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Toxic workplace behaviour: Why lasting change remains out of reach for many employers

Employers are struggling to achieve lasting change from their current approaches to tackling toxic workplace behaviour, leaving businesses exposed to repeated disruption, falling morale and escalating employee relations issues.

New research from employment law and HR specialist WorkNest, involving more than 1,000 organisations, found that less than one in 10 employers (6%) see a permanent improvement when toxic behaviour is challenged.

Problem behaviour often returns

Almost half of employers (45%) said employees initially improve their behaviour before falling back into old habits. In almost one in five cases (19%), challenging the behaviour results in the employee raising a grievance.

Meanwhile, a quarter of employers (24%) said managers rarely challenge toxic behaviour in the first place, allowing problems to persist and potentially affect the performance of the wider team.

Managers lack the confidence to intervene

When asked what prevents managers from tackling toxic behaviour effectively, almost half (49%) identified a lack of manager confidence as the biggest barrier.

Almost a third (32%) said managers lack clear evidence to support their concerns, while 10% cited fear of grievances or legal claims.

This can leave managers reluctant to act until the behaviour has escalated, by which point the situation may be more disruptive, time-consuming and difficult to resolve.

Negativity and disruptive behaviour are the most common problems

The research also revealed the types of behaviour causing employers the greatest difficulty:

• 59% identified persistent negativity or disruptive behaviour

• 35% cited employees undermining managers or colleagues

• 30% pointed to passive-aggressive behaviour

• 13% reported bullying or intimidation

Sita Anand, HR Consultant at WorkNest, said:

“The fact that so few employers report lasting improvement shows just how difficult toxic workplace behaviour can be to resolve. It also presents a clear business concern. When damaging behaviour continues or repeatedly returns, it consumes management time, disrupts teams and can affect productivity, engagement and retention.

“It’s not enough to have one difficult conversation and assume the problem has been dealt with. An employee may change their behaviour initially, but without clear expectations and consistent follow-up, old patterns can quickly return.

“Part of the challenge is that many of the behaviours employers encounter aren’t always clear-cut cases of misconduct. Persistent negativity, undermining colleagues and passive aggression can be damaging to a team but are often harder for managers to identify, evidence and address confidently.”

There is no typical profile of a toxic employee

Almost half of respondents (48%) said there is no typical profile of an employee who displays toxic behaviour.

However, long-serving employees were the most commonly identified specific group, selected by 38% of employers. This compared with:

• 6% who identified line managers

• 4% who identified new starters

• 3% who identified high performers

Length of service may make some situations feel more difficult to address, particularly where behaviour has been tolerated over time or the employee is influential within the organisation. However, employers should avoid making assumptions based on an employee’s role, seniority or length of service. Behaviour should be addressed consistently and based on clear evidence.

Early action gives employers the best chance of lasting change

Sita added:

“Employers shouldn’t wait until damaging behaviour escalates into a formal grievance, conduct issue or wider cultural problem. By that point, the business may already have lost considerable time and productivity, as well as the trust of other employees.

“Managers need the confidence, practical skills and organisational backing to intervene early. Clear standards of behaviour, careful documentation and consistent follow-up give employers the best chance of achieving lasting change.”

Addressing toxic behaviour effectively rarely comes down to one conversation. Employers need to set clear expectations, keep an accurate record of concerns, monitor whether improvement is sustained and take further action where necessary.

Giving managers the right training and access to timely HR and employment law advice can help them act earlier, handle difficult conversations more confidently and reduce the risk of issues escalating.

Need help managing difficult workplace behaviour?

Whether you are dealing with persistent negativity, conflict between colleagues, a grievance following management intervention or a more complex conduct issue, WorkNest can help.

Our Employment Law and HR specialists provide practical advice at every stage, helping you choose the right approach, manage risk and work towards a lasting resolution.