The profound impact of global conflicts on domestic workplaces has been sharply illuminated by recent research from Pearn Kandola. Following the rekindling of antisemitic sentiment and attacks in the UK subsequent to the October 7th events and the ensuing Israel-Gaza conflict, Professor Binna Kandola revisited critical research examining the lived experiences of Jewish employees across the United Kingdom. This study reveals not only the alarming prevalence of antisemitism within professional environments but also the swift and damaging erosion of psychological safety when organisations fail to adequately address periods of heightened tension.
Organisations frequently conceptualise inclusion as an internal construct, contained solely within the confines of the workplace. However, this perspective overlooks a fundamental truth: employees are not able to simply shed their identities, anxieties, or personal concerns at the office door. External events, particularly those with significant geopolitical ramifications, possess an undeniable capacity to permeate workplace boundaries, directly influencing individuals’ sense of security and belonging, especially when such events amplify hostility towards specific demographic groups. Psychologists aptly term these occurrences "trigger events." Extensive research has consistently demonstrated that major incidents can significantly intensify prejudice towards an "out-group," simultaneously emboldening some individuals to express discriminatory views or behaviours that they might otherwise have suppressed. The devastating attacks of October 7, 2023, by Hamas in southern Israel, and the subsequent military conflict between Israel and Gaza, unequivocally served as such a profound trigger event for Jewish communities globally.
The Global Catalyst: October 7th and Beyond
The coordinated attacks launched by Hamas on southern Israel on October 7, 2023, sent shockwaves across the globe due to their unprecedented scale, brutality, and deliberate targeting of civilians. The ensuing military response by Israel in the Gaza Strip rapidly escalated an already volatile situation, transforming a regional conflict into a focal point of intense international debate and emotional upheaval. In the aftermath, tensions surged worldwide, and Jewish communities, particularly in Western nations like the UK, reported a dramatic and alarming increase in fears concerning antisemitism, manifesting both in public spheres and, critically, within professional environments.
Data from the Community Security Trust (CST), a UK charity that monitors antisemitism and provides security for the Jewish community, underscored this alarming trend. The CST reported an unprecedented surge in antisemitic incidents following October 7th. In the period between October 7th and December 31st, 2023, the CST recorded 2,023 antisemitic incidents across the UK, marking the highest three-month total ever reported and representing a 400% increase compared to the same period in 2022. This stark statistical reality provided a grim backdrop against which Jewish employees navigated their daily lives, including their professional interactions. The confluence of global events and domestic societal shifts created an environment of pervasive anxiety and vulnerability for many.
The Pearn Kandola Research: Unveiling Workplace Vulnerabilities
It was within this charged atmosphere that Pearn Kandola, a business psychology consultancy specialising in diversity and inclusion, undertook its crucial research during early 2024. Led by Professor Binna Kandola, the study aimed to meticulously document the experiences of Jewish employees within UK organisations. Employing a robust methodology that encompassed a comprehensive survey, in-depth interviews, and a focused group discussion, the research sought to capture both quantitative data and the nuanced qualitative narratives of those directly affected.
The findings painted a sobering picture, revealing not only unequivocal evidence of antisemitism pervading UK workplaces but also demonstrating the speed and ease with which psychological safety—a cornerstone of a healthy and productive work environment—can be shattered when organisations fail to respond effectively during periods of significant social and political tension.
A critical indicator of this diminished safety was the discomfort expressed by Jewish employees regarding their religious identity. A mere 58% of respondents felt comfortable openly sharing their religion with colleagues. More alarmingly, a significant 43% admitted to actively concealing aspects of their religion or religious practices while at work. This concealment was a direct strategy to circumvent negative comments, stereotyping, or potential hostility. One respondent’s poignant explanation encapsulated this difficult reality: "I don’t wear my Star of David at work anymore. It’s upsetting, but safety is the priority." Such a statement profoundly underscores the internal calculus employees are forced to make when their identity becomes a perceived liability.
Erosion of Psychological Safety: A Core Implication
The concept of psychological safety is paramount in fostering inclusive workplaces. It is defined by the ability of individuals to feel authentically themselves, to voice opinions, ask questions, and even make mistakes without fear of humiliation, ridicule, hostility, or exclusion. When employees feel compelled to suppress or hide an essential part of their identity—whether it be their religious affiliation, cultural background, or personal beliefs—it serves as an undeniable warning sign that the fundamental tenets of psychological safety have been compromised. This self-censorship and concealment lead to a diminished sense of belonging, increased stress, and a pervasive feeling of being ‘othered’, all of which are antithetical to a truly inclusive environment.
