Cross-border behavior in the workplace: how to create a safe organizational structure

An unequal power dynamic can pose a risk when people in higher positions believe that rules apply less to them. This occurs, for example, when managers do not receive feedback and therefore do not realize that their behavior is crossing boundaries. Sometimes, fear of repercussions plays a role, causing employees to hesitate to speak up.

Measures:

• Establish an anonymous reporting point at an independent institution.
• Evaluate managers not only on performance but also on their contribution to a safe work environment.
• Make the hierarchy less steep and ensure that employees are not dependent on a single manager.
• Train managers to recognize and prevent cross-border behavior.
• Select managers based on their knowledge and attitude towards social safety.

Employees with temporary or vulnerable contracts are often more hesitant to report cross-border behavior. They fear that their position will be jeopardized if they speak out.

Measures:

• Ensure that promotion opportunities and evaluations are not dependent on a single person.
• Pay extra attention to vulnerable groups, such as interns and trainees.
• Encourage collaboration and social support, for example, through a works council or employee representation.

Professions with significant customer contact, such as in hospitality and healthcare, carry a higher risk of cross-border behavior from external sources. Internally, high work pressure can lead to stress and tensions, increasing the risk of unwanted behavior.

External measures:

• Ensure that employees can immediately seek help from colleagues or security.
• Consider digital surveillance, such as security cameras, while respecting privacy regulations.

Internal measures:

• Monitor the workload and take action when signs of overburdening appear.
• Promote a healthy work-life balance.

Lack of supervision and fixed structures can increase the risk of cross-border behavior, especially in situations where colleagues work alone frequently or during informal work gatherings such as drinks and outings.

Measures:

• Communicate clear behavioral guidelines, including for social activities.
• Consider rotating team compositions to reduce dependencies.
• Be mindful of the risks associated with alcohol consumption during work-related events.

A homogeneous work environment can lead to the exclusion of minorities, making employees feel less safe to speak up.

Measures:

• Implement an inclusive recruitment policy to increase diversity.
• Ensure equal opportunities for promotions and career advancement.
• Hold managers accountable for promoting diversity and inclusion.

High work pressure often leaves little time to discuss social safety, causing the topic to be overlooked.

Measures:

• Make reporting unwanted behavior accessible and straightforward.
• Schedule regular discussions about conduct, both individually and in teams.

Recognizing these six risk factors is an important step in improving the organizational structure and creating a safe work culture. By taking targeted measures, you can reduce the risks and promote a positive work environment.

In the next blog, I will delve deeper into the third pillar of the guidelines: the importance of a supportive system. How do you ensure that reports of cross-border behavior are taken seriously and properly handled?

Are you curious whether and to what extent your organization is taking the right steps to create a safe organizational structure? Or would you like to investigate whether there is a safe reporting culture? Contact Renée Huijsmans-Zwijnenburg, attorney-at-law Employent Law specializing in social safety.

Blog Series: Cross-border behavior in the workplace

• How to promote a safe interaction culture?

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