April 22, 2026
Eight in Ten Frontline Workers Faced Abuse Last Year. Why Aren’t They Speaking Up?
In the past year, 80% of UK frontline employees experienced workplace abuse. Of those who did not report it, more than half said it was because violence is simply “part of the job.”
The data comes from a Trades Union Congress (TUC) study, revealed at its Violence at Work conference on 17 April. Of the 5,000 workers surveyed, one in five experienced physical abuse in the last 12 months, one in 10 experienced sexual harassment or violence, and eight in 10 experienced verbal abuse such as shouting and threats. Over half said these incidents occurred at least weekly.
The TUC established the research and accompanying event following concerns from unions about abuse against frontline employees. The vast majority (82%) of respondents were public-facing workers in sectors including education, transport, health and social care, and government.
“Nobody should go to work fearing for their safety, but that is the reality for thousands of our vital frontline workers,” said TUC General Secretary Paul Nowak.
The Normalisation Problem
What is equally as concerning as the high prevalence of workplace abuse is its normalisation among affected workers. With 51% of those not reporting violence viewing it as business as usual, there is a serious question about the long-term harm quietly accumulating.
Those working closest to the problem recognise the pattern. “When employees begin to accept abuse as ‘part of the job,’ it often shows up in subtle but deeply concerning ways,” says Veronica Anthony-David, Director of People and Organisational Development at Avante Care and Support. “You may see a reluctance to report incidents, normalisation of disrespectful behaviour, or even employees downplaying situations that would objectively be considered unacceptable.”
In some frontline environments, particularly where employees support vulnerable individuals or members of the public, this dynamic is especially complex. Employees may rationalise verbal or physical aggression as unavoidable, which can lead organisations to unintentionally underplay their own responsibility to protect staff.
When an organisation itself normalises abusive behaviour, research shows it becomes difficult for employees to recognise and acknowledge it. This is particularly relevant given that one in three TUC respondents who did not report abuse felt it would not be taken seriously. Workplace cultures that trivialise violence can lead employees to adapt their behaviour to fit organisational norms. This includes avoiding the conflict or discomfort that comes with flagging an incident. Growing desensitisation towards workplace abuse does not prevent psychological trauma, it masks the accumulating damage.
The impact extends beyond mental wellbeing; prolonged exposure to abuse takes a physical toll too. Chronic stress, even when abuse is normalised, is a major risk factor for cardiovascular illness, type 2 diabetes, musculoskeletal disorders, and sleep dysfunction.
How Workplace Abuse Impacts Engagement and Performance
Unchecked abuse also erodes workplace trust and drives disengagement. Incidents that are repeatedly unacknowledged or unresolved can be experienced as a breach of the psychological contract – the unwritten agreement between employer and employee. That breach can leave workers feeling less committed, as if they no longer belong.
“Over time, this erodes psychological safety and can lead to disengagement, burnout, and a diminished sense of self-worth,” says Anthony-David. “People may withdraw, become less communicative, or appear reactive or ‘difficult,’ when in reality they are coping with sustained stress or trauma.”
Performance is also likely to deteriorate due to workplace violence. Research published in Harvard Business Review indicates that 66% of employees who experience workplace mistreatment report a significant decline in their overall performance. This occurs as targets are forced to divert focus toward self-preservation, such as defending their reputation and seeking support. Those affected may also experience reduced confidence and cognitive impairment, increasing error rates and poor decision-making.
Aggressive Customers on the Rise
Rising customer hostility towards public-facing staff is a growing and distinct pressure. A 2025 survey by the Institute of Customer Service found that almost four in 10 workers are considering leaving their job due to abuse they have experienced, with a third reporting that customers are becoming more aggressive.
Signs stating “we will not tolerate abuse of our staff” are now commonplace in shops, hospitals, and airports – a visible signal that organisations are pushing back. The Institute of Customer Service is calling on employers to take a zero-tolerance approach and report all incidents to the police. But if employees are not reporting incidents to their own organisations in the first place, as the TUC data suggests, the problem persists regardless of external policy.
It is therefore critical for HR and employee experience teams to ensure frontline workers understand the importance of reporting, and feel safe doing so.
What HR and People Teams Can Do
“Having an anti-bullying and harassment policy that outlines a robust approach to inappropriate behaviour can help to prevent conflict and enable people to speak up, creating a culture where every individual feels able to challenge unfair treatment,” says Rachel Suff, senior wellbeing adviser at the Chartered Institute of Personnel and Development (CIPD).
Policies are a solid starting point, but if managers are not equipped to handle disclosures appropriately, those who have a bad experience of coming forward are more likely to stay silent in future.
“Line managers should be given specific training in conflict resolution, including problem-solving and facilitation techniques, to help give them the confidence and capability to discuss problems,” says Suff. “It’s also important that leaders and managers act as role models and live the values of the organisation in terms of treating everyone with dignity and respect.”
Equipping managers means going beyond process knowledge. “Supporting employees in these situations requires more than policy – it requires curiosity, emotional intelligence, and a willingness to look beyond surface behaviours,” says Anthony-David. “Behaviour that may initially be perceived as disengagement, irritability, or poor performance can sometimes be a signal of something much more serious.”
For some organisations, this is prompting a more fundamental shift in how people teams are structured. “We have been talking about ensuring our people team is trauma-informed,” says Anthony-David. This reflects just how seriously the cumulative impact of workplace abuse is beginning to be taken at a leadership level.
The Regulatory Picture
The regulatory context adds a structural dimension to this challenge. The TUC is calling for reinvestment in the Health and Safety Executive (HSE), whose funding has been cut by more than 50% since 2010, with inspector numbers and employer sanctions at historic lows.
More rigorous enforcement would help. But the more immediate priority for HR and people teams is cultural: ensuring that when workers do speak up, something happens. The TUC data suggests the barrier to reporting is often a quiet, accumulated belief that it will not make a difference. Dismantling that belief may be the most important thing an organisation can do.
