My Coworker Reports Everyone to HR to Get Bonuses—So I Turned the Tables

Every workplace has that one person who somehow turns “company policies” into their entire personality. But sometimes, the rule enforcer ends up breaking more rules than anyone else. Today’s letter comes from a reader whose office offered bonuses for perfect behavior — and a coworker who weaponized that system for her own gain. When our reader finally pushed back, the fallout was...dramatic.

The letter:

“I work in an office where HR gives out quarterly ‘employee conduct bonuses’ — basically $500 if you have zero documented issues. Sounds nice, right? Enter my coworker Megan — who figured out the easiest way to get her bonus was to report everyone else for tiny ‘violations’ so they’d lose theirs.

She’d file HR complaints about people taking a 4-minute-longer lunch, whispering during ‘focus hours,’ wearing sneakers, even using the microwave ‘too loudly.’ HR never questioned it because Megan wrote her reports like she was drafting courtroom evidence.

She ALWAYS got her bonus. Everyone else? Not a chance. People were afraid to breathe too loudly.

Then she reported me for ‘creating a hostile environment’... because I was humming while working.

That was it.

I started gathering my own documentation: screenshots of her messaging coworkers after hours (policy violation), photos of confidential paperwork left out, timestamps of her coming in late daily, and even video of her gossiping about clients in the break room.

When bonus review season came around, I sent HR a single email titled: ‘Conduct Concerns Regarding Megan — Documentation Attached.’

HR called her in this time.

Turns out she was already on thin ice for excessive reporting. My email triggered an audit of every complaint she filed. Half were exaggerated or false. One was about someone on approved medical leave.

Megan was fired.

The office has never been quieter — in the best possible way.”

Thanks to our reader for sharing this story. Have you ever dealt with a coworker like this? Share your experience—your story might help someone else survive their office drama.

How to Handle False Accusations in the Workplace.

Every employer has a legal duty to handle complaints fairly and transparently. But what happens when you suspect an accusation isn’t true? It can be tricky — sometimes an employee genuinely believes something happened, even if the facts don’t support it. That’s why a proper, unbiased investigation is essential. It protects your staff, your business, and you from future claims.

Below is a simple guide to managing false (or potentially false) accusations in a professional, consistent way.

1. Start With a Fair Investigation.

Even if you doubt the complaint, you must still follow your grievance procedure or the ACAS guidelines. Treat every concern seriously and consistently.

A fair investigation should include:

Fact-finding: gather all relevant information.

Individual witness interviews: no group discussions.

Accurate statements: let witnesses review and amend their notes.

Confidentiality: protect everyone involved.

Neutral oversight: choose an investigator who isn’t connected to the grievance.

Clear communication: the accused employee must be informed and allowed to prepare a response.

Your investigation should consider:

Evidence from the person making the allegation

Witness evidence supporting or challenging the claim

The accused employee’s account

Any history or conflict between the parties

Whether mediation might resolve tensions

Take full minutes of all meetings and ensure everyone agrees to what’s been recorded.

2. Make a Decision Based on Evidence.

Once the investigation is complete, prepare a report that includes:

All witness statements

Any supporting documents

A summary of the evidence

A conclusion on whether the complaint appears true, mistaken, or knowingly false

Remember:
Sometimes complaints are false because of misunderstanding, not malicious intent. Your findings should reflect that.

If there is proof the accusation was knowingly untrue, disciplinary action may be appropriate.

The employee who was falsely accused may also choose to raise their own grievance.

3. Disciplinary Action (If Appropriate).

If you do decide to discipline the accuser, you must:

Provide full details of the findings

Give them time to prepare for a disciplinary hearing

Follow a fair process before making any decision

Before considering dismissal, look at:

The employee’s mental state at the time

Their overall work record

Their length of service

If you jump to dismissal without strong evidence, the employee could bring an unfair dismissal or constructive dismissal claim.

To dismiss for gross misconduct, you will need clear proof that the allegation was intentionally false.

4. Common Pitfalls (and How to Avoid Them).

To reduce legal risk, make sure you:

Share all relevant evidence with the employee before the meeting

Check whether the complaint might fall under whistleblowing (PIDA)

Warn employees about consequences for knowingly false claims

Review all evidence thoroughly

Use different staff members to handle the investigation, decision, and appeal

Follow the grievance procedure step-by-step

Keep detailed written records

Avoid unnecessary delays

A transparent, well-organized approach protects everyone involved — and helps maintain trust across your team.

If you’ve been involved in a similar situation at work, we’d love to hear your story.

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