According to an article in the Guardian published earlier this week, the group claims that the GMB has failed to adequately investigate sexual harassment and bullying claims. This followed an independent report by barrister Karon Monaghan four years ago that described the union as “institutionally sexist”.
One former GMB staff member described the union’s efforts at investigation since the report as “piecemeal, selective and narrow”.
The complaint is also reported to suggest that women have been bullied out of their roles, and point to the case of Anne Chandler, a former official, who this week told the Daily Mail she was “forced out” after 25 years.
“When allegations of institutional sexism arise, it is imperative for organisations to take these claims seriously and respond appropriately,” David Liddle, founder and chief consultant of transformational culture consultancy The TCM Group, told HR magazine.
“Conducting a formal investigation to gather evidence is an essential aspect of this process.
“One of the most critical initial steps is to systematically gather data and evidence. This can be achieved through methods such as listening exercises, surveys, focus groups, and interviews.”
HR should then publicly disclose their plan to tackle sexism to ensure they are accountable, according to Gemma McCall, CEO at Culture Shift.
Speaking to HR magazine, she said: “Employers should also commit to public transparency about the findings and the steps they will take in response.”
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A GMB spokesperson denied the allegations.
“We categorically deny claims of a bullying culture and do not recognise our union in the accounts of these former members of staff,” they told HR magazine.
“Since the Monaghan Report four years ago, we have created stronger structures and introduced stringent policies to prevent bullying behaviour, and continue to engage with our staff and independent experts to build a better workplace.
“We now have clear, comprehensive and transparent procedures to fully investigate and effectively deal with any allegation of bullying, sexism or harassment. Such behaviour has no place in GMB and is not tolerated under any circumstances.”
Employers who face allegations of a sexist culture must rebuild trust from the ground up, Nairy McMahon, CEO of culture consultancy Radial Change, explained.
Speaking to HR magazine, she said: “To effectively impact the culture of a complex system like GMB will require a combined approach.
“Institutional sexism has broken trust and safety, damaging relationships at their core.
“We must rebuild trust from the ground up, creating safe spaces where people can believe in leadership again.”
To embed long-lasting change to a sexist culture, Liddle suggested employers implement three strategies: establish a culture hub, foster a speak-up culture and implement a resolution framework.
Read more: How can HR make male-dominated industries more inclusive?
He explained the culture hub as "a multidisciplinary team of stakeholders from across the organisation who are responsible for shaping, owning and sustaining the workplace culture".
“Typically, this hub is led by the chief people officer or HR director, with direct accountability to the board or executive team.
“The culture hub acts as the central driver of cultural change, creating a strategic narrative that aligns the organisation's goals with the needs and expectations of its workforce.”
A resolution framework should take a tailored approach to cases of bullying, discrimination and harassment, he added.
“Unlike traditional three-step approaches, which have often proven ineffective and sometimes exacerbated trauma, a resolution framework takes a tailored approach,” Liddle continued.
“Each case is addressed on its own merits, enabling the organisation to deliver more effective and personalised remedies that support lasting positive outcomes.”
Microaggression training could also help foster a supportive environment for women, according to Sharon Peake, founder and CEO of gender equality consultancy Shape Talent.
Speaking to HR magazine, she said: “Address microaggressions head-on by providing training, including examples experienced by different groups.
"Anti-bullying, harassment, and discrimination policies should include examples of microaggressions. Be clear and outline everyone’s responsibilities in maintaining a safe environment, encouraging individuals to challenge unacceptable behaviour.”
