Ethics May 2014

Ethical employers

by Toronto Training and HR

May 2014

CONTENTS3-4 Introduction5-6 Ethics-does it make a difference?7-8 Ideologically driven language9-10 What is at the core of bad behaviour?11-12 Ethics of corporate apologies13-14 Why are ethics in decline?15-17 Creating a culture of ethical behaviour18-19 Employee risk20-23 Payroll ethics24-26 Ethical leadership27-28 Pre-employment integrity tests29-30 Orderly and disorderly organizations31-32 Education and ethics33-34 Stress facilitation35-36 Ethics-related risk exposures37-39 Virtues and the threat they pose40-41 Messages that cause baggage42-44 Values45-47 Moral people and moral managers48-49 The concept of moral licensing50-51 Conclusion, summary and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Ethics-does it make a difference?

Ethics-does it make a difference?

ETHISPHERE• “These companies

also understand that a strong culture of ethics is also key to helping drive financial performance”

Ideologically driven language

Ideologically driven language

• Econophonics• Potensiphonics

What is at the core of bad behaviour?

What is at the core of bad behaviour?

• Need or perceived pressure

• Opportunity• Rationalization

• Prevention

Ethics of corporate apologies

Ethics of corporate apologies

• Peculiarities of corporate apologies

• Differences• Ideal elements of an

ethically good, authentic corporate apology

Why are ethics in decline?

Why are ethics in decline?

• A me-first attitude• Craving for power,

status, wealth and recognition

• An “everybody is doing it” attitude

• A lack of accountability• A social acceptance of

wrongdoing as a way to succeed

• A “rot at the top” stain• A focus on short-term

benefits

Creating a culture of ethical behaviour

Creating a culture of ethical behaviour 1 of 2

• State the values that matter and why-for your organization, your clients and every employee

• Publicize the organization’s commitment to ethical values

• Top-down leadership must commit to ethical values

• Managers at every level must pledge to learn, teach and apply the values stated

Creating a culture of ethical behaviour 2 of 2

• Remind the entire organization that the right thing to do is always to do the right thing

• Mottos and mission statements make a difference when they are displayed throughout the workplace

• Be quick to take action when ethics and values are violated

• Ethical training and discussions help put values to work

Employee risk

Employee risk

• Need • Opportunity• Attitudes

Payroll ethics

Payroll ethics 1 of 3

• What is it about?• Confidentiality• Integrity/trust• Legality• Compliance• Security

• Human errors• Systems


PAYROLL CONTROLS• Payroll processing• Payroll record

retention• Payroll employees• Payroll clients


STEPS TO TAKE• Values and beliefs• Simple language• Provide examples• Draft, edit and review• Present and review

Ethical leadership

Ethical leadership 1 of 2

• Hypocritical leaders• Ethical leaders• Unethical leaders• Ethically neutral

(silent) leaders

Ethical leadership 2 of 2

• Prevention focus• Promotion focus

Pre-employment integrity tests

Pre-employment integrity tests

BUSINESS INDICATORS IMPACTED• Integrity• Absenteeism• Safety• Illegal substance use• Tenure• Potentially

unsuccessful hire

Orderly and disorderly organizations

Orderly and disorderly organizations

• Recruitment and hiring practices

• Supervisory and management practices

• Corporate ethics and satisfaction programs

• Risk management programs

• Facility appearance and organization

Education and ethics

Education and ethics

• What are business schools doing?

• Potential sources of decoupling

• Themes to avoid decoupling

• Drivers of decoupling

Stress facilitation

Stress facilitation

• Stress• Dishonesty

Ethics-related risk exposures

Ethics-related risk exposures

• Counter productivity• Criminal behaviour

Virtues and the threat they pose

Virtues and the threat they pose 1 of 2

• Altruism• Benevolence• Compassion• Courage• Moral• Forgiving• Generous• Gratitude• Honesty• Hopeful

Virtues and the threat they pose 2 of 2

• Patient• Socially responsible• Spiritual

Messages that cause baggage

Messages that cause baggage

• A mindset that disparages values

• Demonizing those that need help

• A stigmatization of goodness

Values

Values 1 of 2 • At the heart of motivated choice

• Personal values• Basic biological,

psychological and social needs

• Universal value types x 10

• Higher order value types x 4

Values 2 of 2 HIGHER ORDER VALUE TYPES x 4• Self-enhancement• Openness to change• Self-transcendence• Conservation

Moral people and moral managers

Moral people and moral managers 1 of 2

MORAL PERSON• Traits• Behaviours• Decision-making

Moral people and moral managers 2 of 2

MORAL MANAGERS• Role modelling• Rewards/discipline• Communication

The concept of moral licensing

The concept of moral licensing

• The moral balance model

• Identity orientations• Organizational

citizenship behaviour• Moral license• Counterproductive

work behaviour• Personal reputation

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

Ethics May 2014

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Transcript of Ethics May 2014