Dr. John Articles
| Welcome whistle-blowers to air their concerns to you, not the media |
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| Written by Dr. John McFerran |
| Saturday, 18 July 2009 00:00 |
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According to the stereotype, whistle-blowers first take their allegations of corporate wrongdoing to the media, motivated by the need to gain maximum publicity and cause maximum destruction. But the truth is few whistle-blowers choose to air their grievances in the public eye as their first course of action. In fact, new research from Indiana University shows that as many as 80 per cent of people who blow the whistle on bad or illegal behaviour at work go through the proper reporting channels to notify management when something is wrong. The study goes on to suggest that when a discontented or disillusioned employee does go to the press, the fault may actually lie with the organization. In most cases, the organization failed to put whistle-blowing procedures in place so that the misconduct could be reported internally while curtailing any damage externally. It goes to show that it is truly in your company's best interest to develop a policy for employees to come forward if they have information about wrongdoing in the workplace. Employers must establish and communicate what the proper channels are for reporting, as well as support a workplace culture that welcomes and protects -- if not rewards -- employees that bring such matters to their attention. It is also important that your management team reflects the ethical standards you want to see in all of your people. Employees often observe management from afar and mirror their behaviour and attitudes. Management must set the right tone by conducting business ethically and transparently and by displaying a genuine concern about uncovering any wrongdoing. What employers can do Create a supportive culture. Make good communication, team problem-solving and feedback forums a regular part of your working environment. This builds trust and ensures employees feel comfortable in approaching management with any concerns. Avoid hiring "Yes" men and women. Surrounding yourself with people who would be too afraid and intimidated to come forward or would likely be involved in keeping allegations quiet, is the worst thing you can do. Select employees who are alert, critical thinkers, likely to act on matters and will come straight to you when something is wrong. Develop an anti-retaliation policy. Create and communicate a policy that protects whistle-blowers and clearly states that those who harass, isolate, demote or otherwise retaliate against them will be disciplined or dismissed. Revisit this policy with your staff annually. Convenient Train your people. Managers and employees need to understand how to voice concerns and handle sensitive matters without retaliation. Teach your people what behaviours your organization will not tolerate, what to do if they witness such wrongdoing, and their personal responsibility in upholding your code of ethics. What employees can do Have a plan. If you have been witness to information or activity that is illegal, ethically wrong or otherwise harmful to your company, it is important to carefully consider your best course of action while finding out your company's policy on reporting wrongdoing. Keep a log. Maintain a factual record of dates and any relevant occurrences as you may later need to present the information as proof. Be discreet. Resist the temptation to ask fellow co-workers, witnesses or potential allies what they may know about the suspicious activity. Even if you are only attempting to corroborate the truth, it may be interpreted as gossiping or stirring up trouble. Discuss it within your circle. Before blowing the whistle, talk it over with family members and close friends who may be impacted by your decision and whose opinion you trust. It may also be wise to seek legal counsel, who can give you a professional perspective and inform you of the best way to protect your rights. Interestingly, it is rarely the media or external watchdogs that blow the whistle on corporate wrongdoing. Instead, employees are almost always the first to come forward to voice their concerns, often risking harassment and unemployment in order to do the right thing. It is time for organizations to recognize that their people are the most reliable warning system for internal problems. They must also embrace the idea that instituting whistle-blowing procedures to report, investigate and remedy matters of misconduct can ultimately save their company money, save employees' trust -- and save their valuable reputation. -- With reporting by Barbara Chabai John McFerran, PhD, CMC, F. CHRP, is founder and president of People First HR Services Ltd. For more information, visit www.peoplefirsthr.com.
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