We recently received a number of false/bogus reports on our hotline. Does anyone have experience or thoughts about how to process and ultimately determine a resolution for these kinds of reports that don't skew your year-end numbers and reporting?
We recently received a number of false/bogus reports on our hotline. Does anyone have experience or thoughts about how to process and ultimately determine a resolution for these kinds of reports that don't skew your year-end numbers and reporting?
I’m keen to connect with companies that have well established Speak Up / Whistleblowing processes.
We are good at reporting numbers and trends but I’m looking to develop this further to provide the So-What view. How do you bring all your data to life? Are you able to identify risks within the business? Do you report in a different way?
Would be great to hear from people.
I’m keen to connect with companies that have well established Speak Up / Whistleblowing processes.
We are good at reporting numbers and trends but I’m looking to develop this further to provide the So-What view. How do you bring all your data to life? Are you able to identify risks within the business? Do you report in a different way?
Would be great to hear from people.
A: Talk one-on-one with the employee and voice your concern for her. Tell her you’ve observed that some of her behaviors seem to indicate something is bothering her. Ask her if she is comfortable telling you what the issue is. Genuine human concern is key here. If she says there is no issue or she is not comfortable telling you, suggest setting up a meeting for her with someone in human resources or compliance so that she can unburden herself. Assure her that you are fine with whatever she has to say and that you will not retaliate or let other team members do so. And commit to addressing her issue if it is something within your responsibility.
A: Talk one-on-one with the employee and voice your concern for her. Tell her you’ve observed that some of her behaviors seem to indicate something is bothering her. Ask her if she is comfortable telling you what the issue is. Genuine human concern is key here. If she says there is no issue or she is not comfortable telling you, suggest setting up a meeting for her with someone in human resources or compliance so that she can unburden herself. Assure her that you are fine with whatever she has to say and that you will not retaliate or let other team members do so. And commit to addressing her issue if it is something within your responsibility.
