In the event you don’t already have a robust and meaningful set of compliance and ethics KPIs at your company, Jim Nortz offers a couple of things you might consider doing to remedy the situation:
By Jim Nortz — Compliance Director at Bausch and Lomb
Even in the best of times, being a compliance or ethics officer is not a job for the faint of heart. In addition to small staffs and big responsibilities, the profession is still so new that most of the people do not even really know what they do or why their on the payroll. To make things worse, compliance and ethics office budgets are a conspicuous expense on the balance sheet with no obvious return on investment. And, on top of all of that, they’re the ones who occasionally have the unpleasant task of telling senior managers that they cannot do things that they really want to do.
As many in our profession are likely finding out, this difficult job becomes exponentially harder in tough economic times. Compliance and ethics officers who may have always felt like the odd person out in senior management meetings may now feel like a guy wearing a bright yellow polyester leisure suit in a biker bar.
