Gemma McCall, CEO of reporting software company Culture Shift
When allegations of harassment, bullying, or misconduct arise within an organisation, the instinctive response is often reactive, focusing on immediate fixes, rather than addressing the root cause. The first step is recognising that rebuilding will be a long game.
Policies and reporting mechanisms are important but they only work if your employees trust them. Building that trust requires transparency with what’s being reported, consistent follow-through on resolution, and removing the fear of retaliation. When people speak up, their experiences need to be met with action, not defensiveness or denial.
Read more: How to ensure a speak-up culture
There is a risk that one-off audits are seen as box-ticking unless they are part of a sustained effort. HR leaders need to make it clear that safeguarding and employee wellbeing are not short-term, surface-level sticking plasters but non-negotiable long-term commitments.
Liz Sebag-Montefiore, director of HR consultancy 10Eighty
Organisations must ensure that they have a clear, zero-tolerance attitude towards the behaviours that give rise to such allegations. Start by carrying out a risk assessment, with a focus on the factors that may increase risk, such as when the workforce is young or part-time, as in the case of fast-food service, whereby staff may feel less able to speak up.
Employers need to offer a secure, safe workplace where workers feel respected and included, confident that if they speak out, management will take the appropriate action. This culture must be actively communicated and demonstrated by leadership. Investment in training, particularly for those in management roles, is critical to ensuring that the workforce are aware of and understand their obligations.
A good employer deals with complaints of discrimination and harassment without delay, and carries out full and fair investigations. It’s not enough to put a policy in place and hope for the best; you must address the root causes of the issue.
Kelly Tucker, founder of consultancy HR Star
The recent allegations against McDonald’s – ranging from harassment to racism – highlight the urgent need for HR to tackle not just policies but deeper organisational issues.
Leadership accountability is the cornerstone of meaningful change. Leaders must visibly champion the organisation’s values and hold themselves accountable for upholding them. Transparent communication about actions being taken reinforces trust at all levels.
Effective crisis management also requires actionable safeguards. Policies and reporting mechanisms must be practical, accessible, and trusted by employees. Co-creating these tools with staff and external experts ensures their relevance and credibility. Independent whistleblowing mechanisms are particularly effective in giving employees the confidence to report concerns without fear of reprisal.
Read more: Whistleblowing doesn't have to be a bad experience
Finally, consistent auditing and oversight are crucial to sustaining change. Internal audits, backed up by third-party reviews, ensure credibility. Publicly sharing the outcomes of these assessments demonstrates ongoing commitment and builds employee confidence.
Eleanor Tweddell, change expert at redundancy service Another Door
People don’t change because a piece of communication tells them to. Long-lasting, deep change happens when people see the difference, understand the difference, and then have the capability to be the difference required.
Change cannot happen overnight, and change doesn’t happen as a result of post-event processes like reporting, or audits. For organisations to create a shift in their culture, they need to go deeper into what creates a safe environment for everyone to work, and how people are supported to thrive.
This needs a long-term plan that takes in the whole employee experience. Specifically, we need to look at why people resort to such behaviours. Is it bad recruitment, environment and management? Improved ways of being able to speak up, and situations being dealt with quickly, should be in place as a final precaution, not as the solution to stop it happening in the first place.
This article was published in the January/February 2025 edition of HR magazine.
Subscribe today to have our latest articles delivered to your desk.
