Post on 13-Jul-2020
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Ethics/Compliance Hotline Benchmarking:Best Practices and Data Trends
Society of Corporate Compliance and Ethics
2009 Compliance and Ethics Institute
Nick Ciancio
Senior Vice President, Global Compliance
Carrie Penman
Vice President, Ethical Leadership Group,
A Global Compliance Company
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.2
● Founded in 1993
● Consulting in ethics, compliance, values, and corporate responsibility is all we do
● A Global Compliance Company
● Categories of services● Assessment and monitoring● Communications● Training● Strategy
● Have worked with over 25% of Fortune 200. Have worked in 40 countries on every continent
● Obsessed with quality, thoroughness, objectivity, and
service
About Ethical Leadership Group
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.3
About Global Compliance●28 years experience in ethics and compliance
●Introduced the original compliance reporting hotline in 1981
●Currently providing hotline services to over 3,500 clients
including:
Serving more than 23 million employees with hotline/helpline
services in more than 200 countries and territories and in more
than 80 languages on behalf of our clients
●Most comprehensive and integrated ethics and compliance
offerings in the industry: assessment and evaluations, training,
communications, hotlines/helplines, information management,
analytics, exit interviews, mystery shopping
● 1/2 of America’s Fortune 100 ● 1/3 of America’s Fortune 1000
● 1/3 of America’s Fortune 500 ● 1/4 of the Global 500
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.4
Ongoing challenges for ethics and compliance officers – the conundrum
● So much data, but not always clear what it means
● Need to demonstrate program effectiveness
● Need to report meaningful and actionable data to
senior leadership and the Board
● Need to know how the company compares to
other organizations inside and outside of the
industry
● Finding context…
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.5
Informed decision-making comes
from a long tradition of guessing
and then blaming others for
inadequate results.
- Scott Adams
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.6
Q. What type of call data is your leadership most interested in receiving?
● Total numbers of reports received
● Total number of substantiated allegations
● Severity of allegations
● Number of anonymous reports
● Location of issues raised
● Call resolution time
● Disciplinary actions taken
● Industry comparisons
● Implicated groups
● Other
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.7
The only sure things…
● Too many calls is not good news.
● Very few calls is not good either.
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.8
Some factors influencing call volumes and types
● Company and industry risk areas
● Workforce breakdown and staffing
● How reporting system is advertised
● Alternate reporting channels available to
employees and access to them
● Geographic location of employees
● Organizational culture
● Economic climate…
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.9
Context is best conveyed through:
● Comparisons and trend analysis using internal and external benchmarking
● Look for:
● Significant changes in internal data
●Deviations from internal and external norms
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.10
Internal benchmarking● Should look at:
● Types of reports - call categories
● Allegations versus inquiries
● Anonymous versus named reporters
● Allegation priority
● Substantiation percentage
● Discipline/remediation actions
● Case cycle time
● Online vs. telephone reports
● Source of awareness
● Follow-up contacts from anonymous calls
● Sources and allegations - groups, locations, businesses or services
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.11
Internal benchmarking● Should also drill into:
● Geographic locations
● Anonymous calls
● High volume of HR related calls
● Business segments
● Levels of employees calling (and not calling)
● Case closure time by investigating department or
investigator
● Case substantiation rate by investigating department or
investigator
● Disciplinary actions taken by business, by location, and by
level of employee
● Any anomalies
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.12
Measurements and benchmarks currently available:
● ELG/ECOA surveys – last one had 64 participants
● Data from outsourced helpline provider
● Other published data
● Informal benchmarking with peers
● Internally created spreadsheets and databases
Note: Data published typically has not included ranges and is
sometimes based on averages rather than medians
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.13
Why use medians and rangesand not averages?
● Median - midpoint of the data
● Eliminates skew due to company/bus. unit size or
outlier data
● Reflects general trend of all companies/organizations in the database
● Ranges – capture the spectrum of experiences
● Takes into account the variety of cultures
● Flags the most extreme examples as potential
areas of concern
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.14
Demonstrating context to leadership
Acme’s 2008 anonymous report percentage
The range of
anonymous report percentages of the central 80% of Acme’s industry
The median anonymous report
percentage of Acme’s industry
The median anonymous report
percentage of all industries
The range of anonymous report
percentages of the central 80% of all industries
Data on this slide is fabricated for demonstration purposes
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.15
Demonstrating context to leadership – trends over time
Data on this slide is fabricated for demonstration purposes
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.16
What may cause changes in reporting trends?
● Training and communication initiatives
● Published (or rumors of) internal cases and disciplinary actions
● Internal restructuring /management changes/layoffs
● Policy changes – Code or HR
● Mergers/acquisitions/changes in lines of business
● Regulatory changes
● News articles re: industry, competitors, or the latest compliance scandal
● A real problem
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.17
Number of days to respond to a question (from 2006 ELG/ECOA survey)
Days 2006
1 day 38%
2 days 16%
3 days 10%
4-13 days 16%
14+ days 16%
Median = 2 days
Average = 5 days
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.18
Number of days to close a case involving
an allegation (from 2006 ELG/ECOA survey)
Days 2006
1-3 days 2%
4-10 days 13%
11-21 days 33%
22-30 days 35%
30+ days 17%
Median = 30 days
Average = 29 days
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.19
Reporting to leadership: the most frequently asked question…
How are we doing compared to others in the industry?
