The end of the war in Gaza seems imminent. Last week we saw images of relief and jubilation on our screens, as a ceasefire was announced between Israel and Hamas. Joy is mixed with sadness over the loss of all innocent lives.
As this phase of war comes to an end, we can expect some divisive views to be aired about what happened, when it started, who is to blame and what will happen next.
The terms of the ceasefire are still emerging. As our news feeds continue to update, there may be a temptation for business leaders be try and shut down conversation, to prevent issues arising in the workplace. This would be ill-advised.
Read more: Navigating workplace conflict: a guide to constructive management
There were large numbers of people opposed to the war who questioned our previous and current government’s position during this conflict. The large numbers of people who attended anti-war protests and posted on LinkedIn on this subject means that conversations are going to happen, and continue.
So, conversations will happen regardless. Stifling conversations is not likely to be successful. Accepting this would be a good starting point.
Instead, refer employees to the organisation’s code of conduct and organisational values, where they exist and are relevant, reminding staff to stay professional, respectful and to be open to diverse views and opinions.
It is important for everyone who wants to, to be able to express themselves. But this needs to be in way that is not offensive to others, as there is no justification for racial or religious discrimination or incitement to hatred of one group or another. This messaging was important during the conflict, and continues to be critical now the war has potentially ended.
Read more: Conflicting opinions about Israel and Palestine must be dealt with sensitively
Behaving in a manner that is antisemitic or Islamobphobic could be deemed harassment, and even potentially a hate crime. This needs to be stressed to all.
Being critical of the actions of Israel has led to accusations of antisemitism. But as the case of Professor David Miller against Bristol University showed, Miller was found to be unfairly dismissed for holding anti-Zionist views.
Criticism of the state of Israel – which is based on a political ideology (Zionism), and is only hundreds of years old – should not be conflated with Judaism, which is thousands of years old. The two are often conflated but are distinct and different.
Now would be an ideal time for HR leaders to ensure that they are in tune with what is happening across their organisations – by talking to managers and staff, and being visible and supportive – so that staff don’t feel isolated or targeted. Good business partnering is about being proactive, rather than being reactive, to issues before they arise or escalate.
Read more: It's only right to respect others' wrong views
The level of human suffering we’ve seen in this war may have caused a lot of trauma for workers. Making sure that staff are supported with their mental health and wellbeing is an employer’s legal duty, and can help individuals who have been affected directly or indirectly. This can mean directing staff to internal resources like an employee assistance programme, or externally to specific support services where they can receive counselling and advice on coping strategies.
Some will have chosen to look away over the last 15 months. Others have engaged and tried to advocate on behalf of innocents. One group of people may be judgemental of the other.
It is easy to write people off who disagree with our perspective. But HR professionals must stress to employees that is that it is okay to disagree, without being disagreeable.
By Shakil Butt, founder of the HR Hero for Hire consultancy