Writing and speaking on the future of workplace conduct

People Management (CIPD)

Rethinking sexual misconduct in the age of AI

Technology has not created new motives, it has provided new weapons. In our training sessions, only one in twelve participants identifies indecent exposure, cyber flashing, stalking or image-based abuse as potentially criminal. Without accurate naming, reporting does not happen and harm continues unchallenged.

People Management (CIPD)

Silence, power and the myth of a "call it out" culture

Telling employees to call out bad behaviour without addressing power dynamics is ineffective. Power is not owned by individuals, it exists between them, and informal power often outweighs formal authority. There is a lesson here from health and safety: a rise in near-miss reporting after training signals progress, not failure. The reporting curve rises before it falls.

People Management (CIPD)

What HR needs to know about AI-generated sexual images

When safety is treated as an afterthought, whether in the design of an AI system or an organisational process, exploitation is not a shocking exception. It becomes predictable. Reasonable steps under the Worker Protection Act do not look like paperwork. They look like design decisions.

People Management (CIPD)

Tackling misogyny at work requires radical honesty and cultural change

Misogyny does not live in other organisations. It lives in society, and organisations are smaller ecosystems within it. Overt misconduct is enabled by everyday sexism: who is interrupted, who is believed, who is called abrasive and who is called confident. Cultural reform demands the same discipline as quality and safety management. Plan, do, check, act. Continuously, not only after a crisis.

The Yorkshire Post

Why leaders' language matters more than ever

Staff watch how leaders respond to public controversy, and they read silence as data. If a leader will not challenge harmful language in the public sphere, will they challenge it in the corridor? Will they believe someone who raises a concern? Challenge leaders by anchoring the conversation in impact and organisational risk, not moral argument.