Why Employees Don’t Report Workplace Violence (And How Employers Can Fix It)

Imagine walking into your workplace every day knowing that someone has made threats, pushed a colleague, or created an atmosphere of fear — and yet no one reports it. Not because it’s not serious… but because people are too afraid, too discouraged, or too confused to speak up. This silence doesn’t just protect perpetrators — it isolates victims, damages morale, destroys trust, and costs organizations billions in turnover, legal issues, and lost productivity. Workplace violence isn’t simply a policy violation; it’s a cultural and human crisis. And it’s happening right now in organizations all over the world. The big question is: Why aren’t employees reporting it — and what can employers do to fix it?

Fear: The Invisible Barrier to Reporting

One of the most powerful reasons employees don’t report workplace violence is fear — fear of retaliation, fear of losing their job, fear of being ostracized, and even fear of becoming targets themselves. In many workplaces, this fear isn’t imagined — it’s grounded in experience or observation. Research shows that many employees worry about retaliation from co-workers or even supervisors if they report violence or misconduct.

Employees often fear consequences such as being labeled “difficult” or a “troublemaker,” which can influence performance evaluations, promotions, and general career progression. Some even believe reporting might negatively affect workplace relationships or lead to a hostile environment where colleagues blame them for causing trouble. This fear is particularly strong in high-stress workplaces where retaliation could take social forms (being alienated by peers) or structural forms (loss of opportunities and career damage).

This fear tends to be magnified when there’s a history of unaddressed complaints or a culture that subtly rewards silence. In fact, when employees see previous reports ignored or minimized, they internalize the belief that speaking up is both pointless and risky. The result? A cycle of silence where violence continues unchecked because people don’t feel safe reporting it.

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Fixing It: Employers must create and enforce strong non-retaliation policies, explicitly protecting employees from punishment for reporting incidents. This can include legal protections, anonymous reporting channels, and clear consequences for retaliation. Leaders should consistently model respect for reporting and ensure that any retaliation — even subtle social exclusion — is addressed swiftly and transparently.

Cultural Norms and Misconceptions

Beyond individual fear, workplace culture plays a critical role in whether violence is reported. In many environments, particularly those that emphasize productivity over safety or toughness over vulnerability, employees learn to minimize incidents as “just part of the job.” That’s especially true in healthcare and similar sectors where physical and verbal aggression have historically been normalized.

This cultural mindset — that violence is “normal” or “expected” — makes it less likely employees will see an incident as worthy of reporting. If coworkers shrug off aggression or a manager downplays a threat, employees take that cue and learn that reporting isn’t necessary, or worse, that it’s inappropriate. This aligns with research on employee silence — where workers withhold concerns not because they’re unaware of problems, but because they perceive speaking up as futile or potentially damaging to their standing within the organization.

Also, social stigma plays a significant part. In some cultures, reporting a violent act can transform an employee from a “team player” into an “accuser” — and that label can carry social and professional consequences. Even coworkers may discourage reporting to avoid conflict or disruption. This kind of unspoken group pressure reinforces silence and makes it harder for organizations to detect patterns of violence before they escalate.

Fixing It: Employers must intentionally build a culture that values safety over silence. That means frequent communication from leadership about violence reporting, celebrating individuals who do speak up, and making it clear that the organization expects people to report harm. Training programs, open dialogues, and policies that define what counts as violence — beyond physical assault to include threats and intimidation — help reshape cultural norms.

Lack of Clear Reporting Processes

Another major factor that stops employees from reporting workplace violence is confusion — confusion about how to report, where to report, and what happens next. If processes are unclear or overly complicated, employees often give up before even starting.

Often, organizations have reporting protocols hidden in policy manuals, buried in HR documents, or scattered through intranet systems. Employees who experience or witness violence may not know who to contact — a supervisor? HR? A hotline? They might wonder whether reporting requires filling out lengthy paperwork, talking to multiple people, or reliving the incident multiple times. The result? Silence.

In some places, reporting procedures aren’t just unclear — they’re inconsistent. Different departments may follow different methods, or reporting channels might vary by manager. This inconsistency creates uncertainty and discourages employees from navigating a maze of options just to raise a concern.

In addition, without clear instructions on what to expect after reporting, employees may fear that their report will disappear into an administrative black hole. When they don’t see visible outcomes from other reports, they conclude it’s better not to bother.

Fixing It: Employers must establish simple, well-communicated, and accessible reporting systems. This includes multiple reporting channels such as anonymous online forms, dedicated hotlines, or designated conflict resolution officers. Training should focus on how to report, who will respond, and what the process looks like — from initial intake to resolution. Transparency about investigations—which respects confidentiality—also builds confidence in the system.

