The media landscape is fraught with challenges, particularly when it comes to nurturing a healthy workplace culture. Amidst this backdrop, ITN’s Chief People Officer, Alexandra Standfast, has chosen to step down from her position following the release of a contentious report on the use of non-disclosure agreements (NDAs) within the organization. Announced last month by ITN’s CEO, Rachel Corp, Standfast’s departure is framed as a personal decision aimed at prioritizing family time, specifically in her native Wales. Nevertheless, the timing of her exit raises eyebrows, especially given the report’s implications regarding ITN’s handling of sensitive workplace issues.
Standfast’s tenure at ITN stretched over six transformative years, during which she implemented a forward-thinking People Strategy. Her efforts ostensibly championed a shift in company culture and introduced numerous progressive policies designed to foster a more inclusive environment. However, as her departure coincides with the revelations of the Simmons & Simmons report—a damning document regarding the misuse of NDAs—it forces a reconsideration of her legacy. While Corp praised her contributions, the circumstances of her exit suggest a dissonance between the positive narrative and the underlying issues within ITN’s HR practices.
The immediate challenge for her successor will be to navigate the recommendations arising from the report, which have not been made public. Nonetheless, insights from the document suggest a broad need for revisiting the use of NDAs, particularly in light of accusations regarding gender pay inequity, harassment, and bullying. These serious allegations highlight systemic failures within ITN that extend beyond the resigning HR executive.
Fermenting Discontent Among Employees
In a town hall meeting that followed the internal release of the Simmons & Simmons report, a troubling narrative emerged. High-profile ITN journalists, including anchor Krishnan Guru-Murthy, raised significant concerns about the culture within the People Team, specifically the alarming turnover rates. A colleague posed a poignant question about why so many women were leaving the team swiftly and without new job prospects, pointing to a culture that may not be safe or welcoming for its female employees.
Despite acknowledging these concerns, Corp defended the current staffing situation, asserting the strength of the existing team while simultaneously admitting to the pressures and challenges laid out in the recent review. This conversation encapsulates the larger struggles within ITN, revealing deep-rooted problems that management seems ill-equipped to address.
The criticism of ITN’s management does not stop at HR’s struggles. Prominent figures within the organization have expressed disbelief that no accountability measures—such as resignations or firings—were implemented in response to the findings. This sense of impunity contributes to an eroding trust among the ranks, leaving employees questioning the commitment of leadership to enacting meaningful change.
Moreover, the cyclical nature of investigations at ITN, as noted by ITV News anchor Rohit Kachroo, raises alarms about a culture of complacency where issues are not only left unresolved but allowed to persist over several years. This pattern begs the question: how much longer will ITN’s leadership choose to ignore the signs pointing toward a serious cultural malaise?
As ITN embarks on the search for a new Chief People Officer, the stakes remain high. The organization’s future hinges on its ability to tackle the serious recommendations put forth in the recent report and to address the ongoing dissatisfaction among its employees. The incoming HR leader will be faced with the dual challenge of restoring confidence within the workforce and instituting transparent policies that prioritize employee welfare over obfuscation.
As the media industry continues to evolve, so too must the internal cultures of the organizations that operate within it. Without genuine, actionable change at ITN, the cycle of criticism and employee dissatisfaction could impede the company’s ability to attract and retain talent—an essential component for any media outlet seeking to thrive in an increasingly competitive space. The coming months will be telling as ITN positions itself to rectify these issues and redefine its corporate culture.