The Pervasiveness of Discrimination and Micro-incivilities
The research further illuminated the extensive scale of discrimination faced by Jewish employees. Nearly four out of ten respondents reported having directly experienced religious discrimination at work. Expanding this scope, two-thirds of participants indicated they had either personally experienced or witnessed such discrimination. While verbal harassment was identified as common, a deeply troubling 20% also reported instances of physical harassment within the workplace, highlighting the severity of the threat.
Beyond overt discrimination, the study brought to light the insidious impact of "micro-incivilities." Approximately 80% of respondents detailed regular encounters with these subtle yet damaging behaviours. Examples cited frequently included comments such as "You people run the media" or the historically charged accusation, "You killed Jesus." While some perpetrators might dismiss these remarks as innocuous jokes or casual observations, their cumulative effect is profound and corrosive. As one participant articulated, "They aren’t always overt, but they wear you down over time. It makes you feel like you don’t belong." These seemingly minor slights, when encountered repeatedly, erode self-esteem, foster a sense of alienation, and contribute significantly to a hostile work environment.
Profound Emotional and Professional Repercussions
The emotional toll extracted by these experiences was unequivocally clear throughout the research. Many respondents conveyed feelings of profound fright, persistent anxiety, deep anger, and pervasive exhaustion. One participant’s stark observation resonated deeply: "It feels like we’re living in the 1930s. Antisemitism isn’t muted anymore. It’s out in the open, and it’s terrifying." This powerful sentiment underscores a widespread fear of a resurgence of historical prejudices.
Beyond emotional distress, employees described tangible behavioural shifts in the workplace after October 7th. A significant number became more guarded, actively avoiding discussions about their faith or personal lives. Others ceased wearing any visible symbols of their Jewish identity, choosing to minimise their visibility to mitigate perceived risks. An interviewee explained: "I don’t talk about my faith or where I go on weekends. I won’t wear anything that shows I’m Jewish. It’s just not worth the risk."
This self-censorship and withdrawal had a direct and detrimental impact on professional engagement. Several participants reported disengaging from meetings, meticulously second-guessing their contributions, or actively avoiding situations where they might draw attention. One respondent revealed: "I’ve stopped contributing in meetings because I don’t feel safe." Such disengagement not only hinders individual career progression but also deprives organisations of valuable perspectives, innovation, and productivity, ultimately impacting collective success.
Organizational Responses: A Critical Juncture of Support and Silence
A significant concern highlighted by the research was the varied and often inadequate organisational responses in the aftermath of October 7th. Many Jewish employees drew a sharp contrast between the perceived silence following these events and the visible, often proactive, support organisations had extended during other global crises or social justice movements. One participant’s reflection was particularly revealing: "During Black Lives Matter, everyone was reaching out to Black colleagues to show support. After October 7th, there was silence for Jewish employees. It was like our pain didn’t matter."
For a substantial number of respondents, this perceived organisational silence was not interpreted as neutrality, but rather as a clear signal that some concerns were deemed less significant or worthy of attention than others. This selective acknowledgment, or lack thereof, severely damaged trust between employees and their employers. Trust, once eroded, is notoriously difficult to rebuild and is fundamental to a cohesive and psychologically safe workplace.
However, the research also identified crucial examples of organisations that responded effectively and empathetically. Some leaders proactively disseminated messages acknowledging that Jewish employees might be experiencing distress and explicitly encouraged individuals to seek support if needed. Others demonstrated greater visibility in recognising Jewish holidays or actively encouraged colleagues to check in with their Jewish and Israeli peers. Respondents consistently described these actions as profoundly important, precisely because they conveyed recognition, empathy, and genuine care, fostering a sense of validation and belonging.
