Rising Star
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I’ve spent 5 years in HR on top of my 20 years in recruiting, and I’ve seen companies have open door policies that look great on paper but are effectively ghost towns.
In my last role, I saw exactly what you’re hinting at: leadership used those channels to identify anyone rocking the boat and immediately funneled them into PIPs. Including me. It was a masterclass in how to kill culture. I didn't realize that open door policy went one way, and it was to the street. I realized too late that that speaking up actually put a target on myself. It wasn't just me I've spoken to 2 other former employees this happened to out of around 100 total. I believe many employees learned to keep their mouth shut and give good scores for the best places to work survey to appease the CEO.
To me, safety isn't about having a portal or an open door policy; it’s about who is on the other side of it. You can have the best structure in the world, but if leadership uses HR as a weapon to weed out dissent, no one will ever trust the process. True safety is only built when employees see leadership protect, rather than punish, those who bring them them uncomfortable news.
Rising Star
@vp
I agree there is value in hearing different experiences. The challenge is recognising patterns and then having the courage to address what those patterns are telling us.
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The way I see it is, it’s an optics move more than a realistic avenue. If it increases revenue, making the business more profitable or adds new business/clients - the policy stands.
If you truly want to voice an opinion but it costs money, rocks the boat, requires wide-scale change or disrupts how the business runs. They don’t want to hear it even though the door is open.
I’m in HR and I would advise you to actively distrust it as well. Suggestion or feedback, sure - it’s low impact, non-committal and not a big deal. But if you raise something, then keep pushing for it - this may get you red circled.
A good boss, strong leader or competent HR team will fill the gap, listen to feedback and distill it back up to leadership. But again - culture and the people you have managing and leading teams will often dictate how safe it is to speak up.
My advice, provide your opinion in the “anonymous” surveys HR sends out rather than going right to an exec/leader.
Rising Star
I think there is an uncomfortable truth in this. Staff often watch what happens after concerns are raised. If nothing changes, or people feel penalised, trust disappears very quickly.
I think it's cultural and it's about trust in the individual. I am extremely visible to my employees and I remind them that I am always here for them. I point things out to my employees that show them that I notice them and that I care. Small things like haircuts, a new outfit that I haven't seen before, etc. I also am aware of when my employees look "off" and I ask them if everything is okay. Because of these small things based on human connection, my employees feel safe enough to open up to me about what's going on at work.
Additionally, I emphasize that the mental health of my employees is extremely important. If one of my employees is having a difficult time with something at work or they just want to scream at their manager or coworkers, I ask that they come talk to me first. I would rather you scream and yell in my office to get everything out and come back down to a normal level than do that with your coworkers or manager. In one case, you're voluntarily entering my office. In another case, you're forcefully entering my office because you lost your cool where you shouldn't have.
To add, I do get plenty of other work done and my entire day is not spent on human connection tactics.
Rising Star
I really like this perspective. I have found trust is usually built through dozens of small interactions rather than one big initiative. People speak up more readily when they genuinely feel seen and valued.