Surviving the 2024 election with your workplace intact
One can convincingly argue that the political scene in the United States hasn’t been this polarized since the Civil War. The shocking assassination attempt on Donald Trump is causing members of both parties to dial down campaign rhetoric, but significant damage has already harmed the public psyche. Malicious attacks on members of the opposite party have incited people to mirror disrespectful and harmful behavior with emotional acts of uncivil disobedience. More people are sharing their political opinions inside and outside the workplace, with zero tolerance for those who disagree.
At the recent SHRM Conference, workplace behavior expert Dr. Dennis Davis of Ogletree Deakins and nationally recognized employment lawyer Joe Beachboard of Beachboard Consulting discussed critical issues associated with employee expression from legal and psychological standpoints. They also offered guidance to help organizations cope with the coming elections.
What research reveals about political discussions in the workplace
The pair cited survey statistics that 83% of employees admitted to discussing politics at work. Due to recent developments, that number is unlikely to decrease. While employees talk about politics at work, 77% prefer not to engage in political debates.
Successful companies support respectful, collaborative team dynamics, and polarization has the opposite effect. Conversations can easily become emotionally charged. In fact, 67% of workers surveyed witnessed or experienced workplace incivility the month before the survey. Three-quarters of those workers said their well-being was affected, which caused half of them to take time off.
Most employers who were surveyed believe that political discussions in the workplace decrease staff engagement and commitment, adversely affecting their productivity. This is clearly the case since employees are taking time off to recover their physical and emotional health. However, only 8% of companies have policies regarding political discussions at work.
Your company is vulnerable if you don’t act
Employees’ emotional and physical safety is at stake. Confrontations can result in policy violations and legal exposure. But it doesn’t stop there. Employee communications on social channels can also lead to practical and legal ramifications.
Take a proactive stance
Don’t wait for a ticking time bomb to explode. Senior leadership should not ignore the potential for violence in the workplace and should be proactive in defusing tensions. The two experts recommend the following actions:
Make sure your workplace policies specifically address political discussions and expression. Can you rely on your existing code of conduct, or is it outdated? Federal and NLRA guidance may not align on all points, so consult with a legal authority for clarity. Have you considered social media? Privacy policies vary by state.
Acknowledge political tensions
Once you’re clear on what is and isn’t allowed regarding free speech, train managers how to handle violations. Lawsuits can result if there are issues and managers don’t respond promptly and properly. Your company’s position on political discussions should be conveyed by its most influential person—the highest-ranking leader.
First, explore the extent of political tensions within your organization and adjust communications to address the severity of the situation. Acknowledge the politically charged environment, tensions and stress on employees inside and outside the workplace. Be sure to reach all employees via whatever means of communication you choose, and remain sincere and transparent in delivering messages.
Communicate loudly and clearly
Reaffirm your workplace culture and your organization’s core values, specifically addressing points about free speech. Your objective is to foster inclusivity, mutual respect and professionalism. Healthy discussion is okay, but disruptive behavior is not acceptable. If your workplace is highly charged, outline consequences firmly with a neutral tone. You don’t want to add to existing tensions and employee stress. Consider an outlet for employees to discuss the issue, perhaps in a town hall or company-wide call.
Leadership must step up
Employees want to work at companies where they feel valued, respected and safe. They won’t deliver optimal performance without those conditions. It’s up to leadership to protect employees and your organization from the consequences of physical and emotional harassment and abuse. Doing so will help promote employee well-being and engagement, which leads to improved work performance.
