Encouraging employees to speak up is a critical first step in addressing misconduct. But what happens in the moments immediately after a concern is raised is just as important in shaping trust, outcomes, and organisational culture.
The reality is – many concerns never begin with a formal report. They start in conversation, often informally, and usually with a line manager. Safecall’s Employee Voice research shows 50% of UK employees would raise a concern with their line manager first, making them the most common entry point into the speak-up system.
The training gap
Employees rarely frame concerns as whistleblowing disclosures. Instead, they raise issues in everyday terms — questioning a decision, flagging something that “doesn’t feel right”, or asking for informal advice. Recognising these early signals requires judgement and confidence. However, many organisations are relying on managers who have not been fully equipped for that responsibility.
Less than a third of organisations – 31% – provide formal whistleblowing training to line managers, despite their importance in the process. In some cases, responsibility is pushed further down, with 30% of organisations relying managers themselves to deliver training online, even where preparation may be inconsistent. At the same time, oversight is limited. Only around half of organisations assess how well equipped their managers are to handle concerns — with 38% doing so informally and 10% not evaluating this at all, leaving potential gaps in consistency when concerns are raised.
“We’ve learned that the whole system has to be strong – particularly frontline managers. People don’t announce, ‘I’m making a whistleblowing disclosure.’ They mention something in conversation, and if a manager doesn’t recognise its importance, serious issues can be missed. Strengthening that capability has become a priority for us”
Debbie King, Head of Whistleblowing, Royal Mail
The uncertainty & confidence gap
Unsurprisingly, confidence gaps persist. One in five organisations expect confusion if a concern is raised, while 45% believe managers would simply “figure it out” at the moment. More concerning still, 16% do not believe their managers would know how to respond to a protected disclosure.
This creates a clear structural risk. The route employees are most likely to use is often the least consistently prepared.
From Safecall’s client experience, breakdowns tend to occur not through poor intent, but through uncertainty. Managers may not recognise that a concern meets the threshold of a protected disclosure, or they may try to handle issues locally rather than escalate them. In other cases, managers may overstep or underreact, lacking clarity on where their role begins and ends. These inconsistencies often reflect a wider gap between formal policy and day-to-day management behaviour, particularly where individuals have been promoted into people management roles without sufficient support.
Why the changing regulatory landscape is making this an increasingly important issue
These early interactions are critical. The way a manager responds in the moment can influence whether a concern is escalated, how it is investigated, and whether employees feel confident speaking up again in future. It also affects an organisation’s ability to demonstrate that concerns have been handled appropriately and consistently.
This is becoming increasingly important in a changing regulatory landscape. The Financial Conduct Authority continues to place strong emphasis on organisational culture, effective escalation, and the role of management behaviour in identifying and addressing issues early. At the same time, changes under the Employment Rights Act — coming into force from October — will require organisations to demonstrate that they have taken all reasonable steps to prevent issues such as sexual harassment, with line managers playing a central role in both prevention and response.
Against this backdrop, clarity around responsibilities is essential. Line managers should not be expected to investigate concerns themselves. But they do need to understand how to recognise issues, respond appropriately, and escalate through the right channels. Clear processes, defined boundaries, and central logging are essential to ensure oversight and identify patterns across the organisation.
Line managers are a critical part of any speak-up system
Speak-up frameworks are often designed around formal systems. In reality, they depend on people. Line managers are not an optional part of that system — they are one of its most influential components.
Ensuring they are properly prepared is not just a matter of good practice. It is fundamental to building a speak-up culture that works in reality, not just on paper.
Make sure your managers are equipped
If you are looking to strengthen the skills, knowledge and confidence of your line managers, check out our ‘Whistleblowing for managers’ training course. Designed to empower line managers to listen and respond effectively when employees raise whistleblowing concerns, the course covers legislative guidelines, line managers’ role in encouraging people to speak-up, and how to foster positive speak-up cultures within teams.