More than four in 10 LGBT+ employees have experienced workplace conflict. By Daphne Doody-Green, Head of CIPD Northern England.

While progress has been made, many lesbian, gay, bisexual and transgender (LGBT+) people still worry that revealing their sexuality at work will have negative consequences for them.

Take for example the teenage ambulance worker who hit the headlines recently after winning £20k at an employment tribunal which found his boss guilty of subjecting him to homophobic abuse. Sadly this is just one – and all too common – example of the bullying and harassment that LGBT workers can suffer at the hands of their co-workers.

In fact, CIPD research found that more than four in ten LGB+ workers (40%) and 55% of trans workers have experienced such workplace conflict, compared with 29% of heterosexual, cisgender employees.

Employers must do more to support LGBT+ employees and create inclusive workplace cultures that have zero tolerance of bullying and harassment.

How can businesses create better working lives for LGBT+ people?

Organisations – of all sizes – can start by improving how they handle conflict and harassment, particularly given the increasing use of online video and messaging platforms, along with social media, which have made it much easier to spread abuse instantly and far and wide.

People managers play a vital role in managing and supporting staff with any workplace conflict. Therefore it is imperative that employers ensure their line managers are trained in how to have difficult conversations with employees and ultimately, how to handle such discriminatory or bullying behaviour.

As part of this training, people managers must understand the challenges faced by LGBT+ people. For instance, recognising that a lesbian will face very different challenges to a trans person at work will help managers – and an organisation – create inclusive practices that support each LGBT+ individual’s diverse needs, rather than assuming a ‘one-size fits all’ approach will do.

Having regular, open conversations with the wider team about inclusion will also help to encourage a more inclusive work culture, where everyone can feel confident to be themselves at work, and self-assured that any issues will be handled with sensitivity.

LGBT+ staff networks can also play an important role in enabling minority groups to come together, with allies, to better understand and support each other in the workplace.

The opportunities are endless for any business that wants to promote diversity. But change will not come overnight, and support for LGBT+ workers isn’t just needed during Pride month, it is needed all year round.

The CIPD ‘Inclusion at work: Perspectives on LGBT+ working lives’ research report offers more insight on what businesses can do to support and champion LGBT+ workers, and create an inclusive workplace culture where everybody – regardless of who they love – can thrive.

Source: https://community.cipd.co.uk/cipd-blogs/b/cipd-north/posts/employers-must-do-more-to-support-lgbt-workers


The number of cases heard by an employment tribunal involving allegations of workplace bullying had increased 44 percent over the 12 months preceding March 2022, according to a July report by the London-based boutique employment law firm Fox & Partners. The firm’s research showed an increase from 581 to 835 in the number of bullying cases heard during the sample period.

Did the increase in bullying cases signal an actual increase in workplace bullying or simply an increase in the number of litigated claims? It’s probably impossible to know in the absence of broad, longitudinal research, but Arran Heal, managing director of CMP Solutions, thinks it’s likely both.

“It isn’t surprising,” said Heal, whose London-based firm has 30 years of experience helping businesses manage conflict at work. He ticked off a list of circumstances that—amplified by social media—might well have boosted employee activism: #MeToo, the Black Lives Matter movement, equality legislation, a cost-of-living crisis and a nation split by Brexit. “As if that that wasn’t enough, then we throw in COVID,” he added.

The pandemic has exposed tensions associated with widespread hybrid and at-home work, created a loss of control among line management, stimulated a lot of restructuring, and heightened mental health issues in the workplace, he said. “It’s pretty tough out there. All that volatility in the workplace is a recipe for inappropriate behaviors to become more commonplace.

“Employees understand much more clearly their rights—what is acceptable and what is not,” Heal continued. That, in turn, motivates them to act, and “they have more confidence to do so because they see more employees being successful.”

Bullying by Other Names

“Bullying is a commonly used word, but it is not legally useful,” said Ivor Adair, an attorney at Fox & Partners. Bullying per se is not unlawful in the U.K.

The Advisory, Conciliation and Arbitration Service (ACAS), an independent government body that promotes strong industrial relations practice, describes bullying as “unwanted behavior from a person or group that is either offensive, intimidating, malicious or insulting, an abuse or misuse of power that undermines, humiliates, or causes physical or emotional harm to someone.” An ACAS early conciliation certificate is prerequisite to a tribunal claim.

Bullying allegations can support an employment tribunal claim if they are related to protected characteristics—age, disability, gender reassignment, race, religion or belief, sex, sexual orientation—under the Equality Act 2010, and thus classified as unlawful harassment. An employee making a claim on the basis of a protected characteristic, “may in essence be complaining of bullying,” Adair said. “It has to be framed properly to get through the gate; but the gist of what they are complaining about amounts to bullying.”

Bullying also might contribute to a legal claim of constructive dismissal–when an employer fails to fulfill its duty of care and an employee feels they have no choice but to resign.

Absent, but Not Fonder

Like Heal, Adair attributes the bump in bullying cases to a mixture of things but believes remote and hybrid work are a significant factor. “There is a lot to say for resolving disputes in person. I think the absence of close regular contact can sometimes result in devaluing or sometimes even a corroding of relations,” he said.

It’s more difficult to investigate and resolve issues in a hybrid or remote work environment, Adair said. More is put in writing that might otherwise be dealt with verbally, issues become more complicated, positions harden and matters can escalate into legal disputes.

A three-month limitations period applies to tribunal claims. “If a dispute is not resolved pretty promptly, the individual may be forced into doing something,” Adair said. “I suspect it has become much more challenging for managers to do that.” Once a formal claim has been lodged, it can be more difficult to resolve. “Every step that escalates the issue makes it more difficult to de-escalate the issue,” Adair said.

Heal, whose company provides mediation services, training and outsourced investigations, thinks the increase in tribunal cases has to do with both the complexity of cases and complainants’ confidence in their position. “If it’s just one instance of bullying, an employer normally could and should be able to solve it. Employers are finding cases more difficult to solve,” he said. “Likewise, the complainant knows their rights better than ever before. As a result, there is often a sense of responsibility to hold the organization to account in a public way. It isn’t just about money. … We often hear from complainants that they just want it to stop, they want it to change, they don’t want anyone else to go through it.”

Prevention Better Than Cure

To reduce workplace bullying claims, Adair recommended early intervention and more coaching of senior managers. If leaders improve their behavior, that trickles down to teams. “Any high-performance athlete has a dedicated coach; why not senior managers?” he said.

Adair also suggested re-engineering dispute resolution procedures to fit hybrid- and remote-work situations. Approaches that work in person may not be effective via a computer screen.

Employers need to decide what kind of organization they want to be and how they’re going to get there, Heal said. “They need a framework to measure against. What does good behavior look like? How do you have difficult conversations? What is the expectation? Who sets the tone?” Effective training should reduce the number of disputes and the cost of conflict resolution, and increase productivity and effectiveness.

“Behavioral change is not an easy thing to achieve,” Heal said.

“Opening people’s eyes, holding up the mirror as to why their behavior has caused distress to others can be life-changing,” he added. “Most people we deal with don’t realize they’re bullies. … Very few people wake up in the morning and say, ‘I’m going to be a bully today.’ ”

Margaret M. Clark, J.D., SHRM-SCP, is a freelance writer in Arlington, Va.

Article Source: https://www.shrm.org/ResourcesAndTools/hr-topics/global-hr/Pages/UK-bullying-cases-rise.aspx