Few things light the fuse of controversy faster than opinions that involve deeply held personal beliefs. Politics, religion, and values derived from one's upbringing can generate controversy that escalates if not properly managed.

Workplaces are small laboratories of human relationships and reactions. And they are not exempt from the controversies generated by these issues. There is a figure - like the referee in a football match, to use a rather reductionist metaphor - who has the responsibility on his or her shoulders to make work teams functional and effective, beyond these kinds of situations. HR professionals are the ones called upon to avoid, if possible, and if not to manage conflicts of this type.

Critical gender debate can be challenging for HR teams. As the discussion around sex and gender becomes increasingly polarised, HR professionals must navigate conflicting beliefs while ensuring a respectful workplace. 

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The case of Maya Forstater is an example of how much the decisions and actions of HR leaders weigh in this discussion. Forstater is a researcher and writer working in the field of business and sustainable development. In 2109, he lost her job at the Center for Global Development after tweeting and writing about the difference between sex and gender, and the implications of gender self-determination for women's rights. Maya sued her employers for employment discrimination and the tribunal ruled in her favour, stating that her beliefs were protected under the Equality Act 2010, as they were deemed genuinely held philosophical beliefs.

That was the decision of the courts, but the researcher was already "judged" in her work environment and the HR team played a crucial role in her dismissal. She explained this publicly on several occasions.  "It took me a year of reading to get up the courage to tweet about this issue (...) A couple of months later, I received an email from human resources saying that my organization "does not require its staff to hide their views publicly, however, it does ask that they do not contain exclusionary messages (...) I was asked to put in my Twitter bio that my views were mine alone, and I did. However, in the months that followed, my chances of continuing with my work were withdrawn."

In their decision, the London judges ruled that Forstater should receive £91,500 in compensation and £14,904.31 in interest. The sum reflected loss of earnings, injury to feelings, and aggravated damages following CGD's decision not to renew his contract.

Could it have been handled better? Probably yes, and with this background, many HR teams have fine-tuned their ways of handling these controversies.

At its core, the gender critical debate revolves around differing perspectives on the nature of sex and gender. On one side are those who advocate for a binary understanding of sex as immutable, while on the other are proponents of a more fluid and expansive conception of gender identity.

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For HR departments, navigating this contentious terrain requires a nuanced approach. On one hand, there is a legal obligation to uphold the principles of equality and non-discrimination enshrined in the Equality Act 2010. This means ensuring that employees are not subjected to discrimination or harassment based on their gender identity or beliefs, whether they align with mainstream views or challenge them.

On the other hand, HR must also contend with the practical realities of managing diverse viewpoints within the workplace. In an era of heightened awareness around diversity and inclusion, employers are increasingly expected to create environments where all employees feel valued and respected, regardless of their beliefs.

So, how should HR manage the gender debate?

First and foremost, HR professionals must familiarise themselves with the legal framework surrounding discrimination and equality rights. Understanding the protections afforded to employees is essential for ensuring compliance and mitigating the risk of costly legal disputes.

Moreover, HR departments must adopt a proactive approach to fostering open dialogue and constructive engagement on contentious issues. Providing opportunities for education and training around diversity and inclusion can help employees understand different perspectives and learn to engage with them respectfully.

At the same time, HR should be vigilant in addressing instances of discrimination or harassment that may arise in the context of the gender critical debate. This may involve implementing clear policies and procedures for reporting and addressing such behaviour, as well as providing support and resources for employees who may feel vulnerable or marginalised.

Ultimately, managing the gender critical debate requires HR to walk a fine line between upholding the rights of individuals to express their beliefs and maintaining a workplace culture that is inclusive and supportive of all employees. By navigating this delicate balance with sensitivity and professionalism, HR can play a pivotal role in shaping a workplace where diversity is celebrated and respected.

Here are some considerations to better manage this issue:

• Balance beliefs: Recognise that employees may have different views. HR should treat these beliefs with sensitivity.

• Internal processes: Inform employees about internal procedures for raising concerns. Provide support and try to resolve issues collaboratively

• Policy approach: Consider a "bring your professional self to work" policy rather than a "bring your whole self to work" culture. Prioritise service, resilience, courtesy and tolerance of others.

• Consistent treatment: In a diverse workforce, treat different beliefs consistently. Encourage mutual respect when dealing with conflict.

• Develop Clear Policies and Guidelines: HR should establish comprehensive policies and guidelines that outline expectations regarding respectful communication and behaviour in the workplace, particularly in discussions related to gender identity and expression. These policies should clearly articulate the organisation's commitment to diversity, inclusion, and non-discrimination, while also respecting employees' rights to express their beliefs within the bounds of professionalism and mutual respect.

• Provide Training and Education: Organise training sessions and educational workshops to raise awareness and foster understanding around gender identity and expression. These initiatives should aim to equip employees with the knowledge and skills to engage in constructive dialogue, challenge biases, and create an inclusive environment where diverse perspectives are valued and respected.

• Facilitate Open Dialogue: Create opportunities for open dialogue and discussion where employees feel comfortable sharing their views and experiences on gender-related issues. HR can organise forums, discussion groups, or town hall meetings to facilitate these conversations, ensuring that all voices are heard and respected. Encouraging empathy and active listening can help foster a culture of understanding and empathy within the organisation.

• Address Discrimination and Harassment: Take swift and decisive action to address instances of discrimination or harassment based on gender identity or expression. HR should have clear procedures in place for reporting and investigating complaints, and should provide support and resources to employees who may be affected. By prioritising the well-being and safety of all employees, HR can send a clear message that discriminatory behaviour will not be tolerated.

• Lead by Example: HR leaders should lead by example and demonstrate a commitment to fostering an inclusive and respectful workplace culture. This includes actively engaging in discussions around gender-related issues, modelling respectful behaviour, and holding themselves and others accountable for upholding the organisation's values of diversity and inclusion.