Probation can create a power imbalance because the manager contributes to the decision on your appointment. Firm feedback and close supervision are not automatically bullying, but humiliation, intimidation, exclusion, discriminatory treatment or manipulated records may require action.
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Distinguish management from mistreatment
A manager can set standards, monitor work and give critical feedback. The concern becomes stronger where conduct is personal, degrading, threatening, inconsistent, unsupported by evidence or linked to a protected characteristic. Focus on what happened and its effect rather than relying only on labels.
Why probation makes the issue harder
You may fear that raising concerns will affect confirmation. Staying silent can allow inaccurate records to grow. The safest first step is often a factual record and a proportionate request for the behaviour or process to change.
Immediate evidence to keep
- Dates, words and actions.
- Who was present.
- Emails, messages and review notes.
- Changes in allocation, access or treatment.
- Your response and any support requested.
- The effect on work and health.
Unlock the detailed probation-protection strategy below, including how to record patterns, challenge inaccurate feedback, raise concerns without losing focus on probation and respond if treatment escalates after you speak up.
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