“I experienced workplace bullying and mobbing at two different organizations — one in the healthcare insurance sector as a team manager, and another in public health as a program director.
At my first role, I was placed in charge of managing underperforming contingent workers and was pressured by leadership to “clean house.” In response, some team members filed false complaints about me, likely out of fear for their job security. Despite my efforts, I received no meaningful support from leadership or HR. Instead, I was placed on a final written warning without a fair assessment and eventually forced to take medical leave due to the emotional toll. Attempts to reintegrate after leave were met with silence, leading to my resignation.
I was subjected to biased performance evaluations and ultimately wrongfully terminated. The investigation into my complaint was insufficient, and the single HR rep involved was new and under the influence of the same individuals I had reported.
In the second organization, I experienced racial discrimination and exclusion after a coworker expressed dislike for people of mixed race. After I voiced concerns, she and two other leaders began covertly harassing me, excluding me from meetings, and undermining me in front of frontline staff. I was subjected to biased performance evaluations and ultimately wrongfully terminated. The investigation into my complaint was insufficient, and the single HR rep involved was new and under the influence of the same individuals I had reported.
In both workplaces, the employers failed to protect me or address the toxic behaviors. These experiences led to deep emotional harm — depression, suicidal thoughts, anxiety, financial hardship, and long-term damage to my mental health. They also caused isolation in my personal relationships.
These environments not only failed me but also lost a skilled leader and demonstrated a clear disregard for employee well-being. My story is just one example of why workplace psychological safety legislation is urgently needed.”