Gaslighting in the workplace: what it is, how to avoid it and what to do if someone is a victim

Introduction

Gaslighting in the workplace has become a recognised form of psychological abuse. It undermines an employee’s confidence, causes stress and can lead to poor health or loss of employment. Employers in England and Wales must take steps to prevent and respond to gaslighting. Employees who experience it have legal options including grievance procedures, discrimination claims and unfair dismissal claims. This guide explains what workplace gaslighting looks like, how to prevent it, and what steps to take if someone is a victim, all in line with the law in England and Wales.

What is gaslighting at work?

Gaslighting is a pattern of behaviour intended to make someone doubt their memory, perception or sanity. In a workplace context it usually involves a colleague, manager or team repeatedly denying, dismissing or twisting facts to gain control, avoid blame or isolate the target.

Common gaslighting tactics include:

– Denying events that happened

– Minimising the victim’s feelings or reactions

– Withholding information deliberately

– Spreading false information about the victim

– Questioning the victim’s competence or reliability without cause

– Setting people up to fail and then blaming them for mistakes

Signs that someone is being gaslit

Victims of gaslighting often feel confused, anxious or overly self-critical. Managers and colleagues who support a healthy workplace should watch for these signs:

– The employee apologises frequently, even for things beyond their control

– The employee doubts their memory or decisions

– The employee withdraws from meetings or avoids speaking up

– The employee’s performance drops despite no obvious cause

– The employee reports being misrepresented by a manager or colleague

– Other staff comment that one person “always” undermines or contradicts someone else

Why gaslighting matters legally

Gaslighting can amount to unlawful behaviour under the law of England and Wales depending on the facts. The most relevant legal routes are:

– Harassment under the Equality Act 2010: If gaslighting relates to a protected characteristic such as sex, race, disability, sexual orientation, religion, pregnancy or age, it may amount to harassment. Harassment has a low threshold and can cover unwanted conduct that violates dignity or creates a hostile environment.

– Discrimination under the Equality Act 2010: If gaslighting forms part of a pattern of less favourable treatment because of a protected characteristic, it may be unlawful discrimination.

– Constructive dismissal and unfair dismissal: If gaslighting leads an employee to resign because the employer allowed a breach of contract (for example, ignored repeated complaints), the employee might claim constructive dismissal. If they have two years’ continuous service they could also pursue an unfair dismissal claim, though some discriminatory dismissals do not require two years.

– Victimisation: If an employee raises a complaint about gaslighting and is then treated worse for doing so, that can amount to victimisation under the Equality Act.

– Personal injury claims: Severe psychological harm caused by sustained gaslighting can lead to a personal injury claim for psychiatric injury, though such claims require medical evidence and proof of employer negligence.

– Criminal law: Gaslighting is usually not a criminal offence by itself. However, related conduct such as threats, stalking, or physical assault may give rise to criminal charges.

Employer duties and best practice

Employers have a duty to provide a safe workplace, including protection from bullying, harassment and other forms of abusive behaviour. Good practice includes:

– Clear policies: Maintain up-to-date anti-bullying and harassment policies that define gaslighting, explain the complaint process and set out possible sanctions.

– Training: Provide training for managers and staff on recognising and preventing gaslighting, unconscious bias and respectful communication.

– Reporting routes: Offer confidential channels to raise concerns, including HR contacts, a named senior lead or an independent helpline if possible.

– Prompt investigation: Investigate allegations promptly, fairly and impartially. Investigations should gather evidence, interview witnesses and keep the complainant updated.

– Support for victims: Make reasonable adjustments for disabled staff, provide access to occupational health, counselling or an employee assistance programme and consider temporary changes to working arrangements to protect the complainant.

– Consistent sanctions: Apply disciplinary measures consistently where gaslighting or bullying is proven. Failure to act can increase employer liability.

– Record keeping: Keep clear records of complaints, investigations and actions taken. These records can be vital if a legal claim follows.

How to avoid gaslighting in the workplace

Prevention reduces harm and legal risk. Employers should take practical steps:

1. Create a positive culture

Foster a culture of respect and openness. Leaders should model respectful behaviour and make it clear that undermining others will not be tolerated.

2. Clarify expectations

Set clear job roles, performance standards and decision-making processes. Ambiguity allows manipulative behaviour to thrive.

3. Train managers

Train managers to spot signs of gaslighting and to act on early reports. Good managers intervene, support victims and manage poor behaviour quickly.

4. Encourage speaking up

Make it safe to report concerns by offering multiple reporting channels, guaranteeing confidentiality where possible, and protecting complainants from retaliation.

5. Monitor workplace behaviour

Use staff surveys, exit interviews and regular check-ins to detect patterns of poor management or bullying.

6. Respond early

Address small problems before they escalate. Early mediation or informal resolution can stop gaslighting from becoming entrenched.

Steps to take if someone is being gaslit

If someone believes they are a victim of gaslighting, the following steps help build a case and secure protection.

1. Keep records

Document incidents in as much detail as possible. Note dates, times, locations, what was said or done, and any witnesses. Save emails, messages and meeting notes. This evidence helps in investigations and any legal claim.

2. Seek support at work

Raise concerns with a trusted manager, HR or a union representative. Many employers prefer to resolve matters internally through grievance procedures or mediation.

3. Use the grievance procedure

If informal steps fail, use the employer’s formal grievance process. Submit a written grievance that sets out the relevant incidents, the impact on the employee, and the remedy sought.

4. Consider internal resolution options

Employers may offer mediation, management changes or adjustments to duties. Agreeing to reasonable protective measures does not prevent later legal action if problems continue.

5. Get medical advice

If gaslighting affects health, consult a GP or an occupational health service. Medical records provide independent evidence of harm.

