the marriage of values and compliance: building a more ...€¦ · october 27, 2011 shrm atlanta...
TRANSCRIPT
October 27, 2011
SHRM Atlanta Webinar
Stephen M. Paskoff, Esq.
President and CEO, ELI, Inc.
The "Marriage" of Values and
Compliance: Building a More
Productive Workplace While Minimizing
Legal Risk
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Stephen M. Paskoff, Esq.
President & CEO of Employment Learning
Innovations, Inc. (ELI®)
Provides learning solutions that teach
professional workplace conduct, helping clients
translate their values into behaviors, increase
employee contribution, build respectful and
inclusive cultures, and reduce legal and ethical
risk
Paskoff founded ELI in 1986; he is a former
Co-Chair of the ABA’s Compliance Training
and Communication Subcommittee and a
nationally known writer and speaker on
workplace topics
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Today’s Webcast Agenda
Defining the issue – a conceptual framework
Why values and compliance must be linked
Key Elements
Values
Behaviors
Culture
Leadership
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Poll #1
I am satisfied with our leaders'
knowledge of our compliance
standards and how they are tied
to values and daily behavior. (choose one)
___Agree
___Disagree
___Don’t Know
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Past vs. Present The Traditional Approach vs. What is Needed Today
Past: Fragmented, informational, complex and
obscure - key point is getting it done and
documented
VS.
Present: Organizationally integrated, tied to
simple yet meaningful values and behaviors,
tied to culture
The Objective: Business results, lower risk,
“true” compliance
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Why Is the Traditional Approach a
Problem?
Too many “rules”
Yet, most disasters occur because:
Blatant misconduct coupled with –
Failing to report and document
Ignoring or covering up reports that have
surfaced
Discouraging issues from being raised
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Poll #2
What is at top of mind for your
business leaders? (choose one)
___Legal and compliance related issues
___Productivity/efficiency
___Profitability
___Globalization
___Engagement
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Asking WHY?
If “business”
issues are most
important, then
why focus
compliance on
issues that don’t
“matter” to most?
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
In Other Words…
Day-to-day
“business issues”
capture most
leaders’ and
others’ attention
Values and
compliance need
to be linked to
business priorities
NOT the same as
check-the-box
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Poll # 3
“In my organization, everyone knows
that we don’t tolerate at any level by
any person…” (choose one that applies most)
___Blatant behavioral violations (threats,
harassment, etc.)
___Lying
___Covering up or ignoring problems
___Taking action against people who bring
complaints forward
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Well-known Disasters
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Three Stories
In the Operating
Room
At the Nuclear
Power Plant
On the Battlefield
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
In the Operating Room
Conduct Costs Lives
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
At the Nuclear Power Plant
Observable hazards
Reluctance to speak
up
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
On the Battlefield
Strife Away From the
Battlefield
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Lesson Learned
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Why Simple Values-based Behaviors
are Needed and Must be Tied to
“Business”
Otherwise:
Too many rules
Too much information
Too many systems
Too many departments
None of which really matter
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
The Result
We all tune out when we
need to tune in
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
The Mantra for the “Marriage” of
Values and Compliance
MAKE IT ALL
Simple Stick
Matter
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
The Main Issue
Compliance is based on prevention, detection
and correction
For compliance efforts “to work”, they must
be linked to:
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Culture at Work
3 More Stories
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Compliance
EEO
Ethics
Compliance Standards
Harassment
Internal Reporting
Safety
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Core Business Responsibilities
Manufacturing Excellence
Productivity Profits
Brand Image Market Share Quality
Efficiency Competitiveness Customer
Satisfaction
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Compliance into Core Business
Responsibilities
EEO Ethics Compliance Standards
Harassment
Internal Reporting Manufacturing
Excellence Productivity Profits
Brand Image Market Share Quality Efficiency
Competitiveness Customer
Satisfaction Safety
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
In Summary:
A Civil Treatment® Workplace
Blend business issues with a range
of compliance and related topics
Focus on integrating values with
clear behaviors
Keep all as simple as possible
Remember simplicity is the antidote to
confusion
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
In Summary: The Simple Solution
of a Civil Treatment® Workplace
Values and compliance
Linked to preventing business problems, and
key behaviors to encourage issue identification
Key leader skills to “marry” values and
compliance
Know the basics and model
Talk about them
Intervene
Welcome concerns
Get help
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Poll #4
Our values are linked to a few specific
and clear behaviors.(choose one)
___Agree
___Disagree
___Don’t Know
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
In Summary: The Goal
A business message
Linked to values
Tied to a handful of behaviors
Reinforced via daily actions
Which become cultural standards
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
What Really Matters
It’s what matters to participants, not
the organization, compliance
professionals, HR, safety leaders,
lawyers or anyone else that affects
behavior
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Questions
© Copyright October 2011 • Employment Learning Innovations, Inc. • All rights reserved • Atlanta, Georgia
Thank You
Thank you for attending. If
you have any further
questions, please
contact us at: 800.497.7654
www.eliinc.com
Please download our
whitepaper:
Foundations of a Civil
Workplace