Political Wellness in the Workplace

As political tensions continue to run high across the country, it’s no surprise that some of those differences are finding their way into our workplaces.

For employers, understanding what we can and cannot do when communicating political views is difficult and increasingly important. We must balance being supportive with managing workplace expectations, maintaining solid employee relationships, and avoiding unnecessary risks.

Here are four questions worth considering to help employers navigate these challenges while maintaining a respectful and productive workplace.

1. As an organization, can we encourage employees to vote for a specific candidate or position?

• As a private employer, YES.
• Should you? WEIGH THE PROS AND CONS CAREFULLY.

Workers may appreciate and feel supported when a company takes a public stance on a political position they care about. But, it could cause morale issues, and even turnover, if employees don’t agree with you.

Any decision about whether and how your business demonstrates support for a candidate or position should be a deliberately made decision by your organization’s leadership.

The message you communicate must align with your company culture and you must provide clear direction to your managers regarding the process for taking such positions.

You should establish clear expectations for situations where a manager’s or supervisor’s personal political views differ from those of the organization, to ensure that personal opinions are not communicated or perceived as representing the company’s position.

1. Can we require our employees to attend a meeting where our leadership will talk about why a certain candidate is the better choice.

• As a private employer [in NC, SC, GA, TN, WV, and VA], YES
• Should you? BE CAUTIOUS ABOUT DOING SO.

The specific content of the meeting must be structured in a way that eliminates the employee from feeling pressured that their job or retaliation is at risk.

There is a thin line between providing an opinion that suggests how employees vote, and the appearance of coercion, which is illegal, must be carefully navigated.

Keep in mind that the perception of the employee, not the intention of the organization, may be the measuring stick in determining if the organization has committed an illegal act.

Never fire or take any adverse action against an employee in connection with voting,

1. What if an employee asks a manager or supervisor for their personal opinion about a candidate or advice on how to vote? Can we restrict this?

• As a private employer, YES.

Because a manager or supervisor’s position of authority may cause employees to perceive their views as representing the organization, you may establish reasonable expectations limiting a manager and supervisor from sharing personal political opinions with employees even if asked.

A consistent communicated response from management such as “I think that's a personal decision, and I encourage everyone to learn about the candidates and issues and make the choice that's right for them," can help support guidance and maintain appropriate professional boundaries.

• Should you? NOT WITHOUT CONSIDERING THE CULTURE OF THE ORGANIZATION AND THE MESSAGE THIS SENDS.

Employee relations and workplace culture must enter into your decision.

A blanket prohibition can be perceived as unnecessarily restrictive by both management and the workforce. Employees who look up to and admire their leaders, may value the opportunity to gain guidance, wisdom, and direction. Managers and supervisors may value the opportunity to share personal perspectives when employees seek their opinions, helping build trust and open communication.

Management should understand how their position of authority may influence the conversation. They should make it clear they are expressing a personal opinion, not speaking for the organization. They should avoid attempting to persuade employees, asking about their voting intentions, or allowing political differences to influence workplace relationships or decisions.

Employees should feel comfortable disagreeing or ending the conversation without concern about how they will be treated at work.

1. How should we navigate employee conflict and issues that emerge from political differences in our workplace?

• As an employer, your responsibility to the workforce is to focus on managing behavior, not beliefs.
• Political differences are inevitable, but workplace conflict doesn't have to be. Your goal should be to maintain a respectful, professional work environment.
  
  
• Reinforce expectations for appropriate workplace behavior, encourage respectful communication, and address conduct that becomes disruptive, harassing, or interferes with working relationships.
• Apply policies consistently, regardless of political viewpoint, and remind employees that while differences of opinion are acceptable, disrespectful or inappropriate behavior is not.
• Be mindful of applicable employee protections when responding to political discussions or activities.

Knowing state requirements for providing time off for voting is important -- not just for the state in which your primary business is located, but also for those states where you may have remote employees.

To learn more about individual state voting rights, click here: STATE VOTING REGULATIONS (MERCER.COM)