Workplace cliques can be seen as groups of colleagues who share common interests and socialise inside and outside of work. It can be easy for cliques to form in a working environment; employees working closely with each other daily are all the more likely to become friends and enjoy each other’s company. While on paper there is nothing wrong with cliques in the workplace, problems can arise when cliques start to impact performance and make others feel alienated.
The trouble with cliques at work
In theory, cliques at work have the potential to be good for business. Teams that get on well and work well together are generally high performing and highly motivated.
But if cliques are not managed carefully, the result can be a toxic work environment and unwanted effects on team morale and performance. This is because cliques are based on exclusion. They can stifle collaboration and creativity, and discourage original ideas. They can make employees reluctant to work with or to socialise with people outside of the clique. It may also be alienating for new employees and introverted workers. Workplace productivity may also be affected as clique members may be distracted and less focused without careful management.
Employees within a clique are also at risk of becoming too familiar, potentially reacting negatively if asked to work with others outside of it. Additionally, if several cliques are formed, it could lead to an ‘us vs them’ mentality that could prove detrimental to overall workplace morale.
Continually allowing the same individuals to work closely together could even cause issues with individual development. Some people may get too comfortable hiding in the clique instead of thinking independently and coming up with their ideas. If not encouraged to be more self-reliant in their role, this could lead to employees missing out on future opportunities for progression.
Hybrid working arrangements can also present issues with cliques. For example, if employees go into work on the same days as their friends, it may entrench workplace cliques to the detriment of wider positive collaboration with others outside the clique.
Employees who are not part of the clique can quickly feel left out and unfairly treated, especially if the clique involves management. Eventually, staff in this position may become disillusioned in their role, something that can affect their performance and potentially lead to them seeking work elsewhere.
Cliques and workplace bullying
Employers should always remember that deliberate exclusion is a form of bullying and should be discouraged through company policy. Other forms of misconduct can also arise as a direct result of a clique, such as workplace gossiping or rumour spreading, which again should be deemed unacceptable. It is important to remember that, if this type of bullying is proven to be down to an individual’s protected characteristic, it could lead to more severe claims of harassment. This could end up being very costly for a company if such a claim was allowed to proceed to an employment tribunal.
Because of this, businesses must carefully monitor cliques and, where possible, employees are encouraged to work with a broader group of people than just their social circle. If any issues of bullying do arise, employers need to deal with it swiftly and in line with company policy.
What can employers do to discourage cliques at work?
Dealing with conflict in the workplace can become more difficult if there are firm lines dividing employees by status and inclusion. There are a number of steps employers can take to prevent or deal with cliques in the workplace:
Check yourself
When discussing important management skills, it’s important to assess your influence. How do you handle conflict at work? Do you contribute to the creation of cliques, even if inadvertently? These might be difficult questions to ask yourself, but it’s important to recognise any ways that you, as the manager, may be feeding workplace conflict. It’s important that managers avoid favouritism and treat their employees as equals so that power doesn’t intrinsically determine who’s most and least popular.
Mix up teams & encourage collaboration
Managing conflict at work sometimes requires playing a game of chess. Diversify the team members working on a particular project so that the same employees aren’t always working together. Doing this might also give you insight into where allegiances may lie so you can get a better understanding of where conflict is likely to erupt.
Reward inclusion
Joining a clique at work can give employees a sense of belonging, security, and identity. So find ways to help your employees achieve that in a way that’s more effective and inclusive to everyone. Create a company culture that’s cohesive and desirable, one where employees feel they can express themselves and mingle with folks in different roles. You can improve company culture by scheduling events that tap into collective interests, where inviting others to join is rewarded. That’s one way to learn how to handle employee conflict before it even starts.
Encourage feedback
Encourage your employees to provide feedback that will remain confidential. This can help you get a better sense of where interpersonal issues live on your team and get ahead of potential employee conflict resolution needs before they even arise.
Upskilling team members
Whether it’s directly managing conflict at work or trying to avoid it by dissipating office politics, you can help arm your employees with the skills they need to manage uncomfortable interpersonal situations. Communication skills may be a necessary thing to introduce to your team so that tension and disputes can be handled effectively rather than getting out of hand quickly.
If managing conflict at work has become too personal and hard to manage, don’t go it alone. Get support from unbiased professionals who can use their outside perspective to re-introduce professional boundaries and expectations when it comes to interpersonal conflict.
Have a buddy system in place for new recruits
Pairing your new employees with a work buddy is a good strategy to help them adjust to a new workplace and feel welcomed. The work buddy can help answer any questions the new recruit may have about the work process and/or the company culture.
Review your recruitment policy
When recruiting, make sure you select candidates who are a good cultural fit for your company. A cultural fit means they share the values and beliefs of your business. It does not mean homogeneity. A diverse team is just as important. It helps bring in fresh ideas, perspectives and a wide range of skills and experiences to your workplace.
Is hybrid working encouraging cliques?
Your HR policy on hybrid work should set clear expectations for your staff. It should clarify when employees are required to work from the office and when from home. It should also state whether employees are allowed to choose the days they can come into work.
Alternatively, employers could set up a hybrid work schedule for the team to avoid ‘collusion’ among cliques to only come into work on the same days, which could entrench cliques and prevent working relationships developing positively with other colleagues outside the clique. If you’d like your team to have the freedom to pick their days to come into work, you may consider fixing one day when everyone is in work and able to interact and get to know each other.
