This type of behaviour does not directly harm productivity, at least in the short term, but gives rise to invisible costs : absenteeism, illness, costs of litigation and lost time. Worse still, a large part of these costs is transferred, outsourced to society in the form of personal and social problems : burnout, wrecked careers, broken families, but also defensive behaviour, hyper-competitiveness, clientelism, lack of solidarity. The short term trumps the medium and long term both for the organisation and for the people who work there. The fact is, organisations which tolerate harassment outsource their costs to society as a whole.
Avoiding harassment involves looking for the warning signs, raising awareness of the consequences, motivating people to solidarity and making organisations face their responsibilities. These are all parts of a trade union policy of prevention which should, in any case, start with raising awareness among members and key stakeholders.
Zero tolerance towards harassment starts with the early detection of any signs that may indicate a deterioration of the working environment for a person : who will no longer be invited to certain meetings, from whom work is taken away, who is isolated against their will, etc. Those involved are not always aware of the impact of these actions and, for the trade unions, it is sometimes very difficult to enter the microcosm that is the unit of work: the team.