HR vs political and social issues
We’re in an age where once again, politics and social issues are dividing our societies, with sometimes dangerous and deadly results.
And the burden this creates for HR leaders - how to avoid disputes between employees, and ensure teams remain collaborative and productive, when people feel a natural need to voice their differing opinions on political parties, policies, and issues such as immigration, poverty, climate change, mental health, equality, discrimination and wars.
It’s a difficult juggling act. Historically, companies focussed on selling products or services, paying their employees and a marketing focus on their reputation for quality, reliability and consistency. Today though, customers, employees and sometimes investors expect companies to take a public stance on social and political issues. In parallel to this expectation, companies have been advocating themselves as employers of choice, where staff can be their “authentic selves” in the workplace, which by implication would mean staff should be free to share their own commentaries whilst at work.
This however, opens the door to difficult, passionate, obnoxious and sometimes aggressive debates between employees, customers and company leaders; in turn impacting morale and engagement, and in some instances, resignations or terminations of employment and loss of business contracts.
Allowing these sorts of debates in the workplace, in some jurisdictions also creates company risk for breaches of employment and anti-discrimination laws, leading to claims of employment discrimination, harassment or retaliation.
A policy from HR banning political and social issue discussions doesn’t appear to be the answer. Employees increasingly want to work for companies that align with their values and making staff feel silenced only creates a distrust of leadership which often impacts talent retention and attraction. Regardless, a policy ban is difficult to enforce as people will continue to talk and debate away from “official ears”.
If a culture for civility and mutual respect is within the DNA of the company, this may help to avoid escalated disputes in the first instance. Without that, every HR team member and business leader needs to repeatedly promote and encourage clear expectations of behaviours inclusive of:
Approaching political and social issue conversations from a place of curiosity with acceptance that they may not find common ground. HR can play a valuable role in providing tools and methods that foster psychological safety and give employees the skills to achieve this aim. Training on active and empathetic listening, along with validation for the feelings of others, goes a long way to de-escalating tense situations.
Focusing on shared values and goals with their colleagues. After all, despite differing views on political and social issues, most people still share common interests such as keeping themselves and their families and friends safe and healthy, reducing financial worries, having fun holidays, and doing their jobs well. HR can be pivotal for providing mediation to secure alignment between employees, and provide frameworks that allow people to express themselves authentically, so long as it remains respectful to all parties.
Keeping everything work related as much as possible. Whilst HR can set up forums where employees can be heard, have questions answered, and feel engaged despite having a different viewpoint; political and social issue conversations should not be the main focus during work meetings or breaks. And if political discussions start brewing, all persons present should have an “opt out” option, to either suggest moving on to another topic or scheduling a dedicated time for non-work-related discussions, or to excuse themselves if they feel uncomfortable.
Zero tolerance for unacceptable behaviours with crystal clear definitions for “unacceptable” and a reporting process that is known by all within the company. HR teams must act quickly and decisively on complaints, and investigations plus rulings need to be without prejudice and consistent.
HR leaders need to understand that reliance on an employee handbook, new joiner induction process, or company policy documents simply isn’t enough to ensure company expectations for employee values and behaviours are adhered to during times of political and social issue polarisations.
Constant messaging and re-messaging of acceptable discussion parameters, and role modelling by all company leaders of the preferred behaviours, should help in reducing tension, stress and worry amongst employees with opposing views; and minimising disruptions.
Fundamentally, companies need to reassure all stakeholders that healthy dialogues on issues are encouraged and valued, whilst maintaining a culture of respect to ensure a safe, welcoming and inclusive work environment for all.
About the Author
Sally-Anne is appreciated across her leadership network for her constructive honesty and care. As a senior partner she brings many years of career experience supporting executives in their search for new career challenges, and in their search for high performing talent for their own teams.