Reimagining Workplace Complaints: The Case for a Person-Centred, Trauma-Informed Response

For too long, workplace complaints processes have been rigid, legalistic, and reactive — more focused on minimising risk to the organisation than supporting the people affected. But the Respect@Work National Inquiry made it clear: to create truly safe and respectful workplaces, we must shift how we respond to inappropriate workplace behaviour. 

It’s not enough to have a policy in place. The way we respond when someone comes forward — with a concern, a complaint, or a call for help — sends a powerful message about what kind of workplace your organisation really is. 

The Call for Change: What Respect@Work Told Us 

The Respect@Work National Inquiry, led by the team at Intersection, exposed deep flaws in how organisations handle complaints of workplace sexual harassment and other inappropriate behaviours. It highlighted how traditional complaints processes often: 

• Disempower or retraumatise complainants 

• Prioritise process over people 

• Lack flexibility or meaningful resolution options 

• Deter reporting altogether. 

In response, the Inquiry called for a shift toward person-centred, trauma-informed approaches — ones that respect the agency and dignity of those who speak up, while also improving trust, transparency, and outcomes across the organisation. 

What Does a Person-Centred, Trauma-Informed Approach Look Like? 

A person-centred, trauma-informed approach is built on empathy, flexibility, and fairness. It recognises that every person’s experience — and their needs — are different. 

Here’s what that means in practice: 

1. Respecting the Agency of the Complainant 

People who come forward must be at the centre of the process. That means: 

• Informed choice: They understand their options, including informal pathways and supports 

• Ongoing control: They’re consulted throughout the process and can choose how to proceed 

• Emotional safety: Their wellbeing is prioritised, and their experience is believed and validated 

2. Offering Flexible Resolution Pathways 

One size does not fit all. Not every concern requires a formal investigation — and in many cases, informal or restorative approaches may be more appropriate. A good process allows for: 

• Mediation or facilitated conversations (where safe and appropriate) 

• Manager-led local resolutions 

• Restorative or values-based practices 

• Formal investigation when required. 

3. Allowing Anonymous Complaints 

Anonymous reporting can be a vital option — especially in situations where power imbalances are prevalent. While it may limit some resolution pathways, it still allows: 

• Patterns to be identified 

• Preventive action to be taken 

• Support to be offered proactively. 

This lowers the barrier to reporting and signals that all concerns are taken seriously. 

4. Timely and Transparent Outcomes 

Delays in resolving complaints can be distressing and damaging. Trauma-informed practice means: 

• Acting quickly and clearly 

• Keeping all parties informed of progress 

• Communicating outcomes with compassion and discretion. 

But it also means broader organisational learning. This includes: 

• Aggregated, de-identified reporting of complaints data 

• Sharing what the organisation has learned and how it’s responding 

• Building trust through transparency, not secrecy. 

Why This Approach Matters 

When people don’t feel safe or supported to raise concerns, they stay silent. Harm continues, culture erodes, and good people leave. But when organisations respond with care, empathy, and clarity, they can: 

• Build trust and psychological safety 

• Strengthen culture and accountability 

• Improve compliance with their Positive Duty and WHS obligations 

And most importantly, they do right by their people. 

A Culture Shift — Not Just a Process Shift 

Moving to a person-centred, trauma-informed approach isn’t just about tweaking procedures. It requires: 

• Training for managers and complaint handlers 

• Support structures, including access to EAP and wellbeing services 

• Policy reform to reflect flexibility, dignity, and fairness 

• Cultural change driven by leadership, not just HR 

Because when someone takes the difficult step of raising a concern, the last thing they should face is more harm. They deserve to be heard, believed, and treated with humanity. 

Respect at work starts with how we respond when respect is broken. Let’s make sure we do it with care, courage, and commitment. 

Intersection has a range of advisory and education offerings to support you meet and exceed your leadership obligations. Reach out to Talk to us today.