The decision came after a video emerged of the actor Jamie Borthwick making an offensive remark to describe the people of Blackpool. The BBC said his language was “entirely unacceptable and in no way reflects the values or standards we hold and expect”.
Borthwick issued a statement in The Sun on Sunday apologising “for any offence and upset my words and actions have caused”.
He said: “It is no excuse, but I did not fully understand the derogatory term I used and its meaning. That is on me completely. Now I am aware. I am deeply embarrassed to have used the term and directed it in the way I did. It was wrong.”
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When there is disability discrimination in the workplace, no matter how small the incident may seem, it should always be taken seriously, Chris Jay, managing director of workplace training provider Bascule Disability Training told HR magazine.
Complaints should be handled swiftly, with sensitivity and in a way that makes everyone feel safe and heard, Jay explained. Organisations should ideally already have in place robust, clear policies that are simple and accessible to all, for reporting discrimination.
He added: “Crucially, this is not just about punishing the individual involved but allowing them to change their behaviour before it leads to more serious consequences.”
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Prevention is key, stressed Jay, which means that building a genuinely inclusive work culture that ensures disability is “recognised, respected and celebrated as part of your organisation’s identity” by “giving staff the tools and understanding to do better".
“In cases like that of Jamie Borthwick, where the actor claimed he didn’t fully understand the offensive term he used, it highlights how easily harm can be caused by a lack of awareness, knowledge and understanding. Inclusive organisations should therefore make sure staff know what language is respectful, what terms are outdated or offensive, and why it matters,” said Jay.
“This is why user-led training is so important. Trainers can speak from experience about the hurt caused by certain words.”
Ruth Cornish, director and founder of HR consultancy Amelore, echoed the importance of educating employees as well as establishing employee resource groups to foster inclusivity.
“Disability discrimination and/or prejudice, is often caused by ignorance and fear: fear of missing out or being treated less favourably. Because not everyone understands what others have to deal with,” Cornish told HR magazine.
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“Leaders in the workplace should focus on educating their employees, so they understand and celebrate all their differences is key,” she said.
Reasonable adjustments or accommodation processes should also be put in place to remove barriers to employees, Sarah Stevens, co-founder of HR consultancy Hoomph said, and employers should regularly review policies for inclusivity.
“Employers have a clear and undisputed responsibility to provide wholly inclusive workplaces and put measures in place to ensure these requirements are met,” Stevens stressed.
She added: “Ultimately, businesses that act quickly and decisively against discrimination within the workplace, ensuring sanctions are understood and communicated clearly, will nurture an environment where all employees feel valued and empowered to thrive."
Susan Scott-Parker, chief executive of Business Disability International, highlighted the three areas an organisation should focus on to ensure they are treating disabled people fairly.
She told HR magazine that fair treatment requires being barrier-free for groups of people with similar access needs – providing ramps and accessible websites, making adjustments that enable individuals to contribute on an equal basis, such as voice-activated software or flexible working, and not making assumptions about human potential on the basis of labels.
