The Secret HR Director: It's time to show whistleblowers real support

A recent news story concerned GlaxoSmithKline, who have rehired the former employee who was suspected of being the main whistle-blower behind the infamous “Project Scorpion” case.

Many whistleblowers aren’t so lucky.  Years ago, I worked with someone who had uncovered serious fraud by a board member.  They went to the CEO innocently with their findings.  The next day they were called to a meeting at an external location, and the board member was waiting for them, and dismissed them on the spot.  For good measure, the board member got one of their staff to call the local employment agencies, just to let them know that the person had been fired… No doubt thinking #justsaying…

How much whistleblowing is covered up we will never know, because it is just that – covered up.  For some organisations, the culture of fear so strongly prevails that it would never happen.  Staff imagine scenes more akin to the Godfather happening in the HR department than having their issues taken seriously.

Employment law can be tricky, too.  Employment tribunals have to decide what is in the public interest, and it can vary.  So, all in all, a whistleblowing case can be greeted by HR with as much pleasure as a data subject access request.  And HR often have to bear the brunt of messenger-shooting too.

But whistleblowing can be hugely beneficial to a company.  Company values and ethics are more and more important to workers, and showing a robust approach, with the courage to rehire, demonstrates that a company is principled and brave.   Times have changed since Clive Ponting faced the criminal justice system for leaking documents about the sinking of the Belgrano during the Falklands conflict.

Of course, not every whistleblower is the beacon of integrity, and it can be used as a means of attack when accused of poor performance.  But it can be very positive for organisations to respond, not with a whole Greek chorus of pitying cries or self-flagellation, but a genuine examination of lessons learned. 

Could PR and HR departments be merged one day?