One of the most revealing insights from The Employee Voice is that confidence to report misconduct isn’t evenly spread across the workforce. While many employees say they know what to do if they witness wrongdoing, the data shows that younger employees and remote workers are significantly less likely to feel confident, informed, or supported when it comes to speaking up.
This matters – because silence isn’t just about fear. It’s often about uncertainty. And that’s something organisations can fix.
The confidence gap is real
According to the report:
- 21% of employees say they’ve never received training on how to report misconduct.
- Among younger employees (16–24), over a third report no training at all.
- Remote workers are less likely to know where to find reporting instructions and less confident in their ability to remain anonymous.
These gaps aren’t just statistical – they’re cultural. They reflect a broader issue of access, inclusion, and trust. When employees don’t feel informed or safe, they’re less likely to speak up. And when they don’t speak up, misconduct goes unchecked.
Why these groups are more vulnerable
Younger employees and remote workers often sit at the edges of organisational culture:
- They may be new to the workforce, unsure of policies or hesitant to challenge authority.
- They’re often less connected to leadership, with fewer opportunities for informal conversations or mentorship.
- Remote workers rely heavily on digital communication, which can make it harder to ask questions, raise concerns, or feel part of the team.
This combination of factors creates a perfect storm: employees who are more likely to witness or experience misconduct, but less likely to report it.
Confidence isn’t just about knowing what to do
The report found that 72% of employees say they would know what to do if they saw malpractice happening at work. But nearly 1 in 5 are unsure or disagree. That’s a significant minority – especially when you consider that confidence is highest among older, office-based employees, and lowest among younger and remote staff.
Confidence also varies by sector. For example, employees in IT & electronics and financial services are more likely to receive online training, while those in medical & pharma and the public sector tend to have more in-person sessions. But younger employees across all sectors are consistently less likely to have received any training at all.
Training gaps create risk
Training isn’t just a box-ticking exercise – it’s a foundation for trust. When employees don’t know how to report misconduct, or aren’t sure what counts as a concern, they’re unlikely to act. And that leaves organisations exposed.
The report highlights that:
- 13% of employees find their organisation’s reporting instructions unclear.
- 11% say they haven’t seen any instructions at all.
- Policy clarity is lowest in sectors like mining & energy and the public sector, and among employees who work remotely or only occasionally in the office.
This lack of clarity creates confusion—and confusion leads to silence.
Anonymity and trust are critical
Only 59% of employees are confident their report would remain anonymous. That’s a problem – because anonymity is often the deciding factor in whether someone chooses to speak up.
Remote workers, in particular, are less confident in anonymity and more likely to prefer independent reporting channels. In fact, 62% of employees say they would trust an external whistleblowing service more than an in-house one. This preference is strongest among younger and remote staff – those who already feel less connected to internal processes.
The cost of silence
When employees don’t speak up, the risks multiply:
- Misconduct goes unaddressed.
- Morale suffers.
- Legal and reputational risks increase.
- Trust in leadership erodes.
And the silence isn’t always intentional. Sometimes, it’s simply because employees don’t know what to do, don’t feel safe, or don’t believe it will make a difference.
Only 18% of employees expect meaningful change after reporting misconduct. That’s a strikingly low figure – and a clear signal that organisations need to do more to build trust in their processes.
Closing the confidence gap
To build a culture where every employee feels safe and supported to speak up, organisations must take targeted action. That means:
1. Provide accessible, tailored training
Younger and remote employees need training that speaks to their experience. That includes:
- Clear explanations of what constitutes misconduct.
- Step-by-step guidance on how to report concerns.
- Reassurance about anonymity and protection from retaliation.
2. Use a mix of online and in-person formats
Different working styles require different approaches. Online modules may work well for remote teams, but in-person sessions can build trust and engagement. A blended approach ensures no one is left behind.
3. Make reporting policies visible and clear
Policies shouldn’t be buried in handbooks or intranet pages. They should be:
- Easy to find.
- Easy to understand.
- Regularly promoted through internal communications, team meetings, and onboarding.
4. Create safe spaces for dialogue
Encourage managers to talk openly about misconduct, reporting, and organisational values. The tone from the middle matters just as much as the tone from the top.
5. Celebrate positive outcomes
Show employees that speaking up leads to action. Share anonymised case studies, success stories, and improvements made as a result of employee voice. This helps combat the perception that reporting won’t make a difference.
The bottom line
Confidence isn’t evenly spread – and that’s a risk. Younger employees and remote workers are less likely to speak up, not because they don’t care, but because they don’t feel equipped or supported to do so.
The Employee Voice makes it clear: silence isn’t just about fear – it’s often about uncertainty. And uncertainty is something we can fix.
By closing the confidence gap, organisations don’t just protect themselves – they empower their people, strengthen their culture, and build a workplace where every voice truly matters.