Warning signals not to miss

At a medium-sized municipality, members of the management team are puzzled. They invest heavily in attracting young, talented employees. Yet time and again, these newcomers leave the organisation within a year. Meanwhile, tensions are rising on the work floor: colleagues avoiding each other, teams struggling to collaborate, and rumours and gossip spreading like wildfire through departments. For a long time, this is dismissed as ‘the dynamics of a busy organisation’. Until one young employee approaches HR and shares her experience.

Her story reveals a shocking reality: for years, a culture of bullying and subtle intimidation exists, with young employees being the main targets. Managers stand by and done nothing, as they don’t recognise the behaviour as bullying or intimidation, because they fail to identify or take the signs seriously.

The scale of the problem

Misconduct is not an unusual phenomenon in Dutch workplaces. According to the Nationale Enquête Arbeidsomstandigheden 2024 (National Working Conditions Survey) conducted by CBS and TNO, no less than 17% of employees in the Netherlands experienced transgressive behaviour at work in the past year. In addition, 11% reported being confronted with discrimination in the workplace. When translated to the working population of  more than 10 million people, this means that over 1.7 million employees in the Netherlands experience some form of transgressive behaviour each year, while more than 1,1 million report discrimination.

These figures illustrate the scale of a problem that often remains hidden. Despite the high numbers, many of these incidents go under the radar. Research by trade union FNV titled Horen, zien en zwijgen. Omgangsvormen op de werkvloer (Hear, see, and stay silent. Forms of interaction in the workplace) from 2023 shows that about 20% of employees speak to their manager about transgressive behaviour. The majority of victims choose to remain silent, often out of fear of repercussions, shame, or a lack of confidence in finding a resolution.

Costs

The impact of misconduct can be seen in figures on work-related stress, absenteeism, and staff turnover. Employees who feel unsafe at work are more likely to suffer from stress-related complaints, leading to increased absenteeism. There is also a clear link to high staff turnover: employees who are victims of bullying, intimidation, or discrimination tend to leave sooner.

The financial damage is considerable. TNO (independent Dutch research organisation) calculated that arguments, conflicts, or transgressive behaviour led to 2.4 million sick days in 2022 (TNO Factsheet 2024, Week of Work Stress). This equates to €740 million in absenteeism costs for employers. Additionally, high staff turnover is costly: replacing entry-level staff costs on average between 30% to 50% of the annual salary. For mid-level roles, these costs rise to between 125% and 150%. In sectors like government and healthcare, where staff are scarce, the impact is even greater.

A silent problem with serious consequences

What makes these numbers even more concerning is this kind of inappropriate behaviour is often not recognised as such. It may involve subtle forms of intimidation, exclusion, or humiliation that are difficult for victims to address. At the same time, managers often miss the signs or downplay them, assuming it’s just normal work pressure or team dynamics. This invisible nature doesn’t make the problem any less real: transgressive behaviour can severely damage workplace culture. It causes personal suffering for employees and erodes trust, collaboration, and motivation within teams.

In extreme cases, it can even harm an organisation’s reputation, making it difficult to attract new talent. The question is not whether transgressive behaviour occurs, but whether managers are willing and able to recognise the signs and act before it’s too late.

There are several reasons why transgressive behaviour often goes unnoticed. Many managers fail to see the signs because they are overly optimistic and assume, “that doesn’t happen here.” Behaviours such as exclusion, subtle gossip, or criticism disguised as jokes are often not recognised as transgressive. Especially when such behaviour has existed for a long time, normalisation is likely. The behaviour is ignored, laughed off, and above all, not addressed. Transgressive behaviour also often happens out of sight. Evening and weekend shifts are notorious in this respect. The silence of victims allows such behaviour to continue undetected for a long time. The figures from the FNV study Horen, zien en zwijgen (Hear, see, and stay silent, 2023) are clear on this point: 42% of respondents said they dare not speak up if a manager or colleague behaves transgressively. They fear repercussions or believe speaking up won’t make a difference.

Recognising the signs

Even if you do not witness transgressive behaviour directly, there may still be signs that indicate its presence. These signs can manifest in individual behaviour, team dynamics, or even in data. The signals can be divided into six categories:

1. Behavioural changes in employees

• Employees may become quieter or more withdrawn, develop stress-related symptoms (such as crying or anger), or show signs of absenteeism.
• Nervousness, fear, or avoiding certain colleagues may also point to problems.

2. Changes in team dynamics

• Increased tensions, more frequent conflicts or gossip, and decreased collaboration are potential red flags.
• Hiding misconduct drains energy and limits agility. As a result, teams struggle to implement desired changes.

3. Warning signs in specific behaviours

• Microaggressions, favouritism or exclusion, unwanted physical contact, and transgressive jokes are clear indicators.
• Ignoring boundaries or using threatening language may point to intimidation.

4. Communication signals

• Tense responses in the presence of certain colleagues, indirect signals, or an increase in anonymous complaints often point to underlying issues.

5. Cultural signals

• A lack of openness, excusing unacceptable behaviour, and fear of reporting problems indicate an unsafe culture.

6. Signals from figures and data

• High turnover rates, poor results in employee satisfaction surveys, and recurring (anonymous) complaints about bullying or intimidation can indicate structural problems.

What you can do

Early recognition of the signals is crucial for effectively tackling transgressive behaviour and ensuring a safe working environment. As a manager or team leader, make sure you regularly talk with employees informally. This makes it easier for them to raise concerns and allows you to gently raise any issues you may have noticed. Develop a routine of speaking with people. Make it a standard part of one-to-one meetings.

It’s also important that managers take action in cases of transgressive behaviour. Respond immediately to any signals, no matter how minor they may seem. Prevent incidents from turning into recurring patterns. Set clear standards: do not allow ‘jokes’ that cross boundaries. Provide training on transgressive behaviour and how to recognise it. Reinforce the positives: a safe culture not only prevents escalation but also leads to more engaged and satisfied employees.

Moreover, it is vital to promote a feedback culture. This includes discussing boundaries, professional conduct and jointly agreeing on what is unacceptable behaviour within the team. This is not a one-off exercise; the team should regularly discuss workplace conduct. New colleagues must be included in this.

Bring in outsiders to observe with a fresh perspective on interaction patterns. Work with HR and designated confidential counsellors. Offer teams reflection sessions or workshops led by external facilitators.

Preventing escalation

Returning to the example at the beginning of this article: if this municipality had asked deeper questions about the reasons behind the high turnover or had started informal one-on-one conversations with team leaders earlier, they might have discovered that bullying was a deeply rooted problem. By taking signs such as withdrawn behaviour or frequent conflict seriously, much of the young talent might have been retained. With a culture of openness, the issue could have been addressed years earlier. Recognising and addressing transgressive behaviour is not only crucial for employee well-being, but also for organisational success. By being alert, listening carefully, and intervening, you can prevent escalation and foster a culture of trust. In a time when talent is scarce, a safe workplace is the key to success.