Openness

The OECD Recommendation of the Council on Public Integrity calls on adherents to “support an open organisational culture within the public sector response to integrity concerns, in particular through:

a) Encouraging an open culture where ethical dilemmas, public integrity concerns, and errors can be discussed freely, and, where appropriate, with employee representatives, and where leadership is responsive and committed to providing timely advice and resolving relevant issues;

b) Providing clear rules and procedures for reporting suspected violations of integrity standards, and ensure, in accordance with fundamental principles of domestic law, protection in law and practice against all types of unjustified treatments as a result of reporting in good faith and on reasonable grounds;

c) Providing alternative channels for reporting suspected violations of integrity standards, including where appropriate the possibility of confidentially reporting to a body with the mandate and capacity to conduct an independent investigation.”

Questions for self-assessment:

1. Do managers and leaders act consistently with the values and norms of the organisation?

There are no accountability mechanisms in place to facilitate leadership adherence to organisational values and norms. Leaders do not always act in accordance with the values.
Managers and leaders sometimes communicate the values and norms of the organisation, but application remains inconsistent.
Managers and leaders at all levels communicate the values and norms of the organisation and the majority of managers’ and leaders’ behaviour is consistent with these values and norms.
All managers and leaders at all levels communicate the values and norms of the organisation and mechanisms are in place to encourage them to act consistently with the values and norms.

2. Are mechanisms in place to support managers and leaders in creating and sustaining open organisational cultures?

There are no mechanisms in place to support managers and leaders in creating and sustaining open organisational cultures.
There are limited mechanisms in place, such as occasional training opportunities, to support managers and leaders in creating open organisational cultures. The training is generic and does not include modules on topics like giving constructive feedback, managing conflict or holding difficult conversations. Other measures, such as the recruitment and promotion system, performance assessments, and guidance tools are not used to support openness.
Optional training opportunities are in place for managers and leaders on giving constructive feedback, managing conflict, and holding difficult conversations. Recruitment and performance decisions incorporate integrity leadership considerations for senior leaders, but managers are not assessed based on integrity.
Regular, mandatory training opportunities are in place for managers and leaders on giving constructive feedback, managing conflict, and holding difficult conversations. Other tools, such as guidelines, are in place to support managers and leaders in cultivating openness in their organisations. Recruitment and performance decisions incorporate integrity leadership considerations for senior leaders and managers.

3. Are mechanisms in place to encourage employees to come forward with questions, concerns or ideas?

No mechanism are in place, and speaking up is negatively framed. Employees who speak up face repercussions.
A limited set of mechanisms exist to bring forward questions, concerns or ideas, but employees have limited knowledge about them or do not feel comfortable to use them.
A variety of mechanisms exist to bring forward questions, concerns or ideas but employees seldom make use of them.
A variety of mechanisms exists to bring forward questions, concerns or ideas, and employees feel comfortable and regularly make use of them. An open organisational culture exists in which negatives are turned into lessons learnt, and employees feel comfortable discussing errors and ways to improve in the future.

4. Are reporting channels for whistleblowers clear, accessible, and confidential?

No internal or external channels for reporting are available.
A formal internal channel exists to report violations. There is no formal external reporting channel.
Internal and external reporting channels are available, but there is limited guidance on how to use them.
Internal and external disclosure channels are available, with clear guidance to support reporting.

5. Is retaliation against whistleblowers prohibited?

Retaliation against whistleblowers is not prohibited.
Some protections against retaliation exist, but are not comprehensive enough to support reporting.
Protections against retaliation are comprehensive and codified in law. A body or unit is established.
Protections against retaliation are comprehensive and codified in law, clearly communicated to public officials, and a body or unit is accessible and well resourced.

6. Are whistleblower reports regularly reviewed and investigated?

There is no review and investigation of reports.
Some mechanisms for reviewing and investigating the reports are in place, but limited resources prevent effective follow-up of reports. There is limited, if any, data available on these reports.
Mechanisms and resources for reviewing and investigating the reports are well-established and enable effective follow-up on most reports. Information on the number of cases reported is made public, but is not used to inform risk assessments.
Mechanisms and resources for reviewing and investigating reports are well-established . All report are systematically reviewed, investigated and followed-up. Data on the number and nature of cases reported, investigations launched, bodies the cases were referred to, and outcomes are regularly made public, and also used to inform risk assessments.

7. Are mechanisms in place to raise awareness on the whistleblowing channels and protections?

No mechanisms are in place to raise awareness on whistleblowing channels and protections.
Some ad-hoc awareness-raising measures have been implemented, but whistleblowing is still perceived negatively.
Regular awareness-raising measures are in place, and information about protection provisions are communicated in organisational policies and materials.
In addition to awareness raising activities, information on channels and protections are a part of regular integrity training.

Loading...