Amid ongoing legislative changes, HR leaders must determine how to best manage diverse opinions and encourage an inclusive environment.
By Simon Kent
Organisations may be used to the idea of change within their business—in terms of new technology, processes, and ideas but change is also something that happens outside the workplace. While businesses may not have direct influence over this kind of change, the impact can be significant. Political change and related feelings around such emotive issues will impact the workplace, sometimes through direct discussion and sometimes with more subtlety. The ongoing machinations of the political world can therefore challenge HR both through the resulting legislative change and through the management of employee discussion and sentiment around such subjects.
“Political discussions in the workplace are a natural occurrence and these conversations can be both engaging and uncomfortable,” says Andrea Derler, principal of research and value at people analytics company, Visier. She quotes Gallup data which shows that 14% of employees feel more included through political discussions, while 12% find them uncomfortable. “Instead of debating the merits of such discourse,” she says, “it’s more productive to cultivate an environment where employees from diverse backgrounds can engage in meaningful dialogue while maintaining a respectful and inclusive workplace atmosphere.”
“Political changes and the tensions that might arise as a result are not always easy to predict,” agrees Sam Price, talent solutions director at RPO1. “They can be a minefield, polarising individuals in a way that might reduce the effectiveness of teams and have a lasting impact on professional relationships.”
Price cites some of the recent unrest that has occurred in the U.K., noting that some employers may even find their workers directly involved. In any event, people will take sides and their opinions may spill over into the workplace. “The employer’s first and most important duty of care is to ensure the safety of every member of the team,” says Price. “No one should feel threatened or bullied in the workplace, and those standards of behaviour need to be clear and unequivocable, with consequences in place for anyone who compromises the safety or well-being of others.”
While suggesting the most obvious answer might seem to be to discourage people from political discussions at work, Price says silenced tensions are still in the room and may even be amplified when they are unspoken. “A more effective strategy to mitigate the impact of political and geopolitical tensions is to nurture a culture of respect and inclusion across an organisation,” says Price. “It’s during times of tension that failures of ED&I are exposed, and bridging those gaps when issues have already arisen can be hugely challenging.”
However, political change can also mean actual impact on the workplace. Michael Freytag, public affairs manager at WEC, says the rise of populist and extremist parties–as seen in diverse countries and in the European Parliament elections in particular–poses a serious challenge for the work of HR. “These parties are typically less engaged in a constructive dialogue with and position on diverse forms of work,” he says. “Their agenda is much more conservative and ‘backwards looking,’ protecting traditional forms of work and organising work rather than embracing change.” The more right-wing parties and populist forces are, says Freytag, generally less open to a proactive social policy agenda based on social innovation and social justice.
They can also be opposed to a constructive debate on mobility and migration, which Freytag says is particularly concerning at a time when where there are many challenges plaguing labour markets–from the need for flexible work to skills shortages, changing workforce demographics, and persistent levels of unemployment among younger people. Despite the headline grabbing actions of some, Freytag remains optimistic that the current course appears more liberal. “From an HR services industry point of view, it is promising to see that there are fewer legislative initiatives announced by the European Commission,” he says, adding that the continued focus on valuing the role of social partners and social dialogue is also welcomed.
Julia Onslow-Cole, partner at Fragomen, notes that while business travel is increasing, possibly passing pre-pandemic levels, many elections have led to the emergence of new players and what she terms as “fractious coalition governments.” This has also led to instability in some government policy. This she says, is the perfect storm for HR leaders, whose roles have never been more complex. “They are managing a workforce that, post-pandemic, wishes to work from anywhere, and a new generation which holds different values from previous ones,” she says. “HR leaders must closely monitor geopolitical risks and potential changes in government policy and legislation and be ready to act to protect their workforce.”
Caitlin Pyett, director of account management, Asia, at Crown World Mobility, agrees that HR needs to be proactive, meeting the rise in harmful sociopolitical rhetoric with tailored support. “HR leaders must keep diversity, equity, and inclusion (DEI) top of mind whilst managing the complexities of supporting employees on assignment,” she says.
“Aside from these more severe implications, the political landscape in the U.K. is increasingly being reflected within workplace dynamics,” she adds. “Managing diverse opinions and fostering a respectful work environment has therefore become a central challenge for HR.”
Pyett says national culture now plays a significant role in how comfortable HR professionals feel addressing these issues. For instance, she says, in the U.K., political discourse has become more contentious, and HR leaders may face a more challenging and stressful time balancing neutrality while addressing employee concerns. “The need for clear policies around political expression in the workplace, as well as creating spaces for open dialogue, is more urgent than ever,” she says.
The result of the recent U.K. election is one which is set to have a dramatic impact on employment rights for workers in the country, and there will be as much debate around this as there will be rewriting of HR policies. Anthony Lewis, director at Tile Hill who specialises in public sector placements, notes that HR in the U.K.’s public sector have been working with instability and change for the past 14 years, but that by sharing ideas has helped to see the sector through. “Attending HR conferences for those in the public sector is a constant reminder of the power of collective learning, sharing experiences, and promoting best practice,” he says. “By creating a strong sense of community, everyone benefits.”
Onslow-Cole also makes it clear that the HR does not need to be a bystander in the current environment–it has an influential voice and should be ready to use it. “In many instances, thoughtful input from the U.K. business community has led to policy or legislative changes, especially as related to skills shortages,” she says.
Even in the midst of change, then, HR should still get its voice heard.
