Striking a balance: whistleblowing arrangements as part of a speak-up strategy
Business leaders are increasingly realising that problems do occur — across all sectors. But if organisations create the appropriate culture, people will feel able to speak up when they suspect there has been a breach of ethics or values.
Whistleblowing is just one part of a strategy to encourage this culture of transparency and open communication within organisations. We put forward some principles and recommendations in this paper on how organisations can build trust and encourage internal reporting. These principles and procedures been informed by our practical experience of helping clients achieve their ethical objectives, as well as a workshop of practitioners and a survey of clients’ perceptions and procedures. This paper has also been updated to take account of recent developments in UK whistleblowing legislation and notes some of the key practical implications for organisations.
In the past few years, we have observed a recognition and an understanding that it’s not just about the rules, the policy, the processes and controls in place — it’s really around the culture and the transparency of how things are dealt with. This is why it is important that managers keep whistleblowers updated on the progress of their complaint, as feedback embeds trust. Where events have happened, where organisations have suffered a crisis or a particular event, leaders need to be seen to learn from that. Learning from failure — learning from crisis — is another way of building trust within an organisation…
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