ethics may 2014
DESCRIPTION
Half day open training event held in Toronto, Canada for operating more ethically in the workplaceTRANSCRIPT
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Ethical employers
by Toronto Training and HR
May 2014
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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
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Introduction
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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
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Ethics-does it make a difference?
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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”
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Ideologically driven language
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Ideologically driven language
• Econophonics• Potensiphonics
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What is at the core of bad behaviour?
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What is at the core of bad behaviour?
• Need or perceived pressure
• Opportunity• Rationalization
• Prevention
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Ethics of corporate apologies
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Ethics of corporate apologies
• Peculiarities of corporate apologies
• Differences• Ideal elements of an
ethically good, authentic corporate apology
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Why are ethics in decline?
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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
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Creating a culture of ethical behaviour
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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
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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
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Employee risk
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Employee risk
• Need • Opportunity• Attitudes
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Payroll ethics
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Payroll ethics 1 of 3
• What is it about?• Confidentiality• Integrity/trust• Legality• Compliance• Security
• Human errors• Systems
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Payroll ethics 2 of 3
PAYROLL CONTROLS• Payroll processing• Payroll record
retention• Payroll employees• Payroll clients
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Payroll ethics 3 of 3
STEPS TO TAKE• Values and beliefs• Simple language• Provide examples• Draft, edit and review• Present and review
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Ethical leadership
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Ethical leadership 1 of 2
• Hypocritical leaders• Ethical leaders• Unethical leaders• Ethically neutral
(silent) leaders
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Ethical leadership 2 of 2
• Prevention focus• Promotion focus
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Pre-employment integrity tests
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Pre-employment integrity tests
BUSINESS INDICATORS IMPACTED• Integrity• Absenteeism• Safety• Illegal substance use• Tenure• Potentially
unsuccessful hire
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Orderly and disorderly organizations
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Orderly and disorderly organizations
• Recruitment and hiring practices
• Supervisory and management practices
• Corporate ethics and satisfaction programs
• Risk management programs
• Facility appearance and organization
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Education and ethics
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Education and ethics
• What are business schools doing?
• Potential sources of decoupling
• Themes to avoid decoupling
• Drivers of decoupling
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Stress facilitation
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Stress facilitation
• Stress• Dishonesty
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Ethics-related risk exposures
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Ethics-related risk exposures
• Counter productivity• Criminal behaviour
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Virtues and the threat they pose
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Virtues and the threat they pose 1 of 2
• Altruism• Benevolence• Compassion• Courage• Moral• Forgiving• Generous• Gratitude• Honesty• Hopeful
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Virtues and the threat they pose 2 of 2
• Patient• Socially responsible• Spiritual
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Messages that cause baggage
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Messages that cause baggage
• A mindset that disparages values
• Demonizing those that need help
• A stigmatization of goodness
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Values
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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
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Values 2 of 2 HIGHER ORDER VALUE TYPES x 4• Self-enhancement• Openness to change• Self-transcendence• Conservation
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Moral people and moral managers
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Moral people and moral managers 1 of 2
MORAL PERSON• Traits• Behaviours• Decision-making
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Moral people and moral managers 2 of 2
MORAL MANAGERS• Role modelling• Rewards/discipline• Communication
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The concept of moral licensing
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The concept of moral licensing
• The moral balance model
• Identity orientations• Organizational
citizenship behaviour• Moral license• Counterproductive
work behaviour• Personal reputation
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions