Unmasking the Invisible Threat: How Global Conflicts Erode Psychological Safety for Jewish Employees in UK Workplaces

London, UK – In an era where global events reverberate instantly across societies, the workplace is no longer an insulated sanctuary from external tensions. Recent geopolitical developments, including the attacks by Israel and the USA on Iran, have regrettably rekindled antisemitic sentiment and incidents across the UK. This unsettling backdrop brings renewed urgency to research conducted by Professor Binna Kandola of Pearn Kandola, which meticulously examines the experiences of Jewish employees in UK organisations following the outbreak of the Gaza conflict. The findings paint a stark picture: psychological safety for many Jewish professionals has been severely compromised, revealing a critical need for employers to confront antisemitism head-on and foster genuinely inclusive environments.

The Global Echo Chamber: When World Events Invade the Workplace

Organisations frequently champion inclusion as an internal, self-contained endeavour. However, this perspective fundamentally misunderstands the human experience. Employees do not shed their identities, anxieties, or personal concerns at the office door. Instead, their sense of belonging, safety, and well-being at work is profoundly influenced by events unfolding far beyond the workplace walls, particularly when these events heighten hostility towards a specific group.

Psychologists aptly term these moments "trigger events." Research consistently demonstrates that major incidents can significantly amplify prejudice against "out-groups" and embolden individuals to express discriminatory views or engage in behaviours they might otherwise have suppressed. The devastating events of October 7, 2023, and the subsequent conflict between Israel and Gaza, unequivocally served as such a trigger event for Jewish communities worldwide, including within the UK.

A Rising Tide of Fear: The Post-October 7th Landscape

The Hamas attacks in southern Israel on October 7th shocked the world due due to their unprecedented scale of violence and the deliberate targeting of civilians. As global tensions escalated in the aftermath, Jewish communities across the UK reported a precipitous rise in fears concerning antisemitism, manifesting both in public spaces and, alarmingly, within professional environments. This fear was not unfounded. Data from the Community Security Trust (CST), a charity that monitors antisemitism and provides security for the Jewish community in the UK, reported a staggering 147% increase in antisemitic incidents in 2023 compared to the previous year, with the vast majority occurring after October 7th. This societal surge inevitably bled into workplaces, creating an atmosphere of apprehension for Jewish employees.

It was against this concerning backdrop that Pearn Kandola, a leading business psychology consultancy, embarked on a comprehensive study in early 2024. The research, spearheaded by Professor Binna Kandola, aimed to understand the lived experiences of Jewish employees in UK organisations following the escalation of the Gaza conflict. Utilising a mixed-methods approach comprising a detailed survey, in-depth interviews, and a focus group, the study sought to capture both the breadth and depth of the challenges faced.

Unveiling the Hidden Scars: Key Findings from UK Workplaces

The research findings were deeply troubling, not only providing irrefutable evidence of antisemitism within workplaces but also illustrating the alarming speed at which psychological safety can erode when organisations fail to respond adequately during periods of heightened tension.

Psychological Safety Under Siege

A cornerstone of a healthy work environment, psychological safety enables employees to be themselves without fear of humiliation, hostility, or exclusion. The Pearn Kandola research revealed a significant erosion of this crucial element for Jewish employees:

• Discomfort in Disclosure: A mere 58% of Jewish employees felt comfortable openly sharing their religion with colleagues. This reluctance signals a profound lack of trust and acceptance within their professional spheres.
• Hiding Identity: More concerning still, a substantial 43% admitted to actively concealing aspects of their religion or religious practices at work. The motivation was clear: to circumvent negative comments, stereotyping, or potential prejudice. One poignant testimony underscored this reality: “I don’t wear my Star of David at work anymore. It’s upsetting, but safety is the priority.” This act of self-censorship, forcing individuals to suppress a core part of their identity, serves as a stark warning sign for any organisation claiming to champion diversity and inclusion.

Pervasive Discrimination and Harassment

The study also laid bare the pervasive nature of discrimination experienced by Jewish employees:

• Direct Discrimination: Nearly 4 out of 10 respondents (39%) reported directly experiencing religious discrimination at work. This figure is exceptionally high and indicative of systemic issues.
• Witnessed or Experienced: A staggering two-thirds (66%) confirmed they had either experienced or witnessed religious discrimination. This highlights not just individual incidents but a broader, often unaddressed, cultural problem.
• Forms of Harassment: While verbal harassment was disturbingly common, the research also uncovered instances of physical harassment, with 20% of respondents reporting such experiences. This statistic is particularly alarming, indicating a breakdown of basic safety protocols and a failure to protect employees from egregious behaviour.

The Insidious Weight of Micro-incivilities

Beyond overt discrimination, the research highlighted the insidious impact of "micro-incivilities"—subtle, often unintentional, but nevertheless hurtful and demeaning comments or actions. Approximately 80% of respondents reported experiencing these behaviours. Examples cited frequently included deeply ingrained antisemitic tropes such as, “You people run the media” or the historically charged accusation, “You killed Jesus.”

While some might dismiss these remarks as harmless jokes or casual observations, their cumulative effect is profoundly damaging. 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.” This constant barrage of microaggressions creates an environment of vigilance and exhaustion, forcing individuals to constantly analyse interactions for underlying prejudice, chipping away at their sense of belonging and well-being.

The Emotional Toll: Beyond the Professional Facade

The emotional impact of these experiences was palpable throughout the research. Many respondents described a relentless cycle of feeling frightened, anxious, angry, and utterly exhausted. The psychological burden of navigating a potentially hostile environment while trying to perform professionally is immense. One participant’s chilling comparison 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 sentiment underscores a profound sense of vulnerability and historical anxiety within the Jewish community.

Following October 7th, employees reported becoming increasingly cautious at work. This manifested in various ways:

• Self-Censorship: Many actively avoided discussing their faith or personal lives.
• Concealing Symbols: Others ceased wearing visible symbols of their Jewish identity, echoing the earlier quote about the Star of David. 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.”
• Disengagement: This constant vigilance and need to self-censor had a direct, detrimental impact on engagement and productivity. Several participants spoke of withdrawing from discussions, second-guessing their contributions, or actively avoiding situations where they might draw attention to themselves. One respondent lamented, “I’ve stopped contributing in meetings because I don’t feel safe.” This disengagement represents a significant loss of talent, perspective, and potential innovation for organisations.

Organisational Silence: A Breach of Trust

A particularly damning finding of the research concerned the perceived organisational responses—or lack thereof—following October 7th. Many Jewish employees drew a stark comparison between the silence they encountered after these events and the visible, vocal support organisations had demonstrated during other global crises, such as the Black Lives Matter movement.

One participant’s reflection captured this sentiment perfectly: “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 significant number of respondents, this silence was not interpreted as neutrality but rather as a clear signal that some concerns, and indeed some groups of employees, were deemed less important than others. This perceived selective empathy profoundly damaged trust, eroding the psychological contract between employee and employer. When employees feel their pain is overlooked, their commitment and loyalty inevitably wane.

Beacons of Best Practice: Exemplary Organisational Responses

Despite the widespread disappointment, the research also identified examples of organisations that responded effectively and empathetically. These positive interventions serve as vital blueprints for best practice:

• Proactive Acknowledgement: Some leaders swiftly disseminated messages acknowledging that Jewish employees might be experiencing distress and actively encouraged them to seek support if needed. This simple act of recognition validated their feelings and signalled care.
• Visible Support: Other organisations more visibly recognised Jewish holidays or actively encouraged colleagues to check in with their Jewish and Israeli peers. These actions moved beyond mere platitudes, demonstrating tangible empathy and solidarity.
• Impact of Positive Responses: Respondents consistently described these actions as crucial. They fostered a sense of recognition, communicated empathy, and demonstrated genuine care, which helped to mitigate feelings of isolation and fear. These examples underscore that even small, thoughtful gestures can have a profound impact on an employee’s sense of belonging and safety.

Charting a Path Forward: Strategies for Inclusive Workplaces

The findings from Professor Kandola’s research present a critical wider lesson for HR and Diversity, Equity, and Inclusion (DEI) professionals: inclusion cannot be selective. Organisations can no longer afford to assume that global events remain outside workplace boundaries. Employees inevitably bring these experiences, fears, and anxieties into their daily interactions, meetings, and working relationships. Ignoring this reality is not only unethical but also detrimental to organisational health and performance.

