A chief fire officer accused of sending “horrendous, discriminatory, [and] offensive” messages about female colleagues has been allowed to return to work with a warning, BBC News reported on 25 September.
Meanwhile, a female firefighter is set to be awarded around £50,000 after a tribunal ruled she was subject to sex discrimination, victimisation and sexual harassment by male colleagues. Her boss told her: “If you don't want to work in a sexist organisation you're in the wrong job.”
Avon Fire and Rescue services admitted the behaviour of male employees created an “openly sexist and discriminatory workplace environment”, while the judge commented the actions were “connected and part of a continuing act”.
The fire and rescue service workforce was made up of 8.7% women in 2023, according to the Office for National Statistics.
Read more: Male firefighters took ‘scenic route’ to ogle women, sex harassment tribunal hears
“HR must take active steps to ensure women are included – starting with inclusive hiring practices,” Kiri O’Brien, co-founder of Druthers Search, a diversity-focussed recruitment agency for the tech sector, told HR magazine.
“Job descriptions should use gender-neutral language, be transparent about salary equity, and mention workplace flexibility and inclusive policies (e.g. parental leave or childcare support).”
Having female representation and senior leadership level is also crucial to female inclusion, commented Laura Biggs, CEO and co-founder of gender equity event Women in Work Summit.
Speaking to HR magazine, she said: “In organisations where women are in the minority, having high-profile female role models is crucial for addressing sexism and microaggressions.
“No one should ever have to endure sexist behaviour,” she added. “HR must ensure that all employees – from entry-level to executives – understand this fundamental principle. This underscores the critical need for female representation at the board level.”
Hiring women to senior leadership positions could help identify a sexist culture, Biggs continued.
Read more: Lessons HR can learn from a gender-balanced parliament
She added: “Currently, 28% of women recognise microaggressions that undermine their credibility and leadership abilities. In stark contrast, only 11% of men acknowledge these behaviours.
“The consequences are severe; women who experience them are more likely to feel burned out and consider leaving their jobs. Unchecked microaggressions not only damage morale but also lead to the loss of valuable talent.”
HR should also enforce a zero-tolerance approach to sexism throughout the entire organisation, O’Brien suggested.
“HR plays a pivotal role in preventing a sexist culture,” she said. “The foundation of this is a zero-tolerance policy for sexism, harassment, and discrimination, which needs to be clearly communicated and consistently enforced. Leadership accountability is crucial; policies alone won’t create change unless leaders actively uphold them.
“Regular training on sexism and gender biases is essential to educate employees about unconscious bias, microaggressions, and respectful communication. This kind of training can help people to better understand how their words and actions impact others.”
In cases where women experience sexist behaviour, HR is responsible for responding, O’Brien added.
“When allegations of sexist behaviour arise, they must be taken seriously and handled promptly. HR should conduct an impartial investigation, ensuring that confidentiality is maintained to protect all parties involved,” she continued.
“It's crucial to provide professional and emotional support to those affected, such as access to counselling.
“There should be clear and transparent disciplinary actions that align with the company's zero-tolerance policy, ranging from mandatory training to termination, depending on the severity of the behaviour.”
