How workplace ‘banter’ can get your business into trouble

Aberdeen-based human resources consultancy Hunter Adams has revealed a “considerable” rise in workplace grievance and disciplinary cases relating to intent vs perception.

Sarah Beaumont, director of HR at the company, which also has offices in Edinburgh, Manchester and London, gave some background to The Press and Journal.

She said: “Intent refers to the purpose or objective behind an action or communication. It is the thought or motivation that drives a behaviour.

“Perception, on the other hand, is the way in which an individual interprets or understands an action or communication. It is the lens through which someone views a situation.

“Intent and perception can be wildly different.

“Hunter Adams is supporting clients with cases where the perception is very different to the intent, with defences such as ‘it was only banter’, or ‘that was not what I meant’ from leaders and colleagues who do not realise their words and actions are no longer appropriate for the modern workplace, or employees reading more into comments than may be reasonable.”

There are some obvious cases where actions are wholly inappropriate, such as leaders sending texts, pictures and/or emails of a sexual nature to staff, Beaumont said.

“However, most grievances centre around the disparity between a leader’s intended actions and/or words, and what the employee heard or felt,” she added.

“For example, a worker raised a grievance against their line manager for comments that were making them feel uncomfortable.

“Although the comments had gone unchallenged for many years, it was apparent to the employee these comments were unacceptable in today’s workplace. The line manager described them as just their sense of humour and ‘banter’.

“Leaders need to be aware their words and actions, however wellintended, can be perceived as a ‘power dynamic’, where they are seen as more powerful than the employee.

“The danger here is that workers feel they cannot raise concerns or, as these might be small throwaway comments and behaviours, they go unchallenged and not raised by employees until they reach breaking point.

“Conversely, even when the intent was for the right reasons, we’re seeing a rise in cases where actions and/or words are not interpreted correctly, with workers perceiving interactions are personal and the leader having ulterior motives.”

According to Beaumont, many leaders have not received any form of management or leadership development. This has led to them replicating the style of previous managers or defaulting to a style they’re comfortable with.

“As a result, they are leading employees in a style that is outdated as the world around them continues to change,” she said. “This can lead to confusion, frustration and even resentment.

“It is crucial to be aware of the potential for misinterpretation or offence and take steps to minimise it.”

Beaumont highlighted some best practice:

Acknowledge differences. Today, multiple generations, experiences and cultures work together. It is, therefore, more important than ever to appreciate different perspectives and behaviours, and make sure communication is appropriate, inclusive and respectful.

Be respectful. Employees bring with them wide-ranging values, beliefs and experiences. Diversity will enrich any workplace, but it is also important to respect each employee’s boundaries.

Discuss and be open about preferred methods of communication. This will help to ensure any communication is clear. Avoid vague or ambiguous language that may be open to interpretation, so when asking an employee to do something, be sure to explain the reason for the request and how it will benefit them.

Active listening. To understand a worker’s perception, pay attention to what they are saying and ask clarifying questions to make sure they’re understood.

Be open to feedback. Seek feedback from other colleagues or direct reports. Be open to receiving a fresh perspective as this can help identify potential issues, allowing you to adjust your approach.

Above all else, always remember that one person’s idea of banter is not the same as someone else’s. If in any doubt, avoid it completely.

Hunter Adams recommends all people managers receive basic management training, ideally encompassing psychological safety awareness.

Beaumont added: “Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes. Creating a psychologically safe environment is key for employee wellbeing and has been proven to improve performance.

“All employees deserve to feel heard, respected and valued – and they are more engaged and productive for it.”

DIVERSITY: Modern workplaces benefit from increased diversity, and workers’ experiences and perspectives must be respected.