Every nonprofit leader eventually gets “the call.”
An employee walks into your office, sends an email, or leaves a voicemail with a message that stops you cold:
“I need to talk to you about something that happened.”
What follows may be a serious allegation – harassment, discrimination, retaliation – or it may be more ambiguous:
“I feel targeted.”
“I don’t trust my manager.”
“I’m experiencing harm.”
Whether the claim turns out to be a misunderstanding or a matter of legal significance, how you respond in the moments and days after will shape staff trust, team culture, and potentially your organization’s risk exposure. That’s why knowing how to conduct a proper HR investigation is essential, especially in nonprofit settings where staff dynamics and values run deep.
Why HR Investigations Arise And Why They’re So High-Stakes
Investigations typically stem from concerns related to:
- Harassment or discrimination
- Bullying or retaliation
- Policy violations (e.g., misuse of funds, time theft)
- Conflicts between supervisors and staff
- Misconduct involving leadership or external partners
But it’s not always a legal issue. Often, complaints arise when employees feel harmed or silenced, even if no clear rule has been broken. That doesn’t mean you can ignore it. In fact, how you investigate “gray area” concerns may say more about your culture than how you handle black-and-white ones.
Key Steps to Conducting an HR Investigation Thoughtfully
Here’s a guide nonprofit leaders can follow when faced with a potential investigation:
- Listen, Document, and Don’t Promise Silence
When a complaint comes in, document what was said, who was present, and when it occurred. Many employees will start with: “I don’t want to get anyone in trouble; I just needed to say something.” “Please don’t tell anyone I told you.”
This is where compassionate boundaries matter. You can acknowledge their fear while being clear: “I appreciate you coming forward. I’ll treat this as confidentially as possible, but I may need to speak with others if this concern raises potential violations or serious impact to the team.”
Never guarantee total secrecy. Doing so can put you at risk if the issue escalates and you didn’t act.
- Decide Who Should Lead the Investigation
In nonprofits, it’s common for HR (or sometimes executive leadership) to manage the process. But when the complaint involves:
- Someone in a position of power (ED, HR, or board member)
- Multiple conflicting accounts
- Concerns around bias or favoritism
- High emotional or reputational stakes
…it’s often best to bring in an objective third party.
At Ascend People, we’re brought in to conduct investigations when organizations need a neutral, expert voice to guide the process and protect all parties involved, especially in complex, sensitive, or high-risk cases.
- Notify the Parties Involved, Respectfully and Clearly
Once you’ve reviewed the concern and determined next steps, you’ll need to notify the person accused and begin interviews. How you frame this matters. You’re not making a judgment; you’re conducting a review.
Say something like: “A concern has been raised that involves your conduct. We’re conducting a fact-finding process so that we can better understand what happened and what action, if any, needs to be taken.”
Avoid inflammatory language or assumptions. Be transparent about what will happen next, and what confidentiality means (and doesn’t).
- Conduct Interviews with Consistency and Compassion
Prepare questions ahead of time. Avoid leading language or assigning blame. Talk to:
- The reporting party
- The person accused
- Any relevant witnesses
- Others in the chain of command if applicable
Make sure your tone is neutral but empathetic and take thorough notes. Keep interviews focused and follow up when additional information emerges.
Remember: The person being interviewed is also a person who is likely under stress, anxious about outcomes, and unsure of what to expect.
- Assess the Findings Even When It’s Not Clear-Cut
Not every investigation leads to a policy violation. Sometimes the behavior is concerning, but not illegal. Or the evidence is inconclusive. In these moments, leaders often ask:
“What do we do when we can’t say definitively who’s right?”
That’s where judgment and documentation matter. Your goal is to determine:
- Did the alleged behavior happen, based on the evidence and credibility of those involved?
- Did it violate a policy, practice, or standard of conduct?
- What impact has it had — even if it didn’t technically violate anything?
You may conclude that a coaching conversation is appropriate, or that new training is needed, not necessarily disciplinary action. Document everything, and be prepared to explain the rationale to leadership or legal counsel if needed.
- Close the Loop Without Breaching Confidentiality
Employees often feel abandoned after an investigation. Make sure both the complainant and respondent are informed when the process is complete.
Say something like: “We’ve completed our review. While I can’t share all the details, I want to assure you that appropriate steps have been taken.”
You don’t have to disclose the outcome, especially if it involves personnel action. But acknowledging the process has concluded is critical for building trust.
Final Thought: When in Doubt, Bring in Backup
HR investigations are hard. They can be emotionally draining, politically risky, and fraught with pressure from all sides. And for many nonprofits, internal staff aren’t equipped or positioned to lead an investigation objectively, especially when senior staff are involved.
That’s why so many organizations turn to external partners like Ascend People to help:
- Ensure neutrality and fairness
- Create psychological safety for all parties
- Handle complex documentation
- Advise on appropriate outcomes
- Protect the organization from legal or cultural missteps
You don’t have to do it alone. When the situation is complex or when the stakes are high, an experienced, people-centered investigator can help your organization move forward with integrity.
Need help navigating a workplace complaint or complex situation?
Ascend People offers impartial, values-aligned HR investigations for nonprofits that need expert support with sensitive matters.
Book a free consultation with Whitney and get clarity on the HR challenge that’s been weighing on you. Let’s talk about how we can help you sort it out fairly, clearly, and compassionately.
