10. Bullying, harassment, discrimination and racism
In each case, the caseworker found no evidence of threatening behaviour. The workers involved felt targeted and humiliated, especially as white colleagues who raised their voices were not challenged.
“ We’ ve had a shocking number of cases related to how workers speak, particularly relating to Black women. These cases are rarely about genuine risk or harm – they’ re about how people are perceived.” – UNISON caseworker.
From trained care worker to kitchen assistant
A Zimbabwean care worker with formal training in care and years of experience was transferred to kitchen duties after being excluded by predominantly white colleagues in a care home. Despite positive feedback from patients and an unblemished record, she was gradually excluded from care tasks and told her approach was“ too direct.”
A rep supported her to raise a grievance and highlighted patterns of similar treatment toward other black workers. The employer eventually reinstated her, but the experience left her demoralised and wary.
This case highlights how subtle racism can manifest through job role changes and how reps can gather patterns, push back, and insist on fair treatment.
What reps and caseworkers can do
Reps and caseworkers can:
• Listen and believe: Make time for the worker to explain what’ s happening. Listen with empathy and avoid downplaying or judging their experience.
• Document clearly: Help the worker write down incidents, including dates, times, what was said or done, and the names of any witnesses. Encourage the member to gather copies of relevant documents such as rotas, text messages, emails or diary notes.
• Check for patterns: Is the behaviour linked to race, gender, religion or another protected characteristic? Are others experiencing the same thing?
• Support informal action: If it feels safe, help the worker raise the issue informally with a manager or HR.
• Assess formal options: Support the worker to file a grievance if there are clear procedures and it is safe to do so. Be cautious in hostile workplaces.
• Assess the employer: Consider the context. NHS trusts may have formal grievance routes. Smaller employers may not have developed policies and
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