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How to Encourage Employees to Use Internal Reporting Tools

Well-communicated policies and the option of reporting anonymously can ease the fear of retaliation.

Posted by Joe Gerard on May 5th, 2010

Employees are a company’s number one source for tips to detect fraud and other misconduct in the workplace. One of the many challenges faced by managers and HR professionals is how to encourage employees to use internal reporting tools as they may be hesitant to report misconduct for fear of retaliation. A well communicated anti-retaliation policy can help.

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Committing to the Cause

The tone at the top establishes the culture of the company. Employers need to communicate their commitment to creating a productive and safe workplace for everyone. Talk to employees about how internal reporting tools help the company achieve this goal.  Let employees know that when they report misconduct, the information helps to eliminate and correct workplace risks.

The article “Encouraging Internal Reporting” by the SCCE, reports that:

“In an organization where information flows freely among various levels, it’s more likely problems will come to the attention of those who will be able to deal with them relatively early. Research shows that whistleblowing is more likely to occur in an open organization, but they are more likely to view it merely as truth telling and as an attempt to help the organization.”

Some additional steps that can help improve corporate culture and make the use of internal reporting systems less daunting for employees are:

  • Train employees to use internal reporting systems. Provide them with access to information and let them know what to expect once a complaint has been made. Distribute information to employees, explaining the complaint and investigation processes.
  • Establish, communicate and provide training on company anti-retaliation policies. If employees are expected to use internal reporting systems, they will need to feel safe and protected.
  • Provide employees with regular access to management. Inform employees of the reporting lines within the company and designate times when management is available to speak with them and answer questions. An open door policy puts employees at ease, making the work environment more inviting for discussion- especially when it involves sensitive topics. Offer training sessions regarding how to communicate openly within the organization.

Awareness is Key

Employees must be aware that an internal reporting system exists, but they should also know how to use it. Give employees access to a knowledge base of past issues and resolutions if possible to encourage them to report. Post signs within the workplace reminding employees of their options when it comes to reporting misconduct. Training and communication brings awareness to workplace misconduct and the steps taken to reduce these issues in the workplace.

Anonymity and Confidentiality

Provide employees with various options for reporting. Outline the differences between confidentiality and anonymity to avoid confusion between the two. In cases where anonymous reporting is possible, employees are usually given an incident report number to track the investigation. In other cases, confidentiality is the only option.  This means that the individual’s identity is exposed, but only to a select group of people directly involved in the investigation.

Some whistleblowers feel comfortable with full disclosure- in this case, ensure the employee is kept free from retaliation, and check in with them regularly to keep an eye on the situation. Another consideration is to provide employees with options for case entry, such as a web-based reporting system or a hotline-only system. Many companies tend to use a reporting system that integrates web-based and telephone hotlines for better case management. Keep in mind employees have different comfort levels and it could take some time before they are comfortable trusting the measures in place to reduce the risks of retaliation.

Recognize and Reward

In many cases, we only hear about employees who were either fired or experienced retaliation, which caused them to quit their jobs after blowing the whistle. In cases where there is significant evidence supporting an employee’s complaint and a subject admits that they are guilty as charged, chances are, the employee blowing the whistle was acting to protect the company and its reputation, rather than out of malicious intent.

Joe Gerard
Joe Gerard

CEO, i-Sight

Spend my days showing off the i-Sight investigative case management software and finding ways to help clients improve their investigations. Usually working with corporate security, HR & employee relations, compliance and legal teams.

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