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Just 6% of employers see lasting improvement after tackling toxic workplace behaviour, research reveals

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."

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Concerned Managers
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Almost half of employers said toxic workplace behaviour returns after initially improving when challenged, according to research from WorkNest.

The study of more than 1,000 organisations found just 6% reported a permanent improvement in toxic behaviour following intervention.

While 45% said employees initially changed their behaviour before returning to old habits, almost one in five (19%) said challenging the behaviour resulted in the employee raising a grievance.

A quarter (24%) of employers said managers rarely challenge toxic workplace behaviour in the first place.

Lack of confidence was identified as the biggest barrier to intervention, cited by 49% of employers, while 32% said managers lacked clear evidence to support their concerns.

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A further 10% said fear of grievances or legal claims prevented managers from addressing problem behaviour effectively.

Persistent negativity or disruptive behaviour was the most commonly reported issue, identified by 59% of employers.

More than a third (35%) cited employees undermining managers or colleagues, while 30% reported passive-aggressive behaviour and 13% identified bullying or intimidation.

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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.

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“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.

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“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.”

The research found almost half (48%) of employers did not believe there was a typical profile of a toxic employee.

Among those who identified particular groups, long-serving employees were the most commonly cited at 38%, compared with 6% who identified line managers, 4% new starters and 3% high performers.

Anand added: “Employers shouldn’t wait until damaging behaviour escalates into a formal grievance, conduct issue or wider cultural problem.

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“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.”

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