Ethics

2017 is shaping up to be the year of populism in the U.S. This has direct implications for compliance, HR and diversity professionals. If diversity is a key driver of business competitiveness, how do you create a culture of ethics, respect and inclusion amidst this rising tide of populism?

It may come as a surprise, but “ethics” has a negative connotation for many in a business context. Similarly, the compliance profession is often viewed negatively, as impinging on employees’ freedom. But those of us on the inside have an entirely different perspective, thinking of compliance as synonymous with integrity. Is it time, then, to rebrand the profession?

Companies with a strong culture of ethics have a real competitive edge in the marketplace. Often these organizations outperform the competition in productivity while also enjoying a lower rate of employee misconduct. Culture may be difficult to measure, but CCOs should focus on continually improving the corporate culture – it’s the company’s most important control.

While it’s vital to have leadership on board in order to have a strong culture of ethics and compliance, an organization must also have the right mechanisms in place so that the team can do their jobs well. Captain Sullenberger was able to land Flight 1549 safely because he had the advantage of a prepared and well-trained staff AND appropriate...

The importance of planning is no more apparent than in times of crises. In 2009, Captain “Sully” Sullenberger landed Flight 1549 on the Hudson River after both of the plane’s engines failed. A few weeks later, in a formal address to the House, he lauded the virtue of preparedness – both for the risks that can be anticipated and the...

If you know a colleague is taking questionable shortcuts in an attempt to deliver strong performance, and you say nothing, does that make you an accomplice?

There are a number of reasons an employee might resort to bribery – some are out of the company’s control, but some aren’t. If your organization has had an issue with corruption, the problem could be corporate culture. Then again, ignorance can’t be ruled out as a cause. Of course, neither case is excusable, as both are preventable.

It can be instructive to pore over past corporate scandals and infamous ethical lapses, but the more productive course of action is building and maintaining a strong culture of ethics and compliance. A chief compliance officer’s role here is critical, but this is a feat he can’t accomplish alone. Senior leaders and middle manager have to be on board, too.

Incentives are having a significant and now measurable impact on corporate conduct and individual ethical behavior. Is it time for a mine sweep?

The outrageous price gouging of Mylan’s Epi{en is a classic example of a business’s false public face masking corporate greed. That it’s unethical is no question. Rather than executives looking out for their own best interests, they should be watching out for the best interests and well-being of their employees, customers and the public – it’s entirely possible to do...

Businesses that gain a reputation for unethical conduct don’t survive long. Leadership must remain watchful to ensure its practices reflect its code of conduct and that management “walks the talk” so as to foster a culture of compliance throughout the organization. Here, Jim DeLoach provides several indicators that could point to a flagging ethics program.

For years, there has been talk about the need for organizations to adopt a “culture of compliance” where following the rules means embracing the spirit of them. We offer some real world ways to “bake” compliance into your organization to ensure employees do what's expected, and what's right, even when nobody is looking.