Workplace Mobbing – new regulations, management liability and effective prevention of violations

Training process

Training needs analysis

If you have specific requirements regarding the training programme, we will carry out a training needs analysis for you. This will guide us on which aspects of the programme should receive greater emphasis, so that the training programme meets your specific needs.

What will you gain?

Clear rules after the amendment - You will learn what changes take effect on 5 November 2026 and how the amendment reshapes the definition of mobbing, employer duties, and managerial accountability.

Confident identification of mobbing - You will learn to distinguish mobbing from conflict, discrimination, justified criticism, and lawful performance management, so you can assess difficult team situations more accurately.

Proper response to a report - You will find out how to receive and document complaints, run an impartial internal inquiry, and protect the reporting employee from retaliation and further misconduct.

Safe team management - You will practice how to delegate tasks, review results, and give feedback in a way that lets you manage performance effectively without violating employee dignity or rights.

Early risk detection - You will learn to spot signs of exclusion, abuse of power, and unequal treatment, and to assess which organisational factors increase the likelihood of mobbing in a team.

Effective anti-mobbing procedures - You will understand how to apply anti-mobbing policies and procedures, document preventive actions, and evaluate whether your organisation's safeguards actually work.

Awareness of legal consequences - You will understand employee claims, the rules for compensation and damages, and the financial exposure for the employer, including possible recourse against the perpetrator.

Manager action checklist - You will leave with practical response standards, a clear list of common managerial mistakes, and ready-to-use principles for building a respectful and safe work environment.

Training programme

1. Mobbing in the light of the Labour Code – discussion of the current legal regulations and the changes introduced by the amendment of 19 June 2026, which affect the way mobbing is defined, the obligations of employers and the responsibility of persons managing employees

Labour Code and Art. 94³ – legal basis for counteracting mobbing,
amendment to the regulations effective from 5 November 2026,
the most important changes for employers and managers.

2. New definition of workplace bullying and recognition of prohibited behaviors – identifying actions constituting persistent harassment of an employee and distinguishing workplace bullying from interpersonal conflicts, justified criticism, and lawful enforcement of professional duties

persistence of behaviors and the new definition of workplace bullying,
intimidation, humiliation, isolation, and undermining of competence,
workplace bullying vs. conflict, discrimination, and a demanding management style.

3. Employer's and management staff's responsibility for preventing workplace bullying – defining organizational and supervisory duties related to ensuring a safe work environment and the consequences of improperly responding to undesirable behaviors in subordinate teams

the obligation to prevent workplace bullying,
the manager's responsibility for their own actions and supervision over the team,
the consequences of tolerating undesirable behaviors.

4. Managing a team without the risk of mobbing – applying methods of communication, task delegation and employee evaluation that enable effective enforcement of professional duties while simultaneously respecting the dignity and rights of employed persons

constructive criticism and providing feedback,
accounting for results, delegating and supervising work,
the boundaries of pressure, disciplining and managerial authority.

5. Recognizing signs of workplace bullying and situations of increased risk – identifying disturbing behaviors and organizational mechanisms conducive to the harassment of employees, taking into account supervisor–subordinate relationships and conflicts within the team

early signs of workplace bullying and exclusion,
abuse of power and unequal treatment of employees,
monitoring the atmosphere and relationships in the team.

6. Anti-bullying procedures and new organizational obligations – preparing management staff to apply internal regulations concerning the prevention of workplace bullying and the implementation of obligations related to documenting, monitoring and evaluating the effectiveness of preventive measures

anti-bullying regulations and procedures,
obligations of employers employing at least 10 employees,
training, preventive measures and control of compliance with the rules.

7. Proceedings in the event of a bullying report – organizing an appropriate response to employee complaints, ensuring the impartiality of the proceedings and properly safeguarding the interests of all parties, taking into account the principles of confidentiality and protection against retaliatory actions

receiving and documenting reports,
investigative proceedings and analysis of evidence,
protection of the reporting person and remedial actions.

8. Financial and legal liability for workplace bullying – analysis of claims available to employees and the financial consequences borne by the employer, taking into account the new rules for seeking satisfaction and compensation, as well as the possibility of seeking reimbursement of benefits from the perpetrator

minimum satisfaction – six times the minimum wage, i.e. PLN 28,836 in 2026,
compensation for incurred damages,
employer's claims against the perpetrator of workplace bullying.

9. Preventing workplace bullying through effective management – building a work environment based on mutual respect, transparent rules of cooperation, and supervisors' responsibility for the organizational atmosphere and proper response to behaviors violating employees' dignity

organizational culture and communication standards,
conflict resolution and mediation,
the role of the manager in building a safe work environment.

10. Good managerial practices and reinforcement of the principles of counteracting mobbing – summary of the duties of managerial staff and development of methods of conduct that limit the risk of violations and support lawful team management

the most common mistakes of managers and ways to avoid them,
standards for responding to difficult employee situations,
checklist of a manager's duties.

What are the prerequisites for participating in the training?

Basic labour law knowledge - You should know core labour law terms such as employer, employee, job duties, and managerial responsibility so you can work comfortably with the legal examples used in class.

Teamwork experience - You should have experience working in a team or cooperating with managers and employees so you can easily relate the discussed situations to real workplace relationships.

Understanding organisational practice - You should understand how task delegation, performance review, and workplace communication function in practice, because the training is built around everyday managerial situations.

Readiness for case analysis - You should be ready to analyse examples of behaviours, complaints, and managerial decisions, because the training requires you to distinguish lawful actions from violations.