Bullying and Harassment of MPs’ Parliamentary Staff

There has, of course, also been the Cox report. The White report calls for the implementation of Dame Laura Cox’s key recommendations, which include the removal of the June 2017 cut-off for historical complaints. That will be the subject of the motion that I will move shortly after this debate. If the motion is agreed, it will be a significant and important step forward. It will open up the ICGS to those who, for example, may have been bullied or harassed as recently as just before the last general election, and/or are no longer in the employ of a Member.

Although I recognise that there has been progress, there should be absolutely no cause for complacency, and Gemma White makes a number of important recommendations. Some appear relatively straightforward to consider and, potentially, implement, such as the recommendation for a review of confidentiality clauses within the standard contracts of employment of the Independent Parliamentary Standards Authority; the recommendation that IPSA should send out staff exit surveys; and the recommendation that the House Service should address the

“fair recruitment and management of staff with disabilities”

in its training. Other recommendations will require more thought, and present significant further questions. For instance, there is the recommendation that a new human resources department should be set up to cover Members’ staff, and to include HR personnel located both centrally and out in the regions.

The Stanley report said also that the solid start of the training programme should be built on, ensuring that the principle of the equal importance of training for all members of the parliamentary community is addressed. It is compulsory for House staff to go on the training, and I think it should be compulsory for all of us. I think the Leader of the House has already been on the training or is about to go on it, and I have been on it. It is not a very onerous task, although not many people have signed up to it, as mentioned in the White report. The training is in groups of 12, and it might be difficult for the trainers to provide the training in one whole day. I know that it has been changed to two sessions, so I wonder whether later on when Parliament is sitting we could look at having a training session specifically for Members and Members’ staff, perhaps in a Committee Room, and have that rolled out over a long time so that we ensure that everybody takes part.

The Leader of the House was right to pull out Gemma White’s recommendation that there should be fair recruitment and that the management of staff with disabilities should be specifically covered in future training. I would add that that should also apply to visible minorities. Parliament needs to become a more diverse place. We know that the Bank of England has undertaken unconscious bias training, and it may be available here. A really good report has been produced about this place entitled “Stand in my shoes: race and culture in Parliament”, and it is available on the intranet. I certainly know that people sometimes feel uncomfortable about being around people from ethnic minorities and certainly they do not want to take instructions from us, because we are in an unusual position. A bit of training along those lines might be useful.

On page 47 of her report, Gemma White refers to a “collective centralised solution”. In paragraph 166, she talks about having a body that she calls an “HR department” to support both Members and Members’ staff. In setting up such a department, it would be vital to ensure that staff felt that they had access to their own HR advice, which might be different from the HR advice given to Members.

However, the question of where the responsibility for a new HR function would lie must be considered further, although the two obvious candidates would be either IPSA or the House authorities themselves. The former—I am sorry to say—currently suffers from fairly widespread feedback from Members’ staff about a lack of confidence in its practices and hence in its ability to be the supportive voice that staff members need. The other alternative provider of HR for staff would be the House authorities themselves. During the working group, they raised concerns about taking on an HR role for themselves, because that could create an unhelpful secondary employment relationship, but it would be worthwhile looking again at whether that could be the best way forward.

A key aspect of the White report is that many current staff still feel uncomfortable making complaints, and to assure them the working group must focus specifically on ensuring that, as far as possible, an individual’s career will not be affected in any way if they come forward with a complaint. That is why the ICGS carries out any investigation in strict confidence. I urge anyone with a grievance or a complaint to be encouraged to come forward via the helplines that have been widely advertised around the estate.

As part of the scope of the working group, it was recommended that a wide range of training should be available to MPs and their staff. The White report recommends making some of that training mandatory in order to bring about institutional behavioural change, and I totally agree. All MPs and all staff working for MPs should now be required to undertake at least the Valuing Everyone training that was implemented as part of the ICGS. I call on each of the Whips Offices to ensure that their MPs have completed their training within six months of the report’s publication.

As Leader of the House, I was proud to host visits from the Canadian and Australian Parliaments and to meet the Scottish Presiding Officer and the Llywydd of the Welsh Assembly to answer their questions on how we are determined to achieve culture change here in Westminster.

We should be ambitious to be a role model for all Parliaments around the world, confident in our determination always to treat everyone who works here or visits here with the dignity and respect they deserve.