Bullying and Harassment: Cox Report

Debate between Chris Bryant and Gillian Keegan

Monday 5th November 2018 Commons Chamber

[Gillian Keegan]

I had this conversation with someone at the Chartered Institute of Personnel and Development and I asked what they do in business, and he said that there is no time limit for sexual harassment, but that they impose some kind of time limit on bullying and harassment, because cultures and expectations have changed over time. I am not suggesting that for this place, but that is what somebody at the CIPD advised, and we could examine what different industries do, because most people have already faced this issue.

[Chris Bryant]

The most basic thing that every serious company does is ensure that there is a proper HR function to provide support whenever it is needed. When new Members come into the House, some may have employed hundreds of people, but some may have never employed another person and may be desperate for more support. Should we not put far more energy into that if we are to prevent such problems?

[Gillian Keegan]

I completely agree. It is unfair to expect a simple, well understood, consistent and fair process if we have not trained people about that expectation. In business, people would be given induction training on the standards and then top-up training every year, and whether the top-up training had been done would be publicised.

Dame Laura Cox’s report runs to 155 pages and I agree with all its points. The answer, however, is perhaps simpler than the length of the report suggests. This is about prevention and cure. It is about being seen to take action. It is about each and every one of us demonstrating the correct behaviours and showing, by example, our commitment to make this great institution a modern, respectful, inclusive workplace fit for the 21st century. It is not about trying to scapegoat individuals or outsource the solution to a Committee or indulging in a trial by media. In fact, I would go so far as to say that if we tried to suggest that others are responsible for our collective failings, we will certainly demonstrate that we have not at all grasped the systemic nature of the problem we face.

Let us remember that we are all collectively responsible for this system, and we must work together to improve it. Even though, as the report is keen to point out, the vast majority of MPs are courteous and entirely respectful of staff, our reputations sink or swim together. If each and every one of us takes steps to implement Dame Laura’s report, and if we report on progress at regular intervals, we will begin the journey to better support our staff and to recover our reputation, which goes to the heart of the credibility of this place.