It’s all fun and games until it isn’t: What passes as workplace banter?

Banter in the workplace is almost a necessity for culture within a team environment, but when it goes too far, the effect on the individuals and the workplace as a whole can be ghastly.

The latest NRL fiasco featuring Sydney Rooster’s star, Spencer Leniu, who used a racial slur towards another player and attempted to disguise it as merely “fun and games”, has started a discussion on what you can and can’t say when it comes to sledging or banter.

Banter is a regular occurrence in a workplace or team environment; in fact, according to a Preply study, 52 per cent thought banter at work was acceptable as long as it remained light-hearted and playful.

More than a third (36 per cent) of people surveyed felt banter could create better relationships at work, allowing people to connect and make friends during the working day, as long as it wasn’t getting in the way of productivity.

Keeping banter light-hearted and playful is the key; although a workplace is a somewhat different environment from a footy field, it is still a space where emotions can run high either from stress, competition between employees or other matters.

When stress or emotions are high, words can come out that an individual may deem as banter or a joke, but it can deeply offend someone, especially if it’s a racial epithet or a microaggression. So, how do employees and employers navigate this terrain?

Keys to light-hearted banter

Banter is no excuse to make inappropriate, racial or sexist comments. Attempting to hide these comments under the guise of banter must be rejected. In fact, studies show general jokes linked to sex, race, religion, sexual orientation, or age are the most common forms of harassment in the workplace and, once again, can’t be disregarded as mere banter.

The general rule of thumb for workplace banter should be that any remarks that can be deemed offensive should be avoided. However, there are a number of acceptable topics that can used in jest to create a bit of fun.

According to Global Employment, here are some tips on how to engage in banter without crossing the line:

• Read the room: Try to observe if everyone is joining in on the fun and making similar jokes. If you can see someone withdrawing, staying very quiet, or looking shocked and upset, respond appropriately, whether you are the one making the joke or just a party to it.
• Think about the context: Are you joking with another colleague of a similar seniority level? Do you already have a good relationship with that person? Do they normally joke with you? Are you joking one-on-one with someone, or is it in front of a group of people? All these things (and others) can feed into whether a joke is received well or not.
• Generally: Think about how the joke would sound being repeated back to you if a complaint was made and whether you’d feel uncomfortable trying to justify it if questioned about it.
• Be careful about written communications: More practical than the above points, be conscious that for jokes made in writing (such as on email or Slack/Microsoft Teams), the tone is lost and can be easily misinterpreted.

Reading the room is fundamental when it comes to sledging or banter. Often, people make the mistake of overstepping the boundary, and instead of adapting and walking it back, they double down, making other individuals even more uncomfortable.

Understanding the nuances of partaking in banter is important, especially in a workplace environment, which can often be a very diverse space. It’s important that leaders set the standard early on what is and isn’t acceptable.

Leaders must draw the line in the sand

Employers shouldn’t use harassment as a scare tactic towards having workplace banter; however, an assertive precedent should be set early when it comes to what can and can’t be put under the curtain of a bit of chat. This balance can be difficult to gauge, and it varies from business to business.

According to People Business, here are some guidance to finding that balance:

1. Examine your existing policies: Be proactive and don’t just think that somehow, over time, this is an issue of working life that will fix itself. Appreciate that any negative banter leading to a loss of confidence and resignations has a real impact on the bottom line.
2. Implement clear policies on bullying, harassment, equality, diversity and inclusion.
3. Fairly and consistently investigate complaints of harassment.
4. Along with a formal harassment policy, have a clear policy on workplace banter: If an employee feels that a conversation happening around them, or one they have participated in, is inappropriate, do they know it’s OK to raise such concerns? Who should they raise concerns with?
5. Be aware that any unwelcome comments at work aren’t just a bit of banter: They can form the basis of a legal claim. If an employee has not experienced something as a joke, then the environment can soon feel hostile for that person.
6. Create awareness of workplace banter: Discuss what is good or bad right from the start at induction. Create a culture where people feel they can raise concerns and be seen to be inclusive and diverse.
7. Hold inclusivity training: Discuss what might be considered banter by some but leaves others feeling alienated.
8. Training: It should also cover listening and communication skills; developing these within the team naturally instils mutual respect and understanding, thus encouraging a safe environment.
9. Publicise your policies and training: Almost three-quarters of people, according to the Institute of Leadership and Management, said either their company didn’t have a policy on banter or that they didn’t know if one existed.
10. Remind staff of the do’s and don’ts in advance of any festive events: There’s no need to be heavy-handed about it, but staff should be clear about your expectations of their behaviour.

By setting the precedent, it’s less likely that banter will cause any detrimental harm towards employees. Instead, it can act as a foundational piece towards building a positive workplace environment with a thriving culture. Being the fun police isn’t needed, but ensuring those guidelines are set and everyone’s aware of it is the key to the enjoyment.

Kace O'Neill

Kace O'Neill is a Graduate Journalist for HR Leader. Kace studied Media Communications and Maori studies at the University of Otago, he has a passion for sports and storytelling.