Supporting employees to speak out about bad behaviour at work

It can be incredibly difficult and take tremendous courage for an employee to report any type of wrongdoing witnessed at work, so it is right to take a closer look at what can make it easier to do so.

Fear to speak out against a respected and influential colleague, being afraid of retaliation, cynicism that nothing will change, or not wanting to be labelled a ‘grass’, are just a few of the reasons employees often find it easier to remain tight-lipped.

It is vital employers understand the reasons why many employees may be reluctant to report legitimate concerns or wrongdoing they have knowledge of.

Creating an environment in which staff feel able to report concerns at work is crucial.

It can help to protect the interests and reputation of an employer, as well as the health, safety, and wellbeing of employees and others.

Certainly, the importance of whistleblowing in public services is well documented.

According to the government, whistleblowing is important to safeguard the effective delivery of public services, and to ensure value for money [1 cited 11.12.23]

The Crown Prosecution Service also states that whistleblowing serves to protect and reassure the workforce, and to maintain a healthy working culture and an efficient organisation [2 cited 11.12.23]

But the fact employees still find it difficult to speak out about what they know or have witnessed at work, in any sector, was highlighted again recently.

The six-month ITV review of matters that led to former This Morning host Philip Schofield leaving his long-term post on the show has now been published.

Schofield left the broadcaster in May this year. The review was intended to look at the facts following his highly publicised departure after he admitted to having an affair with a younger male colleague in a TV interview [3 cited 11.23.23]

The published report provided testimony from current and ex ITV staff.  The report is said to reveal that despite senior ITV management being committed to an ‘open culture’, many junior employees were afraid to speak out, fearing that it would ‘have a detrimental impact on their careers’ [4 cited 11.12.23]

Staff feeling afraid to speak out about work-related concerns is not uncommon.

A study carried out at a time when Covid restrictions were being lifted, and many employees were returning to the workplace, looked at the attitudes of operational workers, including those in manufacturing and construction, and highlighted significant issues that already existed before the crisis [ 5 cited 11.12.23]

The research found the structure of many operational roles led to a 'culture of verbal abuse and management structures' which did not encourage employees to raise concerns without fear of reprisals.

And a report by the CIPD, revealed almost a quarter (24 per cent) of employees who took part in the research thought at the time that challenging issues like bullying and harassment would be swept under the carpet in their organisation [ 6 cited 6.12.23]

The results of the studies are concerning. They indicate much work is needed to ensure  employees feel safe, supported and able to report wrongdoing or concerns without fear of retribution or negative consequences.

Here we take a look at why some employees may be hesitant to raise concerns, and at what an employer can do to create a culture in which employees feel comfortable and safe to do so.

Understanding and addressing the fear of speaking up

Being aware of the reasons why an employee may usually be reluctant to reveal what they know, is crucial for employers looking to create an environment where staff feel secure and empowered to speak up.

Reasons why employees are reluctant to reveal what they know about work-related wrongdoing, include:

• Fear of retaliation is often one of the main reasons employees find it easier to effectively look the other way and keep quiet about wrongdoing they have knowledge of or have witnessed.

Workers, understandably, worry that revealing what they know could have serious and harmful ramifications e.g. losing their jobs, being ostracised by colleagues or missing out on promotion.

Employers should actively work to create a culture in which it is clear and demonstrable that retaliation will not be tolerated, and in which employees feel protected when raising concerns.

• Lack of trust in that many employees will undoubtedly weigh up the pros and cons in speaking up.

It can lead to genuine fear about not being taken seriously, worry about what will happen if they talk openly about wrongdoing and then appropriate action is not taken.

Employers can build trust by being transparent, responsive, and consistently demonstrating a commitment to addressing employee concerns.

• Perceived lack of confidentiality in that members of staff are often afraid their concerns will not be kept confidential, which can then lead to potential embarrassment or irreparable harm to working relationships.

Employers should have a clear procedure for handling confidential information.

Such a process should be communicated to employees because it can help to assure them their concerns will be treated with the utmost confidentiality.

• Cultural barriers with a diverse workforce can play a key role in an employee being reluctant to report what they know.

There can be different communication norms shared by members of a social group about what you should and should not do if you have knowledge of any particular type of wrongdoing.

Promoting inclusivity and cultural awareness can help to bridge such gaps and encourage open communication.

Benefits of open communication

An employer that encourages and prioritises open communication is one that shows its employee it cares about their wellbeing.

When employees feel comfortable they are in an environment in which they can raise concerns, they are more likely to address issues that can impact on their mental and emotional health and also that of others.

Open communication allows for problems to be identified early on and addressed before a situation can escalate.

It can lead to more efficient problem solving and preventing long-term negative consequences.

A workplace culture of open communication promotes employee engagement. It creates an environment in which individuals feel heard and valued, and in turn they are more likely to be invested in their work, leading to higher levels of job satisfaction and productivity.

Developing a culture of open communication

We have touched on why employees can be reluctant to speak up, and looked at the benefits of open communication.

So, it is worth focusing on some practical steps any employer can take to create an environment in which staff feel at ease and able to report concerns:

• Implement clear policies regarding the reporting of concerns, including the steps that will be taken to address them. It helps to ensure employees know and understand the process, which will increase their confidence in the system.

• Provide training sessions for employees on the importance of open communication, how to raise concerns, who to report them to and what to expect after reporting.

• Lead by example and demonstrate a commitment to open communication by actively seeking feedback, addressing concerns and act with transparency, which means employees are more likely to follow suit.

• Create a supportive work environment in which every employee feels valued and respected and confident they will be listened to and taken seriously.

• Actively seek feedback from employees on the existing communication processes and continuously look for ways to improve.

Finally

Creating a culture of open communication and one in which employees feel safe and comfortable to report any wrongdoing is vital in ensuring a workplace is healthy and thriving.

All businesses should be positive and proactive in addressing the reasons why any employee may be afraid or reluctant to report wrongdoing or raise concerns.

Organisations of all sizes should take appropriate steps to build a culture where open communication is encouraged.