaviour is repeated and targeted.
• The impact includes stress, withdrawal, and reduced performance.

Case in Point: Bullying in Construction

Research has shown that bullying and harassment are common psychosocial hazards in the construction industry. Studies link abusive conduct with increased risk of stress, mental health challenges, and even workplace accidents. WorkSafeBC has developed resources specifically addressing bullying in construction. Their training materials highlight how verbal abuse and humiliation create unsafe work environments, reducing both morale and focus on physical safety. These examples reinforce that psychological safety must be given the same attention as physical safety on worksites.

The Canadian Legislative Landscape

Federal Workplaces

In January 2021, new Workplace Harassment and Violence Prevention Regulations (Bill C-65) came into effect under the Canada Labour Code. These rules require federally regulated employers to:

• Develop clear harassment and violence policies.
• Provide training to all employees.
• Establish confidential reporting channels.
• Investigate and resolve incidents promptly.

Harassment is defined broadly to include behaviour that causes humiliation or psychological injury. For construction projects that fall under federal jurisdiction, such as interprovincial pipelines or federally regulated infrastructure, these laws apply directly.

Provincial and Territorial Workplaces

Most construction companies fall under provincial or territorial jurisdiction. Each region has its own occupational health and safety legislation requiring employers to prevent and address workplace harassment. For example:

• Ontario: Employers must protect workers from workplace harassment under the Occupational Health and Safety Act. Harassment includes vexatious comments and conduct that is known or ought to be known to be unwelcome.
• Alberta: Defines harassment to include bullying and objectionable behaviour that causes humiliation or offence.
• British Columbia, Manitoba, and Nova Scotia: Have similar requirements for policies, training, and investigations.

Human Rights and Legal Risks

If bullying behaviour is linked to a protected ground such as race, gender, or disability, it may constitute discrimination under Canadian human rights laws. Employers can also face civil liability for constructive dismissal, negligent supervision, or breach of contract if bullying forces an employee to resign.

Best Practices for Employers in Construction

To comply with legislation and build a respectful workplace culture, construction employers should:

1. Implement a clear zero tolerance policy that defines bullying and harassment with real examples.
2. Provide regular training for supervisors and workers on respectful communication and psychological safety.
3. Offer multiple reporting channels so workers feel safe coming forward without fear of retaliation.
4. Investigate promptly and fairly using qualified and impartial investigators.
5. Monitor and follow up to ensure bullying does not continue after a complaint.
6. Support worker mental health with Employee Assistance Programs or access to counselling.
7. Hold leaders accountable for their behaviour and reinforce positive communication practices.

Conclusion

Bullying in the workplace is not just part of “tough” construction culture. It is harmful behaviour that undermines psychological safety and violates Canadian health and safety laws. Employers who ignore bullying risk legal consequences, higher turnover, reduced productivity, and serious damage to worker well-being. By implementing strong policies, providing sensitivity training, and fostering respectful communication, construction employers can build safer, healthier, and more productive worksites.

Training Solutions for the Construction Industry

Does your organization need effective training on bullying, harassment, and respectful workplace behaviour? HR Proactive’s Sensitivity Training eLearning Solutions are designed to help construction employers and workers recognize, prevent, and address bullying behaviours in compliance with Canadian legislation.