Ethics May 2014

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Half day open training event held in Toronto, Canada for operating more ethically in the workplace

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Ethics May 2014

  1. 1. Ethical employers by Toronto Training and HR May 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 Ethics-does it make a difference? 7-8 Ideologically driven language 9-10 What is at the core of bad behaviour? 11-12 Ethics of corporate apologies 13-14 Why are ethics in decline? 15-17 Creating a culture of ethical behaviour 18-19 Employee risk 20-23 Payroll ethics 24-26 Ethical leadership 27-28 Pre-employment integrity tests 29-30 Orderly and disorderly organizations 31-32 Education and ethics 33-34 Stress facilitation 35-36 Ethics-related risk exposures 37-39 Virtues and the threat they pose 40-41 Messages that cause baggage 42-44 Values 45-47 Moral people and moral managers 48-49 The concept of moral licensing 50-51 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 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 banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Ethics-does it make a difference?
  6. 6. 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” Page 6
  7. 7. Page 7 Ideologically driven language
  8. 8. Ideologically driven language • Econophonics • Potensiphonics Page 8
  9. 9. Page 9 What is at the core of bad behaviour?
  10. 10. What is at the core of bad behaviour? • Need or perceived pressure • Opportunity • Rationalization • Prevention Page 10
  11. 11. Page 11 Ethics of corporate apologies
  12. 12. Ethics of corporate apologies • Peculiarities of corporate apologies • Differences • Ideal elements of an ethically good, authentic corporate apology Page 12
  13. 13. Page 13 Why are ethics in decline?
  14. 14. 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 benefitsPage 14
  15. 15. Page 15 Creating a culture of ethical behaviour
  16. 16. 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 Page 16
  17. 17. 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 Page 17
  18. 18. Page 18 Employee risk
  19. 19. Employee risk • Need • Opportunity • Attitudes Page 19
  20. 20. Page 20 Payroll ethics
  21. 21. Payroll ethics 1 of 3 • What is it about? • Confidentiality • Integrity/trust • Legality • Compliance • Security • Human errors • Systems Page 21
  22. 22. Payroll ethics 2 of 3 PAYROLL CONTROLS • Payroll processing • Payroll record retention • Payroll employees • Payroll clients Page 22
  23. 23. Payroll ethics 3 of 3 STEPS TO TAKE • Values and beliefs • Simple language • Provide examples • Draft, edit and review • Present and review Page 23
  24. 24. Page 24 Ethical leadership
  25. 25. Ethical leadership 1 of 2 • Hypocritical leaders • Ethical leaders • Unethical leaders • Ethically neutral (silent) leaders Page 25
  26. 26. Ethical leadership 2 of 2 • Prevention focus • Promotion focus Page 26
  27. 27. Page 27 Pre-employment integrity tests
  28. 28. Pre- employment integrity tests BUSINESS INDICATORS IMPACTED • Integrity • Absenteeism • Safety • Illegal substance use • Tenure • Potentially unsuccessful hire Page 28
  29. 29. Page 29 Orderly and disorderly organizations
  30. 30. Orderly and disorderly organizations • Recruitment and hiring practices • Supervisory and management practices • Corporate ethics and satisfaction programs • Risk management programs • Facility appearance and organization Page 30
  31. 31. Page 31 Education and ethics
  32. 32. Education and ethics • What are business schools doing? • Potential sources of decoupling • Themes to avoid decoupling • Drivers of decoupling Page 32
  33. 33. Page 33 Stress facilitation
  34. 34. Stress facilitation • Stress • Dishonesty Page 34
  35. 35. Page 35 Ethics-related risk exposures
  36. 36. Ethics-related risk exposures • Counter productivity • Criminal behaviour Page 36
  37. 37. Page 37 Virtues and the threat they pose
  38. 38. Virtues and the threat they pose 1 of 2 • Altruism • Benevolence • Compassion • Courage • Moral • Forgiving • Generous • Gratitude • Honesty • Hopeful Page 38
  39. 39. Virtues and the threat they pose 2 of 2 • Patient • Socially responsible • Spiritual Page 39
  40. 40. Page 40 Messages that cause baggage
  41. 41. Messages that cause baggage • A mindset that disparages values • Demonizing those that need help • A stigmatization of goodness Page 41
  42. 42. Page 42 Values
  43. 43. 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 Page 43
  44. 44. Values 2 of 2 HIGHER ORDER VALUE TYPES x 4 • Self-enhancement • Openness to change • Self-transcendence • Conservation Page 44
  45. 45. Page 45 Moral people and moral managers
  46. 46. Moral people and moral managers 1 of 2 MORAL PERSON • Traits • Behaviours • Decision-making Page 46
  47. 47. Moral people and moral managers 2 of 2 MORAL MANAGERS • Role modelling • Rewards/discipline • Communication Page 47
  48. 48. Page 48 The concept of moral licensing
  49. 49. The concept of moral licensing • The moral balance model • Identity orientations • Organizational citizenship behaviour • Moral license • Counterproductive work behaviour • Personal reputation Page 49
  50. 50. Page 50 Conclusion, summary and questions
  51. 51. Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions

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