As Psychological Safety Week 2026 comes to a close, this year’s focus on “Talent Hushing” has highlighted a less visible workplace issue - employees who have ideas, concerns or expertise to share but choose not to speak up.

The week, hosted by business psychology consultancy Pearn Kandola and supported by Personnel Today, brought together employers, people leaders and psychologists to explore what it is that influences employees feel able to contribute openly at work.

A significant number of employees may be holding back

Research released as part of this year’s campaign found that 43% of UK adults surveyed said they contribute less at work than they believe they are capable of because of their workplace experiences.

Pearn Kandola has described this as “Talent Hushing”, where employees deliberately hold back rather than sharing ideas, challenging decisions or raising concerns.

For employers, the potential impact goes beyond employee engagement. When people do not feel comfortable speaking up, organisations can miss opportunities to improve processes, identify problems and learn from the experience of their workforce.

Why psychological safety matters

A workplace where employees feel able to question decisions or raise concerns can be particularly important for health and safety.

People working closest to an activity or process may notice problems that are not immediately visible to senior leaders or management. If employees feel that raising an issue will not be welcomed, acted upon or taken seriously, there is a risk that those observations remain unspoken.

Psychological safety is therefore not simply about encouraging people to share new ideas. It can also influence whether workers feel able to challenge unsafe practices, ask questions when they are unsure and report concerns before they develop into more serious issues.

Leadership and workplace culture

Psychological Safety Week has also explored the role that leadership, team dynamics and organisational structures play in creating an environment where people feel able to contribute.

How managers respond when someone raises a concern can shape whether that person, and their colleagues, feel comfortable doing so again.

Creating opportunities for open discussion is one part of this, but the wider systems around employees also matter. Policies, processes and organisational expectations need to support the behaviours employers want to encourage.

Turning awareness into action

The focus on Talent Hushing provides an opportunity for organisations to consider whether their employees are genuinely being heard, rather than simply being given opportunities to speak.

For health and safety teams, this could mean looking at how concerns are raised, how frontline feedback is handled and whether workers feel confident challenging decisions or reporting potential risks.

As Psychological Safety Week 2026 comes to an end, its central message is one that can continue beyond the campaign: creating a workplace where people feel able to speak openly can help organisations make better decisions, identify concerns earlier and make better use of the knowledge within their workforce.

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