Overview
New data on workplace climate in government departments shows a mixed picture for the Home Affairs portfolio in 2025. While staff report an improvement in the perceived level of bullying compared with the prior year, Home Affairs still registers one of the higher bullying perceptions across the government. The trend underscores progress in some areas while highlighting persistent challenges in others, and it invites continued attention to workplace culture and employee well‑being.
What the numbers say
Internal surveys indicate that staff experience and reporting of bullying within Home Affairs has decreased compared with 2024. The improvement is welcome and reflects a combination of policy changes, leadership focus, and reporting mechanisms that aim to create a safer, more respectful work environment. However, when benchmarked against other government departments, the level of perceived bullying remains notably elevated, suggesting that burnout, power dynamics, and communication gaps may still be at play.
Why the perception matters
Perceived bullying in the workplace is not only a matter of morale; it also affects performance, staff retention, and the department’s ability to deliver essential services. For citizens relying on Home Affairs for identity documents, immigration processing, and border management, a healthy internal culture can translate into more efficient, courteous, and reliable public service. Conversely, a toxic environment can hinder decision‑making, reduce trust in leadership, and increase staff turnover—factors that ultimately impact the public’s experience.
Root causes being discussed
Analysts and staff alike point to several recurring themes. High workloads and strict deadlines can magnify stress, creating pressures that manifest as negative behaviors. Hierarchical structures and ambiguous reporting lines may discourage individuals from speaking up. In some teams, insufficient feedback and inconsistent accountability for inappropriate conduct have been identified as contributing factors. The 2025 data suggest that while some improvements have been achieved, deeper cultural shifts are still needed.
What is being done to improve
Management has signaled a continued commitment to addressing bullying and promoting respectful conduct. Key initiatives include:
- Expanded training on respectful communication, conflict resolution, and bystander intervention.
- Strengthened reporting channels with protections for whistleblowers and clear timelines for responses.
- Regular leadership coaching focused on inclusive decision‑making and accountability.
- Well‑being programs that offer stress management resources, counseling, and workload assessment to prevent burnout.
- Clear policies linking misconduct to consequences, reinforced by consistent enforcement across divisions.
These measures aim to sustain the 2025 downward trend while preventing relapse into older patterns. Progress will depend on sustained leadership commitment, transparent progress reporting, and a culture where staff feel safe to raise concerns without fear of retaliation.
What this means for staff and the public
For Home Affairs employees, the 2025 decline is a positive indicator, signaling that efforts to improve the work environment are taking root. For the public, it could translate into steadier service, fewer disruptions caused by internal conflicts, and a stronger display of professionalism in interactions with staff. The challenge remains to drive the perception of bullying further down to align with the best-performing departments in government.
Next steps
Experts recommend maintaining a relentless focus on culture, including ongoing measurement of bullying perceptions, frequent leadership accountability checks, and transparent communication about incidents and resolutions. Long‑term success will hinge on bridging the gap between policy and practice, ensuring every employee feels heard, respected, and protected.
Conclusion
The 2025 data show a meaningful shift in the right direction for Home Affairs, with a notable reduction in perceived bullying. Yet the department faces a clear call to intensify its cultural reform efforts to push the metric further toward the levels achieved by top‑performing agencies. Sustained investment in people, processes, and accountability is essential to turning improvement into lasting change for staff and the public alike.
