Encouraging Questions Versus Formal Reports

By Adam Turteltaub Employees may trust an AI chatbot more than they trust you, and that’s not necessarily a bad thing, if it leads to more reporting. In this podcast, Debbie Sabatini Hennelly, Founder & President of Resiliti shares that  a recent survey conducted by Case IQ reveals that nearly 70% of respondents expressed no concerns about AI being involved in the helpline process. This openness is driven by several key factors: increased anonymity, ease of use, and a perception that AI offers a fairer, more impartial experience than speaking directly with a human. These findings underscore a broader theme that continues to emerge in conversations about helplines: trust. Employees are more likely to report concerns or misconduct when they trust the system—when they believe their information will be handled confidentially, their identity protected, and their report taken seriously. Not surprisingly, they also want to understand how their information is being used and how their anonymity is being safeguarded. This is especially important when helplines are outsourced to third-party vendors. Communicating clearly that the helpline is external—and therefore more secure and impartial—can go a long way in building trust. But transparency doesn’t stop there. Employees also want to know what happens after they make a report. What’s the process? What can they expect next? Setting clear expectations and following through with updates helps reinforce that the organization is responsive and serious about addressing concerns. It’s not enough to share this information only once a year during compliance training, she warns. Employees are constantly bombarded with messages and unless helpline communication is consistent and visible, it risks being forgotten or ignored. Still, even with those reminders, barriers remain, especially fear of retaliation. Organizations must address this head-on. First, there must be a clear, well-communicated prohibition against retaliation. But more importantly, leaders need to understand that retaliation isn’t always overt. It can be subtle—being passed over for key assignments, being excluded from team activities, or receiving the cold shoulder from colleagues. Creating a culture where employees feel safe to speak up starts with leadership. Managers and executives must model the right behaviors, reinforce anti-retaliation policies, and foster an environment where concerns are welcomed, not punished. One of the most critical—and often overlooked—elements of a successful helpline program is training leaders on how to respond when a report is made. Too often, well-meaning managers try to “get to the bottom of it” themselves. But when they start asking who reported what or conducting their own informal investigations, they can unintentionally obstruct the formal process and make employees feel unsafe. A favorite tactic of hers for addressing this is to ask persistent leaders: “Do you want to be a witness and be deposed?” It’s a powerful reminder that involvement in an investigation has consequences—and that the best way to support the process is to let it unfold professionally and confidentially. Listen in to learn more, and, hopefully, get employees to trust and speak-up more.