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Introduction Post-COVID-19 complications require simultaneous characterisation and management to plan policy and health system responses. We describe the 12-month experience of the first UK dedicated post-COVID-19 clinical service to include hospitalised and non-hospitalised patients.Methods In a single-centre, observational analysis, we report the demographics, symptoms, comorbidities, investigations, treatments, functional recovery, specialist referral and rehabilitation of 1325 individuals assessed at the University College London Hospitals post-COVID-19 service between April 2020 and April 2021, comparing by referral route: posthospitalised (PH), non-hospitalised (NH) and post emergency department (PED). Symptoms associated with poor recovery or inability to return to work full time were assessed using multivariable logistic regression.Results 1325 individuals were assessed (PH: 547, 41.3%; PED: 212, 16%; NH: 566, 42.7%). Compared with the PH and PED groups, the NH group were younger (median 44.6 (35.6–52.8) years vs 58.3 (47.0–67.7) years and 48.5 (39.4–55.7) years), more likely to be female (68.2%, 43.0% and 59.9%), less likely to be of ethnic minority (30.9%, 52.7% and 41.0%) or seen later after symptom onset (median (IQR): 194 (118–298) days, 69 (51–111) days and 76 (55–128) days; all p

Workplace bullying is pervasive and has negative impacts on organizations and their employees. Despite this, organizations generally do not deal well with the problem. Anti-bullying, or Dignity-at-Work policies, do not adequately protect employees from the harms caused by bullying. This study, based on data from the 2018 Irish Workplace Behavior Study, explores experience of organizational responses to workplace bullying, drawing on interviews with participants from three large Irish organizations. One overarching theme and five sub themes emerged from the thematic content analysis, reinforcing earlier findings regarding the complex and problematic nature of workplace bullying and opaque “ownership” of anti-bullying or Dignity-at-Work policy and its implementation. The study concludes that organizations must actively establish a culture of interpersonal respect, rather than simply instituting a policy where ultimately no one takes responsibility. Facilitating employee wellbeing requires social cohesion across an organization.