Whistleblowing is often met with mixed reactions—is it tattling, or a concerned employee trying to protect customers, fellow employees or the business? Yet a heads-up to a problem from those on the front line can be invaluable. Here’s how to create a pro-whistleblowing environment without your tight-knit culture taking a hit.
Create an open-door policy
Sure, it’s cliche, but an open-door policy is important to making staff feel comfortable enough to reach out with apprehensions. Kris Klinger, University of Southern California’s assistant vice president of retail operations in Los Angeles, makes sure staff knows he will listen to what they have to say. “If they have a concern, we quickly look into it and spend time and resources for investigations when necessary.”
Build credibility
Anyone can say they have an open-door policy, but it’s important to instill the sense that you mean it. Vincent Scimone, director of child nutrition at Grossmont Union High School District in San Diego, says credibility is essential to ensuring trust. “We have all seen many companies that have disgruntled employees, where the employer has family or friends [on the job], or cliques formed in the workplace, and division is created and information is always leaking out that is private,” Scimone says. “The employee must first feel the boss is fair and honest to all employees and does not play favorites.”
Addressing small issues is essential to creating a positive, team-first culture where employees feel comfortable reporting misconduct, says Cheryl McCann, vice president of human resources at Metz Culinary Management in Dallas, Pa. “Managers are responsible for creating an environment where employees and management are communicating clearly, being reasonable and open to differences,” she says. “It all comes down to creating an atmosphere where people want to do the right thing for the benefit of the team and our guests.”
Bring people together when appropriate
A lot of times, a report of misconduct is just a misunderstanding, Klinger says. “The goal is really to get the parties together—rather than playing the telephone game—to get to a resolution,” he says. Most of the time, employees come forward for the betterment of the team, but it’s often clear when listening to both sides if an employee is acting in self-interest, he says.
Spell it out
Repeat the message of openness across different formats. McCann uses posters that list contact information for reporting potential problems, including cellphone numbers of the executive team and people to call should any issues arise. At Grossmont, Scimone helped create a “making right choices” video, clearly pointing out things that should be reported. Every year, he also reminds employees to report things they see. “We tell them they are protected and can be kept confidential, unless it becomes a court matter or a [Skelly] hearing where statements and names will become public,” he says. “I make sure they know this, so they feel there are no surprises later.”