There are concrete, practical steps organisations can and must take to build genuinely inclusive and psychologically safe environments for all employees, particularly during periods of social tension:

1. Proactive Recognition and Early Intervention

Organisations must develop the capacity to recognise "trigger events" and respond early when particular groups of employees may feel vulnerable or targeted. Silence, far from being neutral, is frequently interpreted as indifference or even complicity. Leaders and HR teams should be trained to anticipate how global events might impact different employee groups and to issue timely, empathetic communications that acknowledge distress and offer support. This proactive stance demonstrates leadership and genuine care.

2. Bridging the Knowledge Gap: Education on Antisemitism

A significant barrier identified in the research was a lack of understanding. Many respondents noted that colleagues often conflated Judaism, Israel, and Zionism, revealing a deep-seated ignorance that fuels prejudice. Organisations need to invest in comprehensive education programs focused on antisemitism and Jewish identity. These programs should aim to:

• Dispel Myths: Directly challenge common antisemitic stereotypes and historical inaccuracies.
• Clarify Distinctions: Provide clear distinctions between religious identity (Judaism), national identity (Israeli), and political ideologies (Zionism) to reduce misinformed judgments.
• Empower Managers: Equip managers with the knowledge and confidence to respond appropriately and effectively when antisemitic incidents or remarks occur.
  A better understanding reduces ignorance and helps to dismantle the foundations of prejudice within the workplace.

3. Fostering Safe Spaces for Dialogue

Organisations must establish and promote secure avenues for employees to voice concerns, report incidents, and seek support without fear of dismissal, retaliation, or being perceived as "overly sensitive." This could include confidential reporting mechanisms, employee resource groups (ERGs) dedicated to Jewish employees, or designated ombudsmen. The emphasis must be on creating an environment where speaking up is not only tolerated but actively encouraged and supported.

4. Ensuring Consistency in Response

Several participants in the study expressed a belief that antisemitism was treated less seriously than other forms of prejudice. This perception of inconsistent responses is profoundly damaging to trust and undermines the credibility of an organisation’s broader DEI commitments. All forms of discrimination, harassment, and prejudice must be addressed with equal gravity, consistency, and fairness. Clear policies, transparent disciplinary processes, and robust training for those investigating complaints are essential to build and maintain trust across all employee groups.

5. Prioritising Psychological Safety in Turbulent Times

Finally, organisations must think more deliberately and proactively about maintaining psychological safety during periods of social tension. It is crucial to recognise that different groups of employees will be affected by world events in vastly different ways. HR teams, leaders, and indeed all colleagues have a shared responsibility to be attuned to signs that employees may be feeling isolated, fearful, or unable to speak openly. This includes encouraging open communication, providing mental health resources, and fostering a culture of peer support and empathy.

Conclusion

The experiences described in this vital research underscore how rapidly psychological safety can erode when employees feel unsupported, unheard, or unsafe. They also powerfully demonstrate that the true test of inclusion arises not during periods of calm, but precisely when circumstances become difficult and divisive. Organisations that respond thoughtfully, consistently, and practically to these challenges are far more likely to cultivate workplaces where every individual feels genuinely able to contribute fully, authentically, and safely. The call to action is clear: to ignore the invisible threat of antisemitism in the workplace is to betray the fundamental principles of inclusion and to undermine the very fabric of a healthy, productive, and humane organisational culture.

This article is based on a chapter from Professor Binna Kandola’s forthcoming book, "Building a Psychologically Safe Work Environment," to be published in 2025 by Routledge.

About the Author:
Binna Kandola OBE is co-founder and senior partner at Pearn Kandola, a business psychology consultancy specialising in diversity and inclusion. A visiting professor at Leeds University Business School, he has spent over 40 years researching bias, organisational culture, and leadership. He has advised global organisations including Microsoft, NATO, American Express, and the World Bank. An award-winning author of 12 books, he was awarded an OBE in 2008 for services to diversity. He has been regularly featured on the Asian Power List since 2020 and holds an honorary doctorate from the University of Aston.