Employers’ Responsibilities in Preventing Workplace Mobbing (Psychological Harassment) in Türkiye

An invisible pressure that wears an employee down not only physically but also emotionally and mentally… Psychological harassment, or mobbing, is no longer something that can be brushed off as “working with a difficult person”. Employers have a clear responsibility from both a legal and an ethical perspective, and the Presidential Circular published in March 2025 has made this responsibility even more visible in Türkiye.

In this article, we briefly answer the question “what is mobbing?” and then look at employers’ obligations and the steps human resources and senior management should take.

What Is Mobbing? Key Characteristics of Workplace Psychological Harassment

Psychological harassment refers to behavior in which an employee is systematically humiliated, excluded, belittled, intimidated or kept under pressure at work. In Turkish Court of Cassation decisions and academic studies, mobbing is defined as targeted, intimidating behavior repeated over a certain period by the employer, managers or other employees.

Examples of psychological harassment include:

• Constantly making fun of an employee,

• Systematically excluding them from information flow and meetings,

• Constant shouting, belittling and a threatening tone,

• Assigning punitive tasks outside their job description,

• Unfair performance pressure and unattainable targets.

Mobbing affects not only the targeted employee but the entire team: motivation drops, productivity falls and good employees start to leave. That is why mobbing is not a risk to ignore in terms of employee rights and business continuity.

Legal Framework: The Employer’s Obligation to Prevent Psychological Harassment

Article 417 of the Turkish Code of Obligations clearly sets out the employer’s duty to protect and respect the employee’s personality. Under this article, the employer must take the necessary measures to ensure that employees are not subjected to psychological or sexual harassment, and that those who have been harassed do not suffer further harm. If damage arises from a breach of this obligation, the employer may be held liable.

The most recent regulation in this area is Presidential Circular No. 2025/3, published in the Official Gazette No. 32833 on 6 March 2025. Titled “Prevention of Psychological Harassment (Mobbing) in Workplaces”, the circular emphasizes that:

• Employers and managers are responsible for combating psychological harassment,

• Risks that could amount to psychological harassment in the workplace should be monitored, and preventive and protective policies should be developed,

• Complaints should be investigated with strict confidentiality and protection of individuals’ private lives,

• Preventive and protective provisions on psychological harassment should be added to collective bargaining agreements,

• The Psychological Harassment Prevention Board within the Ministry of Labour and Social Security has been restructured.

Employees who experience mobbing can continue to receive support from psychologists on the ALO 170 line.

In this framework, employers’ responsibilities go beyond “I will step in if there is a problem”. Employers need to monitor risks in advance, create policies, provide training and set up safe reporting mechanisms.

Corporate Steps Employers Should Take

Saying “it doesn’t happen here” is one of the biggest mistakes in tackling mobbing. Especially in medium and large companies, the following steps are critical for both legal compliance and ethics.

Creating a Corporate Policy and a Workplace Code of Ethics

The first step is to prepare a written workplace code of ethics and psychological harassment policy. It should clearly state:

• The definition of mobbing and which behaviors count as psychological harassment,

• The responsibilities of managers and employees,

• The disciplinary procedures that apply in case of violations.

This policy should be communicated to employees together with employment contracts and onboarding processes.

Setting Up a Reporting and Complaint Mechanism

In line with the circular’s emphasis on confidentiality, a structure should be set up that employees can use with confidence:

• An email address, phone line or digital channel employees can use if they suspect psychological harassment,

• A board or committee that can investigate complaints impartially,

• A human resources structure that manages the process with confidentiality and impartiality.

Employees who report should not fear being “labelled” or “losing their job”.

Providing Training and Raising Awareness

Written procedures alone are not enough; managers and employees should be regularly informed about what mobbing is, which behaviors are unacceptable and employers’ responsibilities. This training can include:

• “Leadership and feedback language” for managers,

• “Knowing your rights and using the right channels” for employees,

• “Respectful communication and workplace ethics” for all teams.

Well-designed training both reduces potential violations and serves as important evidence that the employer has fulfilled its obligation to take preventive measures.

Addressing Occupational Safety and Psychosocial Risks Together

Traditionally, occupational safety is seen as limited to physical risks. In today’s approach, however, psychosocial risks are also considered part of occupational health and safety. In working life, psychological harassment can have serious long-term consequences such as burnout, depression, lost productivity and high staff turnover.

That is why risk assessments should use the following tools, and targeted action should be taken in units where problems are identified:

• Department-level stress and conflict analysis,

• Anonymous employee satisfaction and climate surveys,

• Monitoring managers’ team management skills.

Building a Safe and Ethical Workplace with İşin Olacak

Tackling mobbing is not just about intervening when problems arise; it starts with bringing the right people together with workplaces that have the right culture. This is where İşin Olacak, a Türkiye-based digital employment platform powered by its own AI engines, comes in.

For Employers

• You can reflect not only technical skills but also your company culture and workplace code of ethics in your job listings,

• With AI-powered pre-screening interviews and candidate scoring, you can highlight candidates with strong communication skills who work well in teams,

• This increases your chances of building teams that respect employee rights and keep the risk of mobbing low.

For Job Seekers

• You can present yourself effectively by creating a strong CV on İşin Olacak,

• You can easily find listings from employers that offer a people-focused and safe working environment,

• You can continue your career in workplaces where you feel psychologically safe.

Conclusion: Tackling Mobbing Is a Matter of Culture

In short, workplace psychological harassment, when ignored, harms not only people but also the company. Article 417 of the Turkish Code of Obligations and Circular No. 2025/3 clearly set out the employer’s obligation to prevent mobbing.

The good news is that with the right policies, strong human resources processes and conscious leadership, it is possible both to reduce legal risks and to build a productive work culture where employees feel safe.

• As an employer: Create your company profile, post your job listings and connect with candidates who fit your company culture.

• As a job seeker: Create your CV and explore career opportunities by applying to listings from employers that offer a safe working environment.

Now is the time to take action for workplaces where respect and collaboration, not mobbing, prevail.

Note: This article is for general information purposes only. For specific situations, we recommend consulting an employment law expert. If you think you are experiencing mobbing, you can get support from the ALO 170 line.