6. Seek legal advice early

A solicitor specialising in employment law can explain options, likely outcomes and time limits. Legal advice helps decide whether to pursue internal remedies, negotiate a settlement or start tribunal proceedings.

7. Use ACAS early conciliation

Before bringing an Employment Tribunal claim, the employee must notify ACAS and attempt early conciliation. A successful conciliation can avoid lengthy litigation and secure a settlement.

8. Consider a claim

If internal processes fail and early conciliation does not resolve matters, claims for harassment or discrimination under the Equality Act, constructive dismissal, unfair dismissal or breach of contract can be pursued through the Employment Tribunal. Time limits are strict so act promptly.

Evidence and building a case

Strong evidence strengthens a case about gaslighting. Key types of evidence include:

– Contemporaneous notes made after incidents

– Emails, text messages, or recorded meeting minutes

– Witness statements from colleagues

– HR or occupational health records showing reported concerns

– Evidence of impact, such as medical notes or absence records

– Any earlier warnings or disciplinary records relating to the alleged perpetrator

Recording conversations or meetings can be useful, but legal and ethical issues arise. In England and Wales, individuals may legally make a covert recording of their own conversations for their own use. However, sharing or using recordings in a tribunal or court may raise admissibility and privacy issues. Legal advice should be taken before relying on covert recordings as evidence.

Grievance and disciplinary procedures

A formal grievance should:

– State the facts concisely and chronologically

– Explain the effect on the employee

– Specify the outcome sought, such as an apology, disciplinary action or changes to working arrangements

– Request a timeline for investigation and response

Employers must investigate grievances promptly and fairly. Investigations should be independent where possible. If the investigation finds that gaslighting occurred, the employer should take proportionate disciplinary action against the alleged perpetrator, ranging from a written warning to dismissal.

If the employer does not respond or handles the grievance poorly, this can strengthen a claim for constructive dismissal or victimisation later.

Constructive dismissal and resignation

If gaslighting makes continued employment untenable and the employer fails to take reasonable action, the employee may resign and claim constructive dismissal. To win a constructive dismissal claim the employee must show:

– The employer repudiated the contract by fundamental breach (for example by failing to protect the employee from abuse)

– The employee resigned promptly in response

– The employee has not affirmed the contract by continuing to work

– The employee has the required length of service for unfair dismissal where relevant

Timing matters. Claims for unfair dismissal generally must be brought within three months of the dismissal. For discrimination claims, the time limit is usually three months from the act complained of, or from the dismissal.

Discrimination and harassment claims

If gaslighting is linked to a protected characteristic, an employee may bring a claim under the Equality Act 2010 for harassment or discrimination. The tribunal considers whether the conduct was unwanted, related to a protected characteristic, and either violated dignity or created an intimidating hostile degrading humiliating or offensive environment.

Remedies in successful tribunal claims can include:

– Compensation for injury to feelings and financial loss

– Recommendations to the employer to change practices

– Reinstatement or re-engagement in rare cases

Settlement agreements and negotiations

Many disputes settle before a tribunal hearing. Settlement agreements can provide compensation and confidentiality terms in exchange for the employee giving up the right to bring a claim. Legal advice is essential before signing any settlement.

Practical tips for managers and HR

Managers and HR should act decisively to prevent and respond to gaslighting:

– Take every complaint seriously and record actions taken

– Provide interim protection to the complainant such as adjusted reporting lines or temporary relocation

– Ensure investigators are trained and impartial

– Apply disciplinary rules fairly and consistently

– Support the team and monitor the workplace after resolution to avoid recurrence

When managers themselves are the alleged perpetrators, senior management or an independent investigator should handle the complaint to avoid conflicts of interest.

When to get external help

If internal procedures do not resolve the issue, or if the employee fears reprisal, external help can be sought:

– A trade union representative can support and represent members

– ACAS provides free advice and runs early conciliation

– An employment solicitor can advise on legal strategy and represent the employee in tribunal proceedings

– Citizens Advice can offer free guidance on rights and options

Mental health and personal safety

Gaslighting affects mental health. Employers should offer access to occupational health services and counselling. If an employee fears for personal safety, the police should be contacted where behaviour amounts to threats or stalking.

Conclusion

Gaslighting in the workplace damages individuals and organisations. The law in England and Wales provides routes for redress where gaslighting amounts to harassment, discrimination or breaches of contract. Employers must prevent gaslighting through clear policies, training and timely action. Employees should document incidents, use internal processes, seek medical and legal advice and use ACAS early conciliation before tribunal claims. Acting early and gathering evidence increases the chance of a satisfactory outcome.

Summary

– Gaslighting is repeated behaviour that makes someone doubt their perception or memory and can include denial, minimisation and misinformation.

– It can amount to unlawful behaviour under the Equality Act 2010 and may lead to constructive dismissal, discrimination or personal injury claims.

– Employers in England and Wales must prevent and address gaslighting with policies, training, reporting routes and fair investigations.

– Victims should keep detailed records, seek support internally, follow grievance procedures and get medical and legal advice.

– ACAS early conciliation is required before most Employment Tribunal claims and can help settle disputes.

– Strong evidence and prompt action improve the chance of successful resolution.

At Alexander JLO we have many years of experience of dealing with all aspects of employment and business law and will be happy to discuss your case in a free no obligation consultation. Why not call us on +44 (0)20 7537 7000, email us at info@london-law.co.uk or get in touch via the contact us button  and see what we can do for you?

This blog was prepared by Alexander JLO’s partner, Peter Johnson on 18th April 2026 and is correct at the time of publication. With decades of experience in almost all areas of law Peter is happy to assist with any legal issue that you have. He is widely regarded as one of London’s leading employment lawyers and is a member of The Employment Lawyers Association. His profile on the independent Review Solicitor website can be found Here