The Surprising Link Between Feeling Valued and Speaking Up
Harassment prevention isn't just about policies—it's about people and how they’re treated each and every day in the workplace.
Atana research uncovered a powerful truth: Employees who believe their organization values them are more likely to speak up against harassment and uncivil behavior.
In fact, 93% of those who are willing to speak out believe their organization truly values individuals. In contrast, only 54% of those who hesitate to speak up against harassment share that belief.
93%
of learners with strong intent to speak up against harassment and incivility
believe their organization values people.
The difference between a safe workplace and a risky one often comes down to a simple yet profound factor: how deeply employees feel respected, heard, and appreciated. Policies provide a framework, but human connection creates real change.
Three Ways Organizations Show They Value Employees
1. Valuing Employee Ideas: The Trust Component
87% of learners with strong intent to speak up against harassment or incivility feel their ideas are valued.
Only 54% of learners with low intent to speak up feel this way.
When organizations actively welcome and acknowledge employee ideas, they do more than boost innovation—they build trust. A culture that listens creates an environment where employees feel safe and supported to speak up.
Alternatively, a culture that shuts down employee input is one that generates a "why bother—no one ever listens" attitude, which can extend to sharing concerns related to harassment or inappropriate behavior.
2. Investing in Personal Success: Removing Obstacles
87% of learners with strong intent to speak up against harassment or incivility believe someone at work is invested in their success.
Only 60% of learners with low intent to speak up have this belief.
Employees can bring value to an organization that goes far beyond their assigned tasks. But, releasing that added value requires an investment in their success and a genuine commitment to helping people play to their strengths and accomplish their goals.
When managers regularly ask, "How can I help you succeed?" and hold meaningful discussions about challenges and growth, they build a support network that inspires a higher level of engagement. This ongoing dialogue also makes it much easier for employees to voice concerns about inappropriate behavior.
3. Encouraging Potential: Empowerment in Action
93% of learners with strong intent to speak up against harassment and incivility feel encouraged to maximize their potential.
Only 61% of learners with low intent to speak up feel this encouragement.
Positive reinforcement not only boosts morale—it builds organizational champions. When employees are recognized for their contributions and encouraged to maximize their potential even further, they develop a deeper commitment to their workplace's success.
Empowered employees don't just observe—they act. They recognize their ability to shape workplace culture and aren't afraid to address behaviors that undermine collective well-being.
The Ripple Effect: Valued Employees, Respectful Workplaces
When employees feel valued, something remarkable happens. Respect becomes a two-way street. They treat peers with dignity and are more likely to intervene when they witness inappropriate behavior.
Harassment prevention isn't a checkbox—it's a cultural commitment. It requires continuous investment in people, recognizing them as whole individuals with inherent worth.
How can your organization begin transforming workplace culture today? Start by asking: Are we truly making every employee feel valued?
Atana helps organizations build cultures of respect, one meaningful interaction at a time. Contact Us.
About the Author
Amanda Hagman, Ph.D. | Chief Scientist: Behavioral Data Science
Dr. Hagman is an expert in behavior change and intervention science, adept at turning data into practical solutions that drive meaningful change in workplace behaviors. With a background in program evaluation and learning analytics, she uses predictive insights to foster positive behavioral outcomes on a large scale. As head of research at Atana, Dr. Hagman integrates behavioral change principles into training courses tackling common workplace issues. Her work targeting critical behavioral goals is designed to deliver concrete and lasting improvements for organizations.
