Adam Johnson is the founder of HowsWork.
For employers
When a concern is raised at work, the hardest part is often knowing what to do next. You need to understand what's been reported, assess how serious it is, and decide on a response, all while keeping a clear record of what happened and when. HowsWork uses AI
For employees
When we started building HowsWork, one of the first decisions we made was to remove employee accounts entirely. No usernames. No passwords. No individual logins of any kind. It was a deliberate choice, and it shapes everything about how the product works. The problem with accounts Most workplace tools are
For employees
When you raise a workplace concern, you're putting yourself on the line. Even if a tool promises anonymity, it can be hard to know what that actually means in practice. This post explains exactly how HowsWork protects your privacy. No login. No tracking. Fully encrypted. Most digital tools
For employees
When an employee submits a workplace concern, they're taking a risk. Even when a reporting tool promises anonymity, the words themselves can give them away. This isn't paranoia. It's linguistics. Writing style is a fingerprint Every person writes differently. The words you choose, the
For employers
These two terms are often used interchangeably, but they mean different things. Confusing them can lead to real gaps in how you manage and respond to workplace harm. Psychological safety Psychological safety is a team dynamic. It describes the degree to which people feel safe taking interpersonal risks at work.
For employers
Knowing what is actually happening in your workplace is harder than it sounds. Concerns get raised informally, patterns go unnoticed, and by the time something becomes serious enough to document, the early signals have long since passed without being recorded. HowsWork includes a built-in Risk Register that populates itself automatically,
For employers
Work is inherently social. We spend a significant portion of our lives with colleagues, and the quality of those relationships shapes how we experience almost everything else about our jobs. When workplace relationships are consistently poor, the effects go well beyond discomfort or awkwardness. They become a genuine source of
For employers
Harassment is one of the most serious and pervasive sources of harm in the workplace. It causes significant harm to those who experience it, undermines trust and safety across teams, and creates legal and reputational risk for employers who fail to address it. Despite increased awareness in recent years, harassment
For employers
Bullying is one of the most damaging problems a workplace can face. It causes serious harm to the individuals targeted, erodes team culture, and creates an environment where people feel unsafe, unsupported, and unable to speak up. Despite being widely discussed, it remains poorly understood and inconsistently addressed in many
For employers
Violence and aggression are among the most serious harms a workplace can face. They cause direct psychological harm to those who experience them, and when they are poorly managed or dismissed, they damage the broader culture of safety and trust that a healthy workplace depends on. What counts as workplace
For employers
When we think about workplace hazards, we tend to picture physical risks. A wet floor, faulty equipment, inadequate safety gear. But the physical environment also has a significant and often under-appreciated impact on psychological health. A poor physical work environment is a well-documented source of psychological harm at work. The
For employers
Remote and isolated work has become a permanent feature of many workplaces. For some workers it offers genuine benefits. But for others, particularly those who work alone for extended periods or in locations far from colleagues and support, it carries real risks to psychological health that employers have a responsibility