Additionally, companies must assess the level of expertise and availability of qualified internal staff to handle what could be very complicated scenarios. Allegations could range from financial improprieties to supervisory abuse, pollution, or inappropriate contractual obligations. Also, the caller could be in a state of emotional distress out of guilt, fear of retaliation, or other emotional pressure, making it necessary for the staff to handle the situation tactfully and professionally while gathering the facts.
Internal auditors should serve as members of the response team and recommend other employees for the program based on their knowledge of legal, accounting, financial, personnel, and operational matters. Small organizations may meet their staffing needs by designating several qualified individuals who are on call or available via pagers and cellular phones and rotate among themselves to provide continuous coverage. Many organizations find it advantageous to outsource the whistleblower program to ensure independence, achieve broader coverage, and overcome a lack of internal expertise and staff availability. Outsourcing the program does not exempt management from taking a hard look at the organization and deciding exactly how the program will be implemented and run. The service provider will need this information. Sometimes the company providing the employee assistance program is also qualified to provide support for a whistleblower program.
Whenever possible, and especially in locations with large employee concentrations, organizations should designate an ombudsperson employees can speak to personally. The ombudsperson should abide by the same standards of professionalism and confidentiality as the operators of the whistleblower program.
Internal auditors should serve as members of the response team and recommend other employees for the program based on their knowledge of legal, accounting, financial, personnel, and operational matters. Small organizations may meet their staffing needs by designating several qualified individuals who are on call or available via pagers and cellular phones and rotate among themselves to provide continuous coverage. Many organizations find it advantageous to outsource the whistleblower program to ensure independence, achieve broader coverage, and overcome a lack of internal expertise and staff availability. Outsourcing the program does not exempt management from taking a hard look at the organization and deciding exactly how the program will be implemented and run. The service provider will need this information. Sometimes the company providing the employee assistance program is also qualified to provide support for a whistleblower program.
Whenever possible, and especially in locations with large employee concentrations, organizations should designate an ombudsperson employees can speak to personally. The ombudsperson should abide by the same standards of professionalism and confidentiality as the operators of the whistleblower program.
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