You probably saw the news recently that Gary Lineker will be parting ways with the BBC following a controversial Instagram re-post about Zionism that contained an emoji of a rat; a symbol considered derogatory to Jews and recognised as antisemitic. The case poses questions around employee behaviour, freedom of expression, and organisational reputation. From the perspective of HR professionals and employers, it is a reminder of the risks employees can pose when their conduct, particularly on social media, brings the organisation they represent into disrepute.
Lineker’s offence, in this instance, was not simply about his controversial post but rather the broader implications for the BBC's reputation, ultimately causing his position to be untenable. With social media so deeply embedded in everyday life, there is an increased likelihood of individuals inadvertently (or otherwise) damaging their employer's brand through careless or inappropriate posts.
At HR Champions Ltd, we have witnessed and indeed facilitated dismissals for clients where individuals have brought their organisations into disrepute through ill-judged comments or actions. Social media, with its unfettered reach and speed, amplifies these risks, turning what may once have been a minor internal disciplinary matter into a full-blown public relations crisis.
The Lineker incident will no doubt catalyse debates around the freedom employees have, or should have, to express personal political views, particularly when those employees occupy high-profile positions. Gary Lineker, a widely admired broadcaster on a salary reportedly around £1.4 million, had a clear responsibility to consider the impact of his public communications. With his considerable influence and substantial following, he should arguably have maintained neutrality or, at the very least, demonstrated greater care when sharing politically sensitive content.
This scenario is not unique to the broadcasting sector. Senior executives or individuals in high-profile roles at major corporations face similar expectations. Companies such as Marks & Spencer or BP play a larger part in our lives than we might realise, often forming part of our pension fund investments. If a CEO or senior executive of these organisations publicly expressed controversial or damaging views, the resulting fallout could lead to tangible financial impacts, such as falling share prices, ultimately affecting a vast number of ordinary people.
Equally, the risk is not confined to senior roles. Employees at any level can damage their employer’s reputation if their actions on social media, or elsewhere, reflect poorly upon the organisation. An employee wearing company-branded clothing or uniform whilst making an inappropriate or controversial post can negatively impact public perception, highlighting just how careful organisations need to be when managing employee behaviour.
This is not the first time Gary Lineker has faced controversy over public statements; which itself suggests he may have failed to learn from previous experiences. Furthermore, Lineker maintained his lucrative endorsement deal with Walkers Crisps when he joined the BBC, despite such arrangements not usually being acceptable at the corporation, suggesting he was treated more favourably than his colleagues. This disparity in treatment potentially fostered an impression that certain standards did not fully apply to him, highlighting weak or inconsistent management.
Possibly the higher-ups at the BBC may have benefited from some comprehensive and structured management training, such as the training offered by HR Champions; after which they may have felt more confident and better equipped to handle the situation decisively and appropriately. In particular, our new “Holding Crucial Conversation” training may have empowered the managers there to clearly establish, communicate, and enforce boundaries and behavioural expectations, reducing the risk of such incidents occurring.
We already know that employers must ensure they implement and enforce robust policies and provide effective training to clearly outline acceptable behaviour, especially regarding public or online communications. Clear guidance combined with proactive management intervention is critical to mitigating risks and safeguarding reputation.
To ensure your managers have the confidence and capability to address and manage these situations effectively, we offer comprehensive management training covering all aspects of people leadership, communication, and performance management. Don't wait for a crisis—act proactively to protect your business reputation.
Contact HR Champions Ltd today and empower your managers to confidently handle behavioural and reputational risks within your organisation. Call us on 01452 331331, or complete the contact form.
