No founder wakes up thinking, “Can’t wait to run a workplace investigation today!” But eventually, someone raises a serious concern, and suddenly you’re wondering if you need a lawyer, an HR consultant, or just a very strong coffee.
Here’s the reality: some investigations you can handle yourself. Others you absolutely shouldn’t. And in certain cases, bringing in a third party isn’t just smart, it’s required by law or your own bylaws.
The trick is knowing which is which.
When You Can Handle It (Probably)
Minor policy violations, attendance issues, and straightforward disputes between peers usually don’t need outside help. You gather the facts, talk to the people involved, document what happened, and make a fair call.
But the moment things get legally murky, involve power dynamics, or touch harassment or discrimination? That’s when DIY gets dangerous.
When You Shouldn’t Go It Alone
If the complaint involves you, a senior leader, or anyone with hiring/firing power over the complainant, you’ve got a conflict of interest. Full stop. Your impartiality is already compromised, even if you mean well.
The same goes for anything that could land you in legal hot water: sexual harassment, discrimination, retaliation, or serious safety concerns. These are liability landmines.
And here’s what many founders miss: in some jurisdictions or under certain policies, a third-party investigation is actually mandatory. Plenty of situations legally require an independent investigator, such as union agreements, board bylaws, and government contracts. Ignoring that can void your process entirely.
What Does a Good Investigation Actually Look Like?
Whether you’re doing it yourself or handing it off, the principles are the same:
Take a breath. When someone raises a concern, your job isn’t to defend, dismiss, or fix it in the moment. It’s about listening, taking notes, and committing to proper follow-up. Most situations spiral because people rush to judgment or try to make it go away too fast.
Keep it human. This is not a deposition but rather a conversation. Be curious and calm. Ask open-ended questions. Let people tell their story without interrupting. Confidentiality matters, and so does respect.
Document everything, minus the editorializing. Write down who said what, when, and where. Stick to facts. Your notes aren’t a novel. They’re a record of what happened, not how you felt about it.
Know when to call in help. If you’re second-guessing whether this is over your head, it probably is. Conflicting stories, power imbalances, potential legal exposure, or anything that makes you nervous are all signs you need someone with experience (and no stake in the outcome) to step in.
Close the loop. Once you’ve wrapped up, follow through. Thank people for speaking up. Let them know the matter was taken seriously. You don’t have to share every detail, but radio silence erodes trust fast.
A Plan for Investigations
A well-run investigation isn’t about being perfect. It’s about being fair, thorough, and willing to address uncomfortable issues before they escalate. You don’t need to freak out. You need a plan and, sometimes, the humility to know when to bring in someone who does this for a living.
At ProvenHR, we handle the investigations founders can’t (or shouldn’t) do themselves. If you’re not sure which category yours falls into, let’s talk.