When it comes to managing politics in the workplace, many HR professionals are uneasy.
In a recent HRCI survey, more than half (55%) of respondents say they are somewhat, minimally, or not at all prepared to handle politically charged discussions at work. Almost half (49%) say they do nothing specific to address such conversations. And 86% say there is no policy in place.
“It’s clear that, in today’s polarized world, political discussions present a challenge,” said Dr. Amy Dufrane, CEO of HRCI. “But there is much that every company can do to manage these situations. Resolving conflicts, whether they arise over politics or other workplace issues, is a vital function at every company.”
By working together, Dufrane said, HR and leadership can ensure a harmonious workplace where differences are resolved constructively—maintaining productivity, minimizing turnover, and enhancing organizational culture.
To help facilitate that process, HRCI queried more than 7,200 human resources professionals around the world about their practices and procedures. Our new whitepaper, Managing Political Polarization in the Workplace, explores this research and how HR professionals are impacted by political conflict in the office and what companies can do to manage political differences.
While many companies understandably shy away from politics—HRCI surveys show 36% discourage political discussion—employees do need opportunities to discuss political problems when they arise in the workplace. Forcing employees to “file a complaint” should not be the only avenue to constructive resolution.
Accessible channels, like third-party mediation or company-appointed ombudspersons, can be effective and may seem more personal. Conducting training to help employees understand conflict styles and resolution techniques can also go a long way to prevent explosive arguments.
While you may not need a formal policy on politics, set the expectation that all workplace communication will be respectful and appropriate. There are many ways to do this, including onboarding, company town halls, team-building events, and even meeting structure. It will look different at every organization, but the goal should be to communicate clearly and repeat often.
“Setting a tone and expectation that communication will be inclusive and respectful is important,” Dufrane said.
While it is common for executives to delegate conflict management to HR, effective resolution should involve both HR and management working in tandem, Dufrane said.
While HR can provide the necessary training and guidelines on effective communication and conflict resolution, the primary responsibility lies with managers, who interface daily with their teams. Managers are directly responsible for ensuring team members adhere to behavioral standards and commitments. Without their accountability, conflicts are bound to escalate.
Dufrane’s co-authored book, Alchemizing HR: Your Formula for the New Era, notes that communication should “demonstrate partnership, aid decision-making, air individual grievances, and act as a channel for collective bargaining.” A healthy culture can develop from the ripple effect of modeled behaviors from the C-suite.
Navigating political conflict can be more complex for organizations whose functions lie in politics and advocacy. Thousands of companies lobby at the federal, state, and local levels to protect their interests, shape regulation, support or oppose legislation, and impact policy. This is how the American system is designed to work, and so long as companies stay within the law—and most do— there is nothing inherently wrong with that.
In recent years, however, the waters have muddied as to whether it is advisable for organizations to declare positions on social issues. While it was once axiomatic to avoid commenting on divisive topics for fear of alienating stakeholders, many businesses have stated their positions in recent years—with widely varying results.
“A company that is taking positions on polarizing issues is going to have a harder time managing value disparities in the workforce because they are injecting these issues directly into the office,” Dufrane said. “Employees are going to discuss it.”
If your company is involved in social issues, take these steps to mitigate office impact.
Fully explain the company’s position. Do not announce positions without first explaining them internally and providing context. Reiterate how the position relates to the company’s business and aligns with its corporate and cultural values, and how those values are demonstrated in the workplace.
Keep an open dialog. Understand that, no matter what position your company takes, there will be employees who disagree. Ensure there are forums where employees can be heard, have questions answered, and feel engaged despite differing viewpoints.
Be wary of overt partisanship. While many issues will be perceived as partisan, actual partisan behavior such as endorsing a candidate or a political party can be a much louder statement. Although it may be advantageous for your industry, such activities (and their internal implications and contingency plans) should be carefully considered.
“Many companies have to get involved in politics and policy, it is just the nature of their business,” Dufrane said. “But it is smart to consider the internal implications. Companies that manage the internal impact in advance have far fewer problems later on.”