How to minimise whistleblowing in your organisation
Around the world, whistleblowing activity is increasing. In any but the most scrupulous of organisations, wrongdoing will occur to some extent; and well-intentioned and highly-principled employees or ex-employees will be motivated enough to stop it. In the right workplace environment, any improper practice can be addressed internally, quickly, and safely before an employee is tempted to blow the whistle in public, to the detriment of the organisation. So consider the following advice…
1. Be aware of who your potential whistleblowers might be.
Whistleblowers can be either disgruntled troublemakers or highly- principled, dedicated, competent, and committed employees. They usually hold strategic positions in the organisation and here they are well placed to detect potential malpractice and wrongdoing. Their well-intentioned public dissent is often the result of a lack of response within the organisation to their voiced concerns. The larger and more bureaucratic the organisation, the less likely these concerns will be heard or dealt with - and the more fertile the ground for whistleblowing.
2. Appreciate the value of dissent in your organisation.
Differences of opinion and rational debate should be encouraged in any healthy organisation. It is in such environments that illegal, unethical or dangerous practices are less likely to develop because staff are free to question and express dissension or concern over policies and procedures in the workplace. So, take the raison d'être out of whistleblowing: encourage your employees to raise issues when concerned about any potentially damaging practice within the organisation.
3. Nip whistleblowing in the bud: open the paths of communication.
How free are employees to express controversial views in your organisation? Do you regularly provide through formal meetings and informal conversation the opportunity for staff to exchange diverse views relating to practices in your workplace? Ensure safe routes of communication are in place for your staff to discuss irregularities or other concerns.
4. Put formal grievance procedures in place.
Do you have formal mechanisms through which staff can have their complaints and concerns heard? The installation of fair and effective procedures for addressing staff discontent is a first step to eliminating public whistleblowing. Consider using such mechanisms as an organisational ombudsman, or a review board consisting of a cross-section of staff, or an impartial and trusted outside consultant. Ensure that your employees are aware of the processes and that they feel at ease raising an issue without fear of reprisal.
5. Minimise reprisals against dissentients.
If senior managers and other employees react over-defensively or aggressively against a dissentient, then your organisational culture is not open; staff with legitimate concerns will not be prepared to voice their concerns internally; and the potential for public whistleblowing will escalate. Take a firm stand against retaliation and harassment. Remember, the public and the law are increasingly taking the side of legitimate whistleblowers.
6. Conduct periodic audits of areas of concern.
If yours is a responsible and progressive organisation, you should adopt a proactive stance in conscientiously reviewing your approach to such issues as health, safety, the environment, and employment. Are you fully aware of and do you comply with the relevant regulations in such areas? Do you regularly review and revise your practices and policies in these areas to ensure that no questionable activity occurs? There is no reason for anyone to blow the whistle on an organisation which operates responsibly, ethically, fairly, safely, and legally, and is constantly aware of its obligations to staff and community.
7. Insist on an ethical and open culture.
Senior management should ensure staff understand that malpractice, unethical behaviour, and fraud will not be tolerated; and that a company policy of fostering open and safe communication channels is intended to help staff freely disclose and discuss any concerns relating to a breach of ethical conduct.
8. Develop a policy to minimise whistleblowing.
The larger the organisation, the more difficult it is to ensure a culture of openness and transparency. With journalists ever alert to a good story, a prime target for them today is the whistleblower, a principled or disgruntled employee or former employee, who is prepared to reveal instances of fraud, mismanagement, breaches of health and safety laws, malpractice, or any other illegal or unethical activity by management or employees.
For many organisations, whistleblowing has become a policy issue - and perhaps it is time for your organisation to develop and implement a policy that sets guidelines for minimising and handling whistleblowing situations…
