www.peoplematters.in
Break the Silence
As whistle-blowing has proven to be the most effective way to
prevent fraud, companies especially those ...
According to a 2012 KPMG Fraud Survey, 71 per cent of the
respondents believe that fraud is an inevitable cost of doing
bu...
The 2011 National Business Ethics Survey revealed that though 45 per
cent of employees observe misconduct every year, more...
In an event where employees are afraid to speak up, how does one
create an ethical organisation?
“The foundation stones for building
an ethical organisation are
undoubtedly its people, especially its
senior leaders that...
“It is all very well to say that anyone can
lodge a complaint against anyone who
engages in misconduct etc, however
that i...
“To create a transparent, ethical
organisation, where people can
question when in doubt, you need
to have robust systems i...
“Organisations generally find it very
difficult to discern if the whistleblower
is reporting the truth; is he driven by an...
“Once you accept that we as humans do
err then your ability to manage yourself
in difficult circumstances
and to ward off ...
“If companies don’t give ‘a second
chance’ to wrong-doers, they would
prevent them from wrongful conduct
a second, possibl...
“Companies must also build the skill
sets required to help people recognise
what they are doing and ensure culture
penetra...
“Ethics is above the law. The notion that
what is legally permissible is ethically
correct is wrong.”
Sankar Ramamurthy, E...
To read the complete story click here “Break the Silence”
For Further Information
Kindly Contact
+91 (124) 4148102
info@peoplematters.in
www.peoplematters.in
Connect with us on
Sub...
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July cover story- Break the Silence

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As whistle-blowing has proven to be the most effective way to prevent fraud, companies especially those in India need to develop strong robust systems that would encourage employees to speak up

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July cover story- Break the Silence

  1. 1. www.peoplematters.in
  2. 2. Break the Silence As whistle-blowing has proven to be the most effective way to prevent fraud, companies especially those in India need to develop strong robust systems that would encourage employees to speak up By Deepshikha Thakur
  3. 3. According to a 2012 KPMG Fraud Survey, 71 per cent of the respondents believe that fraud is an inevitable cost of doing business here. India was ranked 94 out of 174 countries in the Transparency Index, which ranks companies on the perception of corruption. It is ranked 132 among 185 economies ranked for the ease of doing business, where a high ranking on the ease of doing business means the regulatory environment is more conducive to the starting and operation of a local firm.
  4. 4. The 2011 National Business Ethics Survey revealed that though 45 per cent of employees observe misconduct every year, more than one in five (22 per cent) employees who report it fear retaliation.
  5. 5. In an event where employees are afraid to speak up, how does one create an ethical organisation?
  6. 6. “The foundation stones for building an ethical organisation are undoubtedly its people, especially its senior leaders that the entire organisation looks up to. These people shape of the culture of the company and ethics is a function of culture and the culture itself. At the end of the day, it is about the people - the type of people you attract and recruit, the type of people you promote and the ones who lead the businesses.” Anand Mahindra, CMD, Mahindra & Mahindra
  7. 7. “It is all very well to say that anyone can lodge a complaint against anyone who engages in misconduct etc, however that is not practical. We need to have a law, a framework which defines the reporting mechanisms and ensures zero retaliation for people who speak up. And we need to start with the politics and bureaucracy before having it for the corporates. Norms must be set in the political and bureaucratic domains to begin with.” Dr. Rajiv Kumar, Senior Fellow, Centre for Policy Research and Former Secretary General, FICCI
  8. 8. “To create a transparent, ethical organisation, where people can question when in doubt, you need to have robust systems in place and the leadership needs to consciously build that faith in organisational behaviour. Both culture and policies complement each other and one may fail without the other.” L. Gurunathan, Professor of HRM and IR, XLRI, Jamshedpur
  9. 9. “Organisations generally find it very difficult to discern if the whistleblower is reporting the truth; is he driven by an ulterior motive or making a genuine complaint? This in turn may lead to inaction. Therefore a person’s credibility and how neutral they are in their affiliations in the organisation plays a critical role in defining the effectiveness of a person as a whistle-blower.” Abhijeet Vadera, Assistant Professor, Indian School of Business
  10. 10. “Once you accept that we as humans do err then your ability to manage yourself in difficult circumstances and to ward off temptation is much better.” K. Ramkumar, ED (HR, Customer Service & Operations), ICICI Bank
  11. 11. “If companies don’t give ‘a second chance’ to wrong-doers, they would prevent them from wrongful conduct a second, possibly a third time.” V. Raghunathan, Academic, Popular Author and Columnist
  12. 12. “Companies must also build the skill sets required to help people recognise what they are doing and ensure culture penetration in all aspects of the business.” Ed Cohen is Executive Vice President, Nelson Cohen Global Consulting. An expert in leadership and change management, Ed was with Satyam Computers (now Mahindra Satyam) as Sr. VP-, Talent Management and Learning
  13. 13. “Ethics is above the law. The notion that what is legally permissible is ethically correct is wrong.” Sankar Ramamurthy, Executive Director, PwC
  14. 14. To read the complete story click here “Break the Silence”
  15. 15. For Further Information Kindly Contact +91 (124) 4148102 info@peoplematters.in www.peoplematters.in Connect with us on Subscribe Now! July 2013 www.peoplematters.in

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