Guest Q&A – Co Founder of speak up platform InChorus

Rosie Turner joins us to discuss what gets in the way of speaking up, and the problems this causes.

1. Data shows that most workplace misconduct issues go unreported. For example, a survey by the TUC found that more than three-quarters of victim-survivors (79%) didn’t report unwanted sexual behaviour to their employer. Why do you think there is such widespread underreporting of it?

Many employees still face significant barriers to speaking up, such as fear of retaliation or being labeled a “troublemaker”.

There is also often low trust that a complaint will be taken seriously, or that any effective action will be taken.

Our data at InChorus has shown that across some industries, employees are as much as 6x more likely to share a concern on social media than they are to tell HR.

We also see that many organisations are unintentionally perpetuating cultures of silence by lacking robust, trusted systems for reporting: If channels feel impersonal or risky, or processes seem unclear, employees are less likely to come forward.

Most companies have not yet rewired their systems to create high-trust environments where employees understand what behaviours are - and are not - acceptable, and feel comfortable in sharing any issues they face.

2. What are some of the common cultural blindspots that companies have, without realising?

A lot of companies rely on formal grievance processes or whistleblowing to understand if employees are experiencing any issues.

However, employees often avoid using these channels until an issue has really escalated, meaning that HR are often faced with a situation of ‘damage control’ when they are brought in late to a conflict.

We see a significant blind spot around unacceptable behaviours that could be categorised as ‘banter’ or ‘microaggressions’. These behaviours are critical to understanding the lived experience of employees and have a significant impact on the culture, so lacking this on-the-ground insight is a real risk factor.

3. Why is collecting data on misconduct so important?

Collecting data on misconduct is critical for driving meaningful change in the workplace.

The data can uncover patterns beyond individual cases, enabling leaders to design structural interventions that prevent issues from arising in the first place. Proactive prevention is always better than reactive solutions.

And, as part of that, it allows an organisation to identify any trends in outcomes across different populations, providing critical insights into potential biases within systems. So, it can identify and address inequities, and help ensure fairer outcomes for everyone in their workplace.

And in the UK, collecting this data is increasingly tied to compliance obligations, such as those under the Worker Protection Act and new regulatory expectations in financial services.

4. Are workplaces under increasing pressure to collect data on their culture and behaviour?

Yes, workplaces are absolutely under increasing pressure to collect data on their culture and behaviour.

The Worker Protection Act, which I mentioned above, introduces a new duty for employers to take proactive steps to prevent sexual harassment in the workplace, shifting the focus from reaction to prevention.

This obligation makes it essential for organisations to understand their workplace culture and identify potential risks before issues arise.

The Equality and Human Rights Commission (EHRC) has also issued guidance reinforcing the importance of regular data collection, such as employee surveys and anonymous reporting mechanisms, to assess workplace behaviours and monitor progress over time.

Additionally, regulatory bodies like the Financial Conduct Authority (FCA) are amplifying this pressure.

The FCA has recently requested firms to provide data on instances of harassment as part of their regulatory reporting, recognising the link between a healthy workplace culture and overall organisational resilience.

This growing emphasis from both legal and regulatory frameworks highlights that collecting and acting on cultural and behavioural data is no longer optional - it’s a critical component of compliance and good governance.

5. What do you think are the 3 most important things that business leaders can do to make their workplaces kinder and fairer?

1. Genuinely listen, by creating safe channels

To build psychological safety, leaders should design systems that prioritise inclusivity and empower everyone to voice their concerns or ideas - especially those who may feel marginalised.

Anonymous reporting tools, skip-level meetings, and structured feedback sessions are all critical in ensuring that those with less "power" feel heard without fear of retaliation.

Listening with the intent to act fosters trust and signals that all voices matter.

2. Invest in data to identify and address bias

Relying on instincts alone risks perpetuating blind spots.

By gathering and analysing workplace data—such as pay equity reports, hiring trends, or survey results—leaders can uncover systemic biases and measure progress objectively.

Data provides clarity and accountability, allowing organisations to move from guesswork to actionable solutions that drive real change.

3. Open respectful conversations about friction points

Friction in the workplace often signals deeper cultural or structural issues.

Leaders should proactively identify areas of tension and encourage respectful dialogue, to create a culture of problem-solving rather than blame.

By fostering open discussions, they not only address immediate challenges but also normalise constructive conflict, paving the way for innovation and collaboration grounded in mutual respect.

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