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The tragic disaster of the cruise ship Costa Concordia capsizing off the coast of Italy provides a stark example of just how important tone from the top can be.
A recovering economy is weakening companies’ ethics cultures, but the trend had not yet affected the average employee. But it will.
If your organization is only training employees to avoid the most obvious examples of harassment, then you might be open to real liability.
Recently, Global Compliance was excited to learn that we and our partner Allen Interactions, a custom learning design, development and strategic consulting firm, had won a Silver International Davey Award. We asked other Davey Award winners from 2011 what they thought about winning one of the premier awards in the creative field.
What will the next twelve months bring for ethics and compliance programs around the globe? It’s a game of prognostication we all like to play this time of year.
A couple of recent stories illustrate the need for employers to be increasingly aware of how their employees behave outside the office.
Maybe during a recession some organizations don’t want to spend the money to train employees on how to prevent workplace harassment and discrimination, but would they rather pay out huge sums settling harassment and discrimination cases that could have been prevented?
The Penn State scandal spells out in giant letters why the "checking the box" approach to ethics and compliance can be so disastrous. And it puts a very human face on the consequences of taking the path of least effort.
As the Dodd-Frank SEC Whistleblower Program has done in the US, the SFO Confidential hotline promises to put increased pressure on companies doing business in the UK to ensure they have adequate internal whistleblowing mechanisms in place. After all, any organization would prefer to learn of misconduct from internal sources first—and get the chance to address it in a non-public way—rather than have the government involved from the get-go.
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