Introduction
Workplace investigations are often challenging, not only for the person who raises a concern or is the subject of a complaint, but also for other interviewees who may feel anxious or vulnerable. At ibex gale we deliberately use the term interviewees rather than witnesses as this in itself can be an intimidating label.
Adopting a people-centric approach to investigations means placing wellbeing, empathy, communication, and psychological safety at the heart of the process – recognising that how people are treated throughout can significantly impact trust, morale, and organisational culture.
Interviewee Care and Support
Individuals we speak to during the course of an investigation play a critical role in establishing the facts. However, they are sometimes overlooked in terms of the support they receive. A people-centric investigation ensures interviewees are treated with respect, offered clear information about the process, and reassured about confidentiality and protection from retaliation. Providing emotional support and regular check-ins throughout the process can ease anxiety, encourage honesty, and foster a sense of fairness.
Prior to the start of an investigation, we explore what support pathways the organisation has in place for their employees, such as an Employee Assistance Programme (EAP), mental health champions, or mentors. This enables us to point the interviewee to existing confidential support to help them through the process. Where there is no existing internal support provision, we agree with the organisation the resources that we may, if necessary, signpost – such as The Samaritans, Mind, or NHS Talking Therapies.
During the interview process, our investigators remain alert to any signs that may be of concern. These can include obvious emotional distress, but also more subtle indications that the interviewee is under stress. If we have any concerns we will always raise these with the organisation, and discuss how to proceed. We find that taking a holistic people-centric approach that keeps the organisation updated too is the optimum way of safeguarding the process.
The Value of Follow-Ups
Follow-ups shouldn’t end when the investigation concludes. Whether someone was directly involved or simply provided information, acknowledging their participation is essential. A brief check-in, asking how they are, thanking them for their input, and signposting further support if needed, reinforces that the organisation values their contribution and cares about their wellbeing. It also demonstrates that investigations are not just procedural, but human experiences.
Feedback to All Parties
Once an investigation has been concluded, it is really important to close the loop by providing appropriate feedback to everyone involved. While respecting confidentiality, summarising the outcome (insofar as possible), any next steps, or changes being made helps build transparency and organisational trust. Failing to do so can leave employees feeling ignored or cynical about the process, which can damage future reporting and cooperation. Taking a people-centric approach recognises that behind every report or statement is a person with emotions, concerns, and expectations. By focusing on interviewee care, meaningful follow-ups, and clear communication, organisations not only improve the quality and integrity of investigations but also foster a culture of respect, safety, and trust.
