The whistleblowing blind spot: are your line managers prepared?

Line managers are often the first people employees turn to when they witness or experience misconduct.

According to research conducted by Safecall, over 75% of employees prefer to report workplace concerns to their line manager. This trust is a positive reflection of workplace culture – but it also places a significant responsibility on managers to respond appropriately.

Yet, our latest research with People Management reveals a gap between this responsibility and the support managers receive.

The reality: trusted, but underprepared

Line managers are generally well-regarded by their teams. They’re seen as approachable, supportive, and central to day-to-day operations. But when it comes to whistleblowing, many are underprepared.

We asked 249 senior HR professionals how often line managers across their organisation dealt with concerns about malpractice or misconduct

Our survey of 249 senior HR professionals across a range of organisations found that:

68% of line managers deal with at least one concern about misconduct each year.
17% handle such concerns weekly.
Yet only 28% of HR professionals said their managers had received specific training on whistleblowing legislation.
Of those trained, just 35% refresh their knowledge annually.

This disconnect presents a serious risk. If concerns are mishandled, organisations face potential employment tribunals, financial penalties, and reputational damage.

What should line managers know?

To manage whistleblowing effectively, line managers need to understand:

What constitutes a protected disclosure
The basics of whistleblowing legislation and their organisation’s legal obligations
How to encourage employees to speak up
How to respond appropriately when concerns are raised
How to protect whistleblowers from retaliation or detriment

When asked how confident they were that line managers understood how to support whistleblowers, senior HR professionals disclosed a significant gap between knowledge and requirements

However, our findings show that:

Only 55% of respondents believe their managers know how to encourage employees to speak up.
Just 41% are confident managers know how to respond to concerns.
Fewer than 30% believe their managers understand how to protect whistleblowers from retaliation.

The confidence gap

When asked how confident they were that managers understood key aspects of whistleblowing:

Area	% confident or very confident
Encouraging employees to speak up	55%
Responding to concerns	41%
Understanding protected disclosures	<50%
Understanding legislation	46%
Protecting whistleblowers	<30%

These figures suggest a widespread lack of preparedness – despite the frequency with which managers are approached.

Building confidence to strengthen the speak-up culture

While many line managers are trusted by their teams, there’s still room to grow when it comes to ensuring employees feel completely safe raising concerns. In our survey, one-third of HR professionals expressed uncertainty about whether employees feel confident reporting issues to their manager.

By investing in training, communication, and ongoing support, organisations can break the cycle of under-reporting and low awareness. When employees feel safe to speak up, it leads to:

Greater visibility of workplace issues
Stronger, more proactive responses
A culture of openness and accountability
Increased trust in the organisation’s values and processes

With the right support, line managers can become powerful advocates for integrity – helping to create a workplace where every voice is heard.

As Sarah Vause, head of governance, risk & assurance at NG Bailey, puts it:

“Recognising managers as a key first point of contact for employee concerns, we are actively implementing training to provide them with the skills, knowledge, and confidence to effectively triage issues.”

What can organisations do?

Creating a resilient and trusted whistleblowing environment starts with empowering the people at the heart of it – your line managers. Here’s how organisations can take meaningful steps to build and sustain a strong speak-up culture:

Invest in line manager training – provide comprehensive, ongoing training that covers whistleblowing legislation, what constitutes a protected disclosure, and how to respond effectively and empathetically to concerns.
Build trust through open dialogue – encourage regular, transparent communication. Equip managers to create safe, supportive spaces where employees feel confident raising concerns.
Make policies practical and visible – ensure whistleblowing policies are not just written documents but living tools – discussed in meetings, referenced in training, and embedded in everyday conversations.
Celebrate speaking up – highlight positive outcomes that result from employees raising concerns. Reinforce the message that speaking up leads to meaningful change and is valued by the organisation.
Continuously monitor and improve – use feedback from HR, line managers, and employees to evaluate the effectiveness of your whistleblowing programme. Regular reviews help identify what’s working and where improvements can be made.
Close knowledge gaps – tailor training to address specific areas where managers may need more support. Ensuring they understand their responsibilities builds confidence and consistency across the organisation.

Final thoughts

Line managers are the frontline of your whistleblowing programme. They are trusted – but often underprepared. By investing in their training and support, organisations can reduce risk, build trust, and create a culture where employees feel safe to speak up.

A positive speak-up culture doesn’t happen by accident. It requires intention, investment, and ongoing effort – from the top and the middle.

Find out more about line manager training courses