The review started in October 2024, more than 10 years after the BBC’s Respect at Work Review in 2013, led by barrister Dinah rose KC in response to the Jimmy Savile accusations.
This latest review was ordered following complaints regarding Jermaine Jennifer’s conduct at work and inappropriate behavior by individuals of high profile, including former news anchor Huw Edwards. He pleaded guilty for making indecent pictures of children.
What is the BBC’s Workplace Culture Review?
The purpose of the review was:
- Look at the BBC’s approach in embedding values and its code of conduct.
- Increase accountability for misbehavior
- Increase confidence when speaking up, and improve leadership response.
- Clarify the complaints process and information sharing.
It is positive that this report has been commissioned and released. The BBC is proactive. They recognize that their culture, specifically how employees feel treated, is an important driver of performance, creativity and productivity.
The report acknowledges that things have improved since the 2013 review and states specifically that the BBC “doesn’t have a toxic cultural”, but there are still inconsistencies in the different teams, and the consequences of poor behavior.
Contrary to what you might read in certain articles, it is not just about “a handful of bad apples”. It is how all BBC employees behave every day.
The BBC must ensure that everyone understands their role as part of the BBC’s mission to create a safe and welcoming environment for everyone.
How can BBC guarantee that their response is a success.
All scandals begin with small incidents of inappropriate behavior that are noticed but not addressed. This is a case of two decisions: first, the employee’s decision to act in an inappropriate way and then the witness or person with power’s decision to ignore the behaviour. This is usually the result of the person walking by, but it can also be the person reporting the incident.
Both issues are important for the BBC. The BBC needs to focus on both issues.
It is also important that all employees of the BBC believe that they are encouraged to speak up when there is a problem, and that this will be dealt with appropriately.
How to promote a “call it out” culture
Fear is what keeps people from speaking out, and the larger the scandal, the greater the fear. It is possible to reduce the risk of a scandal by creating a culture that encourages people to call out poor behavior at a low level.
To solve problems before they grow, you need to have an emotionally intelligent discussion. It is important to equip everyone, including managers, employees and free-lancers with the necessary skills for having these difficult but essential conversations.
It is important to reframe the language. The words “speak up” have acquired a negative connotation, just as a “whistleblower” is not celebrated. The report uses “Call it Out”. The BBC must ensure that everyone understands the importance of calling out any infractions as part of their daily job and their role to help make the BBC an environment where everyone can flourish.
It is crucial to ensure widespread support. In these stories, we often focus on the individual who speaks up. But real culture change occurs when other colleagues feel comfortable to intervene and support.
Leaders play a crucial role here. It should be positive and natural to voice concerns. This will only occur if leaders model this behavior, encourage it, and take action – whether it is in relation to talent, employees, or management.
Reacting to power abuse
Power is the driving force behind harassment, so it is important that the BBC takes action against its most powerful individuals. Leaders need to be responsive and act on feedback. The trust is built by consistent and visible actions, and the tone of the organization is set at the top.
It’s also about improving processes – teams that react quicker and more efficiently so that people feel comfortable speaking up.
Every team we work with is criticised for their delays. External resources, especially for high-profile issues, can be helpful. It is impossible to expect a team with limited resources to investigate and challenge an organisation’s powerhouses.
The BBC’s new “Respond Team”, which is being proposed, will be successful if it has the resources and works well with the existing teams within the BBC.
The key to rewarding good behavior is reward
The BBC’s decision to reward certain behaviours will determine the success of the implementation. The BBC is an organization that provides a service. Rewards are given to recognize this service. The BBC must be clear on what it will reward.