Lack of Trust in Management and Follow-Up

Reporting violence doesn’t just require knowledge of the procedure — it requires trust that the system will respond fairly and effectively. If employees believe that management doesn’t take their concerns seriously, or if previous reports have been dismissed, trust erodes quickly.

Employees often measure trust not by policies on paper, but by actions in practice. If a report leads to no visible action, or if the response feels slow, dismissive, or biased, employees hear a message loud and clear: “Nothing will change.” This perception — whether objectively true or not — discourages future reporting.

In some organizations, employees feel that reporting violence will create extra work for managers, and worrying about managers’ reactions can be enough to silence victims. They fear that supervisors may view reporting as a sign of weakness or incompetence, or that they themselves will be judged for “stirring up trouble.”

This lack of trust extends to anonymity systems. Even when companies offer anonymous reporting, employees may doubt whether their identity will truly be protected, or whether the anonymous report will be taken seriously without a name attached.

Fixing It: Employers must actively build trust by responding quickly and transparently to reports. Ensure follow-up communication with the reporting employee (while protecting confidentiality) so they know their voice was heard and action was taken. Leadership should publicly reinforce the importance of reporting and demonstrate accountability at all organizational levels.

Psychological Barriers and Personal Vulnerabilities

Sometimes, the barriers to reporting are psychological — not procedural. Employees may minimize the seriousness of the violence they’ve experienced or witnessed, convincing themselves that it “wasn’t that bad” or “someone else will say something.” This kind of self-doubt is reinforced when incidents are ambiguous, such as verbal threats or emotional intimidation.

People also avoid reporting because of embarrassment or shame — particularly if the episode involved personal interactions, conflict with colleagues, or public attention. The idea of recounting an uncomfortable experience to a supervisor, HR, or a panel of investigators can be emotionally taxing, leading employees to choose silence over discomfort.

Research in healthcare workers shows that many professionals fail to formally report violence because they believe nothing will change or they lack confidence in how to navigate formal systems.

Additionally, employees may rationalize their inaction (“It’s part of the job,” “They were just upset,” “I’ll handle it myself”), often underestimating the cumulative impact of repeated incidents. This normalization and minimization make reporting feel unnecessary or exaggerated in their minds.

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Fixing It: Employers must address psychological barriers through supportive communication, preventative training, and creating a neutral, supportive environment where employees feel comfortable discussing their experiences. This includes mental health support, counselling services, and reassurance that reporting is not a personal failure — it’s a protective act for the whole organization.

How Employers Can Transform Reporting Culture

Understanding why employees don’t report workplace violence is only half the battle — the real impact comes from taking action. Here’s how employers can fix the problem and build a workplace where people feel safe to speak up.

A. Establish Clear, Accessible Reporting Systems

Employees need multiple ways to report violence — not just a single path through HR. Consider anonymous hotlines, digital forms, QR-code accessible reporting, dedicated reporting officers, and options for reporting through third parties. Clarity and accessibility reduce confusion and promote action.

B. Strengthen Non-Retaliation Policies

Policies must explicitly protect reporters from retaliation and clearly outline consequences for retaliators. Regularly communicate these protections and share examples of protected reporting. Trust grows when policies are known and enforced.

C. Train Continuously and Holistically

Education shouldn’t be once-a-year paperwork. Regular training on recognizing violence, understanding what qualifies as reportable, and using reporting tools empowers employees. Training also helps shift cultural norms about violence and safety.

D. Follow Up Transparently

After someone reports violence, they need to know that their concern was taken seriously. While maintaining confidentiality, keep reporters informed about the investigation and any resolution steps. This builds confidence in the system.

E. Leadership Must Model Behavior

When leaders openly discuss safety and respond visibly to incidents, they send a powerful message: reporting matters. This breaks down silence and encourages other employees to speak up.

F. Foster a Supportive Culture

Cultivate a culture where employees believe they are valued and safe. This includes building peer support systems, providing counselling resources, and ensuring employees feel respected and heard.

Conclusion: Breaking the Silence Starts Today

Workplace violence thrives in the shadows — and silence is its shelter. By understanding the real, contemporary reasons why employees don’t report violence, employers can dismantle barriers and build an environment where safety, trust, and respect are priorities. Whether it’s fear of retaliation, unclear reporting systems, cultural norms, or psychological barriers, each issue can be addressed. The key is proactive leadership, transparent processes, and a commitment to a culture where every voice matters. Because when employees feel safe to speak up, everyone wins.