From initial report to case closure: introducing our new corporate investigations workshop
Why corporate investigations fail
Most organisations have a process for receiving concerns. Far fewer have invested in the skills needed to investigate them effectively.
Whether an allegation involves misconduct, fraud, bullying, harassment, conflicts of interest, procurement irregularities, data misuse or regulatory concerns, the way an organisation responds can create further problems.
Poorly planned investigations can expose organisations to legal challenge, regulatory criticism, reputational damage and reduced employee trust.
An investigation involves more than interviews
Interviewing is only one part of an investigation. Before conducting interviews, investigators need to consider:
- What is being alleged.
- What falls within the investigation’s scope.
- What evidence is available.
- Whether evidence could be lost if action is delayed.
- Who should be interviewed and in what order.
- Whether specialist support is needed.
- Whether any conflicts of interest exist.
- What legal, regulatory or employment considerations apply.
The decisions made during these early stages can determine the quality of the entire investigation.
Six common reasons investigations fail
1. Poor initial assessment.
Concerns may be dismissed too quickly, classified incorrectly or assessed using assumptions rather than evidence. An effective investigation begins with a measured and objective assessment of the issues.
2. Lack of independence.
An investigator may have prior knowledge of the people involved, conflicting responsibilities or a perceived bias. Even sound findings can lose credibility if stakeholders believe the process lacked objectivity.
An investigation must not only be fair. The organisation must also be able to demonstrate that it was fair.
3. A weak evidence strategy.
Investigators sometimes begin interviews before reviewing the available evidence. Documents, emails, system records, policies and financial information may provide important context.
Without a clear evidence strategy, investigators risk overlooking relevant information, asking the wrong questions or relying on inaccurate assumptions.
4. Poor interview preparation.
Effective interviews require careful preparation. Investigators need to analyse the available evidence, identify relevant themes and establish what information they need to obtain.
Interviewing is not about catching people out. It is about obtaining reliable information and testing explanations fairly and professionally.
5. Findings that are not supported by evidence.
Investigators must distinguish between facts, allegations, assumptions, opinions and findings.
Where the available evidence is limited, the investigation should acknowledge those limitations rather than fill gaps with speculation.
6. Failure to learn from the investigation.
The process should not end when the report is completed. Investigations can identify control weaknesses, training gaps, process failures, governance shortcomings, cultural concerns and gaps in managerial oversight.
If these issues are not addressed, organisations may find themselves investigating similar concerns again.
Lessons from major investigations
The Post Office Horizon scandal demonstrates the dangers of treating one source of evidence as infallible, allowing assumptions to replace objective analysis and failing to challenge an established account. Public scrutiny has considered the reliability of the Horizon system and how concerns raised by affected individuals were handled. Post Office Horizon IT Inquiry and UK Government Horizon scandal factsheet.
In Ireland, reviews following investigations into Anglo Irish Bank identified shortcomings involving witness statement-taking, document handling and investigative processes. They also highlighted the importance of specialist expertise, suitable governance arrangements and robust methods when conducting large and complex investigations. Department of Enterprise account of the investigative shortcomings.
These cases arose in different sectors and circumstances. However, both demonstrate the importance of challenging evidence, documenting decisions, maintaining proper records and ensuring that an investigation can withstand later examination.
Addressing the investigation skills gap
Managers, HR professionals, compliance officers, auditors and risk professionals may be asked to investigate concerns without having received formal investigation training.
Conducting an effective investigation requires a distinct combination of skills, including:
- Evidence assessment.
- Critical thinking.
- Investigation planning and case management.
- Interviewing and statement-taking.
- Documentation and record-keeping.
- Report writing.
- Decision-making.
- Clear communication.
These skills develop through practical application, feedback and experience.
Corporate Investigations and Interviewing Skills Workshop
The Corporate Investigations and Interviewing Skills Workshop is designed for professionals who conduct, manage or oversee workplace investigations.
Using a realistic case simulation, participants work through the complete investigation lifecycle. This covers the initial allegation, investigation planning, evidence gathering, interviewing, reporting, remediation and case closure.
The workshop goes beyond interview techniques. It develops the judgement, structure and practical skills needed to conduct investigations that are fair, proportionate, evidence-based and defensible.
The objective is not simply to conduct interviews. It is to conduct investigations well.
Delivered by an experienced corporate investigator
The workshop is delivered by Michael Fitzgerald, a Certified Fraud Examiner and Corporate Investigator with more than 25 years of experience in workplace investigations, employee misconduct and internal fraud.
His experience includes large-scale internal investigations, factual reporting, anti-fraud strategy, risk assessment, stronger organisational controls, expert testimony and board-level training. Participants can discuss the difficult decisions that arise in practice and receive feedback grounded in real investigative work.
Who should attend:
The workshop is suitable for professionals who conduct, manage, commission or act on the findings of corporate investigations, including:
- Human resources and employee relations professionals.
- Ethics, compliance, legal, risk and governance professionals.
- Internal auditors, corporate investigators and case managers.
- Managers who commission investigations or implement their findings.
Book to attend the first Dublin workshop!
Corporate Investigations and Interviewing Skills Workshop
- Dates: 11 and 12 November 2026.
- Location: In person in Dublin.
Develop the practical judgement and skills needed to take an investigation from the first report through to clear findings, appropriate action and formal case closure.
