How do you recognize subtle signs of undesirable and/or transgressive behavior?

1. Changes in behavior and attitude

Some employees will not easily speak up if they feel uncomfortable, unsafe, or concerned about something. However, changes in behavior can be an indication of this:

• Withdrawal or social isolation: is someone suddenly avoiding certain colleagues or team activities?
• Decreased productivity: is an employee more easily distracted, making mistakes, or showing less motivation?
• Increased absenteeism: does an employee call in sick more often without a clear medical reason? That could be a sign of stress or an unsafe environment.
• Tone of voice and body language: hesitant or submissive posture, avoiding eye contact, or nervous behavior can indicate an uncomfortable work situation.

2. Undesirable group dynamics

Sometimes subtle forms of exclusion or bullying develop within an organization that are not immediately visible, such as:

• Jokes or comments with an undertone: for example, sarcastic or belittling remarks disguised as humor.
• Subtle exclusion: for instance, employees not being invited to informal gatherings or group chats.
• Unequal treatment: some employees consistently receive fewer opportunities or recognition than others.

As a confidential advisor, you can identify these patterns by engaging in conversations and closely observing how colleagues interact with one another.

3. Change in communication style

Undesirable and/or transgressive behavior can also manifest in the way people communicate:

• Unexplained tension or sudden silence in conversations.
• Passive-aggressive communication, such as emails with a cold tone or evasive answers.
• Increased irritation or defensive reactions toward certain topics or people.
• Less openness and less sharing of ideas, which can indicate an unsafe work atmosphere.

4. Physical and mental signs among employees

Some employees experience stress or anxiety as a result of undesirable and/or transgressive behavior, which can show up as:

• Frequent headaches, sleep problems, or stomach issues without a medical cause.
• Restless, nervous, or tense behavior in the workplace.
• Loss of self-confidence and uncertainty about their own performance.

As a confidential advisor, it is important to be sensitive to these signs and to offer accessible opportunities for conversation.

5. What can you do as a confidential advisor?

Actively recognize signals

• Have regular informal, low-threshold conversations with employees to create a sense of safety and openness and to identify behavioral patterns.
• Be regularly present in the workplace and observe interactions between colleagues.

Use conversation techniques

• Ask open questions such as “How do you experience the work atmosphere?” or “Do you feel safe to express your opinion here?”
• Be empathetic and give employees space to express their feelings without judgment.

Encourage trust and dialogue

• Make sure employees know they can always come to you, even if they are unsure whether a situation is serious enough or if it seems minor in their eyes.
• Work actively with HR and management to take preventive measures and to keep conversations with the confidential advisor easily accessible.
• Ensure that formal reporting channels and complaint procedures are clear within the organization.

Subtle signals of undesirable and/or transgressive behavior are often difficult to recognize, but as a confidential advisor, you can make a significant difference by observing attentively, recognizing patterns, and starting the right conversation. By paying attention to changes in behavior, group dynamics, and communication patterns, you can address issues before they escalate. Work closely with supervisors, HR, and management in this process.