Preventive Position & Signaling Role
A conversation is not automatically a case — but it can be a signal of a broader underlying issue. The proactive confidential advisor:
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Registers and recognizes recurring signals without naming individuals;
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Works with confidential trend reports;
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Provides advice on structural issues related to behavior, leadership, or organizational culture;
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Connects individual experiences to organizational development.
Informal Route
This route provides space for clarification, processing, and empowerment.
Key characteristics:
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There is no formal report or complaint.
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The conversation is confidential and non-committal.
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The employee remains in control of any possible next steps.
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The proactive confidential advisor can offer advice on communication, mediation, or restorative approaches.
Proactive interventions:
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Offering conversation tools to help address the issue independently.
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Using reflection cards.
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Discreetly raising points of concern in meetings (with HR or leadership).
Formal Routes (Report or Complaint)
If an employee decides to initiate a formal procedure, you support them in choosing the appropriate route:
Report
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Aimed at stopping undesirable behavior.
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Shared with an authorized official (e.g., HR or integrity officer).
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Can also be submitted anonymously (in cases of integrity violations) in accordance with legislation.
Complaint
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Aimed at recognition and formal assessment of the behavior and its impact.
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Handled by an independent complaints committee.
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Both complainant and accused are heard; anonymity is not possible.
The proactive confidential advisor remains independent and supportive, but does not take part in the investigation process.
Internal and External Procedures
Internal:
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Faster, more accessible, with greater control over follow-up.
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Confidentiality must be structurally safeguarded.
External:
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Involves an external confidential advisor, integrity office, or ombuds function.
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Offers greater distance and objectivity, but the process often takes longer.
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Suitable for (very) sensitive issues or when there is a lack of trust in internal handling.
Legal Frameworks and Rights
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Whistleblower Protection Act: right to anonymous reporting in cases of integrity violations.
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Working Conditions Act (Arbowet): requires organizations to have policies against undesirable behavior.
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General Administrative Law Act (AWB): provides frameworks for complaint procedures.
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The proactive confidential advisor is not a legal helpdesk but informs employees about their rights and options.
Culture, Communication, and Prevention
The proactive confidential advisor:
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Contributes to clear communication about behavior, boundaries, and a culture of accountability;
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Encourages dialogue, for example through team discussions, lunch sessions, post-it reflections, or safe check-ins;
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Supports leadership in visibly demonstrating values and role modeling;
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Advises HR, works councils, and management based on data, conversations, and intuition.
Recommendations for Organizations
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Ensure that the confidential advisor is not a “dumping ground,” but a strategic partner.
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Allow space for trend reports without compromising confidentiality.
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Involve the proactive confidential advisor in culture and risk assessments.
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Put prevention on the agenda — not just after incidents occur.
Conclusion
The proactive confidential advisor is not an endpoint, but a catalyst for awareness, dialogue, and change. By identifying and addressing signals early on, the proactive confidential advisor contributes to a work environment where integrity and safety are not just policies on paper, but a shared reality in practice.