As the UK marks National Inclusion Week 2025, themed “Now is the Time”, HR leaders have a unique opportunity to reflect on the tangible impact of societal bias and racism on workplace culture.
The timing is particularly relevant given recent events in London on Saturday 13 September, where one of the largest far-right marches in recent history took place. Chants and slogans were aggressive, overtly racist and Islamophobic, with some attendees openly supporting extremist groups such as the National Front. While some commentators framed this as a debate about illegal immigration, the reality is clear: this march was primarily a display of prejudice, fear-mongering, and public hostility, serving as a smoke screen to openly display racist rhetoric without consequences.
Official reports estimated around 150,000 attendees, though video footage and eyewitness accounts suggest the crowd may have been larger. Even the lower estimates underscore the magnitude of the event and its potential impact on employees and communities.
For HR leaders, this is not merely a societal issue; it is a workplace concern. Employees bring their lived experiences with them, and those from marginalised backgrounds may feel unsafe, anxious, or unsupported. Psychological safety is a cornerstone of effective workplaces, and events like this highlight why it cannot be treated as optional. Black and Brown employees may face specific stressors, from commuting concerns to heightened sensitivity around discriminatory remarks, or witnessing colleagues subtly or overtly supporting extremist ideologies.
The challenge for HR teams is to recognise and address the tangible impact of societal racism on the workplace, and generic diversity initiatives are insufficient. Leaders must create policies, systems and practices that actively protect all employees and hold everyone accountable.
Practical steps for HR leaders include:
- Proactive acknowledgment and communication: Recognise the broader societal context and its potential impact on employees.
Open and empathetic communication channels enable staff to share concerns safely and confidentially. - Targeted support measures: Provide practical ways to mitigate risk, including flexible commuting options, mental health support, and confidential reporting systems.
Employees must feel that their organisation actively safeguards their wellbeing. - Policy review and external expertise: Audit inclusion and anti-discrimination policies to ensure they are robust and enforceable.
Partnering with anti-racism experts can provide valuable insights and help identify and address blind spots within organisational culture. - Inclusive recruitment and supplier partnerships: Ensure hiring practices reflect an intersectional approach.
Work with recruitment suppliers who prioritise diverse candidate shortlists and embed equity throughout the talent lifecycle. - Ongoing education and engagement: Offer structured learning opportunities, discussion forums, and curated resources to raise awareness and foster empathy across all levels of the organisation. Inclusion cannot be a one-off event; it must be embedded into the organisational culture.
Beyond immediate safety and inclusion measures, HR must also confront systemic inequities, which include unbalanced hiring practices, disproportionate salaries and limited opportunities for promotion and development for historically marginalised groups. Continuing to operate reactively, responding only when a high-profile societal event occurs, perpetuates outdated systems that maintain these inequities.
HR leaders have a responsibility to proactively dismantle these barriers, rather than waiting for tragedy or public outcry to spur action. Ultimately, workplace culture does not exist in isolation. Societal racism and bias can permeate internal dynamics if left unaddressed. Organisations that fail to act risk compromising employee trust, engagement, and wellbeing, particularly for those most affected by discrimination.
HR leaders must recognise that inclusion and psychological safety are ongoing responsibilities, not reactive measures.
By embedding policies that protect all employees from bias and discrimination, providing robust support mechanisms, and holding all colleagues accountable, organisations send a clear message: prejudice has no place inside or outside the workplace.
The events of last weekend underscore why “Now is the Time” for HR teams to actively assess, challenge, and strengthen their workplace policies, ensuring that every employee, regardless of background, feels safe, supported, and valued.
W: www.placedbyleon.com
LI: Leon Wenham | LinkedIn
The post Now Is the Time: Addressing Societal Racism in the Workplace first appeared on HR News.