Requires: External Benchmarking
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.20
External benchmarking –our research
● Data analysis of Global Compliance database – approximately 225,000 reports in 2008
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.21
We currently calculate:
By industry, by client, by country (assuming sufficient
data) with cross tabulations using these categories:
● Types of reports
● Case closure time
● Anonymous vs. named reporters
● Allegation priority
● Substantiation percentage
● Anonymous substantiation percentage
● Online reports
● Source of awareness
● Follow-up contacts
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.22
Categories of calls used:
● Accounting, Auditing, and Financial Reporting
● Financial Misconduct, Internal Controls, Expense Reporting
● Business Integrity
● Falsification of documents, Fraud, COI, etc.
● Diversity, HR, and Workplace Respect
● Discrimination, Harassment, Compensation, General HR
● Environment, Health, and Safety
● Environmental Compliance, Assault, Safety, OSHA
Reporting
● Misuse, Misappropriation of Corporate Assets and Information
● Computer Usage, Employee Theft, Time Clock Abuse
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.23
Some interesting findings:
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.24
Rate of reporting
(2008 data from 396 companies with US
locations only)
Where do you stack up?
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.25
Percent of Employees Reporting (U.S., 2008)
0.4%
1.1%
1.3%
2.8%
0.0%
1.0%
2.0%
3.0%
Consumer Manufacturing All Industries Median Healthcare Non-profits &
Associations
% of Employees Reporting
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.26
2008 Data – Report breakdown
Type
Percentage of all
2008 reports
Inquiries 26%
Reports 50%
Follow-ups 24%
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.27
2008 Data – How often do the same employees call with new issues?
● First time callers = 85%
● Repeat callers (as identified by the caller and includes prior years) = 15%
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.28
2008 Data – Repeat reporters varied significantly by industry
7%
15%
26%
0%
10%
20%
30%
Mining All Industries Average Industrial Manufacturing
% of Repeat Reporters
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.29
2008 Data – Substantiation rates by caller frequency
Substantiation Rates
Substantiated Unsubstantiated
First Time Caller 30% 70%
Repeat Caller 39% 61%
Which caller do you expect to be more credible – the first time caller or the repeat caller?
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.30
Some data points had very wide ranges across all industries
● Human Resource issues
● Anonymous reports
● Follow-ups on anonymous reports
● Online reporting versus phone calls
● Case closure time
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.31
2008 Data – Range of Human Resources/Diversity calls
● Diversity/Human Resources/Workplace
Respect
●Range = 55% to 80%
●Median = 73%
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.32
Anonymous reporting
● Source of frustration for Ethics Officers and
senior leadership because of missing data and
inability to talk directly with the reporter
● Senior leaders often push back on accepting
anonymous calls because:
● Fear of malicious calls
● Fear of inability to resolve case
● Strong belief that reporters with real issues
should be willing to give their name
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.33
2008 Data – High range of anonymous calls across industries
40%
60%
80%
30%
40%
50%
60%
70%
80%
90%
Construction All Industries Median Mining
% of Anonymous Reporters
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.34
2008 Data – Substantiation rates of anonymous versus named reporters
Is there a difference in substantiation rate if the reporter gives his or her name?
Call Type Median
Percent of cases substantiated with a
named reporter28%
Percent of cases substantiated with an anonymous reporter
28%
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.35
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How do cases come in?(from 2006 ELG/ ECOA Survey)
Cases come in
by:
2001 2004 2006
Phone 79% 73% 66%
Email/Internet 7% 14% 19% (Email)
9% (Internet)
Total = 28%
In person 6% 8% 10%
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.36
2008 Data – Online reporting
7%
17%
22%
43%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Administrative
Support Services
Health Care and
Social Assistance
All-industry Median Professional,
Technical Services
% of Reports Submitted Online
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.37
How reporters heard about the hotline/helpline:
Source of Reporter’s Awareness
Poster 28%
Other 21%
Other Person 17%
Code/Handbook 10%
Internet/Intranet 7%
Training 6%
Magnets, pens, etc. 6%
Internal Communications 4%
Compliance Office 1%
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.38
Five most common mistakes we find in ethics helplines:1. Discouraging callers with questions or requests for
advice
2. Investigations missteps:
● Investigations that take too long
● Poorly trained investigators
● Maintaining objectivity and professionalism
● Not vigorously protecting confidentiality
3. Not publishing sanitized outcomes to employees
4. Not looking for trends and related variables
5. Call data to Board and senior management without context
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.39
Some advice and best practices:
● Use a robust case management system
● Run your data different ways
● Research anomalies
● Drill down to locations and businesses; issue types
and topics; anonymous calls; substantiated
allegations;
● Sometimes you “don’t know it until you see it”
● Follow your gut instincts on brewing problems
● Track and report on quality of case management and investigations
● Track disciplinary actions by offense, level of employee, or group…
© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.40
Questions?
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© 2009 Global Compliance and Ethical Leadership Group. All Rights Reserved.41
Contact information
Nick Ciancio
Global Compliance
Nick.Ciancio@globalcompliance.com
866-434-7009
Carrie Penman
Ethical Leadership Group
Carrie@ethicalleadershipgroup.com
781-271-1317