No Excuses
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The President of a $24 billion company delivered a keynote speech at an EHS conference emphasizing a "No Excuses" policy for compliance with regulations to protect employees and the environment. When an attendee questioned the simple policy, the President cut him off and demanded to know what part of "No Excuses" was not understood. Over a year later, the author contacted the President about unresolved issues at their plant and the President ensured the issues were addressed, staying true to the "No Excuses" approach. While compliance can be challenging, a straightforward policy reinforced with training and support can help achieve safety and regulatory goals.
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The document discusses the evolution of trust in the workplace. Traditionally, trust was defined as employees' willingness to work extra, but engagement now requires more involvement and passion. However, only 18% of people trust coworkers, and this is declining with generational differences. Engagement results in higher profitability, lower theft, better customer ratings, and fewer safety incidents. Leaders who attend the YESS You could be Right workshops report being promoted, closing more sales, being happier, having a greater impact, feeling more courageous, and improving relationships. The workshops help create a culture of listening and innovation through considering other perspectives.
What Leaders who Build Leaders are Saying about The Evolution of Trust Teach ...
Our Leadership Crisis Solution Provides leaders with tools and concepts that increase engagement and build trust by legitimizing everyone’s voice at the table.
It is a customizable scalable 'white label' product for the profit, nonprofit, academic and government sectors.
Client Testimonials
The State of The Chief Compliance Officer 2018 - SAI Global
We review industry research and some of our own to identify:
- Who are Chief Compliance Officers and their ethics & compliance peers?
- What do they do and what are their core responsibilities?
- What challenges do they face today? What rewards does the role bring?
- Where do they think ethics & compliance is heading in the future?
Maintaining high levels of motivation and commitment of your clinical researc...
Clinical research projects usually have longer duration periods, so it’s not surprising that your research team can start losing focus and motivation after some time. Maintaining high levels of motivation, engagement, and commitment from the PI, coordinator, and all other individuals involved in research is extremely important for a successful project. This means that you will need to maintain the engagement of each individual separately as well as the whole team. Bringing back this focus and attention can sometimes be a big challenge for CRAs, sponsors or CROs.
Seeing how this problem is so common in the research community and how many people are constantly struggling with this question, we’ve decided to help you reach your best potential by showing you how to increase and maintain your team’s motivation and engagement in your research.
Administrative philosophy - Parks
Jay Parks outlines his administrative philosophy in five points: 1) Focus on recreation as a business, 2) Provide excellent customer service internally and externally, 3) Say yes instead of no when asked for help, 4) Balance autonomy with direction for staff, and 5) Remember the mission when stressed by looking at the facility name. He believes management should guide dedicated staff to enhance collective goals through sound practices while encouraging thinking and creativity within appropriate autonomy levels. The goal is successful delivery of programs and services through proven business strategies balanced with flexibility to creatively help users.
This is such an interesting topic. While working for my former emplo.docx
This is such an interesting topic. While working for my former employer we did not have a
whistleblowing
program. Managers, directors, and upper management were very approachable. But at the same time, they were also the ones who encouraged us, during quarter-end, to start campaigns prior to the contracted date or not notify our clients of certain filters to their campaigns. There were many instances of legal versus ethical or unethical. I always felt uneasy about doing it even though it didn't make a significant difference to the deliverable they would receive at the end of their campaign. In most instances I r
efrained
from doing it or fixed issues on the back-end without telling my manager so that I wouldn't run into problems with my client.
They saw it as a minor unethical thing to do because they wanted to ensure that the bottom line, revenue, was secured.
I think if i was to ask the organization's employees and contractors "would you fear retaliation if you reported unethical activities to the
whistleblowing
program?" there would be a bit of a mixed reaction. Most people would be comfortable enough to voice grievances without any backlash. On the other hand, I think the upper management would of course portray to the company that they welcome it but I think there would be instances where they may feel a bit uneasy about it. Nonetheless, I think it is important to be able to communicate about unethical issues within an organization. Even more so depending on certain industries such as
healthcare
, financial, governmental it is important to have
whistleblowing
programs because they are working directly with the population and their decisions have tremendous effect. Therefore, having the program and people feeling comfortable enough to use it is important.
I think the key or the foundation for good business ethics is transparency. As stated in the book "transparency is the best policy (Trevino & Nelson, 2014, p.124).
Trevino, L. & Nelson, K. (2014).
Managing Business Ethics: Straight Talk About How to Do It Right
. John Wiley & Sons.
this is the first one, reply her about 100 words. just need to reply feeling about after reading.