Tackling cliques through organisational structure & culture
Many organisations are structured in a way that was designed for a time that no longer exists – especially as we move into a post-pandemic world. They are often hierarchical and organised in silos and cliques. Information and authority moves vertically, while the work mostly needs to happen horizontally from team to team.
This type of design automatically creates division, disconnection, internal competition and pecking orders. It often prevents any hope of genuine inclusion or diversity, instead creating homogeneity and self-reinforcing sub-cultures with their own community of practice, language and set of assumptions. Those then by definition are often viewed as ‘alien’, ‘nothing like us’ and usually just ‘wrong’ or at the very least inferior.
From a mental health perspective, some of that can actually be beneficial – giving members of the different groups a sense of belonging and a support network.
However, it also has some significant downsides:
- The support network may be very small and potentially volatile. If you’re not the ‘most popular kid in school’ it is very easy to become an ‘outsider’ excluded from a clique.
- If you’re new, it can be hard to break into the inner circle – and if you don’t agree with the prevailing culture or assumptions on which that circle is based, you can feel very isolated and even be subjected to damaging behaviours or bullying.
- If it sounds to you as though I’m speaking from personal experience, then you’re right: and I am. I have experienced, in my younger days and even more recently, the cold chill of being ostracised due to my background, role or personality. I’ve been bullied, yelled at and subjected to harassment. I’ve also worked in caring and supportive cultures where those same features that caused others to want to exclude me have been valued, welcomed and included.
Employers and HR should look at the film’s representation of ‘clique culture’ and think about what’s going on in their workplaces and how they can manage their office cliques. Culture and subcultures are not predetermined. They are not an automatic consequence of sector, size or the senior leaders. They are not set in stone. Culture is created by the behaviour of leaders at every level and through the values that everyone in the organisation lives by. The behaviour we tolerate is the standard we set. We create, shape and sustain culture not just by what we do, but also by what we say, what we don’t and what we allow.
Need Assistance?
DavidsonMorris’ HR specialists support employers with all aspects of workforce management, including how to avoid and deal with workplace conflicts. Contact us for specialist advice.
Cliques at Work FAQs
What are the signs of cliques forming at work?
Cliques often manifest as groups of employees who consistently exclude others, communicate primarily among themselves, and may resist collaborating with the wider team. Other signs include a drop in team morale, increased gossip, and noticeable divisions within the workplace.
How can cliques impact workplace culture?
Cliques can create a toxic work environment, leading to feelings of isolation among non-members. This division can reduce overall team collaboration, lower productivity, and increase turnover rates as employees may feel unwelcome or undervalued.
Are cliques always negative in the workplace?
While cliques often have negative connotations, small groups can sometimes form naturally based on shared interests. However, when these groups become exclusionary or start affecting work dynamics, they become problematic.
What should I do if I notice a clique forming in my team?
Address the issue early by fostering a culture of inclusivity. Encourage open communication and team activities that promote collaboration among all employees. If necessary, have a private conversation with the clique members to discuss the impact of their behaviour.
Can workplace cliques lead to legal issues in the UK?
If cliques contribute to an environment of harassment, bullying, or discrimination, it could result in legal consequences. Employers have a duty to ensure a safe and inclusive workplace, and failing to address toxic behaviours can lead to claims under UK employment laws.
How can I prevent cliques from forming in the first place?
Creating a strong, inclusive company culture is key. This can be achieved by promoting teamwork, encouraging diverse interactions, and ensuring that all employees feel valued. Regular training on inclusivity and management’s commitment to fair treatment can also help prevent cliques.
What if an employee feels excluded by a clique?
Take their concerns seriously. Listen to the employee’s experience and investigate the situation. Provide support and, if necessary, take action to integrate them more fully into the team or address any inappropriate behaviours by the clique.
Glossary
| Term | Definition |
|---|---|
| Clique | A small, exclusive group of people within a larger group, often with shared interests or activities. |
| Workplace Culture | The environment, values, behaviours, and practices that define the overall atmosphere in a workplace. |
| Inclusivity | The practice of ensuring all individuals are treated fairly, with equal access to opportunities and resources. |
| Exclusion | The act of deliberately leaving someone out of a group or activity, leading to feelings of isolation. |
| Team Dynamics | The interactions and relationships between members of a team, affecting how they work together. |
| Conflict Resolution | The process of resolving a dispute or disagreement between parties in a peaceful and constructive manner. |
| Bullying | Repeated aggressive behaviour, often intended to hurt or intimidate someone, which can occur in various forms. |
| Harassment | Unwanted and unwelcome behaviour that makes someone feel intimidated, humiliated, or offended. |
| Discrimination | The unfair treatment of individuals based on characteristics such as race, gender, age, or disability. |
| Mediation | A method of conflict resolution where a neutral third party helps the disputing parties reach a mutual agreement. |
| Diversity Training | Programmes designed to educate employees about diversity, inclusion, and preventing discrimination in the workplace. |
| Employee Retention | The ability of an organisation to keep its employees from leaving over a period of time. |
| Turnover Rate | The rate at which employees leave an organisation and are replaced by new employees. |
| Legal Compliance | Adhering to laws and regulations applicable to the organisation, including employment and workplace laws in the UK. |
| Workplace Policies | Guidelines and rules established by an organisation to manage employee behaviour and operations. |
| Psychological Safety | A work environment where employees feel safe to take risks, express their opinions, and make mistakes without fear of negative consequences. |
Author
Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.
She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.
Anne is an active public speaker, immigration commentator, and immigration policy contributor and regularly hosts training sessions for employers and HR professionals
