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Managing people

Six reasons your employees won't speak up

There are many reasons employees don't raise concerns about misconduct or wrongdoing in the workplace. Here's how to change that.

31 Jan 2024

Catherine Ngo

Content writer, presenter and podcaster

If you see something that is not right at work, you would say something, right? The leadership message is clear in General David Morrison's speech: "The standard you walk past is the standard you accept."

Why is there still a handful that won't speak up? A survey showed that about 57% of employees across 13 countries raised concerns about misconduct. But what about the rest that don't speak up?

There are many reasons why employees do not raise concerns about misconduct or wrongdoing in the workplace. Six of the common explanations are:

1. Because 'that's above my pay grade'

According to the survey, some employees feel it is not their place to raise concerns. The saying 'that's above my pay grade' is often used to justify. HR leaders must ensure that all employees understand that raising concerns is everyone's responsibility, regardless of pay grade.

2. Lack of trust in management

When employees have built up the courage to report a matter, it can be demoralising when they don't receive sufficient feedback on the outcome of the concerns raised or the matter is ignored and swept under the rug.

It is vital to communicate the outcome of the investigation in some form, demonstrating that concerns are taken seriously and investigated.

3. The belief that it was a non-issue

There often needs to be more clarity about what should be reported and at what stage. Organisations must adopt a culture that encourages reports, no matter how trivial. To report a matter is better than the reputational and financial loss for the company.

4. Fear of repercussion

Providing confidential and anonymous channels helps to ensure that concerns are raised and investigated discreetly, minimising the risk of things going wrong. A measure of success could be whether the reporter is still in the business 12 months later. Have they changed their role or reporting manager? Have they taken extended personal leave or applied for workers' compensation? This proves even more effective when embedded within an effective speak-up culture.

5. The belief that management already knows what’s going on

It is a common misconception that the board or senior management is fully aware of all that is happening within the organisation. In reality, it is often these individuals who are most in need of greater visibility into risks.

Front-line staff provide valuable insights to senior managers and board members through whistleblowing channels that bypass the traditional hierarchy. A robust case management system can also offer detailed reporting, enabling management to stay informed of emerging issues and take appropriate action.

6. The fear of being perceived as not a team player

To foster a culture where employees feel comfortable speaking up about misconduct, organisations must emphasise that doing so is crucial for long-term success. By clearly communicating this message and reinforcing it regularly, organisations can dispel perceptions that speaking up will result in being labelled as a "bad cultural fit." This proactive approach not only protects against reputational damage and financial losses but also contributes to the overall wellbeing and success of the organisation.

What employers can do – check your feedback systems.

Do you have a system for anonymous reporting? Organisations must provide assurances that raising a grievance will not negatively affect the careers of their employees.

In 2019, there was a change in the Australian legislative requirements concerning whistleblowing, offering reporters more protection and penalties for organisations that fail to prevent retaliation against reporters.

A lack of trust in an organisation's reporting system and concerns about adverse consequences often result in low reporting rates. This limited reporting hinders leaders from clearly understanding the situation and effectively addressing potential issues.

Australian Business Lawyers & Advisors (ABLA) offers a confidential whistleblower service.

The service provides:

a sound procedure for identifying and reporting concerns about illegal or improper conduct
a secure and confidential avenue for employees to speak up offering: a dedicated phone line that allows for anonymity if preferred; and a secure email address that is protected by ‘legal privilege’.

Best practice for managing speak-ups

Employees should be allowed to remain anonymous and employers must be committed to protecting their identity and prevent any victimisation of anyone involved.

The investigator should look into the concerns promptly where sufficient information is provided. The objective of an investigation is, in the first instance, fact-finding. That would include understanding what happened based on the information provided, whether the suspected conduct did or did not occur, what the circumstances were, who was involved, etc.

Investigations must follow fair and due process without bias. They should be conducted by an investigator who is independent of the matter. Ideally, the investigator should make periodic progress updates to the reporter as appropriate. The nature of these updates will depend on the circumstances.

For example, information won't be provided if it may compromise the investigation or disclose confidential information. The reporter will be informed when the investigation has been completed. However, information and findings should only be shared as appropriate.

Over to you

Employees may hesitate to report workplace misconduct due to concerns about overstepping boundaries, lack of trust in management's response, perceiving the issue as minor, fearing repercussions, and worrying about being seen as disloyal.

To foster a more open environment, employers are advised to implement anonymous reporting systems to assure that employees speaking up will feel that it won't harm their careers.