Building trust when employees raise complaints
When an employee raises a complaint or provides negative feedback, how an organisation responds can have a lasting impact on workplace trust.
Employees need to know that concerns will be taken seriously, handled fairly and dealt with appropriately. That does not mean assuming an allegation is true or automatically launching a formal investigation. It means having a considered process for understanding what has happened and deciding what needs to happen next.
Take complaints seriously
Serious workplace issues such as bullying, harassment, discrimination, sexual harassment or misconduct should not be ignored or dismissed as interpersonal conflict.
Even where a complaint initially appears minor, it may be the first indication of a broader workplace issue.
Managers should listen carefully, acknowledge the concern and consider whether there are any immediate risks to the people involved or to the wider workplace.
The employee making the complaint should not be expected to prove the allegation before the organisation takes the concern seriously.
Trust depends on what happens next
Employees are more likely to speak up when they have confidence that their concerns will be handled appropriately.
That means being clear about what will happen next, while avoiding promises that cannot be made.
Depending on the circumstances, the appropriate response could include:
a management conversation
preliminary fact-finding
a facilitated discussion
mediation
a performance management process
a formal workplace investigation
another appropriate response.
The right process will depend on the nature and seriousness of the concern, the people involved, the available information and any risks to the workplace.
Procedural fairness builds confidence
Trust does not mean automatically taking one person's side.
A fair process gives relevant people an appropriate opportunity to respond to allegations and ensures decisions are based on reliable information rather than assumptions.
Confidentiality is also important. Information should be handled carefully and shared only with people who need it for legitimate reasons.
Employees may not always be able to know the outcome of a complaint in detail, particularly where privacy considerations apply. However, they should not be left feeling that their concern disappeared into a black hole.
Clear and appropriate communication throughout the process can help maintain confidence, even when the outcome is not what the person making the complaint expected.
Read What is procedural fairness? >
Don't overlook the broader workplace
A complaint may relate to an individual incident, but it can also reveal something about the wider workplace.
For example, a complaint might raise questions about:
workplace culture
management practices
workload or work design
communication
team relationships
whether policies and expectations are understood
whether similar concerns have been raised before.
Employers should consider whether the issue is isolated or whether it points to a broader risk that needs attention.
This is particularly important where an organisation receives repeated complaints about similar behaviour or where employees appear reluctant to raise concerns.
What happens after a complaint matters too
Trust can be damaged when an organisation receives a complaint, follows a process and then does nothing with what it has learned.
Where a concern is substantiated, the organisation should consider what action is appropriate. This may involve addressing the conduct, supporting those affected, reviewing workplace practices or strengthening existing controls.
Even where an allegation is not substantiated, the process may identify communication problems, relationship difficulties or other workplace risks that still need to be addressed.
The goal is not simply to close the complaint. It is to respond appropriately and, where possible, use what has been learned to improve the workplace.
When should you get external support?
Some complaints can be managed effectively by an experienced manager or HR team. Others are more complex or sensitive.
External support may be appropriate where:
the allegations are serious or contested
senior employees are involved
there are concerns about impartiality
relationships have significantly broken down
the organisation does not have the experience or capacity to manage the matter
an independent perspective would give the process greater credibility.
Depending on the circumstances, this may involve preliminary fact-finding, an independent workplace investigation, mediation, facilitated discussions or other tools for resolving workplace conflict.
Independence can be particularly valuable where employees need confidence that their concerns will be considered objectively.
Building a workplace where people can speak up
Employees need to know that their concerns will be heard, assessed fairly and responded to appropriately. A workplace that takes complaints seriously, applies fair processes and learns from concerns is better placed to build trust and address problems before they become more serious.
Workplace Plus supports employers with managing workplace conflict to ensure safety, compliance and fairness.
For support and more information, contact us today.
