There’s a cruel irony in the modern workplace: we’re told to speak up to raise concerns, call out discrimination, and report harassment, but when we do, the system often turns against us.
I know this from personal experience.
My former direct supervisor harassed me, someone in a position of power and influence at my latest employer. I was a high-level executive myself, experienced in navigating corporate culture. But none of that mattered.
The Vice President minimized my case. Other HR professionals avoided getting involved, likely out of fear. The CEO, a friend of my harasser, ignored it. The CHRO and Chairman refused to investigate and review the evidence brought to them.
I was pushed to the edge and left to choose between my dignity and my career.
I chose to leave quietly. I regret that now. Not because it hurt me professionally. Quite the opposite… that experience became a turning point in my career. It fueled my drive, led to awards, opened doors for me to share my insight and expertise in HR, and even inspired me to write books based on my journey as a way to advocate for others. Most importantly, it taught me a lesson, one that I now carry with me and would handle very differently if faced with it again.
I regret it because my silence allowed the cycle of abuse to continue for others.
What Happens When HR Protects the Abuser?
In theory, Human Resources exists to protect employees and ensure fair treatment and equal opportunities. In practice, it often protects the organization, especially senior leaders. The fear of lawsuits, reputational damage, or internal politics makes it easier to shield the abuser and quietly push the victim out.
This isn’t just a few bad apples. It’s systemic.
In many companies, whistleblowers are seen not as ethical leaders but as threats. Their concerns are framed as “disruptive,” their loyalty is questioned, and their performance is suddenly criticized.
I’m not alone in this.
A Pattern We Can’t Ignore
Let’s look at a few recent cases.
Netflix (2025): As reported in HR Grapevine, July 2025, a former attorney sued the streaming giant, alleging she was fired after reporting racial and sexual misconduct internally. Despite being a legal expert herself, her attempts to address wrongdoing were met with retaliation rather than accountability. She was dismissed, a message loud and clear to anyone else who might have thought of speaking up.
Whistleblower Victory (2024): In a rare but powerful win, two whistleblowers who were fired after raising workplace safety concerns were reinstated and awarded $453,000. The U.S. Department of Labor ruled that their termination violated federal whistleblower protections.
The contrast between these two cases is stark. One shows the consequences of retaliation. The other shows what justice can look like when systems work.
What the Law Says And What It Misses
In the United States:
The Department of Labor states clearly:
“An employer cannot retaliate against you for exercising your rights under the Department of Labor’s whistleblower protection laws. Retaliation includes such actions as firing or laying off, demoting, denying overtime or promotion, or reducing pay or hours.”
These protections fall under several laws, including:
- OSHA (for safety concerns)
- Sarbanes-Oxley (for corporate fraud)
- Whistleblower Protection Act (for government employees)
But here’s the problem: legal protection doesn’t always equal real-world protection. Many employees are worn down by the emotional, financial, and social costs of fighting back. Even with the law on your side, the toll can be devastating.
In the UK:
Under the Public Interest Disclosure Act (1998), whistleblowers are protected from:
- Unfair dismissal (automatically unfair if linked to whistleblowing)
- Detriment (such as demotion, harassment, or exclusion)
Still, in practice, whistleblowers often face subtle forms of retaliation, including isolation, negative references, and delayed promotions. These aren’t always easy to prove, but they are deeply felt.
What Makes Whistleblowing Work?
Real whistleblower protection isn’t just about law; it’s about culture. In my work, and through the stories shared with me while writing my book Unheard Voices: Breaking The Silence On Abuse And Harassment (2024), I’ve seen five conditions that make or break whistleblowing:
- Substantial evidence: Without documented proof, most reports are dismissed or ignored.
- Compliance with legal frameworks: Understanding internal and external channels is key.
- Anonymity: Fear of retaliation keeps people quiet unless anonymity is guaranteed.
- Secure reporting systems: Independent hotlines or third-party ethics boards are essential.
- Organizational support: The company must have the will to act, not just the policy.
Without these protections, whistleblowers are left exposed, isolated, and vulnerable to punishment.
Why We Still Stay Silent
For many professionals, especially those in leadership roles, the pressure to stay silent is overwhelming. There’s a reputation to consider. Livelihoods. Families. I’ve heard dozens of professionals say, “It’s not worth the fight.”
But here’s the truth: silence keeps the system broken.
After I left that toxic company, I started sharing my story. And in doing so, others shared theirs with me. Executives, middle managers, and frontline workers all have similar tales of harassment, discrimination, retaliation, and betrayal by the systems that were supposed to protect them.
A Call to HR and Leadership
If you work in HR, I’m speaking directly to you:
Stop protecting power over people.
When HR defers to leadership without question, when it silences or discredits complaints, it becomes complicit in harm. The role of HR is not to minimize risk for executives; it’s to create safe workplaces for all.
And to CEOs, presidents, and board members: If someone reports misconduct, and your first instinct is to defend the accused, ask yourself why. Ask what kind of culture you’re building. Ask who feels safe in your organization. And what kind of human being does it make you.
Final Thoughts: The Cost of Silence
I regret not taking my case to court. I regret not shining a brighter light on the company that failed me. But from that regret came something powerful: purpose. Through my book, my work, and the voices I amplify, I’ve learned that change starts not with one loud voice, but with many silenced ones finally speaking.
Let’s stop asking why people don’t come forward.
Let’s start asking why those in power don’t listen when they do.
If you’ve experienced injustice, know this:
You are not alone. You are not too sensitive. And you are not wrong for wanting safety, dignity, and truth in your workplace.
Further Reading & Resources:
- U.S. Dept. of Labor Whistleblower Protections: whistleblowers.gov
- UK Public Interest Disclosure Act (PIDA): gov.uk/whistleblowing
- Edmondson, A. (2019). The Fearless Organization
- Yahia, S. (2024). Unheard Voices: Breaking The Silence On Abuse And Harassment – Amazon Link
- Netflix whistleblower retaliation lawsuit (2025) – HR Grapevine Article
- Whistleblower settlement and reinstatement – U.S. Department of Labor Release (2024)
Read Also : When HR “Produces Nothing”: A Response to Jennifer Sey’s Anti-HR Vision
The Fine Balance: Navigating Work, Life, and Mental Wellbeing
Mind the Leadership Gap – From Learning to Real-World Impact
How the Adecco Group is empowering its employees for the future of work
