How socially safe is the work climate in your organisation?

In a recent employee survey, a company’s management noticed a two-point drop in satisfaction with one of their managers compared to the previous year. Additionally, exit interviews revealed clear indications of dominant behavior by another manager, with accusations of even crossing professional boundaries. Employees felt socially unsafe, leaving the management shocked and questioning why this social insecurity had not surfaced earlier.

This case is far from unique—situations involving social insecurity and undesirable behavior in workplaces are more prevalent than often realized. Such issues usually only come to light after incidents occur or circumstances escalate. When they do, organisations and stakeholders understandably ask how things reached this point and what could have been done to prevent it.

Creating a socially safe environment begins with having a robust infrastructure, such as access to a confidential advisor, whistleblower policies, or complaint procedures. These provide employees with a secure platform to report grievances or misconduct. However, such structures mostly address the “hard” side of safety, while employees also derive their sense of security from “softer” factors. These include interpersonal dynamics, workplace atmosphere, collaboration, appreciation, and trust. This was evident in the organisation in question. An independent investigation by Berenschot highlighted a shared sense of mistrust. Employees suspected each other of having hidden agendas, managers applied HR policies inconsistently, information was no longer openly shared, and colleagues spoke about each other instead of with each other. Beneath the surface, issues had been brewing for a long time, unbeknownst to the management. This scenario reflects a key characteristic of social insecurity: organisational silence. Everyone knows something is wrong, but no one dares to address it. Such an unhealthy work environment demotivates employees, leads to higher turnover, and contributes to absenteeism.

In addition to robust policies, it’s essential to examine the softer aspects of the organisation to detect warning signs early. Leadership and leadership style play a pivotal role in fostering a socially safe work environment. Organisations must continuously reflect on their leadership styles and the influence managers have on team culture and social safety. Gaining insight into this impact is the first step toward constructive dialogue and meaningful change.
Paradoxically, in situations of social insecurity, fostering trust and providing space are more effective than exerting control or seeking blame. Trust is a foundational requirement for improving the work environment and cultivating a safe culture. To achieve this, leaders must adopt behaviors such as: expressing genuine appreciation for employees, allowing mistakes and encouraging learning from them, openly addressing issues, setting clear expectations and applying policies consistently.

Building trust and letting go can be easier said than done, especially in environments already marked by social insecurity. Here are some practical measures to assess and enhance the sense of social safety in your organisation:

1. Clarify behavioral expectations and ensure a strong infrastructure.
   Employees must understand what constitutes good leadership, ethical conduct, and mutual expectations. Clear reporting channels, such as confidential advisors, are essential for addressing incidents or questions regarding misconduct.
2. Evaluate leadership roles.
   Managers play a crucial role in encouraging positive behavior. This includes modeling appropriate behavior, managing feedback and undesirable actions effectively, and fostering transparency and collaboration.
3. Assess social safety regularly.
   Utilize employee surveys or reports from confidential advisors to uncover any hidden issues. Even in the absence of overt signs, ask whether employees feel safe to speak up without fear of repercussions.
4. Focus on diversity and inclusion.
   Cultures persist when organisations unconsciously hire people who fit existing norms. Strive for diversity while ensuring every individual feels equally valued within their team or organisation.
5. Examine tenure dynamics.
   Teams with long-serving members can become lax about rules or avoid holding each other accountable. A healthy mix of tenure lengths can boost morale and encourage adherence to standards.
6. Strengthen relationships with management teams and representation bodies.
   A strong foundation of trust ensures proper communication, advice, and approval processes. If trust is lacking, investigate the root cause.

Understanding workplace culture requires more than performance metrics. Adopting a broader lens reveals a comprehensive view of an organisation’s culture, encompassing leadership styles, employee satisfaction, behavioral norms, and values. While workplace culture is complex, organisations can learn from these insights and continuously evolve for the better.