Broader Implications for UK Workplaces and DEI
The overarching lesson for Human Resources (HR) and Diversity, Equity, and Inclusion (DEI) professionals is unequivocal: inclusion cannot be selective or conditional. Organisations operate within a broader societal and geopolitical context, and it is a fallacy to assume that global events will remain compartmentalised outside workplace boundaries. Employees bring their full selves—including their anxieties, fears, and personal experiences shaped by world events—into meetings, conversations, and working relationships. Ignoring this reality is not only detrimental to employee well-being but also a significant failure of leadership and organisational responsibility.
From a legal standpoint, UK employers have obligations under the Equality Act 2010 to protect employees from discrimination and harassment based on religion or belief. A failure to address antisemitism, whether overt or subtle, could expose organisations to legal challenges and reputational damage. Beyond legal compliance, an environment where employees feel unsafe or undervalued due to their identity can lead to decreased morale, higher turnover rates, and difficulty attracting diverse talent.
Charting a Course Forward: Recommendations for Inclusive Workplaces
To build truly inclusive and resilient workplaces, organisations must adopt proactive and comprehensive strategies. The Pearn Kandola research offers several practical and actionable steps:
- Proactive Recognition and Early Response to Trigger Events: Organisations must develop mechanisms to identify and respond empathetically to trigger events that may make specific groups of employees feel vulnerable or targeted. Silence, far from being neutral, is frequently interpreted as indifference or a lack of care, compounding feelings of isolation. Leaders and HR should issue timely, sensitive communications acknowledging distress and offering support resources.
- Comprehensive Education on Antisemitism and Jewish Identity: A significant finding was the widespread confusion among colleagues regarding Judaism, Israel, and Zionism. Organisations need to invest in robust educational programmes that enhance understanding of Jewish identity, culture, and the historical roots and contemporary manifestations of antisemitism. Such education can dispel ignorance, challenge stereotypes, and equip managers with the knowledge and confidence to respond appropriately and effectively to prejudiced remarks or behaviours. This also helps to ensure that criticism of Israeli government policy is not conflated with antisemitism directed at Jewish individuals.
- Robust Channels for Reporting and Support: Organisations must establish and promote accessible, confidential, and trusted mechanisms for employees to safely raise concerns about discrimination or harassment without fear of dismissal or retaliation. These channels should be clearly communicated, and employees must be confident that their concerns will be taken seriously and investigated thoroughly.
- Consistent Application of Anti-Discrimination Policies: The perception that antisemitism is treated less seriously than other forms of prejudice is deeply damaging. Organisations must ensure that responses to all forms of discrimination are consistent, transparent, and aligned with established policies. Inconsistent application of disciplinary measures or perceived preferential treatment quickly erodes trust and undermines the credibility of DEI initiatives.
- Cultivating a Culture of Enduring Psychological Safety: Psychological safety needs to be a continuous organisational priority, especially during periods of social tension. Leaders, HR teams, and indeed all colleagues, bear a collective responsibility to be attuned to signs that employees may be feeling isolated, fearful, or unable to speak openly. This includes fostering an environment where checking in with colleagues, active listening, and empathetic dialogue are normalised and encouraged across all levels of the organisation. Training managers in empathetic leadership and bystander intervention can be particularly effective.
The experiences documented in this groundbreaking research unequivocally demonstrate how rapidly psychological safety can erode when employees feel unsupported, unheard, or unsafe. Crucially, the study highlights that the true measure of an organisation’s commitment to inclusion is not found during periods of calm, but rather when circumstances are most challenging. Organisations that commit to responding thoughtfully, consistently, and practically during such difficult times are not only more likely to safeguard the well-being of their employees but also to cultivate workplaces where every individual feels genuinely able to contribute fully, authentically, and safely.
This article draws upon a chapter from Professor Binna Kandola’s forthcoming book, Building a Psychologically Safe Work Environment, scheduled for publication in 2025 by Routledge.
About the Author:
Binna Kandola OBE is the co-founder and senior partner at Pearn Kandola, a distinguished business psychology consultancy renowned for its expertise in diversity and inclusion. As a visiting professor at Leeds University Business School, Professor Kandola has dedicated over four decades to researching critical areas such as bias, organisational culture, and leadership. His extensive advisory work includes collaborating with global organisations such as Microsoft, NATO, American Express, and the World Bank. An award-winning author with 12 books to his credit, he was awarded an OBE in 2008 for his significant contributions to diversity. Professor Kandola has been a regular feature on the Asian Power List since 2020 and holds an honorary doctorate from the University of Aston.
