Speak-up culture: How to build organisations where every voice is heard and acted upon

By Elisabeta Grigoriu from Grigoriu C. Elisabeta Law Practice, Romania – The HUMAN CENTRIC

Introduction

Elisabeta Grigoriu, founder of Grigoriu C. Elisabeta Law Practice, believes leadership should be built on ethics, not just performance. Through her practice, Elisabeta helps organisations strengthen compliance by putting people first. With The HUMAN CENTRIC initiative, she promotes a new kind of leadership — one that creates trust, safety, and long-term success.

In this second article of a three-part series, she shares practical guidance on how to build ethical, people-centred organisations, starting with a true Speak Up Culture.

Creating a speak-up culture

In many organisations, “Speak Up” is still treated as a slogan rather than a genuine cultural commitment. Yet, beyond meeting legal or compliance obligations, a strong speak up culture has become a strategic advantage. It protects the organisation and its people, strengthens trust and empowers individuals to raise concerns before they escalate into crises.

Creating such a culture requires more than a lovely policy document. It demands leadership behaviours, open communication and processes that make speaking up both safe and effective.

This article offers some practical steps for managers, HR and compliance teams to create and maintain a culture where employees feel confident to voice concerns and trust that those concerns will be handled seriously and responsibly.

A practical guide for managers, HR and compliance teams

Building a speak-up culture is not a one‑off initiative, but a continuous and collective effort.

1. Communicate the purpose and the process clearly

Transparency builds trust and awareness is the first step to make this achievable. Employees must understand why the speak-up process exists and how it works. Policies must be explained to be understood.

• Why the process exists: People are more willing to engage when they understand the value of raising concerns and how it contributes to a safe and ethical workplace.
• What happens once a report is submitted: Clarity on the workflow reassures employees that concerns will be examined fairly and will not be ignored. Everyone must understand that retaliation is strictly prohibited.
• Who handles the information: The teams or roles responsible for receiving and managing concerns should be communicated clearly.
• How confidentiality is maintained: Employees need confidence that their identity and information will be protected at every stage of the process.

Clear communication reduces uncertainty and reinforces the organisation’s commitment to transparency and integrity.

2. Train managers to handle concerns effectively

Managers are often the first point of contact when concerns arise. Their behaviour can either encourage a culture of openness or shut it down completely, hence their role is highly relevant.

DOs: Key behaviours managers must master

✔ Encourage people to come forward and acknowledge the courage it takes to speak up. Act as a role model.
✔ Listen actively, without judgement or interruption.
✔ Avoid making promises they cannot keep.
✔ Document concerns accurately.
✔ Escalate issues through the appropriate channels.
✔ Follow up respectfully, and only with guidance from the compliance team.

DON’Ts: What managers must never do

✘ Dismiss or minimise concerns.
✘ Reinterpret information based on personal opinions.
✘ Attempt to investigate on their own.
✘ Retaliate or allow retaliation.
✘ Disclose information unnecessarily.
✘ Ignore the need to follow up.

Managers set the tone. When they handle concerns consistently and respectfully, employees feel safer raising issues early.

3. Build safe and accessible reporting channels

A Speak Up process is only effective if employees know how to use it and feel comfortable doing so.

Make the process simple

Use plain language, clearly defined steps and accessible tools. If the process feels complex or obscure, people will be reluctant to engage with it.

Offer multiple reporting options

Choice increases accessibility and comfort. However, make sure the information is clear to avoid any confusion. Consider:

• A confidential internal hotline
• A digital reporting platform
• Direct reporting to a line manager, HR or Compliance
• Anonymous reporting (where permitted)
• Ideally, a designated Speak Up Officer

Ensure psychological safety

Psychological safety is central to a healthy Speak Up Culture and organisation too.

• Communicate clearly that retaliation will not be tolerated
• Train managers to respond impartially and without bias
• Reassure employees that confidentiality is respected at every stage

When employees know they are protected, they are more likely to come forward early, allowing issues to be resolved before they escalate.

4. Respond quickly and fairly

Concerns should never disappear into a void. A timely, consistent response demonstrates commitment and reinforces trust. Organisations should ensure:

• Prompt acknowledgement of reports
• Impartial and objective assessment
• Transparent communication of next steps, within confidentiality boundaries
• Fair and consistent outcomes
• Ongoing protection from retaliation throughout and after the process

Leadership sets the tone

A speak-up culture is ultimately a leadership choice. Leaders must model the behaviours they expect from others by listening actively, responding responsibly and supporting those who raise concerns.

When people feel heard and see real action being taken, the organisation strengthens both its ethical foundations and its competitive advantage. A genuine speak-up culture becomes not only a compliance requirement but a hallmark of strong employer branding.

More on this topic

If you’re interested in this topic, don’t miss Part 1: Redefining leadership and Part 3: A speak-up implementation checklist of Elisabeta Grigoriu’s series on ethics and leadership.

To learn more about Elisabeta Grigoriu’s legal services and The HUMAN CENTRIC initiative, visit thehumancentric.eu – People. Ethics. Data