After reading the supplementary scenarios, my impression is that navigating these situations is extremely difficult/ambiguous and they require a very astute and well-versed individual to traverse them successfully. Situations like these are few and far between, but when they arise they are quite dangerous even to a very experienced individual. According to Trevino (2014), your career “can be irrevocably damaged if you mishandle an ethical issue” (p. 110).
For the most part, these situations are moderately straightforward and navigable. However, the Human Resources scenario and Corporate Resources scenario are difficult situations to be in. With the Human Resources scenario, you have essentially been excluded from the committee by the other committee members. This might be because of your position a ...
1977 07
The document discusses Hewlett-Packard's "HP way," which is their unique working philosophy and culture. The HP way is based on trusting employees, sharing responsibilities and opportunities, and treating people with dignity and respect. It includes policies like profit-sharing, stock ownership plans, flexible work hours, and minimizing layoffs during downturns. The overarching goal is to create an environment where employees feel empowered, supported, and able to do their best work.
The HP Way: Classic
Hewlett-Packard's "HP way" emphasizes trusting employees, sharing responsibilities and benefits, and providing opportunities for personal and professional development. It is an informal culture where people are treated with dignity and respect. Managers coach employees and help them grow into new roles. The goal is to create an environment where employees feel empowered to do their best work and directly contribute to the company's success.
White Paper: HR as an Organizational System
HR exhibits the real time characteristics of a living system. This white paper explains why it ia true organizational system.
Vantage Point - Operational Discipline.pdf
Operational Discipline is an approach to ensure safety and production are achieved through consistent behaviors and organizational pillars. The document discusses the false tension between safety and production, explaining they are actually dependent on the same behaviors. It then defines the seven pillars of Operational Discipline that must work together: Integrity, Level of Knowledge, Questioning Attitude, Formality, Forceful Watch Team Backup. These pillars ensure employees always do the right thing the right way through a shared understanding of why certain approaches are important.
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No Excuses
- 1. "No Excuses" When I started my EHS experience I was very excited that our company was having an EHS conference in Branson Missouri. If you know Branson, it can be a very entertaining destination, most times of the year. This conference was the weekend before Thanksgiving and it was an unusually cold November with temperatures in the "lower teens" with gusting winds. The conference was held at a rustic resort with fantastic Ozark inspired decorations. The opening dinner was held at the resort and the keynote speaker, for our group of 50, was the President of our $24 Billion company. He is a very impressive speaker and cuts right to the point. He noted that for our company there were "No Excuses" for not being in compliance with EHS regulations. I thought, a pretty simple and straight forward policy. One of the other "newbies" raised his hand and started to ask a question about the " No Excuses" policy, immediately the speaker cut him off and informed him that it was a simple concept and in normal business activities this simple policy, was the policy and asked: "What part of No Excuses don't you understand?!". The President expected 100% buy in from everyone at this conference. The speaker went on to say that there may be some hurdles along the way that may slow us down or even head us off on to another path. He went on to explain that this guiding policy was to be followed for the safety of our most important resource (our employees) and, to protect our Earth. He continued on and explained that there may be some resource and capital issues. If these issues could not be resolved at the plant or division level, he was to be called and the issues discussed directly with him. A little over a year later I had the need to contact him about some issues that could not be resolved at the plant level. True to his word he was able to resolve these issues and I was able to stay on the "No Excuses" path to compliance. Even though one would think that a simple policy like "No Excuses" would be easy to follow, it can be a challenge to implement and sustain. This policy expects nothing more than the agencies that inspects our sites for compliance. Corporations are always looking for ROI (Return On Investment). ROI is calculated by well established formulas of tangible items. Sometimes it is difficult to calculate ROS (Return On Safety) in tangible terms like ROI. Typically the returns from ROS come right off the bottom line, like reductions in incurred Workman's Compensation medical costs. Another less tangible item is the costs to quality and productivity when a skilled employee is injured and another employee needs to fill the position. In this day and age of lean manufacturing and lean work forces, there are no extra skilled employees to fill this space. Success of any EHS program or policy is contingent on buy-in, and individual accountability, from employees and management at all levels. A straight forward simple policy of "No Excuses" for compliance, reinforced with the proper training and tools will go a long ways to success. Many of us in the EHS profession understand that without top down management support, success of EHS compliance can be challenging. I am looking for an organization that understands that quality and productivity will increase when an organization is in compliance and their most important resource, their employees, are safe. Regards Neil Schwartz CESCO